Strategic Planning in Hennepin County—An Issues Management

Abstract Management Issues in public relations has become an important part in government agencies in both the internal and external relations, if public relations help in facing a growing issue in a public relations liaison. General Directorate of PDAM Tirta Bhagasasi implementing issues management in maintaining the image of the demonstrations and reports which demands transparency capital funds for MBR program. But this concept is not optimal due to the lack of issue management system at PDAM Tirta Bhagasasi in anticipation of a growing issue in the community. This study with several theories: public relations, issues management, public relations concept, Issue and crisis management. With variable issues management. This variable has five dimensions and sixteen indicators. Research approach in quantitative, descriptive methods. Management issues by companies to identify, analyze and manage the various issues that come to the surface before the issue is widespread among the public. Parties should be able to do public relations strategic planning to make the corporation is able to analyze the issues, formulate policies, take action and decisions quickly. General Directorate of Legal Affairs and Public Relations principally PDAM Tirta Bhagasasi should be able to coordinate all forms of communication when issues develop. Provide information to the public by a written statement or a press conference. Issues management is also a medium for public relations to participate in management decisions. Public relations have an important role in the effective management of issues, especially in the strategic planning function and its relationship with the surrounding environment of the organization. Keywords: issues management, crisis management, maintaining the image Abstrak Manajemen Isu dalam public relations sudah menjadi bagian terpenting dalam instansi pemerintah baik dalam hubungan internal maupun eksternal, tidak dapat dipungkiri publicrelations membantu dalam menghadapi suatu isu yang berkembang dikarenakan seorang public relations menjadi penghubung dengan publik. Direktorat Umum PDAM Tirta Bhagasasi menerapkan manajemen isu dalam mempertahankan citra organisasi mengenai aksi demo dan pemberitaan yang menuntut adanya transparasi dana penyertaan modal untuk program Masyarakat Berpenghasilan Rendah (MBR). Penelitian ini menggunakan beberapa teori: public relations, manajemen isu, menggunakkan konsep public relations, Issue and crisis management. Dengan variabel manajemen isu. Variabel ini memiliki lima dimensi dan enam belas indikator.Pendekatan penelitian yang digunakan kuantitatif, metode deskriptif. Manajemen isu digunakan oleh perusahaan untuk mengidentifikasi, menganalisis dan mengelola berbagai isu yang muncul ke permukaan sebelum isu meluas dikalangan masyarakat. Pihak public relations harus bisa melakukan perencanaan strategis membuat korporasi mampu menganalisis isu, merumuskan kebijakan, mengambil tindakan dan keputusan secara cepat. Direktorat Umum terutama bidang Hukum dan Humas PDAM Tirta Bhagasasi harus dapat mengkoordinasi semua bentuk komunikasi ketika isu berkembang. Memberikan informasi kepada publik dengan pernyataan tertulis atau jumpa pers. Public relations memiliki peranan penting dalam mengefektifkan manajemen isu terutama dalam fungsi perencanaan strategi maupun hubungannya dengan lingkungan sekitar organisasi. Kata Kunci: manajemen isu, manajemen krisis, citra organisasi

Download Full-text

Strategic Planning in the Public Sector

Oxford Research Encyclopedia of Business and Management ◽

10.1093/acrefore/9780190224851.013.128 ◽

2017 ◽

Cited By ~ 3

Author(s):

John Bryson ◽

Lauren Hamilton Edwards

Keyword(s):

Public Sector ◽

Strategic Planning ◽

Strategic Management ◽

Organizational Performance ◽

Organizational Capacity ◽

The United States ◽

Research Approach ◽

Issues Management ◽

Open Approach ◽

Intermediate Outcomes

Strategic planning has become a fairly routine and common practice at all levels of government in the United States and elsewhere. It can be part of the broader practice of strategic management that links planning with implementation. Strategic planning can be applied to organizations, collaborations, functions (e.g., transportation or health), and to places ranging from local to national to transnational. Research results are somewhat mixed, but they generally show a positive relationship between strategic planning and improved organizational performance. Much has been learned about public-sector strategic planning over the past several decades but there is much that is not known. There are a variety of approaches to strategic planning. Some are comprehensive process-oriented approaches (i.e., public-sector variants of the Harvard Policy Model, logical incrementalism, stakeholder management, and strategic management systems). Others are more narrowly focused process approaches that are in effect strategies (i.e., strategic negotiations, strategic issues management, and strategic planning as a framework for innovation). Finally, there are content-oriented approaches (i.e., portfolio analyses and competitive forces analysis). The research on public-sector strategic planning has pursued a number of themes. The first concerns what strategic planning “is” theoretically and practically. The approaches mentioned above may be thought of as generic—their ostensive aspect—but they must be applied contingently and sensitively in practice—their performative aspect. Scholars vary in whether they conceptualize strategic planning in a generic or performative way. A second theme concerns attempts to understand whether and how strategic planning “works.” Not surprisingly, how strategic planning is conceptualized and operationalized affects the answers. A third theme focuses on outcomes of strategic planning. The outcomes studied typically have been performance-related, such as efficiency and effectiveness, but some studies focus on intermediate outcomes, such as participation and learning, and a small number focus on a broader range of public values, such as transparency or equity. A final theme looks at what contributes to strategic planning success. Factors related to success include effective leadership, organizational capacity and resources, and participation, among others. A substantial research agenda remains. Public-sector strategic planning is not a single thing, but many things, and can be conceptualized in a variety of ways. Useful findings have come from each of these different conceptualizations through use of a variety of methodologies. This more open approach to research should continue. Given the increasing ubiquity of strategic planning across the globe, the additional insights this research approach can yield into exactly what works best, in which situations, and why, is likely to be helpful for advancing public purposes.

