February 4, 2004 - NPCA Strategic Plan: Analysis of NPCA Strengths, Weaknesses, Opportunities, and Threats (SWOT)
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February 4, 2004: NPCA's Strategic Plan for the Next 8 years :
February 4, 2004 - NPCA Strategic Plan: Analysis of NPCA Strengths, Weaknesses, Opportunities, and Threats (SWOT)
NPCA Looks to the Future with Strategic Plan - Analysis of NPCA Strengths, Weaknesses, Opportunities, and Threats (SWOT)
Read and comment on the Strategic Plan for the NPCA presented at the Board of Directors meeting on January 31 and endorsed by the Board on February 1. The Plan emphasizes improving what NPCA offers its members and strengthening NPCA's relationship with its group affiliates. PCOL will have an interview with NPCA President Kevin Quigley in our next issue that addresses each of the elements of the Strategic Plan in more detail. For now, read the plan and leave your comments below at:
NPCA presents Strategic Plan*
* This link was active on the date it was posted. PCOL is not responsible for broken links which may have changed.
NPCA presents Strategic Plan
Strengths of NPCA
Strengths
Sole national organization for RPCVs and staff
PC "brand"
Strategically placed members
Passion/commitment
Weaknesses of NPCA
Weaknesses
Lack of membership in NPCA
Identity/Awareness
Unfocused; tail wags the dog
Infrastructure
Opportunities for NPCA
Opportunities
Milestones: NPCA’s 25th, PC’s 50th
Vision and Mission align with current events
Greater technology to serve members
PC Cooperative Agreements, partnerships
Threats to NPCA
Threats
Competition
Weak finances
Resources stretched too thin
Safety and security
Background on Strategic Planning and on the Strategic Plan for the NPCA
A Strategic plan is document used by an organization to align its organization and budget structure with organizational priorities, missions, and objectives. Astrategic plan should include a mission statement, a description of the agency's long-term goals and objectives, and strategies or means the agency plans to use to achieve these general goals and objectives. The strategic plan may also identify external factors that could affect achievement of long-term goals.
There are a variety of perspectives, models and approaches used in strategic planning. The way that a strategic plan is developed depends on the nature of the organization's leadership, culture of the organization, complexity of the organization's environment, size of the organization, expertise of planners, etc. For example, there are a variety of strategic planning models, including goals-based, issues-based, organic, scenario (some would assert that scenario planning is more a technique than model), etc. - Goals-based planning is probably the most common and starts with focus on the organization's mission (and vision and/or values), goals to work toward the mission, strategies to achieve the goals, and action planning (who will do what and by when).
- Issues-based strategic planning often starts by examining issues facing the organization, strategies to address those issues, and action plans.
- Organic strategic planning might start by articulating the organization's vision and values and then action plans to achieve the vision while adhering to those values.
In addition, the focus of the planning activities is often different between for-profits and nonprofits. Nonprofits tend to focus more on matters of board development, fundraising and volunteer management. For-profits tend to focus more on activities to maximize profit.
More information on Strategic Planning is available at:
Strategic Planning in nonprofit or for-profit organizations.
The NPCA Board has endorsed this Strategic Action Plan for 2004-2011. This plan, which is available in Power Point format here, places particular emphasis on improving what NPCA offers its members and strengthening NPCA's relationship with its group affiliates. The plan is designed in three phases:- Phase I: 2004, a plan for stabilization;
- Phase II: 2005-2008, a plan for growth;
- Phase III: 2009-2011, a plan for the future (leveraging the 50th anniversary of the founding of the Peace Corps community.
The Strategic Action Plan will be revised and updated as needed, with regular reporting on the progress being made. Individuals wishing to offer comments on the plan are welcome to send them to NPCA President Kevin Quigley at mailto:president@rpcv.org or leave your comments below.
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Read comments by RPCVs here, here and here.
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This story has been posted in the following forums: : Headlines; NPCA; Strategic Planning
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By daniel (0-1pool136-7.nas12.somerville1.ma.us.da.qwest.net - 63.159.136.7) on Thursday, February 05, 2004 - 1:10 pm: Edit Post |
So Kevin you feel insecure with the fact people on the hill are listening to the victims of violence and not you folks.
You folks abandoned us a long time ago.
No, we are RPCV's and we will not listen to patronizing RPCV's make put down's towards our own future's.
See you at the Hearings.
Daniel
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By daniel (0-1pool136-7.nas12.somerville1.ma.us.da.qwest.net - 63.159.136.7) on Friday, February 06, 2004 - 6:25 am: Edit Post |
Who are you competing against?
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By daniel (0-1pool136-57.nas12.somerville1.ma.us.da.qwest.net - 63.159.136.57) on Saturday, February 28, 2004 - 10:07 am: Edit Post |
The resources are stretched too thin because, your focus is misguided and you spend money on things other RPCV's are not interested in. You need to engage the whole community of Peace Corps in order to have a strong organization. Its not about competition its about doing the greater good for the utility of what the organization was set up for instead of "pet projects" which are generally self interests of a few not the greater majority, that is why people stopped joining and giving.
Many RPCV's tried under Chiek, Dane and you. We run into the same indifference.
Daniel
For me personally, You want me to give money to people who are not out for my best interest. That is board members. Why should I support that? I think others feel the same.