Strategic Management for Voluntary Nonprofit Organizations

Strategic Management for Voluntary Nonprofit Organizations

Strategic Management for Voluntary Nonprofit Organizations

Strategic Management for Voluntary Nonprofit Organizations

Synopsis

This text provides a much-needed summation of strategic management issues in nonprofit organisations, and addresses both the academic theory and current practice of strategic planning and strategic management.

Excerpt

The author was born and brought up in Belfast. After obtaining a psychology degree and training as a community and youth worker, he set up and ran the Crescent Youth & Community Resource Centre in South Belfast, which eventually became Crescent Arts Centre. He became the Chief Officer of the Simon Community Northern Ireland in 1981, which by 1998 had expanded from two small rundown houses for people who are homeless, with three staff, to an organization with a turnover of over £2M, over 200 staff and accommodation projects for homeless people all over Northern Ireland.

Over this period, in parallel with the practical experience of managing a rapidly expanding organization, Roger Courtney gained a Diploma in Management Studies, a Master's in Human Resource Development, and an NVQ in Management at level 5. He is currently carrying out doctoral research on strategic management in the voluntary nonprofit sector.

Since 1998, Roger Courtney has been working as a freelance writer and consultant in the voluntary nonprofit sector, mostly in Ireland. He specializes in strategic planning, fundraising, governance, quality, human resource development and evaluation work.

He is the author of several books about fundraising, a book on new approaches to managing voluntary organizations and a guide to mentoring, as well as a number of publications on homelessness.

Roger Courtney was awarded an MBE in 1996 for his work with homeless people.

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