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Student: Blesiou Athina
Matricule ULB: 000385529
 The book: “The future of government in the US”
 Written in 1942 (University of Chicago Press)
 Predictions about the future of US public administration:
 Planning is desperately needed and is going to be firmly established in the American
governmental system
 Planning should become:
 a continuing process
 Synthesis more than analysis
 Pointed towards action
 The article:
 Written in 2010 (Georgia State University – by T. Poister)
 Looks at the mid-term future of strategic planning in the public sector from a
managerial perspective over the next decade till the year 2020
What it is about
2
Public & not for profit organizations management
Blesiou Athina
Strategic planning:
 Is concerned with formulating strategy
 If it is effective it can bring about meaningful change
 Its purpose is to strengthen organizations, improve effectiveness & create public
value in different ways
 Is a set of concepts, processes & tools for shaping “what an organization is, what it
does, & why it does it” (Bryson,2004)
Strategic planning in the public sector
3
Public & not for profit organizations management
Blesiou Athina
What is happening now:
 Strategic planning is ubiquitous
in the public sector
 It has been widely adopted by
state agencies
 All federal departments and
agencies periodically develop
strategic plans, as required
Strategic planning in the public sector
4
Public & not for profit organizations management
Blesiou Athina
However:
 These efforts are often meaningless , failing to
meet even minimal criteria like:
 establishing outcome-oriented goals &
developing strategies to achieve them,
 addressing issues,
 relating annual goals to long-term goals,
 identifying the resources needed to achieve
these goals
 The one-size-fits-all planning approach mandated
by the Government limits their ability to tailor the
efforts to their own needs
 3 fundamental changes need to be effectuated until 2020:
5
Public & not for profit organizations management
Blesiou Athina
Strategic
Planning
Strategic
management
Performance
measurement
Performance
management
Strategy
Performance
management
The future of strategic planning
These 3 transitions will enable agencies to focus attention on most appropriate
goals and to manage effectively to achieve those goals
From strategic planning to strategic
management
6
Public & not for profit organizations management
Blesiou Athina
Strategic planning
• Plan updates
• Refine the
existing strategy
• Advance
existing
priorities more
effectively
Strategic
management
• Refocus the
entire mission
• Move in new
directions
• Substantially
revamp
priorities
Strategic management involves shaping, implementing, & managing an agency’s strategic
agenda on an ongoing rather than episodic basis
With the use of strategic management public agencies can:
 develop action plans for implementing particular strategic initiatives,
 ensure that they will be carried out to completion,
 assign responsibility,
 identify and monitor appropriate performance measures to track progress,
 incorporate goals in individuals’ performance planning and appraisal processes,
 mobilize commitment throughout the organization
With strategic management the vision created at the top can be
translated into actionable strategies at the operating level
From strategic planning to strategic
management
7
Public & not for profit organizations management
Blesiou Athina
What is happening now:
 Only 6 out of 50 states received an A rating for generating appropriate info &
using it to support decision making
 Although there are performance measures, the information is not used
appropriately to generate results
Why:
 Lack of political will to make difficult decisions so as to achieve performance
improvements
 States are reluctant to provide increased flexibility to the agencies in terms of
resource allocation, budget execution, human resource management, etc
From performance measurement to
performance management
8
Public & not for profit organizations management
Blesiou Athina
The transition from performance measurement to performance management
The performance data can be utilized to trigger improvements such as:
 Find the reasons for chronically poor performance & develop correcting action
 Make programs more effective by redirecting internal budget allocations
 Mount quality and productivity improvement initiatives to overcome performance
deficiencies
Agencies can communicate their performance information (problems and
success stories) to external audiences so as to convince critical stakeholders that
performance does indeed matter
From performance measurement to
performance management
9
Public & not for profit organizations management
Blesiou Athina
Integrating Strategy & Performance
Management
10
Public & not for profit organizations management
Blesiou Athina
Strategic
management
• Taking actions
now
• Position the
organization to
move into the
future
Performance
management
• Managing
ongoing
programs and
operations at
present
Why do we need the linkage:
 Performance management systems that are not consistent with strategy run the
risk of
 improving performance on outmoded criteria
 missing the mark in terms of where should the organization lead to in the longer run
 Strategic management is able to remove barriers in productivity (by
redesigning structure) that currently limit performance improvement
 Strategic management shows the road which performance management should
follow
Integrating Strategy & Performance
Management
11
Public & not for profit organizations management
Blesiou Athina
 Strategic management provides an essential framework for effective performance
management
 Performance management can enrich strategic planning by clarifying strategy and
even “finding strategy”
Integrating Strategy & Performance
Management
12
Public & not for profit organizations management
Blesiou Athina
Strategic
planning &
management
Performance
management
The agencies will face rapid pace of change & increased uncertainties
Summarize - Conclusions
13
Public & not for profit organizations management
Blesiou Athina
Agencies must move from:
 Planning strategy
 measuring the
performance
To:
 Implementing strategy
 using performance information
to improve performance
Strong leadership is required to transit from a day-to-day problem
solving to management with purposeful direction
The predictions about the future of US public administration
came true and are still valid today

