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Mission Impact. Breakthrough Strategies for Nonprofits. The AFP/Wiley Fund Development Series - Product Image

Mission Impact. Breakthrough Strategies for Nonprofits. The AFP/Wiley Fund Development Series

  • ID: 2241616
  • March 2010
  • 292 Pages
  • John Wiley and Sons Ltd

Create powerful strategies for your nonprofit organization to achieve breakthrough performance in mission impact

Does your nonprofit have a reliable way of knowing the impact its making? Beginning with an eye-opening discussion of what strategy is, Mission Impact: A Breakthrough Strategy for Nonprofits reveals how the process of strategy development should be designed with authoritative coverage of mission impact, vision, five year strategic stretch goals, strategy implementation, and management.
- Step-by-step guidance and practical tools
- Integrates the very best current thinking on performance and strategy available, drawing from both the corporate and nonprofit worlds
- Cutting-edge ideas presented in a user-friendly fashion

The deteriorating quality of life in our communities screams out for immediate action – for breakthrough improvement, not just incremental changes. Mission Impact: A Breakthrough Strategy for Nonprofits will lead you and your organization to achieve breakthrough performance for maximum mission impact.

Note: CD-ROM/DVD and other supplementary materials are not included as part of eBook file.

Introduction.

Acknowledgments.

About the Author.

Chapter 1 What is Nonprofit Strategy?

What Is Strategy?

Strategy Guides Performance

Nonprofit Strategy.

Hypothetical Example Organizations.

Chapter 2 Designing the Strategy Development Process.

Are You Ready?

Stakeholder Identification and Involvement.

Length and Scope.

The Strategy Development Group.

Application to Hypothetical Organizations.

Chapter 3 Your Mission Impact.

The Mission Accomplishment Approach.

The Mission Statement.

Mission Accomplishment Measures.

Your Mission Gap.

Application to Hypothetical Organizations.

Chapter 4 Vision For Your Organization.

What Is Vision?

Aspirational Visions.

Role of Aspirational Visions.

Real-World Applications of Aspirational Visions.

Application to Hypothetical Organizations.

Chapter 5 Strategic Stretch Goals.

What We Know About Goals.

Outcome-Based SMART Goals.

Almost Impossible.

Real-World Applications of Stretch Goals.

Application to Hypothetical Organizations.

Chapter 6 Organization Assessment.

Planning Your Assessment.

External Assessments.

Internal Assessments.

The Venture Philanthropy Partners Capacity Framework.

The SDG SWOT Analysis.

Application to Hypothetical Organizations.

Chapter 7 Strategy Development.

Nonprofit Strategy Revisited.

Creating Your Organization's Strategy.

The Strategy Narrative.

Application to Hypothetical Organizations.

Chapter 8 Strategy Implementation and Management.

Strategy First.

Aligning the Organization.

Annual Operating Plans.

Additional Management Concepts and Tools.

Leveraging Your Commitment and Hard Work.

Epilogue: The Seven Deadly Sins of Nonprofit Strategy.

Appendix A Venture Philanthropy Partners Capacity Assessment Grid.

Appendix B Summary of Hypothetical Organization Strategy Development Outcomes.

References.

AFP Code of Ethics for Professional Philanthropic Fundraisers.

Donor Bill of Rights.

Index.

Robert M. Sheehan Jr. is the Academic Director of the Executive MBA program at the Robert H. Smith School of Business at the University of Maryland, College Park, where he is also a Lecturer in the Department of Management and Organization. He is also Principal of Sheehan Consulting, which provides consulting services in strategy development and implementation, leadership and teamwork development, board development, and succession planning for businesses, nonprofits, and government entities. Rob has more than thirty years of executive management experience, including eighteen years as the CEO of two different national nonprofits. His PhD research focused on nonprofit organizational excellence and he is a published researcher on nonprofit performance. He is an active member of the Association of Fundraising Professionals, having served as President of both the Central Ohio and East Central Illinois chapters. He attained the association's CFRE (Certified Fund Raising Executive) designation in 1986.

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