Book Description
When it was first published more than sixteen years ago, John Bryson's Strategic Planning for Public and Nonprofit Organizations introduced a new and thoughtful strategic planning model. Since then it has become the standard reference in the field. In this completely revised third edition, Bryson updates his perennial bestseller to help today’s leaders enhance organizational effectiveness. This new edition:
- Features the Strategy Change Cycle—a proven planning process used by a large number of organizations
- Offers detailed guidance on implementing the planning process and includes specific tools and techniques to make the process work in any organization
- Introduces new material on creating public value, stakeholder analysis, strategy mapping, balanced scorecards, collaboration, and more
- Includes information about the organizational designs that will encourage strategic thought and action throughout the entire organization
- Contains a wealth of updated examples and cases
Download Description
When it was first published more than sixteen years ago, John Bryson's Strategic Planning for Public and Nonprofit Organizations introduced a new and thoughtful strategic planning model. Since then it has become the standard reference in the field. In this completely revised third edition, Bryson updates his perennial bestseller to help todays leaders enhance organizational effectiveness. This new edition: Features the Strategy Change Cyclea proven planning process used by a large number of organizations Offers detailed guidance on implementing the planning process and includes specific tools and techniques to make the process work in any organization Introduces new material on creating public value, stakeholder analysis, strategy mapping, balanced scorecards, collaboration, and more Includes information about the organizational designs that will encourage strategic thought and action throughout the entire organization Contains a wealth of updated examples and cases
Customer Reviews:
Good Book but a bit dry.......2007-10-02
This is a dry but business-like book that presents all the essentials of strategic planning for public and nonprofit organizations. The book is well organized with concepts well explained. The book provides comprehensive coverage of the practical planning techniques and processes for those working for the common good. The author correctly highlights the critical importance of the link between strategic planning and leadership. John Bryson presents a useful planning process called "the Strategy Change cycle" which is a handy model successfully used in some public and nonprofit organizations.
This is a thoughtful, useful and helpful reference and guide book for those working in government, social workers or managers in non-governmental organizations. After reading the book, you will be clear about the differences between strategic planning process in the private sector and in the public and not-for-profit organizations. You will also learn how to reduce the costs of providing services whilst improving the quality of those services.
The book is well illustrated with insightful examples which will help practitioners learn about successful strategy formulation and implementation.
Textbook Review.......2007-09-04
I was pleased with the receipt of the textbook in a very timely manner. It was received within 4 business days. Also, no shipping fee, thanks for the savings.
dry reading material.......2007-01-08
This book, although required for the course I was enrolled in, was overall a waste of money. The reading material was very dry, making it a pain to follow. I learned more by showing up for class, taking good notes and involving myself in the group discussions, than what I learned from attempting to ingest the contents of this book.
Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement, 3.......2006-11-03
Excellent public sector response to what we normally see as a business model for strategic planning. Very practical and easy to follow for all managers in the public service, non-profit organizations and non-governmental organizations doing charitable work for the common good.
A college textbook that has crossed over into the nonprofit world as a treatise for "non-students" on strategic planning........2006-09-05
I certainly liked this book a lot, but I didn't love it. Ergo, it gets a 4 star rating. If you want a detailed account regarding strategic planning, then read this book. It is well documented and clearly organized. Unfortunately it is boring!
The author is a college professor whose expertise is strategic planning in the nonprofit and government sectors. It certainly is normal to see a college professor take a subject and break it down into tiny parts and then build a textbook around describing how the tiny parts all fit together. In the case of this book, the author has broken the subject of strategic planning into tiny parts and called the combination of the tiny parts the Strategic Change Cycle ("SCC"). To see his nice diagram of the SCC turn to page 33 of the text.
After letting the reader see what the SCC is, the author then takes the rest of the book to explain the diagram and how all of its parts fit together. There are three sections to the book:
1. Understanding SCC
2. Key steps to using SCC
3. Managing the SCC process
Each chapter has a summary at its end. Someone who wants to get through the book as quickly as possible will start by reading each chapter's summary and then go back and skim through each of the chapters. Much of the content is common sense, so it shouldn't take all that long to read. However, there will be sections where you will probably want to slow down and digest in depth some of the material.
Leaders must be effective strategists if nonprofits are to be successful. And leaders use strategic planning and its set of concepts, procedures and tools in order to make their nonprofits successful.
