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Results from a strategic planning process: Benefits for a nonprofit organization
Author(s) -
McHatton Patricia Alvarez,
Bradshaw Wendy,
Gallagher Peggy A.,
Reeves Rebecca
Publication year - 2011
Publication title -
nonprofit management and leadership
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.844
H-Index - 54
eISSN - 1542-7854
pISSN - 1048-6682
DOI - 10.1002/nml.20051
Subject(s) - strategic planning , mission statement , process management , process (computing) , plan (archaeology) , key (lock) , statement (logic) , nonprofit organization , business , order (exchange) , knowledge management , public relations , computer science , political science , marketing , finance , computer security , archaeology , law , history , operating system
A nonprofit professional organization in education undertook a strategic planning process to address challenges, refine its mission and principles statement, and obtain feedback from the members in order to better meet their needs and move the organization forward in a cohesive and purposeful manner. Three key planning tools were used to collect data informing development of the new strategic plan. This article describes the design and implementation of these tools and reports key findings for each. We explain how we used the findings to inform revision of the mission statement and development of the strategic plan and discuss benefits of the process and implications for the future.