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Creating and Implementing Your Strategic Plan: A Workbook for Public and Nonprofit Organization...
ISBN: 9780787954086 | 078795408X
Edition: RevisedFormat: Hardcover
Publisher: Jossey-Bass
Pub. Date: 1/1/2000
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An updated companion to Strategic Planning for Public and Nonprofit Organizations, Creating and Implementing Your Strategic Plan is a step-by-step guide to strategic planning. This second edition is filled with useful tools, including illustrative examples, detailed questionnaires, and easy-to-understand worksheets. It takes users through every step of creating a tailored strategic plan, from concrete guidelines for brainstorming sessions, to developing show cards, to outlining a workshop equipment checklist.
| Preface to the Second Edition | p. xi |
| Acknowledgments | p. xv |
| The Authors | p. xvii |
| An Overview | |
| Introduction | p. 3 |
| The Context and Process of Strategic Change | p. 15 |
| Readiness Assessment Worksheets | |
| Strengths, Weaknesses, Opportunities, and Challenges (or Threats) | p. 27 |
| Barriers to Strategic Planning | p. 31 |
| Expected ... MORE | p. 32 |
| Expected Benefits of Strategic Planning | p. 33 |
| Should We Proceed with the Strategic Planning Process? | p. 34 |
| Creating and Implementing Strategic Planning: Ten Key Steps | |
| Initiate and Agree on a Strategic Planning Process | p. 37 |
| Worksheet | |
| Plan the Planning Effort | p. 40 |
| Clarify Organizational Mandates | p. 47 |
| Worksheets | |
| Review of Mandates | p. 49 |
| Background for Group Discussion of Mandates | p. 50 |
| Identify and Understand Stakeholders, Develop and Refine Mission and Values, and Consider Developing a Vision Sketch | p. 53 |
| Worksheets | |
| Stakeholder Identification | p. 57 |
| External Stakeholder Analysis | p. 59 |
| Internal Stakeholder Analysis | p. 61 |
| Key External Stakeholder Involvement | p. 63 |
| Key Internal Stakeholder Involvement | p. 65 |
| Mission Statement | p. 67 |
| Values Statement | p. 70 |
| Vision Sketch | p. 72 |
| Assess the Environment to Identify Strengths, Weaknesses, Opportunities, and Challenges | p. 77 |
| Worksheets | |
| Internal Strengths | p. 79 |
| Internal Weaknesses | p. 80 |
| External Opportunities | p. 81 |
| External Challenges | p. 82 |
| Distinctive Competencies | p. 83 |
| Identify and Frame Strategic Issues | p. 85 |
| Worksheets | |
| Individual Strategic Issue Identification | p. 89 |
| Master List of Key Strategic Issues | p. 91 |
| Master Strategic Issue Statement | p. 93 |
| Operational Versus Strategic Issues | p. 95 |
| Formulate Strategies to Manage the Issues | p. 97 |
| Worksheets | |
| Key Questions for Identifying Strategies | p. 101 |
| Strategy Statement | p. 103 |
| Criteria for Evaluating Suggested Strategies | p. 105 |
| Checklist for Deciding on Strategic Plan Contents | p. 107 |
| Review and Adopt the Strategic Plan | p. 109 |
| Worksheets | |
| Plan Review and Adoption Process | p. 111 |
| Plan Evaluation | p. 114 |
| Establish an Effective Organizational Vision for the Future | p. 115 |
| Worksheet | |
| Vision of Success | p. 117 |
| Develop an Effective Implementation Process | p. 121 |
| Worksheets | |
| Existing Programs, Services, and Projects: Evaluation | p. 123 |
| Strategic Plan's Proposed Programs, Services, and Projects: Evaluation | p. 124 |
| Prioritizing Programs, Services, and Projects | p. 125 |
| Action Planning | p. 126 |
| Reassess Strategies and the Strategic Planning Process | p. 129 |
| Worksheets | |
| Improving Existing Strategies | p. 131 |
| Improving the Strategic Planning Process | p. 132 |
| Resources | |
| Brainstorming Guidelines | p. 135 |
| Snow Card Guidelines | p. 136 |
| Strategic Planning Workshop Equipment Checklist | p. 137 |
| Conference Room Setup Checklist | p. 138 |
| Model External Stakeholder (or Customer) Questionnaire for XYZ Organization | p. 139 |
| Model Internal Stakeholder Evaluation Questionnaire for XYZ Organization | p. 149 |
| Analyzing and Reporting Results of Surveys | p. 167 |
| Glossary | p. 169 |
| Bibliography | p. 171 |
| Table of Contents provided by Rittenhouse. All Rights Reserved. |
JOHN M. BRYSON is a professor of Planning and Public Affairs at the University of Minnesota, in Minneapolis. He consults widely on leadership and strategic planning with public, nonprofit, and for-profit organizations in the United States and abroad. He is the author of Strategic Planning for Not-for-Profit Organizations (1994) and Successful Strategic Planning: A Guide for Nonprofit Agencies and Organizations (1993).
