Strategic planning for government: national to LGUs

In these times, the government from national to LGUs is focused on action plans which satisfy short term goals. There have also been proposals for post-pandemic plans which, unfortunately are not integrated into a single strategic plan.

Governments who want to go into strategic planning must overcome a number of challenges if they sincerely want to go into strategic planning to help them fulfil their missions, create public value and satisfy key stakeholders and constituencies. There have been very few books written on this topic. But in the book Strategic Planning for Public and Nonprofit Organizations, John Bryson offers some advice on how public and organizations can get started.

• Start where you and the other people who might be involved in or affected by the process currently are.

You can always start strategic planning for those parts of the organization where you have control. Another take off point is whatever plans, even if they are not strategic, that you have already done. Keep in mind that most affected parties may require some education on the purpose, processes and goals of strategic planning.

• Have a compelling reason to undertake strategic planning.

If there is no compelling reason, people can create an infinite number of excuses not to engage in strategic planning even when it is the best thing for the organization or the community. But whatever the compelling reason, organizational or community members, especially key decision makers must see some important benefits to be derived from strategic planning or they will not be active supporters and participants. And if they do not support and participate, the process is bound to fail.

• Remember that there is no substitute for leadership.

The concepts, procedures and tools that compose strategic planning cannot think, act or learn by themselves. Nor can they inspire and mobilize others to act on behalf of what is best for an organization. Only concerned and committed leadership can do that. Broad-based, collective leadership spread throughout an organization is necessary to ensure that it fulfils its mission, meets its mandates, creates public value, and satisfies its key stakeholders. And when the organization succeeds, it is a collective accomplishment.

• Tailor the process to the organization or community and situation.

Strategic planning efforts must fit the situation at hand even if the ultimate is to change the situation. The strategic plan must also be tailored to fit the situation. Viable strategies and plans will need to be politically acceptable, technically justifiable – a severe test given the many stakeholders who are likely to be involved or affected. To find strategies that can satisfy the many stakeholders, leaders, managers and planners must be willing to construct and consider arguments geared to many different criteria.

• Remember that the big innovation in strategic planning is having key decision makers talk with one another about what is truly important for the organization or  community as a whole.

A strategic planning process is merely a way of helping key decision makers think, act and learn strategically.  Planning strategically is planning for the longterm and based on forecasted events. The process can in no way substitute for the presence, participation, support and commitment of key decision makers to raise and resolve the critical issues facing the organization or community. The initiation or institutionalization of the processes can provide the occasions, settings and justification for gathering key decision makers together to think, act, and learn strategically on behalf of the organization or community. In all too many organizations, such occasion and settings do not exist.

• Remember that the biggest payoffs from strategic planning may come in surprising ways or from surprising sources.

Organizations often find that organizational development, team building and heightened morale throughout the organization are among the greatest benefits derived from the strategic planning process. There is no telling what will happen as a result of the strategic planning process. But organizations must be prepared for surprises and take advantage of sudden opportunities. The famed scientist Louis Pasteur said: “Fortune favors the prepared mind.”

• If the going gets tough, keep in mind the potential benefits of the process.

Remember that strategic planning can help organizations in many ways. It can clarify future direction and establish priorities; improve decision making by making today’s decisions in light of their future consequences, developing a coherent and definable basis for decision making and making decisions across levels and functions; exercise maximum discretion in the areas under organizational control; solve organizational and community problems; improve organizational, community or broader system performance; deal effectively with rapidly changing circumstances; and, build team work and expertise.

• Outside consultation and facilitation can help.

Often government and nonprofit organizations need some consultation, facilitation and education from outsiders to help with the design and management of the strategic planning process. If help is needed try to get it.

In the end strategic planning will work only if people want it to work. Bryson says: “This book was written to help those who want their organizations and communities to survive, prosper and serve nobler purposes. I hope it will prompt more than a few  of these  organizational and community citizens to proceed with strategic planning because then significant change can occur. The philosopher and strategist Sun Tzu said: “Each battle and the war is won or lost before the first battle is fought.”

*      *      *

Email: [email protected]