Strategic Planning for BCAEW: Overcoming Challenges & Growth

This report addresses the strategic planning process for non-profit organizations, particularly focusing on the BC Association of Everyone Wins (BCAEW). As a consultant, the task involves guiding the board through building a strategic plan by considering factors such as articulating vision and mission, identifying stakeholders, and assessing both internal and external environments using SWOT analysis. The report suggests an issue-based model as an appropriate strategic planning process, which involves internal and external analysis, identifying key issues and goals, designing major strategies, and developing an action plan. Strategic planning is crucial for non-profits as it enhances organizational adaptability, stakeholder relationships, decision-making, and resource utilization, ultimately improving performance and clarifying organizational direction. This document is available on Desklib, where students can find a wealth of solved assignments and study resources.

Running head: NON-PROFIT MANAGEMENT 1
Non-Profit Management
Name
Institution

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NON-PROFIT MANAGEMENT
As the consultant hired to facilitate the strategic planning process consider the following:
1. Outline for the Board what they should consider when building a strategic plan.
When constructing the strategic plan, the BCAEW’s board should consider the following
factors: it should articulate the vision and the mission because they share the company’s purpose
of operating and describe what the firm wants to achieve in the long-term. Second, they should
identify the stakeholders because they influence the company’s business. Additionally, the board
should scan the internal environment to identify the company’s strengths and weaknesses.
Assessing the external environment is also important since it helps identify threats and
opportunities (Albrechts & Balducci, 2013). The board should also consider combining its
strengths, weaknesses, opportunities, as well as threats into a single analysis to fuel goal-setting
and positioning to attain the company’s success. In addition, the board should consider defining
the firm’s competitive advantage to find a unique position that can be occupied by the business.
2. Describe an appropriate strategic planning process and model. How are you going to
guide the organization through this process?
BCAEW has been operating for more than 30 years. The intention of developing a
strategic plan is to widen the company’s scope and look for new ways of doing things and
opportunities. Hence, the best strategic planning process and model that is appropriate for
BCAEW is the issue-based model (Wolf & Floyd, 2017). The model entails evolving to a more
involved approach by making use of a more comprehensive method of planning. This is how I
would guide the organization through the model: first, I would run an internal and external
analysis to outline the SWOT. Second, I would identify the main issues and goals. Next step

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would entail designing major strategies to address the stated goals and issues. Next would be to
update the vision, mission, and values, establish an action plan, record issues, goals, including
action steps into pans, and develop a yearly operating plan.
3. Describe how strategic planning can assist non-profit organizations in meeting the
challenges that they face
Strategic planning assists the non-profit organization to develop organizational
adaptability to changes in the environment, develop as well as enhance the relationship with
main stakeholders, improve the company’s decision-making process, and come up with the
firm’s development priorities. Besides the potential funding benefits, strategic planning can
result in changes in the organization’s mission, management roles, structure, and the board.
Some of the benefits associated with strategic planning among non-profit organizations comprise
of thinking strategically, building teamwork as well as expertise, decision-making, enhancing
performance, solving problems, including clarifying the organization’s direction (Dibrell, Craig
& Neubaum, 2014). In addition, the non-profit organization can use strategic planning to utilize
limited resources including examining their external opportunities and challenges, thus help
build their capacity.

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References
Albrechts, L., & Balducci, A. (2013). Practicing strategic planning: in search of critical features
to explain the strategic character of plans. disP-The Planning Review, 49(3), 16-27.
Dibrell, C., Craig, J. B., & Neubaum, D. O. (2014). Linking the formal strategic planning
process, planning flexibility, and innovativeness to firm performance. Journal of
Business Research, 67(9), 2000-2007.
Wolf, C., & Floyd, S. W. (2017). Strategic planning research: Toward a theory-driven
agenda. Journal of Management, 43(6), 1754-1788.