Staying on Mission and Staying in Business: Strategic Planning in the Education Nonprofit Sector

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Staying on Mission and Staying in Business: Strategic Planning in the Education Nonprofit Sector

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Title: Staying on Mission and Staying in Business: Strategic Planning in the Education Nonprofit Sector
Author: Benavides, Veronica
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.
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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.
Terms of Use: This article is made available under the terms and conditions applicable to Other Posted Material, as set forth at http://nrs.harvard.edu/urn-3:HUL.InstRepos:dash.current.terms-of-use#LAA
Citable link to this page: http://nrs.harvard.edu/urn-3:HUL.InstRepos:27013335
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