In its simplest form strategic planning is all about knowing where you stand and knowing where you want to be. Then you "strategically plan" how you are going to get to where you want to be. What action steps are you going to take to move from point A to point B? This book will help you understand that process if you are having trouble with it right now.
Book Description
Creating and Implementing Your Strategic Plan is the best-selling companion to John Bryson's landmark book, Strategic Planning for Public and Nonprofit Organizations. This new edition of the workbook is completely revised and updated and can be used as a stand-alone resource or as a companion to Strategic Planning for Public and Nonprofit Organizations. A step-by-step guide to putting strategic planning to work in public and nonprofit organizations, this indispensable workbook includes easy-to-understand worksheets and clear instructions for creating a strategic plan tailored to the needs of the individual organization. From setting up the meeting room to establishing a vision of the future, every step of the strategic planning process is covered. The workbook shows how to:
- Refine your organization’s mission and values
- Assess your internal and external environment
- Identify and frame strategic issues
- Formulate strategies to help manage the issues
- Create, review, and adopt the strategic plan
- Assess the strategic planning process
Download Description
An updated companion to Strategic Planning for Public and Nonprofit Organizations, Creating and Implementing Your Strategic Plan is a step-by-step guide to strategic planning. This second edition is filled with useful tools, including illustrative examples, detailed questionnaires, and easy-to-understand worksheets. It takes users through every step of creating a tailored strategic plan, from concrete guidelines for brainstorming sessions, to developing show cards, to outlining a workshop equipment checklist.
Customer Reviews:
Very usefull.......2006-03-14
Clear, simple and very practical guide for strategical planning. Very flexible in this concepts and tools.
I suggest broadly.
Valuable but..........2003-06-29
This is a valuable book. But, you should also read "Strategic Organizational Change" by Beitler. They make a great combination.
Excellent companion to the main book!.......1998-07-23
Chockablock full of charts, checklists, tips and tricks for the practictioner in mind. Use this along with the main text and get ahead!
Average customer rating:
- Good persuasion tool for managers
- Excellent book for beginners in non-profit PR
- Quite Useful for Students
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Similar Items:
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Strategic Communications for Nonprofit Organizations: Seven Steps to Creating a Successful Plan (Wiley Nonprofit Law, Finance and Management Series)
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The Public Relations Handbook for Nonprofits: A Comprehensive and Practical Guide
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Publicity for Nonprofits: Generating Media Exposure That Leads to Awareness, Growth, and Contributions
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Successful Marketing Strategies For Nonprofit Organizations (Wiley Nonprofit Law, Finance and Management Series)
ASIN: 0787943738 |
Book Description
A Publication of the Communications Consortium Media Center
This nuts-and-bolts workbook is a tool kit for organizations that want to create successful communications strategies. No matter their size or planning experience, nonprofits can use this guide to enhance their profiles in the media, increase name recognition, boost fundraising, recruit membership, and advance changes in public policy. With a clear mission and the right communications skills, even small volunteer organizations can succeed in designing, planning, and implementing strategic public interest campaigns.
The authors draw from more than fifty years of combined experience in communications and media relations to provide step-by-step guidance on all aspects of campaign development, including detailed checklists, illustrative charts, and sample forms. They show nonprofits as well as public agencies how to:
? Construct a solid strategic communications plan
? Research media trAnds and case studies
? Track public education and awareness
? Select the most appropriate type of media for each campaign
? Utilize new media and technology for increased publicity
? Develop top-quality written materials and engaging releases
? Handle media crises quickly and competently
? Organize staffing and funding resources efficiently
Customer Reviews:
Good persuasion tool for managers.......2007-05-18
This is not the best media skills book on the market, especially if you are working with volunteer or advocacy groups who need things broken down more simply and visually. However, it covers the basics and works well as an academic "bible" if you need to convince peers or management to adopt new tactics. Every PR pro can whine for hours about clients and bosses who don't want to grasp the importance of identifying goals and target audiences before jumping into the tactics. (Too many people think seeing a news clip or their name in the paper is success, even if it doesn't really help advance their cause.) This book gives a good overview for managers seeking an understanding of strategy and is a "valid" source when pros are making the case to be more strategic when developing a media plan so that organizations can win.
