By Franklyn Michael WHAT IS STRATEGIC PLANNING? Several definitions of Strategic Planning (SP) are used but CARICAD embraces a definition provided by the University of Michigan: ‘A coordinated and systematic process for developing a plan for the overall course and direction of the enterprise for the purpose of optimizing future potential.’ That definition is enduring and applicable to all sectors including the public sector. BENEFITS OF SP There are many benefits that can be derived from the use of Strategic Planning: Provides leaders, managers and employees with a mechanism to assess alternatives and make critical decisions about the future of the organisation; based on shared values, goals and objectives Enables leaders and managers to direct energy and utilise all resources to achieve specific targets during the life of a strategic plan Establishes milestones to monitor and evaluate the performance of employees and the organisation as a whole Enables the organisation to better understand its operating environment and to develop the capacity to adapt positively to changes in the environment Builds commitment by involving key stakeholders from the start of the process Creates an environment for ongoing assessment and renewal CARICAD has found that strategic planning is not as widely used in the public sectors of member states as might be suggested from the benefits just described. Additionally. In many cases when Strategic Planning is used, it has been sporadic or episodic, often driven by the requirement to fulfill an obligation as part of the national budget preparation process or to meet requirements for grant funding. Some CARICAD member states have experienced challenges using strategic planning. We accept that to be true. The strategic planning process is very demanding. Specifically, the Strategic Planning process itself: Requires in-depth knowledge and use of an SP methodology suited to the organisation and its full context Takes time often up to six months to have a comprehensive plan developed, approved and published Requires coordinated group work as a team effort for best results Believes that external facilitation by an expert works better than internal facilitation Believes that external facilitation using consultants can be expensive Can feel like an untidy, “messy” process because it returns several times to areas already worked on. It does not operate on a simple, linear start to finish progression. There is start, pause, go back, come back, move ahead Focusses attention strongly on the WHAT is to be done far more strongly and less precisely on the HOW will things be done WHY WE SHOULD CONTINUE WITH SP CARICAD remains a strong advocate for Strategic Planning in the public sector because we have observed the following: 12
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