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

When it was first published more than sixteen years ago, John Bryson's Strategic Planning for Public and Nonprofit Organizationsintroduced a new and thoughtful strategic planning model. Since then it has become the standard reference in the field. In this completely revised third edition, Bryson updates his perennial bestseller to help today’s leaders enhance organizational effectiveness. This new edition:

• Features the Strategy Change Cycle—a proven planning process used by a large number of organizations
• Offers detailed guidance on implementing the planning process and includes specific tools and techniques to make the process work in any organization
• Introduces new material on creating public value, stakeholder analysis, strategy mapping, balanced scorecards, collaboration, and more
• Includes information about the organizational designs that will encourage strategic thought and action throughout the entire organization
• Contains a wealth of updated examples and cases

“John Bryson is THE expert on strategic planning in the public and nonprofit sector. I’ve learned a great deal from his work, as have thousands of practitioners. This latest edition of his classic work is even richer, with its new material on strategy mapping, stakeholder analysis, and strategic management.”--David Osborne, coauthor of Reinventing Government, Banishing Bureaucracy, The Reinventor’s Fieldbook, and The Price of Government.

“The concepts presented in John Bryson’s book are applicable to all nonprofit and government organizations on a wide variety of complex issues. If you are looking for a new approach, a new way of approaching an issue, a way of changing the strategic direction of your organization, of making systemic change happen, then read this book!”

—Gary L. Cunningham, director, African American Men’s Project; director, Primary Care for Hennepin County, Minnesota; and CEO of North Point Health and Wellness Center

Includes bibliographical references (p. 297-311) and indexes.

Figures and Exhibits.

Preface.

Acknowledgments.

The Author.

PART ONE: UNDERSTANDING THE DYNAMICS OF STRATEGIC PLANNING.

1. Why Strategic Planning Is More Important Than Ever.

2. The Strategy Change Cycle: An Effective Strategic Planning Approach.

PART TWO: KEY STEPS IN USING THE STRATEGY CHANGE CYCLE.

3. Initiating and Agreeing on a Strategic Planning Process.

4. Clarifying Organizational Mandates and Mission.

5. Assessing the Environment to Identify Strengths and Weaknesses, Opportunities and Challenges.

6. Identifying Strategic Issues Facing the Organization.

7. Formulating and Adopting Strategies and Plans to Manage the Issues.

8. Establishing an Effective Organizational Vision for the Future.

9. Implementing Strategies and Plans Successfully.

10. Reassessing and Revising Strategies and Plans.

PART THREE: MANAGING THE PROCESS AND GETTING STARTED WITH STRATEGIC PLANNING.

11. Leadership Roles for Making Strategic Planning Work.

12. Getting Started with Strategic Planning.

RESOURCES.

A. Stakeholder Identification and Analysis Techniques.

B. The Oval Mapping Process: Identifying Strategic Issues and Formulating Effective Strategies.

C. Strategic Planning in Collaborative Settings.

References.

Name Index.

Subject Index.