Response to discussion question 2

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Respond by sharing additional strategies for defining, prioritizing, and/or meeting organizational goals.

Reminder: Be sure to support your posting and responses with specific references to the Learning Resources and/or current literature. Use APA formatting to cite references in your posting and responses.

 

Strategies that I might use to meet the new goals of the Strategic Change for  the Administration for Children and Families in order to enhance its public value in America can be divided into short-term goals (1–4 years) and long-term goals (15–20 years).  These strategies would need to have flexibility based on the demands of the current environment as well as the changing environment and the projected changes in trends that will occur in the future. 

             Short-term goals for a large national organization with many stakeholders and employees must be clearly defined.  Public administrators must be able to prioritize in order to strategize and aggressively reach short term goals.  Meeting deadlines is important but those goals should serve the objectives, visions and mission of the Administration for Children and Families.  A directional path should link the timeframe of actions with the desired outcomes (Bryson, 2011).

 

Immediate needs that facilitate reaching short term goals can be addressed in the following ways:

 

• Actively reviewing performance data with managers who are responsible for programs on a regular basis and challenging them to assess underlying reasons for chronically poor or eroding performance and develop plans for corrective action

 

• Redirecting internal budget allocations and program activities to the extent possible to make programs more effective

 

• Providing training to service delivery staff and mounting quality and productivity improvement initiatives to overcome performance deficiencies

 

• Working collaboratively with partners, contractors, and suppliers to find ways to overcome performance problems

 

• Commissioning task forces or formative program evaluations to investigate performance problems when solutions are not more readily forthcoming (Poister, 2010 p.S.251)

 

            Long-term goals are based on short-term goals but must encompass more of a projection about what the future will look like (the unknown requires projection and flexibility).  The formulation of long-term goals is based on the organizations vision.  Assessing key strengths, weaknesses, and opportunities, and threats SWOT is important to long-term goal evaluation.  Organizational analysis can help an organization’s leaders try to find what their pattern is.  One approach to strategy development is conducting a historical assessment to identify opportunities and threats (Laureate Education Producer, 2008b).  According to Dr. Nutt (2008) using a classification scheme that is open and close, internal and external, and an open internal as an equity concern (such as a labor union), an open and external is a transition, and also productivity and preservation.  The use these issue tensions to help create strategy.  Assessing issue tensions can be done by asking, what is the most significant thing that’s pulling in the opposite direction keeping you from immediately dealing with what needs to be dealt with going forward into the future (2008)?” Collaborative bottom-up strategic planning can be a complement to top-down strategizing.  Collaborative foresight enhances resilience because it increases ideation, problem definition, and consensus in long-horizon strategies.  Variety is proliferated of perspectives in scenario creation, resulting in improved strategic options (collaborative foresight).  Strategic alliance or core alliance partners need to be addressed to understand possible differences of view about the direction of the future, organizational impact, and desired public value levels that will need to be resolved or managed in some way (Weigand, et al., 2014).

 

Long term goals can be organized into a sustainable process in the following ways:

 

• Identifying and monitoring appropriate performance measures to track progress in implementing strategic initiatives and achieving strategic goals and objectives

 

• Assessing performance data in periodic strategy review sessions and making adjustments as needed to keep implementation on track

 

ʉۢ Aligning budgets with strategic priorities, allocating resources to fund new strategic initiatives, and challenging operating units to show how their budget proposals advance strategy

 

 â€¢ Incorporating goals and objectives related to the strategic plan in individuals’ performance planning and appraisal processes and rewarding contributions to the advancement of strategy as possible

 

• Promoting the agency’s vision and strategic plan internally to mobilize commitment throughout the organization

 

• Communicating strategy to external stakeholders and soliciting their assistance in advancing strategy as needed

 

• Emphasizing consistency with strategy in proposals, requests, and other external communications to build credibility and support on the part of governing bodies, oversight agencies, and other key constituencies (Poister, 2010 p.S249).

 

 

 

Resources:

 

Bryson, J. M. (2011). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement (4th ed.). San Francisco, CA: Jossey-Bass.

 

Poister, T. H. (2010). The future of strategic planning in the public sector: Linking strategic management and performance. Public Administration Review, 70(s1), s246–s254. Retrieved from the Walden Library databases.

 

Laureate Education (Producer). (2008b). Assessing the environment [Video file]. Baltimore, MD: Author.

 

Weigand, K., Flanagan, T., Dye, K., & Jones, P. (2014). Collaborative foresight: Complementing long-horizon strategic planning. Technological Forecasting & Social Change, 85, 134–152. Retrieved from the Walden Library databases.

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