Title Details

Preface.

Acknowledgments.

The Author.

PART ONE: UNDERSTANDING THE DYNAMICS OF STRATEGIC PLANNING.

1. Why Strategic Planning Is More Important Than Ever.

2. The Strategy Change Cycle: An Effective Strategic Planning Approach.

PART TWO: KEY STEPS IN USING THE STRATEGY CHANGE CYCLE.

3. Initiating and Agreeing on a Strategic Planning Process.

4. Clarifying Organizational Mandates and Mission.

5. Assessing the Environment to Identify Strengths and Weaknesses, Opportunities and Challenges.

6. Identifying Strategic Issues Facing the Organization.

7. Formulating and Adopting Strategies and Plans to Manage the Issues.

8. Establishing an Effective Organizational Vision for the Future.

9. Implementing Strategies and Plans Successfully.

10. Reassessing and Revising Strategies and Plans.

PART THREE: MANAGING THE PROCESS AND GETTING STARTED WITH STRATEGIC PLANNING.

11. Leadership Roles for Making Strategic Planning Work.

12. Getting Started with Strategic Planning.

RESOURCES.

A. Stakeholder Identification and Analysis Techniques.

B. The Oval Mapping Process: Identifying Strategic Issues and Formulating Effective Strategies.

C. Strategic Planning in Collaborative Settings.

References.

Name Index.

Subject Index.

“John Bryson’s book is an immensely valuable resource for leaders, professionals, researchers and other participants in public and nonprofit settings. Anyone professing competence in public and nonprofit management needs to know what Bryson says about strategic planning.”
--Hal G. Rainey, Alumni Foundation Distinguished Professor, School of Public and International Affairs, The University of Georgia, and author, Understanding and Managing Public Organizations, Third Edition

“The arrival of a new edition of this authoritative and highly usable book is very good news. Bryson explains strategic planning systematically and clearly in this valuable work.”
--Judith E. Innes, Professor of City and Regional Planning, University of California, Berkeley

“John Bryson’s book has quickly become the classic guide for making better decisions – and getting better results. The third edition introduces new concepts, like managing for results and creating public value, while maintaining the powerful, disciplined thinking of previous editions. It is an indispensable guide for anyone seeking to cope with the growing challenges of managing the tough environment of the public and nonprofit world.”
--Donald F. Kettl, Professor of Political Science and Public Affairs, University of Wisconsin – Madison; author, The Transformation of Governance: Public Administration for Twenty-First Century America and The Global Public Management Revolution

“If you are committed to the future effectiveness of your organization and the people it serves, this is the key resource book for you. John challenges our strategic thinking on the one hand, whilst providing us with practical tools to deliver meaningful strategies and plans on the other.”
--Irene Hewitt, chief executive, The Beeches Management Centre for Health and Personal Social Services, Belfast, Northern Ireland

"The new edition of Strategic Planning for Public and Nonprofit Organizations brings two needed gifts to this field: An excellent summary of the principles and theory behind leading and managing in a strategic way, and a solid process and great set of tools, which leaders and future leaders can use to make their institutions more responsive and effective."
--Bryan Barry, principal consultant, Amherst H. Wilder Foundation Center for Communities, St. Paul, MN