Handbook of Strategic Planning for Nonprofit Organizations

Handbook of Strategic Planning for Nonprofit Organizations

Handbook of Strategic Planning for Nonprofit Organizations

Handbook of Strategic Planning for Nonprofit Organizations


This is the first practical step-by-step guide to strategic planning specifically written for managers of all types of nonprofit organizations. Born out of one such manager's own successful planning efforts, it details the key techniques involved in strategy planning, such as: identifying organizational needs, guiding goal development, targeting markets, and developing marketing plans. Discussing a broad range of nonprofit organizations, Handbook of Strategic Planning for Nonprofit Organizations provides the nonprofit manager with the basic planning and implementation tools essential to the success of his or her organization.


"Would you tell me, please, which way I ought to go from here?"

"That depends a good deal on where you want to get to," said the Cat.

"I don't much care where," said Alice.

"Then it doesn't matter which way you go," said the Cat.

"So long as I get somewhere," Alice added as an explanation.

"Oh, you're sure to do that," said the Cat, "if you only walk long enough."

Lewis Carroll, Alice in Wonderland

Your organization is going somewhere. This can be construed as a statement of optimism, but it is also a statement of fact. Within the next five years, your organization will have changed in some way; even a decision not to change will not halt the progress of the external environment and your organization's position in it. Your awareness of this obvious but somewhat uncomfortable reality can mean the difference between success and failure for your organization.

Strategic planning has been highly touted and made to sound like an almost mystical process from which an organizational direction will magically emerge. In reality, strategic planning is a simple acknowledgment that your organization is in fact going somewhere, and a means of creating a favorable future.

Most organizations are experienced in formulating annual goals and objectives, developing a budget, and scheduling routine activities. Strategic planning shares some fundamental concepts with these activities, but differs in that it addresses the development of an overall direction . . .

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