Strategic Planning

2013 ◽  
Author(s):  
John A. Yankey ◽  
Vera Vogelsang-Coombs
Keyword(s):  
Strategic Planning ◽  
Nonprofit Organizations ◽  
Key Management ◽  
Planning Process ◽  
Management Process ◽  
Community Needs ◽  
The Future ◽  
Collaborative Methodology

Strategic planning is a key management process in nonprofit organizations and a collaborative methodology for addressing complex community needs. This entry presents an overview of strategic planning, with dual emphasis on the content and format of the final product. It highlights phases and steps in the planning process, along with trends and directions for such planning in the future. Despite its increased use, however, confusion and skepticism about the value of strategic planning remain. Therefore, we describe specific approaches that have yielded good results.

The Role of Philanthropy on the Strategic Planning Process of a Selective Liberal Arts and Science College

2020 ◽  
pp. 1364-1384
Author(s):  
Wayne P. Webster ◽  
Rick C. Jakeman ◽  
Susan Swayze
Keyword(s):  
Decision Making ◽  
Strategic Planning ◽  
Liberal Arts ◽  
Planning Process ◽  
Deep Understanding ◽  
Strategic Planning Process ◽  
Strategic Plans ◽  
The Future ◽  
Science College ◽  
Decision Making Model

This chapter describes how constituencies of a four-year, private liberal arts and science college perceived the effect of philanthropy on the strategic planning process. Due to their reliance upon tuition revenues and private support, liberal arts and science colleges are particularly susceptible to ebbs and flows in the economy. How these institutions plan for the future and the extent to which philanthropy factors into strategic plans provides crucial information about the future of these higher education institutions (Connell, 2006). Gaining a deep understanding of how philanthropy shapes a strategic planning process and the decision-making model that was used during the process provides insight into how philanthropy, strategic planning, and decision-making models intersect to form a new decision-making model, described as feedback and revenue.

Manipulating Structure in Institutional Complexity Scenarios: The Case of Strategic Planning in Nonprofits

2020 ◽  
pp. 000765032092733
Author(s):  
Ziva Sharp
Keyword(s):  
Strategic Planning ◽  
Nonprofit Organizations ◽  
Planning Process ◽  
Comparative Case Study ◽  
Structural Components ◽  
Institutional Complexity ◽  
Shape Structure ◽  
Social Logic

Emergent structural approaches to institutional complexity tend to inhibit the role of agency in addressing logic multiplicity scenarios. Prior studies of logic multiplicity have documented a diverse set of outcomes, ranging from domination through hybridization, and characterized by various levels of conflict. A new stream of research has emerged that seeks to explain this heterogeneity through the structural components of complexity. These studies tend to minimize the role of agency in institutional complexity scenarios, positing that outcome diversity, and the organization’s ability to exert agency, can be accounted for by the interaction of exogenously determined parameters, such as centrality, compatibility, prioritization, and jurisdictional overlap. This article revisits the role of agency in these models, suggesting that agency is not only framed by, but may itself shape, structure. The article draws on a comparative case study in five Israeli nonprofit organizations, focusing on the introduction of the business logic through a strategic planning process, and the challenge that this represents for the legacy social logic. The case studies demonstrate that organizations regularly use a set of distinctive mechanisms to manipulate the structural components of complexity, and, in so doing, agentically regulate logic multiplicity outcomes.

scholarly journals “The Summit”: Strategic Planning the Future of Ag and Natural Resource Programs for Extension in North Carolina

HortScience ◽  
2004 ◽  
Vol 39 (4) ◽  
pp. 843A-843
Author(s):  
Douglas C. Sanders* ◽  
Roger Crickenberger ◽  
Billy Dunham ◽  
Edwin J. Jones ◽  
John M. O'Sullivan
Keyword(s):  
North Carolina ◽  
Strategic Planning ◽  
Strategic Management ◽  
Natural Resource ◽  
Planning Process ◽  
White Paper ◽  
Strategic Thinking ◽  
Active Listening ◽  
The Future ◽  
Stakeholder Input

Most administrators regard strategic planning as a structured process to produce fundamental decisions and actions shaping and guiding what their organization is, does, and why it does it. A concerted focus on the future is usually involved in the effort. In North Carolina, all Extension Agriculture and Natural Resource Agents, Specialists, Directors and State Staff recently utilized such a structured process in a 3-day conference entitled “The Summit”. The success of this strategic planning process can be measured by the degree to which the process lead to strategic management within NCCE. The Summit used a framework that fully explored forces affecting or impeding strategic thinking. That framework was a day of laying groundwork and with various keynote speakers helping to set the stage; a day of stakeholder direction and attendee active listening and debate; and a day of group reflection. The results of this conference were chronicled in “White Paper” written by a team representing all major in-house stakeholders. While many of the usual problems affecting Extension were reviewed, stakeholder input to both administration and staff is re-shaping the way NCCE uses resources and directs programs. Ten recommendations came out Action te Such an outcome is strategic management, and the framework of The Summit may allow other similar organizations to also have successful strategic planning meetings.

