Strategic planning has come of age. It is now the fundamental tool and resource not-for-profit Boards use to direct and control their organizations. It also provides Chief Staff Officers with the essential means to lead and manage their associations—both large and small.
A broader acceptance of strategic planning has occurred because it is useful to Boards and staff in many ways. There is a greater familiarity with the fundamental methods, language and tools of strategic planning and, as a result, broader appreciation of its value and importance as a management tool. In the association world, almost everyone has participated in a strategic planning workshop, defined a mission, articulated a vision or selected a set of key strategic directions. Although there may be growing fatigue with some of these methodologies—e.g., writing mission statements—a good strategic plan is now a basic expectation of Boards and a valued management tool for many Executive Directors.
|Author||Ron Knowles, FCMC and Helen Hayward, CMC|
|Book Type||Strategic & Business Planning|
|Dimensions||21.5 cm x 14 cm; 80 pages|