Strategic Planning

Topics: Non-profit organization, Marketing, Non-profit organizations Pages: 16 (6464 words) Published: June 24, 2013
There are a variety of strategic planning models, including goals-based, issues-based, organic, scenario. * Goals-based planning is perhaps the most common as it starts with a focus on the organization's mission (and vision and/or values), goals to work toward the mission, strategies to achieve the goals, and action planning. * Issues-based strategic planning often starts by examining issues facing the organization, strategies to address those issues, and action plans. * Organic strategic planning begins with the organization's vision and values and then action plans to achieve the vision with adhering to the values. Major differences in how organizations carry out the various steps and associated activities in the strategic planning process are more a matter of the size of the organization than whether its profit/nonprofit. Smaller nonprofits and for-profits tend to conduct planning activities similarly and large nonprofits and large for-profits tend to conduct similarly. But the focus of the planning activities is different for-profits and nonprofits. Nonprofits traditionally tend to focus more on matters of board development, fundraising and volunteer management. (Source: The structure of this analysis going forward will be as follows: * Organizational Theory surrounding NPOs:

* Mission Statements of NPOs:
* Product and Services Offered:
* Organization Structure:
* Potential Competition:
* Management Strategies:
* Marketing Strategies
* HR Strategies

Mission, Vision and Goal Statements:

The mission should define core purpose of the organization i.e. the reason why it exists. Peter Drucker argues that all organizations including nonprofit organizations exist to serve a customer i.e. satisfying a public need. Therefore, the emphasis of this needs to be brought out in the mission statement as well. Nonprofit and governments do not have a profit making imperative, so it becomes a central requirement that the mission statement clarify the purpose of a NPO clearly articulating for all stakeholders. Clearly, the mission isn't just window dressing; in fact, the very success of public and nonprofit enterprises is often dependent, at least in part, on the development of a crystallizing mission. (Source: Balanced Scorecard Step-by-Step for Government and Nonprofit Agencies by Paul R. Niven, John Wiley & Sons © 2003 Archive Citation) Researchers from the Independent Sector found that, "a clear, agreed-upon mission statement is one of the four primary characteristics of successful nonprofit organizations." (Source:]E.B. Knauft, Renee Berger, and Sandra Gray, Profiles of Excellence (San Francisco: Jossey-Bass, 1991) The evidence is clear that public sector organizations also benefit from the declaration of a distinctive mission, as David Osborne and Ted Gaebler reported in Reinventing Government: "The experience of hashing out the fundamental purpose of an organization—debating all the different assumptions and views held by its members and agreeing on one basic mission—can be a powerful one. When it is done right, a mission statement can drive an entire organization from top to bottom. “(Source: David Osborne and Ted Gaebler, Reinventing Government (Reading, MA: Addison-Wesley, 1992) Another important aspect of defining a mission is that it is a longer term goal that never really can be completely achieved, therefore this becomes the beacon for the NPO and this is so very true for a NPO to have such a mission as it will drive it’s strategy, the resources that it attracts and how enduring these are in the longer run. In times when the course can become unclear, this is the light that shows the way to clearer choices for the NPO. For example: In the case of Bon Secours Health System (a health care provider existing from 1800s) in the late 1980s was considering the purchase of a group of nursing homes....

Cited: Bradshaw, P., Hayday, B., Armstrong, R., Levesque, J & Rykert, L. Nonprofit Governance Models: Problems and Prospects 1. 1998. Web. 15 April 2010.
Knauft, E. B, Berger, R. A & Gray, S. T. Profiles of Excellence. Jossey Bass Non-profit & Public Management Series, 1991. Print.
Krattenmaker, T. Write a Mission Statement That Your Company Is Willing to Live. Harvard Management Review, 2002. Print.
Niven, P. R. Balanced Scorecard Step-by-Step for Government and Non-profit Agencies. John Wiley, 2003. Print.
Nolan, P and Kelleher, S. “Steering your Non-profit Organization through the Storm.” (Jan 2010). Web. (15 April, 2010).
Osborne, D & Gaebler, T. Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector. Plume, 1993. Print.
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