Enhancing Organizational Capacity Through the Use of Social Media

2018 ◽  
pp. 623-652
Author(s):  
Rui Sun ◽  
Hugo Asencio ◽  
Julie Reid
Keyword(s):  
Social Media ◽  
Strategic Planning ◽  
Nonprofit Organizations ◽  
Planning Process ◽  
Public Awareness ◽  
Organizational Capacity ◽  
Government Grants ◽  
Leadership Management ◽  
American Lung Association ◽  
Use Of Social Media

This chapter examines whether and how the use of social media and government funding may enhance the capacity of a nonprofit organization, help fulfill its mission, and facilitate its strategic planning process. Both the organizational capacity and strategic planning literature emphasize the importance of leadership, management, collaboration, and fiscal, technical resources. Using a case study of the American Lung Association in Arizona (ALAA), this chapter finds that government grants and strategic use of social media in nonprofit organizations can lead to increased public awareness of the issues related to their organizational missions, greater fundraising capacity, and enhanced collaboration among their employees.

Now is our time

1991 ◽  
Vol 75 (5) ◽  
pp. 677-684 ◽  
Author(s):  
David L. Kelly
Keyword(s):  
Strategic Planning ◽  
Planning Process ◽  
American Association ◽  
Presidential Address ◽  
Content Type ◽  
Strategic Planning Process ◽  
The Future ◽  
Fine Print

✓ The President of the American Association of Neurological Surgeons (AANS) in his presidential address discussed the challenges faced by neurosurgery today. He stressed three essentials to meeting the future: an effective and introspective organization; ample participation by the membership of the specialty; and a plan. He defined some of the problems before neurosurgery and the strategic planning process that has been undertaken during his presidency.

Strategic Planning Practices: Are they what they should be?

2003 ◽  
Vol 22 (4) ◽  
pp. 177-183
Author(s):  
Marios I. Katsioloudes ◽  
Walter G. Tymon
Keyword(s):  
Strategic Planning ◽  
Nonprofit Organizations ◽  
Human Service ◽  
Executive Director ◽  
Planning Process ◽  
Executive Directors ◽  
Research And Practice ◽  
Strategic Planning Process

This study extends research on strategic planning practices in nonprofit organizations by examining executive director perceptions of both actual and desired practices in their organizations. Fifty three (53) usable questionnaires returned from 150 randomly sampled church, museum, and human service directors were analyzed. Six factors of the strategic planning process (SPP) were assessed by the questionnaire: participation, organizing mechanisms, inputs and analysis, responsibilities for developing the plan, substantive elements in the resulting plan, and elements in promulgating the plan. The results indicated that although non-profits are engaged in strategic planning, the strategic planning process is not being used to the degree executive directors desire. Directors appeared to perceive the inputs and analyses in the SPP to be particularly deficient. In addition, the degree of perceived participation in the SPP appeared to be less than one might expect in nonprofits. Implications of the findings for research and practice are discussed.

scholarly journals O USO DO PLANEJAMENTO ESTRATÉGICO SITUACIONAL (PES) EM UNIVERSIDADES PÚBLICAS: O caso da Pró Reitoria de Avaliação e Planejamento da Universidade Federal do Tocantins

2017 ◽  
Vol 3 (4) ◽  
pp. 562
Author(s):  
Michelle Trombini Duarte ◽  
Jasiel Nascimento ◽  
Waldecy Rodrigues
Keyword(s):  
Strategic Planning ◽  
Public Administration ◽  
Planning Process ◽  
External Environment ◽  
Strategic Planning Process ◽  
The People ◽  
Palabras Clave ◽  
The Future ◽  
First Results

Este artigo apresenta a aplicação da metodologia do Planejamento Estratégico Situacional (PES) na Pró Reitoria de Avaliação e Planejamento (PROAP), e os primeiros resultados deste processo.  Entende-se que é necessário ressaltar que este planejamento deve ser dinâmico, e de um modo geral adaptar-se a dinâmica do ambiente interno e externo, e de modo especial à dinâmica das pessoas. Por este motivo tão importante quanto a realização do planejamento é seu monitoramento a fim de promover ajustes que aumentem a capacidade de realizar sua visão de futuro.   PALAVRAS-CHAVES: Planejamento estratégico, universidade federal, administração pública.     ABSTRACT This paper sought to present the situational strategic planning process, and the first results PROAP / UFT this process means that it is necessary to emphasize that this planning should be dynamic, and generally adapt to the dynamics of the internal and external environment, and particularly the dynamics of the people. For this reason as important as achievement of strategic planning is monitoring in order to promote adjustments that enhance the ability to carry out his vision of the future.   KEYWORDS: Strategic planning, federal University, public administration     RESUMEN Este artículo presenta la aplicación de la metodología de la Planificación Estratégica Situacional (PES) en la Pro Rectoría de Evaluación y Planificación (PROAP), y los primeros resultados de este proceso. Se entiende que es necesario resaltar que esta planificación debe ser dinámica, y de un modo general adaptarse a la dinámica del ambiente interno y externo, y de modo especial a la dinámica de las personas. Por este motivo tan importante como la realización de la planificación es su monitoreo a fin de promover ajustes que aumenten la capacidad de realizar su visión de futuro.   PALABRAS CLAVE: Planificación estratégica, universidad federal, administración pública.

