Strategic Planning for Public and Nonprofit Organizations	5
	CONTENTS	7
	FIGURES AND EXHIBITS	9
	PREFACE	13
	ACKNOWLEDGMENTS FOR THE FOURTH EDITION	23
	THE AUTHOR	29
	PART ONE: UNDERSTANDING THE DYNAMICS OF STRATEGIC PLANNING	31
	CHAPTER ONE: Why Strategic Planning Is More Important Than Ever	33
	CHAPTER TWO: The Strategy Change Cycle: An Effective Strategic Planning Approach for Public and Nonprofit Organizations	71
	PART TWO: KEY STEPS IN THINKING AND ACTING STRATEGICALLY	111
	CHAPTER THREE: Initiating and Agreeing on a Strategic Planning Process	113
	CHAPTER FOUR: Clarifying Organizational Mandates and Mission	147
	CHAPTER FIVE: Assessing the Environment to Identify Strengths and Weaknesses, Opportunities and Challenges	180
	CHAPTER SIX: Identifying Strategic Issues Facing the Organization	215
	CHAPTER SEVEN: Formulating and Adopting Strategies and Plans to Manage the Issues	249
	CHAPTER EIGHT: Establishing an Effective Organizational Vision for the Future	301
	CHAPTER NINE: Implementing Strategies and Plans Successfully	316
	CHAPTER TEN: Reassessing and Revising Strategies and Plans	347
	PART THREE: MANAGING THE PROCESS AND GETTING STARTED WITH STRATEGIC PLANNING	383
	CHAPTER ELEVEN: Leadership Roles in Making Strategic Planning Work	385
	CHAPTER TWELVE: Getting Started with Strategic Planning	413
	RESOURCES	433
	RESOURCE A: A Guide to Stakeholder Identification and Analysis Techniques	435
	RESOURCE B: Using the Web in the Strategic Planning Process	458
	RESOURCE C: Developing a Livelihood Scheme That Links Aspirations, Distinctive Competencies, and Distinctive Assets	480
	RESOURCE D: Using Action-Oriented Strategy Mapping to Identify Strategic Issues and Formulate Effective Strategies	499
	REFERENCES	523
	NAME INDEX	558
	SUBJECT INDEX	566