Excellent book for beginners in non-profit PR.......2004-08-11
I use this book to teach a beginning workshop in public relations for non-profit organizations as part of a continuing education program at a local community college. The book is an excellent resource for individuals who are not familar with public relations. It takes the reader through all of the things that he or she will need to do to effectively promote his or her organization.
Quite Useful for Students.......2002-08-21
The Jossey-Bass Guide to Strategic Communications for Nonprofits is a detailed examination of the relationship between nonprofits and the media. As the title says, it provides a step-by-step guide for nonprofits to establish effective relations with the media that result in publicity. My professor recommended this book to me, and I'm finding it quite useful. It has a similar approach to Guerrilla PR: Wired by Michael Levine; both are about maximizing your return on investment.
I especially enjoyed this book because I'm thinking about working for a nonprofit after graduation, and I haven't seen anywhere near as much about public relations and publicity for nonprofits as I've seen for corporations.
Book Description
Working Across Boundaries is a practical guide for nonprofit and government professionals who want to learn the techniques and strategies of successful collaboration. Written by Russell M. Linden, one of the most widely recognized experts in organizational change, this no nonsense book shows how to make collaboration work in the real world. It offers practitioners a framework for developing collaborative relationships and shows them how to adopt strategies that have proven to be successful with a wide range of organizations. Filled with in-depth case studies—including a particularly challenging case in which police officers and social workers overcome the inherent differences in their cultures to help abused children—the book clearly shows how organizations have dealt with the hard issues of collaboration. Working Across Boundaries includes
- Information on how to select potential partners
- Guidelines for determining what kinds of projects lend themselves to collaboration and which do not
- Suggestions on how to avoid common pitfalls of collaboration
- Strategies proven to work consistently
- The phases most collaborative projects go through
- The nature of collaborative leadership
Customer Reviews:
Collabrative Processes.......2007-09-01
Every year brings forth a new crop of books relating to business management or operations. Many are overpriced, a large number are worthless (`How to Manage Like Jack the Ripper'), and a minority are actually very good. This book published in 2002 is one of that minority.
Russell Linden has chosen to specialize in the study of collaboration and collaborative processes. Over the course of over twenty years of analysis and application he has developed some very sound ideas on what makes collaborative efforts work and what causes them to fail. One dose not have to read very far into this book to see that effective collaboration in an age of globalization is absolutely essential for business successes. It also becomes clear that collaboration is the cornerstone of knowledge based enterprises, which includes most government agencies.
Linden has developed a collaborative model composed of four elements: 1) the basic requirements for collaboration to work (shared goals etc.): 2) the necessity for building effective relationships; 3) the establishments of mutually recognized `high stakes' (i.e. recognition that collaboration will produce significant benefits); and 3) building a constituency for collaboration (people committed to making collaboration real). In the course of discussing his model, Linden, provides important insights on the important role of champions and the concept of institutional culture. He also illustrates his discussion with well chosen case studies to drive home the functionality of his model. Linden also provides good information on he often lost art of
internal collaboration as well.
This book is particularly relevant to the U.S. Intelligence Community (IC) where barriers of secrecy, a culture of insularity, and a belief that information is power has long prevented real inter-agency collaboration and worse has encouraged building barriers against collaboration even within single agencies. See "Spying Blind" by Amy Zegart (2007, Amazon.com).
Working Across Boundaries: Both entertaining and instructive.......2004-06-10
What do James Madison, Ralph Waldo Emerson, Peter Drucker, the Book of Exodus, Robert Frost, Vince Lombardi, T.S. Eliot, Dr. Spock and Albert Einstein all have in common? They are all quoted in Russ Linden's new book, "Working Across Boundaries: Making Collaboration Work in Government and Non-Profit Organizations." Linden ties them all together in an entertaining and instructive manual for managing in today's work environment.
Linden's book is for practitioners, a group that includes me, since I have been practicing at this profession for almost 30 years. He holds true to the purpose he has set for the book, which is to help practitioners address the hurdles to collaboration and adopt strategies that lead to succesful collaboration, in order to achieve better outcomes for their customers and communities.
What I like best about the book is the use of stories to instruct and inform. Stories are the core tool in relationship building....I know that my bosses, often rely heavily on the stories told them by their constituents to make critical policy decisions....Linden's stories about the collaborative work of the Baltimore Child Advocacy Center; the National Marine Fisheries Service; the City of Charlotte, North Carolina, and others provide practical examples of how his models work in the real world.
