Staying on Mission and Staying in Business: Strategic Planning in the Education Nonprofit Sector
Citation
Benavides, Veronica. 2016. Staying on Mission and Staying in Business: Strategic Planning in the Education Nonprofit Sector. Doctoral dissertation, Harvard Graduate School of Education.Abstract
This capstone explores a strategic planning process I carried out at the NYC Leadership Academy (NYCLA), a nonprofit organization. Through the development and launch of a strategic plan for the NYCLA alumni network, I learned that nonprofit organizations face strategic planning considerations distinct from those of private-sector organizations. In an effort to reconcile the tension between what I see as organizational solvency and mission fulfillment in the alumni network strategic planning process, I explore the merits and limitations of Mark Moore’s strategic triangle framework and determine how a nonprofit might make best use of the framework in strategic planning. Ultimately, I conclude that the NYCLA alumni network and similarly-situated nonprofit organizations can manage the tension between mission fulfillment and organizational solvency by strategizing for public value.I also reflect on the success of Marshall Ganz’s community organizing practices in engaging and mobilizing the NYCLA alumni network. I argue that nonprofits should leverage community organizing practices to build authentic stakeholder involvement and authorship in the strategic planning process.
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