February 4, 2004 - NPCA Strategic Plan: Cover Page
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February 4, 2004: NPCA's Strategic Plan for the Next 8 years :
February 4, 2004 - NPCA Strategic Plan: Cover Page
NPCA Looks to the Future with Strategic Plan - Cover Page
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
STRATEGIC ACTION PLAN - 2004 - 2011
Winter Board Meeting
Miami Beach, Florida
January 30-February 1, 2004
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.
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.
- 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.
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;
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:email@example.com or leave your comments below.
- Phase III: 2009-2011, a plan for the future (leveraging the 50th anniversary of the founding of the Peace Corps community.
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This story has been posted in the following forums: : Headlines; NPCA; Strategic Planning
By daniel (0-1pool136-7.nas12.somerville1.ma.us.da.qwest.net - 184.108.40.206) on Friday, February 06, 2004 - 6:18 am: Edit Post|
Wow, those goals are so clear they could mean just about anything?
In the third goal you outline, you state you are adhering to the mission and values of the organization.
Does this mean: you will leave behind a whole population of RPCV's who have been separated from service early because their rights were violated during service, were victims of violence during their service now can't really serve the third goal because of that Peace Corps experience, and leave the volunteer's who have perished in service's record and memory on the back burner as issues to tackle.
"Values"? What is the value of an organization that claims its origins in fighting for RPCV's and now has left that mission behind. Values are something we believe in and know are right. I think you should really look at the word "peace" and "corps" to first get an understanding of how the person's of that organization are treated? When you abandon your goals and people as Peace Corps has done to so many, your goals will be scattered too.
31 "People" since 1997 are too many. Why aren't you fighting to prevent this from happening?
2,800 plus victims of violence during service since 1997 and you folks put your head in the sand.
That GAO report on safety did not come out of this air. Let me tell you something else members and board, I did not get paid for getting it done. I volunteered my time to do the right thing for people, I know who are being abuse by the Peace Corps system. You should have been with us.
In 1996, I went to your convention spent my own money and prsented the problem. Many in the room understood the problem spoke with me after. However, the leadership of your orgainzation, board members and former staff of Peace Corps were hostile again because because separations happened under their "watch" at Peace Corps. Today, the board is still made up of those type of folks. I understand you people served too. But, we did too and their should be no "discrimination" period at Peace Corps.
That goes for board members and former staff.
Think about that word "Values".