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Praise for Strategic Planning for Public and Nonprofit Organizations
"This 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 and management." Hal G. Rainey, Alumni Foundation Distinguished Professor, University of Georgia; author, Understanding and Managing Public Organizations, Fourth Edition
"John Bryson recognizes that strategic management is what is called for today meaning strategic planning must be linked to leadership, stakeholder involvement, the budget process, system redesign, and performance management. This is a tall order, but John's updated book delivers the goods and comes at just the right time!" Beverly Stein, president, Public Strategies Group; former chair, Multnomah County Board of Commissioners (Oregon)
"This volume provides a practical theory of how to accomplish the political work of leading organizations through strategic change. The theory is a comprehensive synthesis of research on strategic planning and management. There's no better single reference point for choosing an approach to strategic planning and carrying it through to a successful conclusion." Michael Barzelay, professor of public management, London School of Economics and Political Science; coauthor, Preparing for the Future: Strategic Planning in the U.S. Air Force
Contents
Figures and Exhibits vii
Preface xi
Acknowledgments for the Fourth Edition xxi
The Author xxvii
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 Approach for Public and Nonprofit Organizations 41
PART TWO: KEY STEPS IN THINKING AND ACTING STRATEGICALLY 81
3 Initiating and Agreeing on a Strategic Planning Process 83
4 Clarifying Organizational Mandates and Mission 117
5 Assessing the Environment to Identify Strengths and Weaknesses, Opportunities and Challenges 150
6 Identifying Strategic Issues Facing the Organization 185
7 Formulating and Adopting Strategies and Plans to Manage the Issues 219
8 Establishing an Effective Organizational Vision for the Future 271
9 Implementing Strategies and Plans Successfully 286
10 Reassessing and Revising Strategies and Plans 317
PART THREE: MANAGING THE PROCESS AND GETTING STARTED WITH STRATEGIC PLANNING 353
11 Leadership Roles in Making Strategic Planning Work 355
12 Getting Started with Strategic Planning 383
RESOURCES 403
Resource A: A Guide to Stakeholder Identifi cation and Analysis Techniques 405
Resource B: Using the Web in the Strategic Planning Process 428
Resource C: Developing a Livelihood Scheme That Links Aspirations,
Distinctive Competencies, and Distinctive Assets 450
Resource D: Using Action-Oriented Strategy Mapping to Identify Strategic Issues and Formulate Effective
Strategies 469
References 493Name Index 528Subject Index 536
