Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement

THE REVISED AND UPDATED ESSENTIAL PLANNING RESOURCE AND FRAMEWORK FOR PUBLIC AND NONPROFIT LEADERS

Now in its fifth edition, Strategic Planning for Public and Nonprofit Organizations is the time–tested, practical guide to building and sustaining a more effective organization. Comprehensive in scope and written by John Bryson, the field′s leading authority, this important text addresses the challenges facing today′s leaders and managers of public and nonprofit organizations.

Strategic Planning for Public and Nonprofit Organizations offers guidance on responding to the increasingly uncertain and interconnected environments in which organizations operate and includes information for addressing new public expectations or formal mandates, demographic and technology changes, dwindling or unpredictable resources, and much more. Bryson also covers such important topics as defining an organizations′ mission, creating greater and more enduring public value, and offers information on formulating desirable strategies and implementing them effectively.

The book explores John Bryson′s proven strategic planning approach and clearly shows how strategic planning can improve performance. Strategic Planning for Public and Nonprofit Organizations offers leaders, managers, and students a detailed guide for designing and implementing the process, and contains targeted tools and techniques to make the process work. The revised fifth edition is filled with new cases and illustrative examples, updated resources, and fresh multi–media content in the accompanying instructor materials.

Great strategic planning can help build efficiency, effectiveness, and other important values into any organization′s overall approaches and everyday operations. Strategic Planning for Public and Nonprofit Organizations provides the framework and tools needed to start planning for tomorrow today.

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

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.