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.

John M. Bryson is the McKnight Presidential Professor of Planning and Public Affairs in the Hubert H. Humphrey School of Public Affairs at the University of Minnesota. He is a fellow of the National Academy of Public Administration and in 2011 received the Dwight Waldo Award from the American Society for Public Administration for "outstanding contributions to the professional literature of public administration over an extended scholarly career." He consults widely on strategic management with public, nonprofit, and business organizations in the United States and abroad.

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 todaymeaning 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

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 493

Name Index 528

Subject Index 536