Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement, 5th Edition

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.

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.

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

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