A strategic planning process for public and non-profit organizations

A pragmatic approach to strategic planning is presented for use by public and non-profit organizations and it makes sense to think of decision makers as strategic planners and strategic planners as facilitators of decision making across levels and functions.

Abstract

A pragmatic approach to strategic planning is presented for use by public and non-profit organizations. Benefits of the process are outlined and two examples of its application are presented —one involving a city government and the other a public health nursing service. Requirements for strategic planning success are discussed. Several conclusions are drawn, namely that: (1) strategic planning is likely to become part of the repertoire of public and non-profit planners; (2) planners must be very careful how they apply strategic planning to specific situations; (3) it makes sense to think of decision makers as strategic planners and strategic planners as facilitators of decision making across levels and functions; and (4) there are a number of theoretical and practical issues that still need to be explored.