Nonprofit Service Organizations: Fidelity with Strategic Plans for Financial Survival—Critical Roles for Chief Executive Officers

Abstract

ABSTRACT This study focuses on two nonprofit health education-advocacy organizations and the impetus and goals for initiating and implementing a strategic plan for financial survival. The study addressed the similarities and differences in implementation processes and the degree of fidelity (adherence) to the plan once implemented. On-site interviews in two different geographic areas were conducted. Content analysis revealed a sense of optimism about the future tempered by sharpened awareness of the need for following a strategic plan for survival driven by the difficulties of fund raising in today's increasingly financially competitive environment. Findings of the study indicate that poststrategic plan fidelity after implementation did exist. Communication between and among chief executive officers and volunteer board members reflects an area for further exploration. The study has important applied implications for the small, financially challenged nonprofit organization.