Values respected by a typical NPO would include qualities like integrity, trustworthiness, honesty, transparency, teamwork, accountability, etc.
Consider, for example, weekly written status reports to the chief executive from employees, and monthly written reports to board members. See Organizing Staff.
Having set goals and tasks along with key performance indicators to measure efficiency, the NPO should now analyze their strengths and opportunities to make use of and their weaknesses, threats, and risks to be cautious about while executing the strategic plan.
They answer the question of what the organization aims to accomplish. What planning model will you use? Plus, staying current with trends and policy issues that affect nonprofit operations is key to being prepared to adapt to a changing environment. Risk Analysis Most of the activities of an NPO are dependent on environmental or outside factors beyond the control of the NPO, having an inbuilt element of risk while being performed.
It sets the boundaries within which employees can decide and act towards achieving results and also informs third parties like investors, vendors, and clients dealing with the organization what the NPO expects from them.
Generally, it is a three year period for which projections are made to be as realistic as possible. Status will address whether goals and objectives are being met or not, current issues and any resource needed to implement the plan.