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

  • ID: 2241616
  • Book
  • March 2010
  • 320 Pages
  • John Wiley and Sons Ltd
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"Mission Impact opens new doors to nonprofit professionals via the Strategic Development Process and cutting–edge concepts that can help produce targeted team results for committed stakeholders. It′s like a playbook that champion football coaches use as a guide to gain team results and team victories."
Gene Hoffman, President, Corporate Strategies International

"Devotees of Peter Drucker′s The Five Most Important Questions will find practical examples and well researched and vivid examples of organizations that benefit from a ′mission accomplishment′ approach to performance. Sheehan′s new work will help each of us in the social sector to define and achieve Mission Impact and change lives." ??
Susan Phillips Bari, President and CEO, Leader to Leader Institute

"I found Rob Sheehan′s new book, Mission Impact, a practical guide to strategic and operational planning. It′s not a theoretical treatise, thank goodness, but an essential step–by–step process to help the nonprofit CEO or board work through and develop a game–changing strategic plan."
Edward F. Leonard, PhD, President, Bethany College

"Mission Impact provides a ′systems–thinking approach′ to moving your organization forward. This step–by–step approach takes an intuitive and creative process and makes it a road map to success."
Jan K. Pruitt, President and CEO, North Texas Food Bank

"Rob Sheehan reminds us to lead change and be aspirational with our vision.Far too often in these difficult times we retreat to the safety of what we′ve always done. In fact, now is the time for the exact opposite! Mission Impact shows you how to charge forward confidently. I recommend it to anyone running an organization that wants to meet the challenging needs facing us all."
Bill Kitson, President and CEO, United Way of Greater Toledo

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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.


AFP Code of Ethics for Professional Philanthropic Fundraisers.

Donor Bill of Rights.


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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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