Strategic Planning for Public and Nonprofit Organizations, 5th Edition

PREFACE

This book addresses a number of important questions facing the leaders and managers of public and nonprofit organizations as they cope with the challenges that confront their organizations, now and in the years ahead. How should they respond to the increasingly uncertain and interconnected environments in which their organizations operate? How should they respond to dwindling or unpredictable resources; new public expectations or formal mandates; demographic changes; technology changes; deregulation or reregulation; upheavals in international, national, state, and local economies and polities; and new roles for public, nonprofit, and business organizations, including calls for them to collaborate more often? What should their organizations' missions be? How can they create greater and more enduring public value? How can they formulate desirable strategies and implement them effectively? These are the questions this book addresses.

SCOPE

Strategic Planning for Public and Nonprofit Organizations is based on two premises. The first is that leaders and managers of public and nonprofit organizations must be effective strategists if their organizations are to fulfill their missions, meet their mandates, satisfy their constituents, and create public value. These leaders and managers need to exercise as much discretion as possible in the areas under their control. They need to develop effective strategies to cope with changed and changing circumstances, and they need to ...