Strategic Planning for Public and Nonprofit Organizations

How can leaders use strategic planning to strengthen their public and nonprofit organizations? In this fourth edition of his perennial bestseller Strategic Planning for Public and Nonprofit Organizations, Bryson provides the most updated version of his thoughtful strategic planning model and outlines the reasons public and nonprofit organizations must embrace strategic planning to improve their performance.Introduced in the first edition and refined over the past 18 years, the Strategy Change Cycle--a proven planning process used successfully by a large number of nonprofit and public organizations--is the framework used to guide the reader through the strategic planning process. Bryson offers detailed guidance on implementing the process, and specific tools and techniques to make the process work in any organization. In addition, he clarifies the organizational designs through which strategic thought and action will be encouraged and embraced throughout an entire organization.In addition to updated examples, new cases, and additional information on boundaries, distinctive competencies, Actor-Network theory, Bryson will creat an instructor's manual with sample syllabi, PowerPoint teaching slides, and additional cases.

Figures and Exhibits viiPreface xiAcknowledgments for the Fourth Edition xxiThe Author xxviiPART ONE: UNDERSTANDING THE DYNAMICS OF STRATEGIC PLANNING 11 Why Strategic Planning Is More Important Than Ever 32 The Strategy Change Cycle: An Effective Strategic Planning Approach for Public and Nonprofit Organizations 41PART TWO: KEY STEPS IN THINKING AND ACTING STRATEGICALLY 813 Initiating and Agreeing on a Strategic Planning Process 834 Clarifying Organizational Mandates and Mission 1175 Assessing the Environment to Identify Strengths and Weaknesses, Opportunities and Challenges 1506 Identifying Strategic Issues Facing the Organization 1857 Formulating and Adopting Strategies and Plans to Manage the Issues 2198 Establishing an Effective Organizational Vision for the Future 2719 Implementing Strategies and Plans Successfully 28610 Reassessing and Revising Strategies and Plans 317PART THREE: MANAGING THE PROCESS AND GETTING STARTED WITH STRATEGIC PLANNING 35311 Leadership Roles in Making Strategic Planning Work 35512 Getting Started with Strategic Planning 383RESOURCES 403Resource A: A Guide to Stakeholder Identifi cation and Analysis Techniques 405Resource B: Using the Web in the Strategic Planning Process 428Resource C: Developing a Livelihood Scheme That Links AspirationsDistinctive Competencies, and Distinctive Assets 450Resource D: Using Action-Oriented Strategy Mapping to Identify Strategic Issues and Formulate EffectiveStrategies 469References 493Name Index 528Subject Index 536