Results from a strategic planning process: Benefits for a nonprofit organization

Abstract

A nonprofit professional organization in education undertook

Alinhamento entre Planejamento Estratégico e Sistema de Informação Gerencial: Estudo em Empresas do Terceiro Setor com Atividade Hoteleira

“…Para isso, a organização é direcionada pelos gestores a utilizar ferramentas gerenciais como o Planejamento Estratégico. E, então, a realização e aplicação dessa estratégia é seguida por particularidades do setor, uma vez que a ferramenta tem uma perspectiva econômico-financeira (Ensslin & Vianna, 2007 A profissionalização de uma entidade sem fins lucrativos requer educação no Planejamento Estratégico, para que seja preparada para os desafios, refinando sua missão e obtendo retorno dos seus membros, para melhoria de desempenho, em busca da satisfação e atendimento das necessidades dos atendidos, fazendo assim a organização se move de forma mais assertiva e determinada (Mchantton, Bradshaw, Gallagher, & Reeves, 2011).…”

Exploring organizational capacity in a Sport for Development and Peace setting.

“…In their investigation of nonprofit boards, O'Regan and Oster (2005) found more than 90% of the participating board members reported mission fulfillment was their primary motive for serving on the board of directors. While mission statements should indicate the unique purpose of a nonprofit organization, previous research indicates broad and vague statements among nonprofit mission statements (McHatton, Bradshaw, Gallagher, & Reeves, 2011). The lack of specific details suggests some nonprofits may have failed to realize they cannot solve all social issues on their own (Kaplan, 2001).…”

“…However, mission statements can always be revised to better reflect the purpose of an organization. In their case study of the Council for Exceptional Children, McHatton et al (2011) reported how the organization revised its mission statement to better reflect its perceived values and goals through a strategic planning session based on inputs from key internal stakeholders. In their exploratory study of how leaders of nonprofit organizations in Pittsburgh evaluated funding sources, Kearns et al (2014) found the most common evaluation criteria were related to the mission of the organization.…”

“…Unfortunately, many organizations continue to have ambiguous mission statements and some still lack any type of formal mission statements (Fredericksen & London, 2000;McHatton et al, 2011). McHatton et al (2011) argued organizations could develop more specific mission statements through strategic planning. This leads us to consider the final sub-dimension of structural capacity in Hall et al's (2003) capacity framework -planning and development capacity.…”

“…Given the nature of nonprofits, the mission statement is also considered one of the most influential organizational aspects (McHatton, Bradshaw, Gallagher, & Reeves, 2011;Studer & van Schnurbein, 2013), and can impact organizational practices and values (McDonald, 2007). SDP managers, thus, need to carefully review their organizational mission and how it influences organizational practices.…”