He not only suggests numerous techniques for establishing practical, collaborative efforts. He also adds a series of four "resource" chapters at the end of the book with illustrations of how these techniques have been applied, the most-asked questions about collaboration together with their answers, an assessment tool, and a summary of the situations in numerous organizations that have served as the basis for his conclusions and models.
I especially liked Chapter 6 on "Forming Open, Trusting Relationships Among the Principals." It gave me some helpful hints on working with my council.
Linden's book is a must-read for anyone trying to overcome the obstacles he says were created by James Madison and his buddies , who "consciously designed an inefficient government to keep men free." This "built-in" inefficiency and fragmentation cries out for the cure of collaboration.
Solid Book on an Important Subject.......2004-05-14
Anyone who has worked in government has probably experienced the twin frustrations of people protecting their turf on the one hand while covering their rear with the other. But being effective these days means working in teams, often across the old hierarchical reporting structures of agencies, divisions and units.
Linden's book uses a variety of case studies to explore how collaboration can work, and what the pitfalls can be. He defines collaboration initially as what "occurs when people from different organizations (or units within one organization) produce something together through joint effort, resources, and decision making, and share ownership of the final product or service." His examples range from land management to criminal justice to education to intelligence--all areas where multiple agencies or organizations had to collaborate in a high stakes environment.
High stakes is one of the four keys for Linden. There must be something important enough to motivate the collaboration. The other keys are strong relationships among the collaborators, the existence of a constituency for collaboration, and what he calls "the basics" -- openness, skillful facilitating, etc.
What makes it all work is collaborative leadership--individuals who can pull others along with them into a productive team effort. One chapter discusses the qualities of effective collaborative leaders, who must subordinate their own egos to ensure that all participants have a real stake.
If "Working Across Boundaries" has a fault, it is that he has many good ideas and observations that don't fit neatly into the four-element structure, but that he doesn't want to leave out. Every chapter includes some of these "extras" and many of them are grouped in a separate chapter, "More Keys to Successful Collaboration" (including such things as measuring results, using each party's strengths, etc.). Since it is almost all good advice and worthwhile reading, this is really only a minor structural complaint.
Also useful are the resource materials at the end of the book, including a sample agenda, a collaboration "contract" and some assessment materials. These are good templates for anyone starting a new collaborative effort.
In describing the qualities of successful collaboration, Linden is also aware of the structural and personal challenges that collaborations often face. Budgets, for example, are usually built in line items to specific organizations; in fact, organizations are largely defined by their budgets. So sharing resources across organizations requires trust and mutual commitment. Accountability, too, both at the level of the individual employee and at the organizational level, is especially challenging when the outcome is the result of a cross-agency collaboration. On the other hand, when collaboration produces better results, as it often does, participants can all share in the glory.
Working Across Boundaries- An Effective Tool.......2004-04-26
Todays managers must use numerous skills and resources in order to be effective and successful. And although there are numerous tools and techniques available to assist managers in their daily jobs, sometimes the best solution is simply working together. Or in other words, collaborating. This is what Russ Linden's new book, "Working Across Boundaries: Making Collaboration Work in
Government and Non-Profit Organizations" ultimately encourages and demonstrates. Russ Linden has provided numerous case studies throughout the book to assist the reader with relating to particular issues confronting organizations. He also provides a wealth of resources including sample agendas, contracts, assessment tools and programs used by a variety of agencies and individuals.
The author has taken on the challenge of documenting the benefits, techniques, and tools needed to successfully implement collaboration in the workplace and with outside organizations. I highly recommend "Working Across Boundaries" to all government managers. Congratulations to Russ for a great book on a difficult subject.
A Glimpse into the future of Collaboration.......2004-04-24
"Working Across Boundaries" is a glimpse into the future of how "virtual government" is evolving in the dawn of the 21st century. This book isn't full of academic concepts. Russ Linden paints a picture using real examples of the dynamics to which public sector leaders will need to respond in order to be successful. Practitioners will be able to pick up this book and start applying its principles immediately.
Book Description
This practical guide offers a realistic approach to strategic management, while borrowing from the most helpful and relevant business ideas, allows the public or nonprofit organization to achieve success without compromising its unique mission or constituency. Executives, managers, and policymakers will find key principles for everyday application, including how to: identify trends that will most affect programs and services; assess the organization's core strengths and competencies; select strategies that advance the mission while building operational success; explore opportunities for collaborations with other organizations; and encourage a culture of strategic thought and action.
