Running Head: PROGRAM FRAMEWORK WITHIN THE NONPROFIT

Program Framework within the Nonprofit Organization:
How to Create a Successful Nonprofit
Khalid Abuhassan, Helen Alexander, Tanaya Horne, Andrew Lang, Lisa Long, Joshua Wheeler
Liberty University

Abstract
The program framework of a nonprofit organization is the planning foundation that it is built on. The authors of this paper recognize the importance of creating a strong blueprint from which a nonprofit is then realized. An explanation factoring each step of the strategic planning process from a start-up perspective is followed by the authors applying the newly acquired knowledge to broadly create a “mock” foundation.

Program Framework within the Nonprofit Organization:
How to Create a Successful Nonprofit
Harvard Kennedy School’s curriculum for one of their nonprofit classes states that “Strategic Frameworks for Nonprofit Organizations is designed to help nonprofit and NGO leaders use strategic management frameworks to improve their organizations.” (Letts, 2012) Smith, Bucklin & Associates, Inc. teaches: “Strategic planning is a management tool that can help focus – and periodically refocus – an organization’s vision and priorities. This planning process establishes choices about how best to accomplish the organization’s mission.” (Smith, 2000) Carl Richardson simplifies the urgency of strategic planning by asserting “An organization that is growing and hopes to sustain that growth needs a set of strategies to guide its program development, build a solid financial foundation, and prepare for challenges that lie ahead. In other words, it needs a strategic plan.” (Richardson, 2012) With this exigency, we are focused to answer the following questions: What is strategic planning and how do we correctly apply this program framework to form a successful nonprofit organization?
The task of creating a new nonprofit organization can be a tedious, arduous, and discouraging process. However, the reward is the formation of an association dedicated to helping others, founded in the love of Christ. There are various program framework structures within a nonprofit organization. All nonprofit organizations first start with a vision. Vision statements can often cause the most hindrance within an organization. “By starting with a blank slate, the vision process can seem intimidating and lead to disabling frustration.” (Lipton, 1996) Bringing together a group of leaders and forming a collective mind is difficult.
A nonprofit’s vision statement should depict where the company is hoping to be in the future, not where they currently are. Emil Angelica, of the Amherst D. Wilder Foundation advises the need to answer two fundamental questions when writing a vision statement: “What will be different in the world in three to five years because our organization exists? And, what role will our organization play in creating that difference?” (Angelica, 2001) The answers should be the foundation to the organization’s vision statement. It should be simplistic and unembellished. All participants in the visionary process have to be willing to leave their “preconceived notions” (Smith, 2000) at the door. This will allow for innovative thinking which will open the door to effective strategic planning. Strategic Planning is the “systematic process that brings consensus regarding priorities among the organization’s leaders.” (Smith, 2000) It is the initial phase of the attempt to make the nonprofit a reality. That being said, the implications of strategic planning do not end on commencement of the organization, rather they are continuous in their efforts to ensure long-term stabilization of the nonprofit organization. John Bryson supposed “strategic thought and action are increasingly important to the continued viability and effectiveness of governments, public agencies and non-profit organizations of all sorts. Without strategic planning it is unlikely that these organizations will be able to meet successfully the numerous challenges that face them.” (Bryson, 1988) To understand the concept of strategic planning, first there needs to be a comprehension that this management tool relies on the basis of an identifiable purpose. An organization’s leadership engaged in an effective retreat where environmental and S.W.O.T analyses were performed and the organization’s vision has life. There is an understanding of what trends/issues need to be watched out for and what the organization’s strengths and weaknesses are. Now what? “If you don’t know where you’re going, any road will do.” (Smith, 2000) Once the initial foundation research is completed the organization’s leadership should concentrate on the creation of a meaningful mission statement. Christopher C, Morphew, Associate Professor at the Institute of Higher Education at the University of Georgia, and Matthew Hartley, Assistant Professor at the Graduate School of Education at the University of Pennsylvania, state: “Some would argue that articulating a shared purpose is a requisite first step on the road to organizational success.” (Christopher C. Morphew, 2006) Although they were referring to the mission statements of Institutions of Higher Learning, the same can be said of the mission statement for a nonprofit organization.
A nonprofit’s mission statement is an integral first step to organizing the structure of the organization. Without a clearly defined purpose the association risks losing itself to a barrage of internal and external conflict. “To develop a new organization…strategic decision makers determine the basic goals, characteristics and philosophies that will shape the strategic posture of the organization.” (Havlick, 2005) John Graham and Wendy Havlick note: “The outcome of this task… provides the basis for a culture that will guide future executive decision making policy.” (Havlick, 2005) By broadly outlining the exact reason for its existence, the nonprofit will allow its audience to recognize the value of the organization, and afford leadership the opportunity to continue the strategic process throughout the nonprofit’s existence. Once the mission statement is completed and approved, it may be beneficial for the organization to reassess its strengths and weaknesses again by performing an additional internal and external environmental analysis. This may help realize new trends and issues not previously addressed. Understanding your foundation’s purpose, or mission, is critical to moving forward into the next stage of strategic planning.
All nonprofits have a purpose that is grounded in philosophical perspective. These principles can be outlined in what is known as a “Statement of Principles.” The principles of a nonprofit organization originate in the organization’s values and beliefs. When an organization feels so strongly about their values and beliefs systems, they can issue the statement independent of a mission statement. These concepts of inherent worth are visible guidelines throughout the strategic planning process and are central to the continuation of the program framework.
