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Strategic Planning for Public and Nonprofit Organizations, 5th Edition

Book Description

The essential planning resource and framework for nonprofit leaders

Strategic Planning for Public and Nonprofit Organizations is the comprehensive, practical guide to building and sustaining a more effective organization. Solid strategy is now more important than ever, and this book provides a clear framework for designing and implementing an effective and efficient planning process. From identifying stakeholders and clarifying a shared vision, to implementing plans and revising strategies, the discussion covers all aspects of the process to help you keep your organization united and on track into the future. The field's leading authority shares insight, advice, helpful tools, and specific techniques, alongside a widely used and well-regarded approach to real-world planning. This new fifth edition includes new case studies and examples along with up-to-date resources and references, and new multimedia-related content.

Innovation and creativity produce great ideas, but these ideas must be collected and organized into an actionable plan supported by a coalition of support to make your organization great. This book provides expert guidance and perspective to help you bring everything together into a workable organizational strategy.

  • Discover an effective approach to the strategic planning process
  • Identify issues, establish a vision, clarify mandates, and implement plans
  • Manage the process with continual learning and revising
  • Link unique assets and abilities to better accomplish the central mission

Public and nonprofit leaders are forever striving to do more with less, and great strategic planning can help you build efficiency and effectiveness into your organization's everyday operations. Strategic Planning for Public and Nonprofit Organizations provides the framework and tools you need to start planning for tomorrow today.

Table of Contents

  1. COVER
  2. TITLE PAGE
  3. LIST OF FIGURES AND EXHIBITS
    1. Figures
    2. Exhibits
  4. PREFACE
    1. SCOPE
    2. AUDIENCE
    3. OVERVIEW OF THE CONTENTS
    4. COMPANION STRATEGIC PLANNING WORKBOOKS
  5. ACKNOWLEDGMENTS FOR THE FIFTH EDITION
  6. THE AUTHOR
  7. PART ONE: UNDERSTANDING THE DYNAMICS OF STRATEGIC PLANNING
    1. CHAPTER ONE: Why Strategic Planning Is More Important Than Ever
      1. DEFINITION, PURPOSE, AND BENEFITS OF STRATEGIC PLANNING
      2. DEFINITION, PURPOSE, AND BENEFITS OF STRATEGIC MANAGEMENT
      3. COMPARISONS AND CONTRASTS
      4. SUMMARY
    2. CHAPTER TWO: The Strategy Change Cycle: An Effective Strategic Planning and Management Approach for Public and Nonprofit Organizations
      1. A 10-STEP STRATEGIC PLANNING PROCESS
      2. TAILORING THE PROCESS TO SPECIFIC CIRCUMSTANCES
      3. SUMMARY
  8. PART TWO: KEY STEPS IN THINKING, ACTING, AND LEARNING STRATEGICALLY
    1. CHAPTER THREE: Initiating and Agreeing on a Strategic Planning Process
      1. PLANNING FOCUS AND DESIRED IMMEDIATE OUTCOMES
      2. DESIRED LONGER-TERM OUTCOMES
      3. GETTING CLEAR ABOUT THE PURPOSE
      4. DEVELOPING AN INITIAL AGREEMENT
      5. PROCESS DESIGN AND ACTION GUIDELINES
      6. HAVE REALISTIC HOPES FOR THE PROCESS
      7. SUMMARY
    2. CHAPTER FOUR: Clarifying Organizational Mandates and Mission
      1. MANDATES
      2. MISSION
      3. STAKEHOLDER ANALYSES
      4. THE MISSION STATEMENT
      5. PROCESS DESIGN AND ACTION GUIDELINES
      6. SUMMARY
    3. CHAPTER FIVE: Assessing the Environment to Identify Strengths, Weaknesses, Opportunities, and Challenges
      1. PURPOSE
      2. DESIRED IMMEDIATE OUTCOMES
      3. LONGER-TERM DESIRED OUTCOMES
      4. EXTERNAL ENVIRONMENTAL ASSESSMENTS
      5. INTERNAL ENVIRONMENTAL ASSESSMENT
      6. THE ASSESSMENT PROCESS
      7. PROCESS DESIGN AND ACTION GUIDELINES
      8. SUMMARY
    4. CHAPTER SIX: Identifying Strategic Issues Facing the Organization
      1. IMMEDIATE AND LONGER-TERM DESIRED OUTCOMES
      2. EIGHT APPROACHES TO STRATEGIC ISSUE IDENTIFICATION
      3. SUMMARY
    5. CHAPTER SEVEN: Formulating and Adopting Strategies and Plans to Manage the Issues
      1. PURPOSE
      2. DESIRED IMMEDIATE AND LONGER-TERM OUTCOMES
      3. THREE APPROACHES TO STRATEGY DEVELOPMENT
      4. PROCESS DESIGN AND ACTION GUIDELINES
      5. SUMMARY
    6. CHAPTER EIGHT: Establishing an Effective Organizational Vision for the Future
      1. DESIRED IMMEDIATE OUTCOMES AND LONGER-TERM BENEFITS
      2. AN EXAMPLE
      3. PROCESS DESIGN AND ACTION GUIDELINES
      4. SUMMARY
    7. CHAPTER NINE: Implementing Strategies and Plans Successfully
      1. PURPOSE AND DESIRED IMMEDIATE AND LONGER-TERM OUTCOMES
      2. PROGRAMS AND PROJECTS
      3. THE SPECIAL ROLE OF BUDGETS
      4. PROCESS DESIGN AND ACTION GUIDELINES
      5. SUMMARY
    8. CHAPTER TEN: Reassessing and Revising Strategies and Plans
      1. PURPOSE AND DESIRED OUTCOMES
      2. BUILDING A STRATEGIC MANAGEMENT SYSTEM
      3. PROCESS DESIGN AND ACTION GUIDELINES
      4. SUMMARY
  9. PART THREE: MANAGING THE PROCESS AND GETTING STARTED WITH STRATEGIC PLANNING
    1. CHAPTER ELEVEN: Leadership Roles in Making Strategic Planning Work
      1. UNDERSTANDING THE CONTEXT
      2. UNDERSTANDING THE PEOPLE INVOLVED, INCLUDING ONESELF
      3. SPONSORING THE PROCESS
      4. CHAMPIONING THE PROCESS
      5. FACILITATING THE PROCESS
      6. FOSTERING COLLECTIVE LEADERSHIP (AND FOLLOWERSHIP)
      7. USING DIALOGUE AND DELIBERATION TO CREATE A MEANINGFUL PROCESS
      8. MAKING AND IMPLEMENTING DECISIONS IN ARENAS
      9. ENFORCING PRINCIPLES AND NORMS, SETTLING DISPUTES, AND MANAGING RESIDUAL CONFLICTS
      10. SUMMARY: PUTTING IT ALL TOGETHER AND PREPARING FOR ONGOING STRATEGIC CHANGE
    2. CHAPTER TWELVE: Getting Started with Strategic Planning
      1. THE THREE EXAMPLES REVISITED
      2. GETTING STARTED
  10. RESOURCES
    1. RESOURCE A: A Guide to Stakeholder Identification and Analysis Techniques
      1. AN ARRAY OF TECHNIQUES
      2. CONCLUSIONS
    2. RESOURCE B: Using Information and Communications Technology (ICT) and Social Media in the Strategic Planning Process
      1. ENHANCING ORGANIZATIONAL USE OF TECHNOLOGY
      2. THE TOOLS
      3. CONCLUSIONS
  11. REFERENCES
  12. NAME INDEX
  13. SUBJECT INDEX
  14. END USER LICENSE AGREEMENT