PUBPOL 5180

Strategic Planning for Nonprofit & Government Organizations

Course Description

Course information provided by the 2026-2027 Catalog.

This graduate-level course introduces students to the theory and practice of strategic planning and execution in the government and non-profit sectors. Students will learn how to assess an organization’s needs, develop and clarify mission and strategic priorities, asses the organization or governmental entity’s readiness for change, make difficult choices during times of uncertainty, and execute the plan and communicate with stakeholders. We will also focus on the pragmatic aspects of planning including linking budgets to strategic plans, fundraising and appropriations to support the plan, developing key performance indicators, and ensuring leaders and governing bodies can support and lead the plan. This course will use examples from the instructor’s own background in government and the non-profit sector and will include guest appearances by State, Local, and non-profit leaders who have had to develop and execute strategies in difficult times. Active class discussions, simulations, and group exercises will be used to teach concepts along with one or two papers and projects.

Enrollment Information Enrollment limited to: graduate and professional students.

Last 4 Terms Offered 2026SP, 2025SP

Learning Outcomes

• Understand the distinctions and interactions among strategic thinking, strategic planning, budgeting, operational planning, and program formulation.
• Analyze the competing stakeholder interests, political and organizational influences, expectations, and the environmental, social and legal factors affecting a strategic plan.
• Evaluate the organizational capacity needed to achieve your strategic objectives including budget and human resources, the political dynamics that may expedite or block an initiative, and the use of partnerships and alliances to achieve your goals.
• Understand how to adopt and implement strategies under uncertainty including financial risks and fiscal shocks, legislative disruptions, changing legal environments, and leadership changes.
• Apply effective communication strategies both in developing and implementing a strategic plan and considering the interests of government officials, board members, employees, donors and taxpayers, and labor unions.
• Design meaningful and practical performance measures including KPI’s, budgets, risk mitigation techniques, and holding individuals and units responsible.

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