Once an organization is clear on what its mission and principles statements policies are, it is ready to begin the process of putting those policies into action. While some goals may have already been stated in the mission statement, it is imperative that an organization reiterate these in a separate section of their strategic plan. These goals should establish the ability to measure and review whether or not the organization is accomplishing its mission. Public criticism can come swiftly at this phase because in order to realize the organizational goals, there needs to be funding measures put in place. “Critics see more crass motives behind the goals of nonprofits: taking advantage of public subsidies and public trust to support inefficiency. They believe nonprofits to be nothing more than ‘for-profits in disguise (FPIDs)” (Wesbrod, 1998)
Not all criticism on organizational goals is bad. Richard A. Hirth proposes that when a nonprofit health care provider tries to “…help achieve social goals…that competition from nonprofits can create a positive spillover effect on the performance of the for-profit sector.” (Hirth, 1997) This implies the same could be true of most service related nonprofits. Just know that it is imperative to disprove negative assumptions by creating a limited number of broad statements that are motivated by the true intention of the organization.
That being said, the next program framework subject is that of creating strategic objectives. Drawing from the broadly outlined goals of the organization, leadership crafts these objectives to be futuristic accomplishments. It is a hope vision, if you will, of the future of the organization; where the organization will be in three to five years from now. “Strategic objectives should: * Support the mission and goals of the organization; * Provide clarification of the goals; * Translate the critical, ‘strategic’ issues identified for the organization into specific policy directions; * Provide the foundation for the development of detailed operational or business plans for the organization; and * Provide the basis for assessing the organization’s accomplishments.” (Smith, 2000)
How do these steps translate? Basically, strategic goals should not be anything more than accomplishments based solely on the purpose of the organization. It would not make sense for a cancer foundation dealing with stage four cancer patients to have a strategic objective that states: Form a working relationship with local homeless shelters to provide food, clothing and shelter. Strategic goals should be directly correlated to the organization’s mission. Once a foundation’s strategic goals are approved, it is time to put the plan into action. In order to do this, the staff needs to create an operational plan. Unlike the strategic plan, which is generally created by leadership, the operational plan does not address what the nonprofit will do, rather how it will do it. Up until now, there has been a clear distinction between nonprofit organizations and traditional businesses. However, to be successful, at this stage a nonprofit should think more like a strategic corporation.
“Acting without a clear long-term strategy can stretch an agency’s core capabilities and push it in unintended directions.” (Rangan, 2004) Making clear and concise action plan decisions is as important as the mission itself. This stage can make or break a nonprofit. If the staff is not on the same accord it can be disastrous for the organization. When they are harmonious in their thinking, the plan will smoothly transition the organization from a thought into a reality. According to Rangan (2004) there is a “Four-Step Strategy Process” to the creation of a productive nonprofit organization: 1. “The Mission Statement 2. The Operational Mission 3. The Strategy Platform 4. The Choice of Programs” (Rangan, 2004)
Rangan (2004) defines the operation mission to be what brings the “inspirational mission into the realm of quantitative goals.” (Rangan, 2004) Having quantitative goals allows the organization to evaluate their level of success or failure based on the appraisal of the operational plan in action. This plan should be accommodating to environmental impacts that may necessitate its change. That being said, there are many guidelines that can be followed when creating an operational plan, but all should include the most basic concepts as described by Smith, Bucklin & Associates, Inc.: “Tactics…Time lines…Responsible Parties…Resource Requirements…Anticipated Results…Evaluation Measures…” (Smith, 2000) By understanding what needs to be done, assigning parties to be held accountable for the completion of tasks within certain timeframe parameters, understanding what will be required in terms of resources (funding, equipment, time, etc…) to complete these duties, anticipating what the outcomes will be, and ultimately evaluating these actions, the nonprofit will be able to sustain longevity even in a tumultuous economy.
*INSERT FUNDING INFORMATION HERE*
The Strategic Planning process does not end once the nonprofit organization is up and running. This is an ongoing process. The need to implement an evaluation process is critical for the survival of all organizations, non-profit or for-profit. “Evaluation design involves balancing evaluation costs with the likely usefulness of the evaluation results.” (Joseph S. Wholey, 2010) There are several different methods a nonprofit can seek to evaluate their strategic plan, but for a young nonprofit the internal assessment may be the fiscally responsible choice.
Regardless of whether an organization chooses to perform internal audits or use an external source, all evaluations should include feedback from the program’s constituents and/or board members. Understanding how the nonprofit’s constituents are reacting to the program is essential to being able to formulate any necessary changes. Organizations can receive criticism or praise from their target audience by mailing surveys that assess the program’s performance. Joseph Wholey, Harry Hatry, and Kathryn Newcomer suggest five basic questions to consider when evaluating a program: 1. “Can the results of the evaluation influence decisions about the program? 2. Can the evaluation be done in time to be useful? 3. Is the program significant enough to merit evaluation? 4. Is program performance viewed as problematic? 5. Where is the program in its development?” (Joseph S. Wholey, 2010)
Understanding which of the organization’s goals needs to be assessed further is imperative to the success of the program itself. In conclusion, it behooves the nonprofit organization to remember that its purpose is the foundation of its existence. Without defining the clear intention of the program, it will falter in the midst of all the other nonprofit organizations on the market. It is important to realize that strategic planning is an ongoing process and that the strategic plan itself is ever-changing. While a nonprofit cannot be static in this tumultuous economic environment, having too many unclear philosophies can cause it to fail in its operational phase. Lastly, evaluation, and continuous reevaluation are key to keeping up with constituent needs. After all, without constituents, a nonprofit will cease to exist.