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The future of strategic planning in the public sector (poister 2010 article summary) Solvay - ULB

  • 2.  The book: “The future of government in the US”  Written in 1942 (University of Chicago Press)  Predictions about the future of US public administration:  Planning is desperately needed and is going to be firmly established in the American governmental system  Planning should become:  a continuing process  Synthesis more than analysis  Pointed towards action  The article:  Written in 2010 (Georgia State University – by T. Poister)  Looks at the mid-term future of strategic planning in the public sector from a managerial perspective over the next decade till the year 2020 What it is about 2 Public & not for profit organizations management Blesiou Athina
  • 3. Strategic planning:  Is concerned with formulating strategy  If it is effective it can bring about meaningful change  Its purpose is to strengthen organizations, improve effectiveness & create public value in different ways  Is a set of concepts, processes & tools for shaping “what an organization is, what it does, & why it does it” (Bryson,2004) Strategic planning in the public sector 3 Public & not for profit organizations management Blesiou Athina
  • 4. What is happening now:  Strategic planning is ubiquitous in the public sector  It has been widely adopted by state agencies  All federal departments and agencies periodically develop strategic plans, as required Strategic planning in the public sector 4 Public & not for profit organizations management Blesiou Athina However:  These efforts are often meaningless , failing to meet even minimal criteria like:  establishing outcome-oriented goals & developing strategies to achieve them,  addressing issues,  relating annual goals to long-term goals,  identifying the resources needed to achieve these goals  The one-size-fits-all planning approach mandated by the Government limits their ability to tailor the efforts to their own needs
  • 5.  3 fundamental changes need to be effectuated until 2020: 5 Public & not for profit organizations management Blesiou Athina Strategic Planning Strategic management Performance measurement Performance management Strategy Performance management The future of strategic planning These 3 transitions will enable agencies to focus attention on most appropriate goals and to manage effectively to achieve those goals
  • 6. From strategic planning to strategic management 6 Public & not for profit organizations management Blesiou Athina Strategic planning • Plan updates • Refine the existing strategy • Advance existing priorities more effectively Strategic management • Refocus the entire mission • Move in new directions • Substantially revamp priorities Strategic management involves shaping, implementing, & managing an agency’s strategic agenda on an ongoing rather than episodic basis
  • 7. With the use of strategic management public agencies can:  develop action plans for implementing particular strategic initiatives,  ensure that they will be carried out to completion,  assign responsibility,  identify and monitor appropriate performance measures to track progress,  incorporate goals in individuals’ performance planning and appraisal processes,  mobilize commitment throughout the organization With strategic management the vision created at the top can be translated into actionable strategies at the operating level From strategic planning to strategic management 7 Public & not for profit organizations management Blesiou Athina
  • 8. What is happening now:  Only 6 out of 50 states received an A rating for generating appropriate info & using it to support decision making  Although there are performance measures, the information is not used appropriately to generate results Why:  Lack of political will to make difficult decisions so as to achieve performance improvements  States are reluctant to provide increased flexibility to the agencies in terms of resource allocation, budget execution, human resource management, etc From performance measurement to performance management 8 Public & not for profit organizations management Blesiou Athina
  • 9. The transition from performance measurement to performance management The performance data can be utilized to trigger improvements such as:  Find the reasons for chronically poor performance & develop correcting action  Make programs more effective by redirecting internal budget allocations  Mount quality and productivity improvement initiatives to overcome performance deficiencies Agencies can communicate their performance information (problems and success stories) to external audiences so as to convince critical stakeholders that performance does indeed matter From performance measurement to performance management 9 Public & not for profit organizations management Blesiou Athina
  • 10. Integrating Strategy & Performance Management 10 Public & not for profit organizations management Blesiou Athina Strategic management • Taking actions now • Position the organization to move into the future Performance management • Managing ongoing programs and operations at present
  • 11. Why do we need the linkage:  Performance management systems that are not consistent with strategy run the risk of  improving performance on outmoded criteria  missing the mark in terms of where should the organization lead to in the longer run  Strategic management is able to remove barriers in productivity (by redesigning structure) that currently limit performance improvement  Strategic management shows the road which performance management should follow Integrating Strategy & Performance Management 11 Public & not for profit organizations management Blesiou Athina
  • 12.  Strategic management provides an essential framework for effective performance management  Performance management can enrich strategic planning by clarifying strategy and even “finding strategy” Integrating Strategy & Performance Management 12 Public & not for profit organizations management Blesiou Athina Strategic planning & management Performance management
  • 13. The agencies will face rapid pace of change & increased uncertainties Summarize - Conclusions 13 Public & not for profit organizations management Blesiou Athina Agencies must move from:  Planning strategy  measuring the performance To:  Implementing strategy  using performance information to improve performance Strong leadership is required to transit from a day-to-day problem solving to management with purposeful direction The predictions about the future of US public administration came true and are still valid today