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STRATEGIC PLANNING - NMAC

Faith-BasedLeadership DevelopmentStrategicPlanningVolunteer ManagementTechnologyDevelopmentProgramDe velopmentLeadership DevelopmentFiscalManagementSurviving an Audit HumanResourcesProgram EvaluationGrant WritingStarting a NonprofitBoard DevelopmentNeeds AssessmentORGANIZATIONAL EFFECTIVENESS SERIESSTRATEGICPLANNINGDear Colleague,On behalf of the National Minority AIDS Council (NMAC), thank you for picking up this manual and taking a step toward increasing your capacity in this struggle. As we enter the third decade of HIV/AIDS, it is more important than ever to develop our skills andknowledge to better serve our communities and our , established in 1987 as the premier national organization dedicated to developingleadership within communities of color to address the challenge of HIV/AIDS, works toproactively produce and provide skills-building tools t

ever-changing environment. Strategic planning provides the master plan an organiza-tion uses to achieve its aims. It charts the direction and goals of the entire organiza-tion and all aspects of its operation. In short: Strategic planning is a disciplined effort to produce fundamental decisions

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Transcription of STRATEGIC PLANNING - NMAC

1 Faith-BasedLeadership DevelopmentStrategicPlanningVolunteer ManagementTechnologyDevelopmentProgramDe velopmentLeadership DevelopmentFiscalManagementSurviving an Audit HumanResourcesProgram EvaluationGrant WritingStarting a NonprofitBoard DevelopmentNeeds AssessmentORGANIZATIONAL EFFECTIVENESS SERIESSTRATEGICPLANNINGDear Colleague,On behalf of the National Minority AIDS Council (NMAC), thank you for picking up this manual and taking a step toward increasing your capacity in this struggle. As we enter the third decade of HIV/AIDS, it is more important than ever to develop our skills andknowledge to better serve our communities and our , established in 1987 as the premier national organization dedicated to developingleadership within communities of color to address the challenge of HIV/AIDS, works toproactively produce and provide skills-building tools to our community.

2 One such tool is the manual that you hold in your Technical Assistance, Training and Treatment Division s mission to build the capacityand strength of community-based organizations, community PLANNING groups for HIV prevention and health departments throughout the United States and its territories is supported through a multifaceted approach. This approach includes individualized capacity-building assistance, written information (manuals, publications and information providedthrough NMAC s website and broadcast e-mail messages) and interactive learning experi-ences (trainings).

3 All components are integral to providing a comprehensive capacity-building assistance experience, as opposed to offering isolated instances or randomepisodes of undergoing a revision of existing curricula and publications and an expansion of ourcurrent catalog of subject areas to include more organization infrastructure topics, NMAC is proud to present you with this new manual, STRATEGIC PLANNING . One of 15 topic areas in which we provide capacity-building assistance, this manual will provide you with detailed information, resources and the knowledge to enhance your capacity to provide much-needed services in your hope is that this revised manual will give you the skills and knowledge to increase yourcapacity and serve your community at a greater level than ever before.

4 Please feel free tocontact us if you would like further information on other services we can provide to you andyour in the struggle,Paul Akio KawataExecutive Director181931_NMAC 8/7/03 11:57 AM Page 13 ContentsPreface ..5 Introduction ..7 UNIT 1: Understanding STRATEGIC PLANNING .. Definition of STRATEGIC PLANNING ..11II. The STRATEGIC PLANNING Process ..14 UNIT 2: Initiating The PLANNING Process .. Ready ..22II. Organizing a STRATEGIC PLANNING Committee ..27 UNIT 3: Developing a Mission and Vision .. Statements ..35II. Vision Statement ..38 UNIT 4: Conducting an Environmental Assessment.

