Difference between revisions of "NGO Strategic Planning"
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==Introduction== | ==Introduction== | ||
| − | Several years ago a friend who worked in the private sector suggested that I create a personal vision statement to consider my future. His multi-step process of creating a statement proved to be an effective strategy that I continue to use and recommend. This personal vision statement closely relates to the strategic planning process for nonprofit organizations and non-governmental organizations (NGOs). The planning process establishes a framework for organizations to assess their past, present and future. Such planning is particularly important today as NGOs represent an increasing number of causes around the world and answer to many different interest groups. The following article details the importance of a strategic plan, the variety of methods available to organizations, the implement process in an NGO as well as helpful Internet sites. | + | Several years ago a friend who worked in the private sector suggested that I create a personal vision statement to consider my future. His multi-step process of creating a statement proved to be an effective strategy that I continue to use and recommend. This personal vision statement closely relates to the strategic planning process for nonprofit organizations and non-governmental organizations (NGOs). The planning process establishes a framework for organizations to assess their past, present and future. Such planning is particularly important today as NGOs represent an increasing number of causes around the world and answer to many different interest groups. The following article details the importance of a strategic plan, the variety of methods available to organizations, the implement process in an NGO as well as helpful Internet sites. <membersonly> |
==Strategic Planning: Definition== | ==Strategic Planning: Definition== | ||
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==Case Studies:== | ==Case Studies:== | ||
===Citizen’s Committee for Children of New York (CCC)=== | ===Citizen’s Committee for Children of New York (CCC)=== | ||
| − | + | The consulting firm, TCC Group, cites one important case where they assisted a New York City nonprofit on a strategic plan that experienced positive results. Mittenthal, President of TCC Group, details how the Citizens’ Committee for Children of New York (CCCNY) worked with TCC Group to devise a strategic plan focusing on reassessment of service delivery and available resources and was timed to begin with the organization’s 50th anniversary (Mittenthal 2002, 9). Surprisingly, CCC gained a great deal more than a reassessment of their work, mission and internal resources. As Mittenthal states, “the plan helped CCCNY double its fundraising within two years, becoming an even stronger and more effective advocate for children while eliciting the single largest funding increase for children’s mental health programs in the history of New York State” (Mittenthal 2002, 9). These unexpected results from their strategic plan demonstrate the external benefits of gauging an organization’s current abilities and guiding it into the future beyond the stated objectives. With a strategic plan, CCCNY was able to present an image of a strong organization worthy of funding and able to use that funding appropriately. | |
Project for Pride in Living (PPL) | Project for Pride in Living (PPL) | ||
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In order for a full SWOT analysis to take place, an NGO needs to include a diverse and representative group of individuals who have a vested interest in the organization. The inclusion of stakeholders, employees, clients, and others, is important to the success of any strategic planning process (Bryson 2004, 23; Lewis 2003, 334). An informed SWOT analysis of programs and services requires insight from individuals representing those areas. Their participation provides much-needed information into the organization’s true strengths and weaknesses. Secondly, these individuals are important contributors to the creation of any revised mission and vision as well as the implementation of the plan. It seems contradictory for higher level directors and board members to impose a strategic plan on lower-level program staff without gaining valuable insight from those working at the direct-service level. Also, implementing a new plan without approval from the lower staff can lead to resistance and hinder the strategic plan. | In order for a full SWOT analysis to take place, an NGO needs to include a diverse and representative group of individuals who have a vested interest in the organization. The inclusion of stakeholders, employees, clients, and others, is important to the success of any strategic planning process (Bryson 2004, 23; Lewis 2003, 334). An informed SWOT analysis of programs and services requires insight from individuals representing those areas. Their participation provides much-needed information into the organization’s true strengths and weaknesses. Secondly, these individuals are important contributors to the creation of any revised mission and vision as well as the implementation of the plan. It seems contradictory for higher level directors and board members to impose a strategic plan on lower-level program staff without gaining valuable insight from those working at the direct-service level. Also, implementing a new plan without approval from the lower staff can lead to resistance and hinder the strategic plan. | ||
| − | + | Once a well-represented cross-section of the organization’s stakeholders has been chosen and information regarding the internal and external environment has been gathered, then the SWOT analysis can begin. The process is important and there are some excellent resources available such as the outline on the Marketing Teacher website (http://marketingteacher.com/Lessons/lesson_swot.htm) which explains the process of identifying the external opportunities and threats for the organization, and, on the other hand assessing the organization’s internal strengths and weaknesses. Many organizations will identify several items for each part of the analysis and once the SWOT analysis has been completed, the organization should choose the strengths and opportunities to focus on within the creation of the organization’s strategic plan. | |
==SWOT Analysis Example== | ==SWOT Analysis Example== | ||
Latest revision as of 08:30, 17 July 2008
Contents
- 1 Introduction
- 2 Strategic Planning: Definition
- 3 The Importance of Strategic Planning
- 4 Case Studies:
- 5 Accountability
- 6 The Strategic Plan Steps - Scholars’ Perspectives
- 7 Non-Governmental Strategic Plan versus a Business Strategic Plan
- 8 Revisiting the Mission and Vision
- 9 Strengths, Weaknesses, Opportunities, and Threats Analysis (SWOT)
- 10 SWOT Analysis Example
- 11 Implementing the Strategic Plan
- 12 Conclusion
- 13 Helpful Internet Links
- 14 References
Introduction
Several years ago a friend who worked in the private sector suggested that I create a personal vision statement to consider my future. His multi-step process of creating a statement proved to be an effective strategy that I continue to use and recommend. This personal vision statement closely relates to the strategic planning process for nonprofit organizations and non-governmental organizations (NGOs). The planning process establishes a framework for organizations to assess their past, present and future. Such planning is particularly important today as NGOs represent an increasing number of causes around the world and answer to many different interest groups. The following article details the importance of a strategic plan, the variety of methods available to organizations, the implement process in an NGO as well as helpful Internet sites.
To read the rest of the article, please log in using your WANGO membership username and password (using the log in at the top, right-hand corner of the page). Not a WANGO member, but would like full access to the articles in the NGO Handbook? Join WANGO (http://www.wango.org/join.aspx) as an organization or individual member or purchase a year subscription for $30.
