Abstract
Long-term strategic planning is not typical among small-to-medium nonprofit organizations (SMNOs), and their focus tends to be towards tactical mission priorities. This prioritization is due to limited resources and capabilities, although a strategic plan is still considered important for the nonprofit social enterprise’s sustained viability. This research develops a visual strategic roadmap (SRM) model that could be the basis for a long-term strategy for such nonprofits. This roadmap model includes lanes that represent multiple stakeholder perspectives and may be used to identify the policies and procedures required to achieve the long-term vision. Road-mapping fulfills a strategic planning need for nonprofit organizations, especially SMNOs, which in most cases, is absent. The perspectives covered are Social, Technical, Economic, Environmental, and Political (STEEP). A strategic roadmap model is validated using expert judgments and by the case study of a small-to-medium mental health nonprofit organization agency located in Southeastern Connecticut. The SRM validation revealed a model that is easy to visualize, and future work will verify its effectiveness.
Highlights
Nonprofit organizations may not remain viable to their mission and vision unless they sustain an effective strategic management framework with appropriate longer-term planning and execution (Hu, Kapucu, & O’Byrne, 2014)
Long-term strategic planning is not typical among small-to-medium nonprofit organizations (SMNOs), and their focus tends to be towards tactical mission priorities
The questionnaire processes were accepted as a compliant Internal Review Board (IRB) process
Summary
Nonprofit organizations may not remain viable to their mission and vision unless they sustain an effective strategic management framework with appropriate longer-term planning and execution (Hu, Kapucu, & O’Byrne, 2014). Strategic planning is the process of identifying priorities and goals necessary to meet the SMNO mission. SRM for SMNOs differentiates itself from other methodologies by being one of the most effective best practice strategic planning improvement techniques. CMMI and TQM are continuous improvement methodologies which focus on immediate opportunities These opportunities may have longer-term implications, but these improvement processes do not define forecasted periods for future improvement. The strategic planning functions require an in-depth review of the elements that compose the organization and form the improvement process. Determining these elements requires knowledge from those involved in the process that is promoted through strategic thinking, acting, and learning (Bryson, 2010)
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