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More About This Title Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement, Fifth Edition
English
Strategic Planning for Public and Nonprofit Organizations is the comprehensive, practical guide to building and sustaining a more effective organization. Solid strategy is now more important than ever, and this book provides a clear framework for designing and implementing an effective and efficient planning process. From identifying stakeholders and clarifying a shared vision, to implementing plans and revising strategies, the discussion covers all aspects of the process to help you keep your organization united and on track into the future. The field's leading authority shares insight, advice, helpful tools, and specific techniques, alongside a widely used and well-regarded approach to real-world planning. This new fifth edition includes new case studies and examples along with up-to-date resources and references, and new multimedia-related content.
Innovation and creativity produce great ideas, but these ideas must be collected and organized into an actionable plan supported by a coalition of support to make your organization great. This book provides expert guidance and perspective to help you bring everything together into a workable organizational strategy.
- Discover an effective approach to the strategic planning process
- Identify issues, establish a vision, clarify mandates, and implement plans
- Manage the process with continual learning and revising
- Link unique assets and abilities to better accomplish the central mission
Public and nonprofit leaders are forever striving to do more with less, and great strategic planning can help you build efficiency and effectiveness into your organization's everyday operations. Strategic Planning for Public and Nonprofit Organizations provides the framework and tools you need to start planning for tomorrow today.
English
JOHN M. BRYSON is McKnight Presidential Professor of Planning and Public Affairs in the Hubert H. Humphrey School of Public Affairs, University of Minnesota, Twin Cities.
English
List of Figures and Exhibits xi
Preface xv
Acknowledgments for the Fifth Edition xxv
The Author xxix
PART ONE: UNDERSTANDING THE DYNAMICS OF STRATEGIC PLANNING 1
1 Why Strategic Planning Is More Important Than Ever 3
2 The Strategy Change Cycle: An Effective Strategic Planning and Management Approach for Public and Nonprofit Organizations 35
PART TWO: KEY STEPS IN THINKING, ACTING, AND LEARNING STRATEGICALLY 75
3 Initiating and Agreeing on a Strategic Planning Process 77
4 Clarifying Organizational Mandates and Mission 115
5 Assessing the Environment to Identify Strengths, Weaknesses, Opportunities, and Challenges 144
6 Identifying Strategic Issues Facing the Organization 187
7 Formulating and Adopting Strategies and Plans to Manage the Issues 221
8 Establishing an Effective Organizational Vision for the Future 269
9 Implementing Strategies and Plans Successfully 281
10 Reassessing and Revising Strategies and Plans 321
PART THREE: MANAGING THE PROCESS AND GETTING STARTED WITH STRATEGIC PLANNING 351
11 Leadership Roles in Making Strategic Planning Work 353
12 Getting Started with Strategic Planning 380
RESOURCES 400
Resource A: A Guide to Stakeholder Identification and Analysis Techniques 401
Resource B: Using Information and Communications Technology (ICT) and Social Media in the Strategic Planning Process 424
References 461
Name Index 485
Subject Index 493