|

CANCERVIVE SUPPORT FOUNDATION
STRATEGIC PLAN
For the period
April 15, 2012 to April 14, 2013
Authorized by Team C board of directors May 1, 2012

TABLE OF CONTENTS
EXECUTIVE SUMMARY
BOARD AUTHORIZATION OF STRATEGIC PLAN
ORGANIZATIONAL DESCRIPTION
MISSION, VISION AND VALUES
GOALS AND STRATEGIES

EXECUTIVE SUMMARY

Board Authorization of Strategic Plan
Name of Board Member: Andrew Lang____________________ Date Signed: _________
Name of Board Member: Khalid Abuhassan________________ Date Signed: _________
Name of Board Member: Tanaya Horne___________________ Date Signed: _________
Name of Board Member: Helen Alexander_________________ Date Signed: _________
Name of Board Member: Joshua Wheeler_________________ Date Signed: _________
Name of Board Member: Lisa Long______________________ Date Signed: _________

Organizational Description
An organizational description is an informational passage that gives a brief history of the nonprofit organization. While there seems to be some debate as to exactly what it should include, it should absolutely contain a neutral dialogue about the products and services the nonprofit provides. It should not be unambiguous. You may highlight accomplishments if applicable.
CSF Organization Description
Cancervive Support Foundation, a nonprofit organization founded in Lynchburg, VA in 2012, is a new cancer foundation in the United States. With six members currently, it seeks to provide insurance mediation for home health care services for cancer patients as well as free in-home holistic therapies including massage and acupuncture for cancer patients and their caregivers.

Mission Statement
To empower cancer patients to eliminate stress caused by the bureaucracy of insurance by advocating for those who cannot fight for themselves. To encourage and promote healing through adjunct holistic therapies.

Vision Statement
CSF will become the cancer community’s most valued organization and leaders by providing an innovative insurance experience, as well as holistic home therapy to people who are cancer surviving, cancer survivors, and their caregivers.

Statement of Principles
CSF is founded in the love of the LORD. We stand firm on the belief in compassion, and the undeniable right to life of our clients. We believe all individuals, regardless of economic status, should be entitled to the benefits of comfort while undergoing cancer treatment. We believe that individuals should be taken care of mind, body and soul. We hold ourselves to the highest standards of privacy.

Goals and Strategies
Implement home health care such as holistic therapy with massage and acupuncture. That is the focus of Cancervive Support Foundation, a non-profit cancer care foundation that offers patients holistic services and encourages them to “be active in managing their own recovery” (Toth, 2012).
This approach will help each person reach their best physical, emotional reasoning, social and work potential through this treatment approach. 1. To help the person adjust to a new or modified lifestyle 2. To educate each person on how effective this approach can be 3. To maintain or improve the level of wellness through an holistic approach 4. Work with the insurance companies and doctors regarding other medications
Assist patients dealing with, and “to recover from, chemotherapy, radiation and surgeries with nutritious diet, regular exercise and stress reduction.” (Toth, 2012)
“Studies show that diet and exercise can help boost an individual's immune system, and greatly reduce the chances of cancer returning.” (Toth, 2012)

Funding Sources

Evaluation Procedures