Leadership Session – Strategic Management of Nonprofit Organizations

Mission Statement Development

Core purpose defined according to the product/service provided	Core purpose defined based on a customer needs definition (preferred definition)
· Enhance leadership skills · Provide opportunities for individuals to meet others in the community and the state	To improve the quality of life in the Greater Springfield Area through leadership in community service.

The customer needs definition is the preferred statement of purpose, although the product/service definition provides a way to get to the customer orientation. Using the customer needs definition, measurements of success can be developed, such as the number of participants involved in community service (board members), the number of clients served by agencies in which Leadership Institute participants are involved, etc.

Leadership Institute Strengths and Weaknesses (* Weighted more strongly)

Leadership Institute Strengths

Leadership Institute Weaknesses

*Administration Program is offered through the Affiliated Chamber and thus draws individuals from the Greater Springfield area.. *Faculty Qualifications/credentials of the faculty are excellent. *Programs (Interaction) Interesting and interactive topics – time goes by fast. Other Strengths Program affordable compared to Carnegie programs. Location of facility and accommodations. Good time of year for participation (winter). Company referrals increase participation levels.

*Program Limited exposure or connections with nonprofit organizations. More topics needed (i.e., budgeting, fundraising) Lack of knowledge/example of Board interactions. Other Weaknesses Repeat presenters. Lack of diversity in presenters. Same companies represented each year.

Predicted Favorable and Unfavorable Environmental Trends (no weights assigned)

Favorable Trends

Unfavorable Trends

Social General interest in leadership. Increase of minority population in need of leadership training. Economy Downside of economy, which is forecasted to continue over the next year, increases the need for leadership development, particularly in nonprofit organizations. Political The next mayor will be a Democrat, providing more funds for social programs (than a Republican administration), thus increasing the leadership needs. Legal Stricter laws will be passed to avoid Enron-type scandals; therefore, more accounting and financial leaders will be in demand.

Competition There will be greater interest in the development of leadership curricula in institutes of higher education. Economy The forecasted sluggish economy will result in lack of funds for small businesses (limiting this group from participating in leadership development programs). Technology Computer-based learning provides greater convenience for those interested in gaining leadership skills.

REFERENCE SOURCES

STRATEGIC MANAGEMENT FOR NONPROFIT ORGANIZATIONS

Allison, Michael & Jude Kaye. 1997. Strategic Planning for Nonprofit Organizations: A Practical Guide and Workbook. NY: John Wiley & Sons, Inc.

Barry, Bryan W. 1997. Strategic Planning Workbook for Nonprofit Organizations. St. Paul, MN: Amherst Wilder Foundation.

Bryce, Herrington. 2000. Financial and Strategic Management for Nonprofit Organizations. 3^rd ed. Englewood Cliffs, NJ: Prentice Hall.

Bryson, John M. 1995. Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement. San Francisco: Jossey-Bass Publishers.

Drucker, Peter F. 1990. Managing the Nonprofit Organization. NY: Harper Collins.

Duca, Diane. 1996. Nonprofit Boards: Roles, Responsibilities, and Performance. NY: John Wiley & Sons, Inc.

Gelatt, James P. 1992. Managing Nonprofit Organizations in the 21^st Century. Phoenix, AZ: Oryx Press.

Grace, Kay Sprinkel. 2000. The Board’s Role in Strategic Planning. Washington, D.C.: National Center for Nonprofit Boards.

Howe, Fisher. 1997. The Board Member’s Guide to Strategic Planning: A Practical Approach to Strengthening Nonprofit Organizations. San Francisco: Jossey-Bass.

Siciliano, Julie. 2002. “Governance and Strategy Implementation: Expanding the Board’s Involvement in Strategy,” Business Horizons, November-December, 45(6): 33-38.

MISSION STATEMENT DEVELOPMENT

(CUSTOMER ORIENTED DEFINITION OF THE CORE PURPOSE)

Collins, James C. & Jerry I. Porras.1997. Built to Last: Successful Habits of Visionary Companies. NY: HarperBusiness.

Collins, James C. 1997. “It’s Not What you Make, It’s What You Stand For,” Inc., 19(14): 42-45.

Collins, James C. & Jerry I. Porras. 1996. “Building Your Company’s Vision,” Harvard Business Review, 74(5): 65-77. (This is the article version of the book, Built to Last.)