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This large-scale survey, initiated in 2012 and concluded in 2013, marked the first time a broad cross-section of the nonprofit community was asked to describe the strategic planning and strategic management practices they employ and to rate them for their impact on overall organizational success.

Respondents were asked to self-rate their organization for overall success and the likelihood for continued success in the foreseeable future. Results from this data were then used as a filter to analyze practices across all responses by level of success (N = 507).

Fully 93 percent of the most successful organizations, regardless of size or budget, credited their strategic planning and strategic-management efforts as having “some” to “critical” impact on their organization’s overall success.

The evidence in this survey is so compelling that we believe the successful practices it identifies should be adopted by nonprofits of all sizes, demanded by boards, and supported by funders.

This research indicates that funders should consider not only supporting strategic plan development, but also supporting development of ongoing plan management/implementation practices and requiring plan assessment reports/updates as part of the grantee’s reporting

The implementation of quality in health services should go beyond legal, regulatory and purely technical obligations in relation to carrying out health insurance practices. The purpose of this paper is to present a management model that intends to equip private health care companies in favor of quality development from the use of a model for forming a competitive strategy in the supplementary health sector companies.

In this approach the proposed model is grounded on guiding procedures for the process of strategy formulation, with a systemic structure that separates in analysis involving the internal and external environment to the organization to verify the strategy that best applies. It is based on prescriptive strategy – the five competitive forces and, with adaptive strategy, the competition arenas.

Through the proposed model the analytical mechanisms of political-legal environments surrounding companies in the sector can be described, identify organizations and their process performance, study them, and perform comparative analysis of information between them. All of this development seeks to ensure the formation of policies, to guide strategic action in health insurance.

This work strongly contributes to the foundation and strengthening of strategic knowledge and has quality aimed at the study of the private health care market, due to the high degree of regulatory requirements by the state to the businesses, the environment turns into a chain of complex information that migrates from the condition of just meeting legal requirements, to also satisfying the demands of a hypercompetitive market.