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.

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.

scholarly journals Serious Gaming for the Strategic Planning Process

2014 ◽  
Author(s):  
Adina Aldea ◽  
Maria-Eugenia Iacob ◽  
Jos van Hillegersberg ◽  
Dick Quartel ◽  
Henry Franken
Keyword(s):  
Strategic Planning ◽  
Planning Process ◽  
Serious Gaming ◽  
Strategic Planning Process

scholarly journals University Community Engagement and the Strategic Planning Process

2018 ◽  
Vol 13 (1) ◽  
pp. 4-17 ◽  
Author(s):  
Laura Newton Miller
Keyword(s):  
Strategic Planning ◽  
Qualitative Methods ◽  
Quantitative Methods ◽  
Planning Process ◽  
Strategic Plan ◽  
User Experience Design ◽  
Strategic Planning Process ◽  
Research Libraries ◽  
The University ◽  
University Community

Objectives- To understand how university libraries are engaging with the university community (students, faculty, campus partners, administration) when working through the strategic planning process. Methods- Literature review and exploratory open-ended survey to members of CAUL (Council of Australian University Librarians), CARL (Canadian Association of Research Libraries), CONZUL (Council of New Zealand University Librarians), and RLUK (Research Libraries UK) who are most directly involved in the strategic planning process at their library. Results- Out of a potential 113 participants from 4 countries, 31 people replied to the survey in total (27%). Libraries most often mentioned the use of regularly-scheduled surveys to inform their strategic planning which helps to truncate the process for some respondents, as opposed to conducting user feedback specifically for the strategic plan process. Other quantitative methods include customer intelligence and library-produced data. Qualitative methods include the use of focus groups, interviews, and user experience/design techniques to help inform the strategic plan. The focus of questions to users tended to fall towards user-focused (with or without library lens), library-focused, trends & vision, and feedback on plan. Conclusions- Combining both quantitative and qualitative methods can help give a fuller picture for librarians working on a strategic plan. Having the university community join the conversation in how the library moves forward is an important but difficult endeavour. Regardless, the university library needs to be adaptive to the rapidly changing environment around it. Having a sense of how other libraries engage with the university community benefits others who are tasked with strategic planning

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