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| Acknowledgments | |
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| About the Author | |
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| Introduction | |
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| Preplanning | |
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| The Intermediary Sector | |
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| For-Profit versus Nonprofit | |
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| The Logic of Strategic Positioning | |
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| What Strategic Positioning Is Not | |
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| Introducing Willows' End Assisted Living | |
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| The Process of Strategic Positioning | |
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| Characteristics of Strategic Positioning | |
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| Why Do It at All? | |
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| The Formal Points of Control | |
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| For Established Nonprofits | |
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| When the Vision Is Given Its Vehicle | |
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| Strategy | |
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| Organizational Structure | |
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| Resources | |
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| Feedback Loop | |
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| Deciding Where to Be | |
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| Strategic Positioning Can Be Used by All Nonprofits | |
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| Nonprofit Federations | |
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| Very Large Nonprofits | |
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| Associations and Professional Societies | |
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| Who Does Strategy? Selecting the Team | |
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| How to Identify Them | |
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| McLaughlin's Law of Task Force Leadership | |
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| Consultant or Facilitator? Or Nothing at All? | |
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| Prepare | |
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| Theme Identification Percentage ("TIP Score") | |
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| What to Do about It | |
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| Make It Pass the Business Card Test | |
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| Make It Conform to the Deli Principle | |
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| Make It Active | |
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| Make It Say Something | |
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| Clean It Up | |
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| Sell It | |
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| When the Mission Is Preestablished | |
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| Tap into the Emotion | |
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| Scan Your Future | |
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| A Few Big Trends | |
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| From Command and Control to Shape and Influence | |
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| From Employees to Employee/Consultants | |
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| From Square Footage to Megabytes | |
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| From Social Elite Fundraising to Cognitive Elite Fundraising | |
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| From Growth to Productivity | |
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| From Standalone Nonprofits to Integrated Delivery Systems | |
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| From Innovation in Programming to Innovation in Management | |
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| From Strategic Planning to Strategic Positioning | |
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| The Parameters of a Future Scan | |
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| The Need for Your Service | |
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| Geography | |
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| To Change It or Not | |
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| Competitors | |
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| To Collaborate, Compete | |
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| Collaboration Usually Begins in the Back Room | |
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| Back Room Collaboration Demands Standardization | |
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| Users and Potential Users of the Service | |
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| Defining the Irreducible Demand | |
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| Defining the Population to Be Served | |
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| Establishing the Feeder or Referral System | |
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| Identifying Behavioral Considerations Affecting Demand | |
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| Funders | |
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| Labor Force | |
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| The Two-Tiered Labor Market | |
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| Other Aspects to Track | |
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| Technology | |
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| Recipe Card: How to Carry Out a Future Scan | |
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| Steps for Conducting a Future Scan | |
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| Assign One Individual the Responsibility for Researching Each of the Seven External Strategic Factors | |
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| Answer the So What? Question-The Implications of the Themes for Your Organization | |
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| Produce a Briefing Book for Each Theme | |
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| Brief the Whole Group on Each Theme | |
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| Scan for Internal Strengths | |
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| Building the Foundation | |
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| The Alternative-Strength-Based Planning | |
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| What is a Strength? | |
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| The Enemy of Strength Scanning | |
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| The Principles of Strength-Based Internal Scanning | |
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| Fact-Based | |
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| No Recriminations | |
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| True Strength Is Replicable | |
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| Group Opinion Counts for More Than Individual Opinion | |
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| Assess Your Need | |
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| Understand Your Programs | |
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| Core Competencies Might Help | |
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| Service Models | |
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| Understand Your Strength with Your Consumers | |
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| Quick, Define "Consumer" | |
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| Analyze the Elements of Your User Base | |
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| Number of Users | |
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| Mix of Users | |
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| Impact on Users | |
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| Do Our Services Work? | |
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| Check Those Boundaries-What's Your Geographic Strength? | |
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| Funders: Who Is Willing to Pay? | |
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| Funding Mix | |
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| Memberships | |
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| Government Funding | |
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| Interest Income | |
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| Fees for Service (Program Revenue) | |
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| Conferences | |
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| Fundraising | |
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| General Considerations | |
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| Funding Adequacy | |
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| Geography | |
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| Labor Force | |
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| Benchmarks of Strength-Prototypers | |
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| Benchmarks of Strength-Industrializers | |
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| The Dimensions of the Labor Force | |
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| Special Assets | |
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| Recipe Card: How to Carry Out an Internal Scan | |
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| Methods for Ensuring Objective Scanning | |
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| Independent Verification | |
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| Satisfaction Surveys | |
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| External Benchmarks | |
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| Internal Benchmarks | |
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| Accreditation | |
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| Outside Review | |
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| Decide Where to Be | |
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| Mind Your Strengths, Focus on the Future | |
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| The Need for Dementia Services | |
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| The Options | |
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| Desired Geographic Position | |
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| The Options | |
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| Willows End's Choice | |
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| Willows' End's Desired Position in Relation to Its Users | |
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| Competitive Position | |
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| Strategic Positions Are Infinitely Variable | |
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| The Options | |
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| Willows' End's Choice | |
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| Funder Strategic Position | |
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| Private Payers | |
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| Donated Revenue | |
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| Labor Strategic Position | |
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| Willows' End's Choices | |
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| Special Asset Strategic Position: The Willows' End Building | |
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| Willows' End's Choices | |
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| Summary of Desired Strategic Position | |
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| Recipe Card: How to Devise a Statement of Desired Strategic Position | |
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| Plan What to Do | |
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| Break Down the Strategic Position | |
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| (Re)organize the Board of Directors | |
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| Creating the Strategic Agenda | |
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| Fitting Agenda Items to the Strategic Agenda | |
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| How They Might Decide | |
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| (Re)Organize the Staff | |
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| Assign Responsibility | |
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| Devise Measures of Success | |
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| Set up Feedback Mechanisms | |
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| Creating Management's Work Plan-Devising Ways of Achieving the Desired Strategic Position | |
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| Flagship/Community Crossroads Component-Management Goal #1 | |
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| Caregiver Employer of Choice Component-Management Goal #1 | |
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| Creating a Strategic Financial Plan | |
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| The Three Areas to Cover | |
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| How They Relate | |
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| Willows' End's Strategic Financial Plan | |
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| Toolkit | |
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| Introduction to Appendices | |
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| Quick Start | |
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| Where Do You Want to Be? | |
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| What Do You Have to Do to Get Where You Want to Be? | |
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| National Research with Personal Perspectives | |
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| Associations | |
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| Foundations | |
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| Academics | |
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| Governments | |
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| Brainstorming/Clustering Technique | |
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| Brainstorming | |
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| Clustering | |
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| Weighted Voting Techniques | |
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| Media Markets | |
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| Future Scan Form | |
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| Theme | |
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| Key Fact-Based Trends | |
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| Implications | |
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| Data Sources for Competitive Research | |
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| Free | |
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| Not Free | |
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| Presentation of the Data | |
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| Attention Board Members and Staff: Develop Your Own Personal Strategic Position | |
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| Scan Your Environment | |
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| Demand for Services | |
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| Users of the Services | |
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| Geography | |
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| Coworkers | |
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| Personal Assets | |
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| Inventory Your Personal Strengths | |
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| Where Do You Want to Be in Five Years? | |
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| Your Personal Development Plan | |
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| Index | |