Planning, Negotiation, & Implementation Assignment

Strategic Planning in Public Organizations

Strategic fact. Welcome to this week's presentation is on Strategic Planning in public organizations. For PAD M6 10, the management and public sector organizations for strategic factors that must be welcome to. This week's presentation is on Strategic Planning in public organizations. For PAD M6 10, management and public sector organizations. For strategic factors that must be evaluated. If we're going to look at and examine public and non-profit sector strategic planning. First is the public-private paradox. Second is the importance of being close to the center. Third is organization language and culture. And last is organization place. We'll discuss each of those in a moment. The public-private paradox is that we know that business and government and ultimately different. But in some ways Business Administration that are the same. The paradox is at the heart of public administration. Because public administration is a discipline. We don't measure profit like businesses do. Public administrators have to be fair and equitable to all? Where businesses don't necessarily have to do that. We also have to be responsible to, to all the citizens and other stakeholders. We are governed by law and implemented by force. And there's also a bit of political legitimacy and also were controlled by politics. Unlike businesses. The importance of being close to the center. The closer you are to, the more effective planning will be. In other words, planning is more. In other words, planning is more. Effective at the local level Effective at the local level than it is at the federal level. Able to steer rather than rattle, able to shape and deliver the outcomes that you're really want. Rather than worrying about the process, which is what happens at the federal level. Or we, for reasons why it's difficult to do this. Especially at the national and even the state level, is that at those levels, you have a hierarchy. The departments are often broken down into, into divisions and theorems. In sections. You have a fair amount of shared power among different agencies. Even within an agency, you have shared power between different divisions and even within the same division, between different bureaus in different sections. The political environment is somewhat muddied because of how we define performance and outcome. Government managers have much less autonomy with a grind our hierarchy at the state and federal level. And also it's much more difficult to make strategic decisions. At federal level, we have the issue of federalism and separation of powers. Not only do we just have problems within an agency, but you also have different levels of government. The executive, legislative, and judicial branches. The issue of organization place. The single most important factor is location. As I said, local organizations a much more successful at applying strategic planning. Then at the state. You have to have a fair amount of autonomy and decision-making. There's much more autonomy at the local level than at any other level. So what is strategic planning? Well, first of all, strategies, the environment, management. Overall government resources too, get to some objective or goal. The tactics that we use is really a subset of these resources to meet this objective or goal. And what we do is use strategic planning as a process to get to those objectives and those goals. Strategic planning involves a conscious effort on our part, on the part of public administrators to select policies, develop capacity, interpret your external environment, and internal environment. And focus on how you can work together within your organization to achieve your goals and your objectives. The different parts of strategic planning. First thing you do is define your mission and actually set in law or in administrative regulations. Secondly, what's your vision? What do you want the future to be? Your organization? Third is timeframe and forth is a systematic analysis of your currency. Then you move on to assessing your environment. What are your strengths and weaknesses, opportunities and threats. Select a strategy to get there, and how you're going to get there, and a timeline and who's responsible than some evaluation system with feedback so that you can determine whether or not you're meeting those goals and stand within your mission and reaching your vision. So when you do planning, how often the planning, their short-term planning and long-term planning. Strategic planning is typically long-term, usually over 10 years. Most strategic plans are 25-year Plan's updated every five years. Short-term planning can be done annually as some agencies are mandated to do an annual plan. But typically strategic planning, as I said, is more long-term. You don't want to set it out too far into the future to where it is so uncertain that it's nearly impossible to know basically what your goals and objectives would be. Budget process and political nature of public administration. The election cycle you have different leader is coming in in every few years. And that can muddy the waters, so to speak, for strategic planning and implementing this. Yes, Several chain challenges. The first challenge is, is mandate. Our defenses strategic interests critical. Does organization serve a special community or some special purpose? Is a part of rulemaking. Challenge of efficiency. Is the organization efficient? By public administration industry standards? Do you have benchmarking? Best practices can compare your performance with, with other similar organism. And you compare that? Yes. Do you compete well, in terms of providing services to your constituents? Is their territorial an organization scope? If you're within region and you're providing transportation services or your services, or educational services or your services more superior to those of your neighboring community? The public interests. How well do you serve the public interest? What are your obligations to serve them? Are you keeping costs down? Who's benefiting from your strategic initiative? I think the, the best scripture for planning is one of my favorites, Jeremiah 29. And basically that Scripture states that the Lord will, will plan for you and he has a plan for you. And if you laid him, he will not fail and he'll playing your future. One that where you can prosper and do well. Planning process, sad, swat, strategic strengths, weaknesses, opportunities, and threats is a part of it. You should define some specific questions. In terms of your strategic plan. Where there's organizational want to be. How will you know if you get to that point, where are you now? And how are you going to get their SWOT analysis? As I mentioned, the strengths. That's what you do Well, what a year, the core competencies, so to speak, for your agency, your organization. What are your weaknesses? What could you improve on or strengthen the opportunities? What can you likely improve externally if you achieve your vision? And what opportunities are there out there. To create a better organization in an external threats where the pitfalls and dangers, those that you don't anticipate in day-to-day planning, but you can plan for over the long term and develop strategies to help you overcome those threats and pitfalls. In developing strategic plans and in planning and decision-making in general, there are three models. Number one is the incremental decision-making process by limb blown, called muddling through. That's the typical one we see in budgeting. Most budgets are incremental and other words, you are given a base budget and you usually add a certain percent to it and get above the base whether or not you need all that money, whether or not the programs are working. That's what incremental decision-making add a little bit each time and you muddle through. The second type is a more rational decision-making model where you actually evaluate comprehensively your situation and you determine what's working well, what isn't working. You redefine and redirect and develop a new strategy and new budget, so to speak. And you move forward with that. And the third kind of decision-making, which is the best, is to read scripture and make your actions. So that ends this week's discussion of strategic planning. I hope you enjoyed it and we'll talk to you next week.