Throughout this innovative guide, there are numerous illustrations and examples of how to apply the most appropriate technique to a particular need or goal. At last, public and nonprofit organizations have a real-world guide to finding lasting success.
Customer Reviews:
A best buy for strategic thinking.......2007-02-19
This is one of the most useful guides,if not the most useful, I've seen on how to think strategically about business ideas that are relevant to the nonprofit world. Kearns makes sensible distinctions between the two sectors. He presents in clear language and analsyis the for profit concepts and applications that are relevant to nonprofit organizations. It's a great resource!
Book Description
Paul Light has captured the spirit of innovation. It is not about spectacular acts by individuals who labor against the odds, but about the hard work of building organizations in which innovation is expected and possible. It is about tilling the soil so that ideas can flourish. Anyone who wants to take their organization forward toward natural innovation should read this book.
--Walter F. Mondale
Any organization can innovate once. The challenge is to innovate twice, thrice, and more?to make innovation a part of daily good practice. This book shows how nonprofit and government organizations can transform the single, occasional act of innovating into an everyday occurrence by forging a culture of natural innovation.
Filled with real success stories and practical lessons learned, Sustaining Innovation offers examples of how organizations can take the first step toward innovativeness, advice on how to survive the inevitable mistakes along the way, and tools for keeping the edge once the journey is complete.
Light also provides a set of simple suggestions for fitting the lessons to the different management pressures facing the government and nonprofit sector. Unlike the private sector, where innovation needs only to be profitable to be worth doing, government and nonprofit innovation must be about doing something worthewhile. It must challenge the prevailingwisdom and advance the public good. Sustaining Innovation gives nonprofit and government managers a coherent, easily understood model for making this kind of innovation a natural reality.
Customer Reviews:
Great case studies; you go Minnesota!.......1999-08-16
Book opens with a Zoo, and I was hooked. I read the book voluntarily for a nonprofit management class, and I truly enjoyed it (which I cannot say for the big ol' Jossey-Bass Handbook and others I was forced to read). If you're familiar with the framework systems of Bolman and Deal, this is written from the Human Resources perspective and shows innovative ways of allowing creativity to enhance the mission of the nonprofit (or government agency) while using great examples based on 26 programs in Minneapolis and surrounding areas of Minnesota. If this interests you, I also suggest "Sacred Hoops" by Phil Jackson, and a book I just ordered called "Hope, Human, and Wild" about the Parana capitol city of Curitiba whose mayor is very into the planning part of Human Resource frame, very systems framed as well. So I give it two thumbs up. Go Light. Stay thin, baby.
Book Description
After more than a century of proliferation and growth, the nonprofit sector has reached a crossroads. The continued success of an organization's mission no longer depends on fresh, new programs and the extension of services, but on innovative management and revitalized organizational structure. The time has come for all nonprofits to consider mergers and alliances in their strategic plans. For many, this may seem a distasteful alternative after decades of Wall Street mergers made at the expense of workers, communities, and consumers-- but it doesn't have to be that way.
In Nonprofit Mergers and Alliances, Thomas McLaughlin describes a context for nonprofit mergers and discusses the forces that shape their use. He demonstrates that nonprofit mergers are fundamentally different from corporate mergers, that they can be of immense benefit to the community as well as the merging organizations, and that failure to merge can be disastrous for everyone. McLaughlin focuses on the concerns of the nonprofit sector: achieving the mission, retaining tax-exempt status, behaving responsibly in the community. He shows nonprofit managers and board members how to make their way through the merger process without repeating Wall Street misbehavior.
Using real-world examples and case studies, Nonprofit Mergers and Alliances offers clear, practical, step-by-step guidance through the merger process from preliminary considerations to actual implementation-- pointing out pitfalls and offering insightful commentary along the way. This immensely helpful volume provides:
* A penetrating discussion of the reasons to collaborate
* The C.O.R.E.(TM) model, a merger/alliance analysis framework
* Advice on partner selection
* Structure choice analyses
* Step-by-step guidance through merger and alliance processes
* A disk with forms and worksheets that any nonprofit can customize for its own needs.
