About this Typology About this Typology This typology breaks down the traditional boundaries between the nonprofit and private sectors and draws definition to this new institutional animal--part business-part social--the social enterprise. In doing so, the typology explores how institutions have combined a mix of social values and goals with commercial business practices and how they have come up with ownership models, income and capitalization strategies, and unique management and service systems designed to maximize social value. The illustrative typology classifies different models of social enterprise in order to navigate readers through the currently ill-defined, diverse and dynamic landscape of this emerging field. This typology is an outgrowth of a paper commissioned by the Inter-American Development Bank in entitled:
You may want to consider using a facilitator from outside of your organization if: Your organization has not conducted strategic planning before. For a variety of reasons, previous strategic planning was not deemed to be successful.
There is no one in the organization who members feel has sufficient facilitation skills. No one in the organization feels committed to facilitating strategic planning for the organization.
Leaders believe that an inside facilitator will either inhibit participation from others or will not have the opportunity to fully participate in planning themselves. Leaders want an objective voice, i. Also see Consultants using. Who Should Be Involved in Planning? Strategic planning should be conducted by a planning team.
Consider the following guidelines when developing the team. Note that reference to boards of directors is in regard to organizations that are corporations.
The chief executive and board chair should be included in the planning group, and should drive development and implementation of the plan. Establish clear guidelines for membership, for example, those directly involved in planning, those who will provide key information to the process, those who will review the plan document, those who will authorize the document, etc.
A primary responsibility of a board of directors is strategic planning to effectively lead the organization. Therefore, insist that the board be strongly involved in planning, often including assigning a planning committee often, the same as the executive committee.
Always include in the group, at least one person who ultimately has authority to make strategic decisions, for example, to select which goals will be achieved and how. Ensure that as many stakeholders as possible are involved in the planning process.
Involve at least those who are responsible for composing and implementing the plan. Involve someone to administrate the process, including arranging meetings, helping to record key information, helping with flipcharts, monitoring status of prework, etc.
Consider having the above administrator record the major steps in the planning process to help the organization conduct its own planning when the plan is next updated.
Note the following considerations: In general, where there's any doubt about whether a certain someone should be involved in planning, it's best to involve them. It's worse to exclude someone useful then it is to have one or two extra people in planning -- this is true in particular with organizations where board members often do not have extensive expertise about the organization and its products or services.
Therefore, an organization may be better off to involve board and staff planners as much as possible in all phases of planning. Mixing the board and staff during planning helps board members understand the day-to-day issues of the organization, and helps the staff to understand the top-level issues of the organization.
Number and Duration of Planning Meetings 1.
New planners usually want to know how many meetings will be needed and what is needed for each meeting, i. The number of meetings depends on whether the organization has done planning before, how many strategic issues and goals the organization faces, whether the culture of the organization prefers short or long meetings, and how much time the organization is willing to commit to strategic planning.
As a business plan consultant for both non-profit and for-profit startups, I find that non-profit founders, like for-profit entrepreneurs, are looking for experienced help in crafting their business plans. Small Business Plans Explained. In it's simplest form, a business plan is a document that outlines the basics about your business, products, and services; the market you are targeting; the goals you have for your business; and how you will achieve those goals. A great guide to nonprofit strategic planning. It's a thoughtful and exciting approach to strategic planning that's more about strategy (what directions to head, how to move in that direction, and why) than plans (goals for coming years).
Attempt to complete strategic planning in at most two to three months, or momentum will be lost and the planning effort may fall apart. Scheduling of Meetings 1.
Have each meeting at most two to three weeks apart when planning. It's too easy to lose momentum otherwise. The most important factor in accomplishing complete attendance to planning meetings is evidence of strong support from executives.
Therefore, ensure that executives a issue clear direction that they strongly support and value the strategic planning process, and b are visibly involved in the planning process. An Example Planning Process and Design of Meetings One example of a brief planning process is the following which includes four planning meetings and develops a top-level strategic plan which is later translated into a yearly operating plan by the staff: In the retreat, the organization may then begin the next step in planning, whether this be visiting their mission, vision, values, etc.
Goals are often reworded issues.For any business to succeed, it needs a clear idea of what it aims to do and how it’s going to achieve this.
A nonprofit is no different, and while you’ve probably put together a business plan to get your nonprofit up and running, you need a strategic plan to outline how to achieve the organization’s goals.
Aug 08, · Bottom line, the strategic plan is the action plan for your business. It’s the task, milestones, and steps needed to drive your business forward. Typically a strategic plan is lined out for a year period, with specific phases rolled out quarterly/5(78).
Back by Popular Demand – 8 New Ideas to Improve Acquisition Track: Discover. Back by Popular Demand — four speakers from the DC Conference will share 8 new ideas to improve your acquisition marketing program. Chapter 1: Prepare For Strategic Planning. Step 1: Gather your team and create a timeline.
Get the right people involved. Let’s get one thing straight right now: If your organization has turned to you (or your department, a colleague, etc.) and requested that you “make a strategic plan and then report back to the leadership team when you’re done”—stop right where you are.
Turner Publishing proudly presents a fully-updated edition of The Nonprofit Strategy Revolution FINALIST, Ben Franklin Awards, Independent Book Publishers Association, Business Category.
The world changes continuously and rapidly. It’s foolhardy to believe that strategies should not do so as well. A great guide to nonprofit strategic planning.
It's a thoughtful and exciting approach to strategic planning that's more about strategy (what directions to head, how to move in that direction, and why) than plans (goals for coming years).