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By July 13, 2017November 22nd, 2021No Comments

Date: Tuesday, July 25, 2017

Time: 9:00 AM Pacific / 12:00 PM Eastern


In the best of instances strategic planning is a route to definition, clarity, focus and integration. In others, it is a mystical and protracted exercise undertaken by a few, with limited or token input by board members and staff in the trenches, that results in a dizzying array of strategies, objectives and action steps, few of them terribly different than the status quo. Hopefully, most nonprofits fall somewhere in between and closer to the former, but the fact that strategy development is too often insular and ceremonial can and should be addressed.

Effective planning requires rigor and investment but need not be especially protracted or costly. This session suggests that a focus on three processes, pursued in an integrated manner, can produce strategic direction which allows a nonprofit to thrive in the context of the realities in which it operates. The three are: strategic engagement, marketplace analysis, and “Good to Great” analysis (assessment of the agency based on key elements of the book of that name by Jim Collins)—an unorthodox mix that can prepare a nonprofit to discover what its mission and constituents need for it to be and do.

Participants will find these concepts defined broadly and how to make the case for lifting them up to produce strategic direction which enables their nonprofit to survive and flourish in the face of today’s—and tomorrow’s—realities.

Speaker: Irv Katz, Board of Directors, American Nonprofits, Inc.; Principal, Civic Sector Strategies

Continuing Education: HRCI and SHRM credit available.

Who Should Attend: Nonprofit Managers and Board Members


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