However, a business plan can still be an invaluable tool for your nonprofit.
Library's Strategic Planning Blog Great Value from Monitoring and Evaluation As stated several times throughout this library topics and in materials linked from ittoo many strategic plans end up collecting dust on a shelf. Monitoring and evaluating the planning activities and status of implementation of the plan is -- for many organizations -- as important as identifying strategic issues and goals.
One advantage of monitoring and evaluation is to ensure that the organization is following the direction established during strategic planning.
The above advantage is obvious. Adults tend to learn best when they're actually doing something with new information and materials and then they're continuing to reflect on their experiences. You can learn a great deal about your organization and how to manage it by continuing to monitor the implementation of strategic plans.
Note that plans are guidelines. It's OK to deviate from a plan. But planners should understand the reason for the deviations and update the plan to reflect the new direction. Responsibilities for Monitoring and Evaluation The strategic plan document should specify who is responsible for the overall implementation of the plan, and also who is responsible for achieving each goal and objective.
The document should also specify who is responsible to monitor the implementation of the plan and made decisions based on the results. For example, the board might expect the chief executive to regularly report to the full board about the status of implementation, including progress toward each of the overall strategic goals.
In turn, the chief executive might expect regular status reports from middle managers regarding the status toward their achieving the goals and objectives assigned to them.
Are goals and objectives being achieved or not? If they are, then acknowledge, reward and communicate the progress. If not, then consider the following questions. Will the goals be achieved according to the timelines specified in the plan?
If not, then why?
Should the deadlines for completion be changed be careful about making these changes -- know why efforts are behind schedule before times are changed? Do personnel have adequate resources money, equipment, facilities, training, etc.
Are the goals and objectives still realistic?
Should priorities be changed to put more focus on achieving the goals? Should the goals be changed be careful about making these changes -- know why efforts are not achieving the goals before changing the goals?
What can be learned from our monitoring and evaluation in order to improve future planning activities and also to improve future monitoring and evaluation efforts?
Frequency of Monitoring and Evaluation The frequency of reviews depends on the nature of the organization and the environment in which it's operating. Boards of directors should see status of implementation at least on a quarterly basis. Chief executives should see status at least on a monthly basis.
Reporting Results of Monitoring and Evaluation Always write down the status reports.
In the reports, describe: Answers to the above key questions while monitoring implementation. Trends regarding the progress or lack thereof toward goals, including which goals and objectives 3.Cyber Security Training & Education TCC’s Cyber Security Center has been designated a Center of Academic Excellence for Two-Year Schools (NSA-CAE2Y) by the National Security Agency and the U.S.
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Nonprofit organizations have a unique set of needs and requirements. That's why these sample business plans for nonprofit organizations and social enterprise businesses can help you get started on the right foot. These, and hundreds more sample business plans, are included in LivePlan. It's the fastest way to create a business plan for your business.
A business plan is the action plan, identifying the tasks, milestones, and goals, but also identifying the potential for success and the potential risks ahead, given the nonprofit’s “competitive advantages” and the environment in which it operates.
A nonprofit business plan describes your nonprofit as it currently is and sets up a roadmap for the next three to five years. It also lays out your goals and plans for meeting your goals. Your nonprofit business plan is a living document that should be updated frequently to .
Learn the basics of monitoring, evaluating and deviating from the strategic plan in this topic from the Free Management Library.