The Heart of the Organization

2021 ◽  
pp. 27-57
Author(s):  
Stacy Landreth Grau
Keyword(s):  
Strategic Planning ◽  
Nonprofit Organizations ◽  
Brand Equity ◽  
Planning Process ◽  
Brand Image ◽  
Brand Identity ◽  
Strategic Planning Process ◽  
Current State ◽  
Donor Support ◽  
Brand Audit

Chapter 2 is all about the importance of the nonprofit brand. The purpose of the chapter is to define branding and emphasize the importance of developing a strong brand identity for nonprofit organizations. Having a strong brand image is vitally important to a nonprofit’s ability to gain traction and donor support. The chapter presents a brief discussion of the importance of brand image and the concept of brand equity for nonprofits. The chapter discusses how to create a strong brand and how to assess the current state of the nonprofit brand. The brand audit is an important part of the strategic planning process, one that is often misunderstood and forgotten. Finally, the chapter deals with the important topic of nonprofit stories and introduces a way to devise overarching nonprofit narratives.

Scenarios, their concept, elaboration and application

2015 ◽  
Vol 10 (1) ◽  
pp. 73-97 ◽  
Author(s):  
Jiří Fotr ◽  
Miroslav Špaček ◽  
Ivan Souček ◽  
Emil Vacík
Keyword(s):  
Risk Management ◽  
Strategic Planning ◽  
Planning Process ◽  
Scenario Planning ◽  
Social Implications ◽  
Management Process ◽  
Content Type ◽  
Industrial Companies ◽  
Risk Management Process ◽  
Scenario Approach

Purpose – The purpose of this paper is to elucidate on specific risk mitigation approach which is known as “scenario approach”. Description of stepwise process of their elaboration, which is worth considering for managers, offers feasible tool not only for company risk management improvement but also for significant enhancement of the quality of company strategic planning. Authors also draw attention to advantages and disadvantages of investment and strategic scenario planning. Theoretical implications of using scenario approaches are exemplified both by the set of investment projects and company strategic planning process where method in question was applied. Design/methodology/approach – As for methods applied which fulfilled research strategies, it is worth mentioning following items: analysis which explores particular parts of methodology of scenario elaboration and application, the way of obtaining information, impact on strategy, working with risks and organizational support of outcomes in company environment; synthesis observing context and natural relation of problems solved which supports research hypotheses formulation; induction generalizing facts acquired from results in companies; deduction to be grounds on which conclusion of this paper was drawn up; abstraction used upon evaluation of case studies; comparison assessing consistency and inconsistency of phenomena and objects; description inevitable for characterization of companies and environment in which they operate; interview collecting information inevitable for the evaluation of the way of working with scenarios and company knowledge standards; modelling was used upon consideration about possible future development of factors observed. Findings – The paper arrived at conclusion, that scenario approach, when used appropriately, may significantly mitigate risk exposure of the company. Conclusions which have been made on selected industrial companies can be extended to other industrial branches. Practical application of scenario planning method confirmed that this approach was superior to deterministic single scenario model. Scenario technique thus compensates for deficiencies and omissions which are inherent in simplistic deterministic model. In cases where an investment scenario planning process proved to be insufficient, the paper refers to more advanced techniques like simulation methods or real options. Research limitations/implications – Over past ten years practical test of proposed stepwise process of scenarios elaboration was repeatedly tested on approx ten industrial companies during the tenure of Mr Soucek and Mr Špaček in top managerial positions. Practical implications – This paper offers flexible and feasible toll for scenario elaboration and their further development. Such an approach contributes significantly to the enhancement of company risk management process. Proceedures described were successfully tested in managerial practice by two of authors while holding CEO positions in oil prcessing and pharma business. Social implications – This paper does not have direct social implication. But scenario approach as a powerful tool of risk management process may significantly contribute to company survival and thus impact social status all stakeholders concerned. Therefore social implications should be identified rather on the background of the problem. Originality/value – Notwithstanding some general notion about scenario concept, there is still little evidence that scenario approach is applied in larger extent. It is prevalently due to lack of expertise of respective managers who are obviously puzzled with numerous outcomes to be obtained by this approach. Clearly define procedure of scenarios formation may be conducive to larger exploitation of this approach. Design of the elaboration and application of scenario approach which was proven to be functioning in the practice brings new benefits to risk management exploration.

Sign in / Sign up

Export Citation Format

Share Document