Supplemented with easy-to-use checklists and analytical tables, Nonprofit Mergers and Alliances helps nonprofit board members and managers make the right decisions, monitor the entire process, anticipate problems, and find solutions quickly. The information contained in this book will help any nonprofit organization ensure the successful continuation of its mission in the immediate future as well as for years to come.
"We have two goals for this book. The first is to describe a context for nonprofit mergers, including a discussion of the forces helping to shape nonprofits' use of mergers and alliances. It is important that nonprofit managers and board leaders be aware of both the similarities and the differences in their sector's merger patterns and techniques. Ultimately, a nonprofit sector that knows well how to collaborate will be far more effective in the pursuit of its public-spirited mission . . . . The second goal is to provide concrete guidance based on actual nonprofit mergers." --From the author's Preface.
"Tom McLaughlin thoroughly addresses the subject in his timely and excellent new book Nonprofit Mergers and Alliances. It is a must for every nonprofit professional and board member." --Jere B. Ratcliffe Chief Scout Executive Boy Scouts of America.
"In a time when all nonprofit managers need to re-evaluate how to most effectively leverage the total assets of their organizations in support of their social mission, McLaughlin provides a comprehensive framework for understanding how to evaluate one's own organization and the tools needed to effectively link with potential partners." --Jed Emerson Executive Director The Roberts Foundation
"As the government continues to reduce both grants to and contracted services with nonprofits, some organizations are going to be forced to consider mergers and alliances. The key, as Tom so rightly points out, is to be prepared for change before there are no choices left. As usual, Tom is out in front of yet another business trend in the nonprofit sector." --Paul Clolery Editor in Chief Nonprofit Times.
Customer Reviews:
one of the best book written on the subject.......1999-04-22
McLaughlin does a painstaking job of providing an indepth analysis of mergers and strategic allainces in america's nonprofit sector. Highly recommended for scholars and students of nonprofit sector. An insighful work!
Book Description
This new edition captures and blends the essence of new ways of managing public and nonprofit organizations to better serve the client given the new realities that are drastically altering the ways in which these organizations do business. Pioneering, but applicable, private sector management behavior is identified and explained along with time-tested management fundamentals and numerous practices developed over the last several decades. This edition retains the comprehensive coverage of the earlier edition while including the cutting edge of management technology.
Book Description
This insightful guide shows how by joining forces, nonprofits can use consolidation as a strategic tool to enhance, rather than undermine mission. As nonprofits find ways to increase effectiveness in services and fundraising and face the growing competition for limited resources, they can focus on their real goal-serving their constituents.
Arsenault explores the various options for consolidation-including joint ventures and partnerships, management service organizations, parent corporations, and mergers. She also details the negotiation process and demonstrates how to design and frame the consolidation process in a positive and constructive way for staff, donors, and constituents. Written for nonprofit managers and boards, Forging Nonprofit Alliances determines which options are right for an organization and clearly defines the roles and responsibilities of all members of nonprofit board and staff in planning and implementing an alliance.
Book Description
Fisher Howe's enthusiasm, insight, and ability to clearly articulate the whats and hows of effective strategic planning provides the reader with the tools to strenghten governance and manage effectively, which leads to results.
--Lawrence W. Reger, president, National Institute for the Conservation of Cultural Property
Howe's practical, no-nonsense approach demystifies the often intimidating planning process, showing why it is essential and providing detailed instructions for successful execution. Presenting illustrative examples and straightforward action steps, Howe guides board members through each critical step, from preparing and conducting the planning to production of strategic and operational plans. A quick, compact guide for busy nonprofit board members by a veteran board member and sought-after consultant to non-profits.
Customer Reviews:
Howe Provides Concise, Focused Counsel.......2003-10-08
Howe's concise (110 pages) work is valuable for the busy executive serving on a non-profit board. It is short enough to be read in one sitting, and provides concrete, practical guidance. His background and experience is shared with the reader in short, clear statements of how other nonprofits have implemented his suggestions.
Howe allows for flexibility in implementation, writing both for the large organization with a large endowment and staff, and the small group with pinched resources. His book is valuable to prepare for a strategic planning exercise or to introduce a board to the process as part of its consideration whether or not to undertake it.
