Creating and Implementing Your Strategic Plan: A Workbook for Public and Nonprofit Organizations / Edition 2

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Creating and Implementing Your Strategic Plan is the bestselling companion workbook to Bryson's landmark book, Strategic Planning for Public and Nonprofit Organization (0-7879-6755-6). This new edition can be used as a stand-alone resource or as a companion with Strategic Planning. It provides a step-by-step guide to putting strategic planning to work in public and nonprofit organizations. Using easy-to-understand worksheets, the authors provide clear instructions for creating a strategic plan tailored to the needs of the individual organization. Bryson and Alston are the authors of Creating and Implementing Your Strategic Plan Workbook (0-7879-0142-3).

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What People Are Saying

From the Publisher
"John Bryson and Farnum Alston deliver proven tools to help public,nonprofit, and private sector leaders define and deliver on theirorganizations’ directions. I have used their tools withsuccess in Calgary with its $1.6 billion budget and in very smallorganizations that have really big challenges. In both cases,Bryson and Alston set the standard!"
—Dale Stanway, former CEO and city manager, Calgary, Alberta,Canada

"Creating and Implementing Your Strategic Plan is bothcomprehensive and informative and is packed with the informationand worksheets you will need to effectively develop and implementyour strategic plan."
—Carol A. Jones, children’s services administrator, LosAngeles County, Department of Children & Family Services

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Product Details

  • ISBN-13: 9780787967543
  • Publisher: Wiley
  • Publication date: 10/28/2004
  • Series: Bryson on Strategic Planning Series, #1
  • Edition description: REV
  • Edition number: 2
  • Pages: 192
  • Product dimensions: 8.48 (w) x 11.02 (h) x 0.55 (d)

Meet the Author

John M. Bryson is a professor of planning and public affairsin the Hubert H. Humphrey Institute of Public Affairs at theUniversity of Minnesota, in Minneapolis. He consults widely onleadership and strategic planning with public, nonprofit, andfor-profit organizations in the United States and abroad. He is thecoauthor of Leadership for the Common Good andVisible Thinking: Unlocking Causal Mapping for PracticalBusiness Results.

Farnum Alston is the founder and president of TheCrescent Company in San Anselmo, California, an internationalconsulting firm that specializes in assisting public and privateclients with strategic business and technology planning. He is aformer partner of KPMG Peat Marwick and a former deputy mayor andbudget director of San Francisco.

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Table of Contents

Preface to the Second Edition.


The Authors.

PART 1: An Overview.


The Context and Process of Strategic Change.

Readiness Assessment Worksheets.

1 Strengths, Weaknesses, Opportunities, and Challenges (orThreats).

2 Barriers to Strategic Planning.

3 Expected Costs of Strategic Planning.

4 Expected Benefits of Strategic Planning.

5 Should We Proceed with the Strategic Planning Process?

PART 2: Creating and Implementing StrategicPlanning: Ten Key Steps.

Step 1: Initiate and Agree on a Strategic Planning Process.


6 Plan the Planning Effort.

Step 2: Clarify Organizational Mandates.


7 Review of Mandates.

8 Background for Group Discussion of Mandates.

Step 3: Identify and Understand Stakeholders, Develop and RefineMission and Values, and Consider Developing a Vision Sketch.


9 Stakeholder Identification.

10 External Stakeholder Analysis.

11 Internal Stakeholder Analysis.

12 Key External Stakeholder Involvement.

13 Key Internal Stakeholder Involvement.

14 Mission Statement.

15 Values Statement.

16 Vision Sketch.

Step 4: Assess the Environment to Identify Strengths,Weaknesses, Opportunities, and Challenges.


17 Internal Strengths.

18 Internal Weaknesses.

19 External Opportunities.

20 External Challenges.

21 Distinctive Competencies.

Step 5: Identify and Frame Strategic Issues.


22 Individual Strategic Issue Identification.

23 Master List of Key Strategic Issues.

24 Master Strategic Issue Statement.

25 Operational Versus Strategic Issues.

Step 6: Formulate Strategies to Manage the Issues.


26 Key Questions for Identifying Strategies.

27 Strategy Statement.

28 Criteria for Evaluating Suggested Strategies.

29 Checklist for Deciding on Strategic Plan Contents.

Step 7: Review and Adopt the Strategic Plan.


30 Plan Review and Adoption Process.

31 Plan Evaluation.

Step 8: Establish an Effective Organizational Vision for theFuture.


32 Vision of Success.

Step 9: Develop an Effective Implementation Process.


33 Existing Programs, Services, and Projects: Evaluation.

34 Strategic Plan’s Proposed Programs, Services, andProjects: Evaluation.

35 Prioritizing Programs, Services, and Projects.

36 Action Planning.

Step 10: Reassess Strategies and the Strategic PlanningProcess.


37 Improving Existing Strategies.

38 Improving the Strategic Planning Process.


A Brainstorming Guidelines.

B Snow Card Guidelines.

CStrategic Planning W orkshop Equipment C hecklist.

D Conference Room Setup Checklist.

E Model External Stakeholder (or Customer) Questionnaire for XYZOrganization.

F Model Internal Stakeholder Evaluation Questionnaire for XYZOrganization.

G Analyzing and Reporting Results of Surveys.



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  • Posted October 26, 2011

    A must have!

    This workbook provides a clear overview of the the process of implementing a strategic plan. Furthermore, it provides the readers with helpful guidelines for both the creating phase, as well as the implementing phase of the strategic plan. Includes great insights and tips that are sure to help anyone develop and implement a strategic plan.

    Was this review helpful? Yes  No   Report this review
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