5 The Environment ..43II. Competitive Analysis of Programs ..49 III. Identifying Critical Issues ..52 UNIT 5: Developing Goals, Strategies, and Objectives .. Strategies, Goals and Objectives ..57II. Strategies and Goals ..57 III. Developing an Annual Operating Plan ..63 UNIT 6: Writing the STRATEGIC Plan .. the STRATEGIC Plan ..67 Post-training A: Glossary ..73 Appendix B: Frequently Asked Questions ..75 Appendix C: Bibliography ..7781931_NMAC 8/7/03 11:57 AM Page 35 PrefaceOrganizational EffectivenessSuccessful community-based organizations (CBOs) can attribute their success to employing 15 key components that support organizational effectiveness.

6 See themodel below. Ongoing learning and training in each of these areas will allow your organization tomeet the needs of your information regarding training in any of these areas, contact the National MinorityAIDS Council s Technical Assistance, Training and Treatment Division by telephone at (202) 234-5120 or by e-mail at EFFECTIVENESS MODELO rganizationalOrganizationalEffectiveness EffectivenessStrategic PlanningLeadership DevelopmentBoard DevelopmentHuman ResourcesProgram DevelopmentFiscal ManagementSurviving an AuditHIV Prevention Community PlanningProgram EvaluationNeeds AssessmentVolunteer ManagementStarting a NonprofitTechnology DevelopmentGrant WritingFaith-Based Leadership Development81931_NMAC 8/7/03 11:57 AM Page 5 IntroductionPurposeNonprofit organizations must have a grounded starting point to effectively accomplish their missions.

7 A STRATEGIC plan is a vital tool and an important process that helps an organization reach its goals and achieve success. The purpose of this training manual is to provide learners with the fundamentals of building a successful STRATEGIC plan for operating a nonprofit support organization for AIDS advocacy, prevention and manual presents information for preparing a STRATEGIC plan for people with varying levels of experience in STRATEGIC ObjectivesUpon completion of this workshop, learners will be able to: Explain the importance of a STRATEGIC plan. Define the key components of STRATEGIC PLANNING .

8 Explain the structure of STRATEGIC PLANNING . Initiate the STRATEGIC PLANNING process within their organization. Articulate a mission and vision. Conduct an environmental assessment. Explain the differences between strategies, goals and manual offers a framework for STRATEGIC PLANNING with suggestions developed specifi-cally for nonprofit organizations dedicated to AIDS advocacy and prevention. Those who already have experience with STRATEGIC PLANNING will find this a useful refresher and sourcebook of fundamental techniques. Those without such experience will find this to be a comprehensive tool and roadmap to use in building a STRATEGIC plan.

9 This workbook defineswhat STRATEGIC PLANNING is and is not and explains how to make the best use of thestrategic PLANNING STRATEGIC PLANNING works, it is both a creative and a participatory process thatbuilds new insights into helping a group pursue its mission. It is also an important tool that,when used correctly, can help AIDS service organizations achieve their goals. But, a tool s effectiveness ultimately depends on how well it is used. With this manual, we hope to helplearners develop and execute well sound STRATEGIC plans that ensure the viability and suc-cess of their 8/7/03 11:57 AM Page 7 Pre-training AssessmentThe pre-training assessment below is an opportunity for you to check your own knowledgeagainst the information that will be provided in this manual.

10 The correct responses to the assessment are located on page AssessmentPlease circle either True or False for the following PLANNING is the same thing as long-term TrueFalseOrganizations should have a STRATEGIC plan, regardless of whether or not they are ready to TrueFalseFour key criteria for building a STRATEGIC plan are having a mission and values; environmental assessment; developing strategies, goals and objectives; and writing the STRATEGIC TrueFalseStrategic PLANNING prepares for an exact result desired in the TrueFalseStrategic PLANNING is not necessary in nonprofit TrueFalseOnly one individual is needed to develop and build a STRATEGIC TrueFalseThe executive director and board chair are the two most important internal individuals for developing a STRATEGIC TrueFalseSWOT stands for strengths, weaknesses.


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