A practical, down-to-earth road map for board members.......1998-01-19
Ready or not, nonprofits throughout North America -- indeed, much of the world -- are heading into the Great Unknown of the 21st Century. The difference between prosperity and stagnation could well turn on whether the governing boards of these nonprofit organizations grasp the ship's wheel and steer the right course. I am speaking, of course, of the process whereby board members establish a sound strategic plan to guide the organization. Fisher Howe has just written The Board Member's Guide to Strategic Planning, a book for board members who take their role seriously enough to start the process of developing, or updating, their organization's strategic plan. As a practical, down-to-earth road map for board members, nonprofit managers and staff who work with their organization's governing board would do well to provide this guide to board members at the next board meeting. According to Mr. Howe, who also wrote The Board Member's Guide to Fund Raising (1991) and Welcome to the Board (1995), "(i)t may be time for strategic planning when conditions change; when internal or external circumstances bring into question the organization's mission; when programs are dropped or new dimensions are added; when the organization joins other organizations; when funders, such as foundations, corporations, United Ways, and regular annual supporters, show signs of lagging interest; when board members begin to raise doubts about the effectiveness of programs or personnel; when the old strategic plan begins to look a little stale; when in the passage of time, new board members and perhaps key staff have come on board; and when new involvement and a fresh outlook are needed." The book will equip board members to conduct strategic planning sessions - with or without paid consultants. Such sessions, says the author, have as their central purpose, "aside from stimulating the organization to think strategically, . . . to confirm or modify the organization's mission - its basic purpose and values - and to agree on a vision of what the organization wants to be and do in the coming years." He leaves no doubt of the desired outcome of such sessions: a strategic plan. Most helpful are the many specific examples of various organizations that undertook the creation or revision of their strategic plan. For example, the book describes the strategic planning process for such organizations as Fountain Valley School in Colorado Springs, Hospice Care of D.C., Piedmont Environmental Council, Pilgrim Society, Grand Canyon Association, Alzheimer's Association, Grace Episcopal Church, National Society of Fund Raising Executives (Washington, D.C., Chapter), and Gardner and Florence Cowles Foundation (a 50-year-old grant-making organization). Of course, the central premise of the book is that the board of directors, and not the organization's officers, are to set the strategic direction of the organization. The author means to drum that into the minds of board members. Indeed, since this book is a tool to empower board members to chart the course of their organization, it doesn't purport to deal with boards which might be composed of individuals ill-equipped to engage in strategic planning. The author assumes that the diversity of the board will ensure that the strategic planning process will draw from the varied experiences of board members, and hence will benefit sufficiently from many viewpoints and varied contributions. That sounds right, but how many times have boards seemed more a hindrance to the organization than the source of forward-thinking strategic thinking? Sometimes boards are just not up to the challenge. What then? We aren't told, and for a very good reason: This is a book for board members themselves. It's designed to encourage and guide them, not dwell on weaknesses. Because governing boards - even weak ones - are responsible for charting the course of the organization, there is no choice but to empower the board to meet its primary responsibility of setting strategy. That is the underlying purpose of The Board Member's Guide to Strategic Planning. It does the job well.
Helpful development Tool for New Board Members.......1997-12-31
The role of a new board member is not always clear. In fact, it can be darn right dark. This book helps a board and it's individual members, to understand it's role from a strategic planning standpoint. It provides a clear process for not only the most experienced board to reaffirm but for the less mature boards to follow.
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- The E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do About It
- The Elements of Style, Fourth Edition
- The Emotionally Intelligent Workplace: How to Select For, Measure, and Improve Emotional Intelligence in Individuals, Groups, and Organizations
- The Emotionally Intelligent Workplace: How to Select For, Measure, and Improve Emotional Intelligence in Individuals, Groups, and Organizations
- The Emotionally Intelligent Workplace: How to Select For, Measure, and Improve Emotional Intelligence in Individuals, Groups, and Organizations
- The Fifth Discipline Fieldbook
- The Goal
- The Good Husband of Zebra Drive (No. 1 Ladies' Detective Agency 8)
Books Index
Books Home
Recommended Books
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Creating and Implementing Your Strategic Plan: A Workbook for Public and Nonprofit Organizations, 2nd Edition
Strategic Planning for Nonprofit Organizations, Second Edition
Applied Strategic Planning: How to Develop a Plan That Really Works
Creating Public Value: Strategic Management in Government
Simplified Strategic Planning: A No-Nonsense Guide for Busy People Who Want Results Fast!
