1. Policy Making In the Public Interest
Chapter 3
Discovering the Community Wide Public Interest

2. Strategic Planning
Systematic process for drawing a vision of community’s future.
Identifies the broad community public interest through identification of strategic issues and goals to implement those issues.
Serves as the umbrella covering strategic issues and goals that should be fulfilled though public policy.
Strategic planning must be comprehensive and resources necessary for implementation included in organizational budget.

3. Strategic Planning-Processes
Identify Mission & Values
Identify strengths, weaknesses, opportunities, challenges (SWOC)
Identify strategic issues
Formulate strategic to address strategic issues

4. Strategic Planning-Processes
Set goals to carry out strategies
Set vision of success
Evaluate & Adjust

5. Strategic Planning Process
Stakeholder Steering Team
Citizen/Stakeholder/Customers
Technology
Government
Social
Educational
Economic
Leadership
Briefing
Environmental Scan
External
Initial Assessment
Political endorsement
Form stakeholder
steering team
Staff/
Citizen
Task Team
Determine
Process
Internal
Establish
Vision
Values
Organizational Strengths/Weakness
History
Culture
Mandates
Environmental Scan
Ratify
Ratify
Governing Body

6. Strategic Planning Process (cont)
Stakeholder Steering Team
Recommend
Review &
Evaluate
With Staff
Staff Prepare
Review & Recommend
Community Updates
Task Teams
Environmental scan
Strategy Formulation
Goals
Objectives/Strategies
Performance Indicators
Implementation
&
Evaluation
Strategic Issues
Leadership
Briefing
Ratify
Approve
Monitor & Adjust
Governing Body

7. Requirements for Success
Organization should not be in crisis
Top level officials, elected and appointed, must endorse the process
Must have a stakeholder leadership team to design, monitor, legitimize the process.
Public and stakeholders must be active partners in process
Must have financial and other resources to complete the plan.

8. Requirements for Success
Legislative body must own the plan and agree to include implementation of goals within budget.
Top level officials, elected and appointed, must endorse the process
Must dedicate time to process. First plan approximately 1 year. Updates 3-9 months. Weekend sessions are not strategic planning

9. Leadership Steering team
Will guide the planning process. Will insure community and stakeholder buy-in to the process and results.
Appointed by legislative body.
Members selected by asking who are major stakeholders affected by plan & which stakeholders can persuade elected body to maintain faith with process when negative groups lobby for discontinuance of planning process.

10. Leadership Steering team
Broadly representative teams will have members
Management team, employee and union representatives should serve on team.

11. Mission for Leadership Steering team
Design process and scope for the plan.
Outside consultant may assist as neural advisor and guide
Serve as cheerleader/champion for process and purpose of plan.
Monitor process implementation.
Setbacks will occur. Adjustments to process will inevitably be necessary

12. Other considerations for strategic planning
Strategic planning is not easy or short in duration
Elected body, manager, leadership team are catalytic drivers
Extensive community involvement is required
Strategic planning is not done in a one or two day workshop
Public interest mandates extensive citizen engagement
They will define public interest

13. Other considerations for strategic planning
Citizen involvement must be direct and indirect.
Citizen and stakeholder ownership more important than speed of process
Strategic planning is not done in a one or two day workshop
Must integrate electronic engagement with traditional forms of deliberation
Planning process not fixed in stone
Dynamic process each community select process that fits their community