Download Full-text

Issues management in strategic planning

Research in Higher Education ◽

10.1007/bf00973739 ◽

1986 ◽

Vol 24 (1) ◽

pp. 3-14 ◽

Cited By ~ 2

Author(s):

G. Gregory Lozier ◽

Kumar Chittipeddi

Keyword(s):

Strategic Planning ◽

Issues Management

Download Full-text

Strategic Management in Public Administration

Oxford Research Encyclopedia of Politics ◽

10.1093/acrefore/9780190228637.013.1396 ◽

2020 ◽

Cited By ~ 7

Author(s):

John Bryson ◽

Bert George

Keyword(s):

Strategic Planning ◽

Strategic Management ◽

Public Administration ◽

Public Organizations ◽

Management Systems ◽

Management Approach ◽

Issues Management ◽

Strategic Learning ◽

Strategic Issues ◽

Planning And Management

Strategic management is an approach to strategizing by public organizations or other entities that integrates strategy formulation and implementation, and typically includes strategic planning to formulate strategies, ways of implementing strategies, and continuous strategic learning. Strategic management can help public organizations or other entities achieve important goals and create public value. Strategy is what links capabilities and aspirations. Four broad types of strategists (as individuals, teams, organizations, and collaborations) in public administration exist: the reactor (low aspirations, low capabilities), the dreamer (high aspirations, low capabilities), the underachiever (low aspirations, high capabilities) and the savvy strategist (high aspirations, high capabilities). There are eight approaches to strategic planning. More comprehensive process approaches include those influenced by the Harvard Policy Model, logical incrementalism, and stakeholder management. More partial process approaches include strategic negotiations, strategic issues management, and strategic planning as a framework for innovation. Finally, two content approaches also exist, namely, portfolio and competitive forces analyses. Seven approaches to strategic management systems can be discerned. These include: the integrated units of management approach (or layered or stacked units of management), strategic issues management approach, contract approach, collaboration approach (including the lead organization, shared governance, and network administrative organization approaches), portfolio management approach, goal or benchmark approach, and hybrid approaches. Strategic planning and management are approaches to identifying and addressing challenges. Neither is a single invariant thing but is instead a set of concepts, processes, procedures, tools, techniques, and practices (and structures in the case of strategic management systems) that must be drawn on selectively and adapted thoughtfully and strategically to specific contexts if they are to help produce desirable results. While there are a variety of generic approaches to both, the boundaries among them are not necessarily clear, and strategic planning and management in practice are typically hybridic. Research is accumulating about which approaches to strategic planning and management work under which circumstances, how, and why, but much work remains to be done.

Download Full-text

Strategic Planning for Issues Management: The Communicator as Environmental Analyst

Canadian Journal of Communication ◽

10.22230/cjc.1993v18n1a716 ◽

1993 ◽

Vol 18 (1) ◽

Cited By ~ 3

Author(s):

Sherry Devereaux Ferguson

Keyword(s):

Strategic Planning ◽

Environmental Analysis ◽

External Environment ◽

Issues Management ◽

Canadian Government ◽

Government Communication ◽

Common Function

Abstract: To cope with an uncertain external environment, organizations are planning strategically for issues management. At the foundation of strategic planning is environmental analysis, an increasingly common function of the organizational communicator. This article examines the type of systems and activities that characterize environmental analysis practices in Canadian government communication directorates. Résumé: Obligées de composer avec un environnement externe incertain, les organisations doivent tenir compte des grands enjeux dans leur planification stratégique. À la base de cette planification stratégique, se trouve l'analyse environnementale, une fonction qui tend à relever de plus en plus du rôle des responsables des communications organisationnelles. Cet article présente les caractéristiques et les activités liées aux pratiques d'analyse environnementale dans les directions des communications au sein du gouvernement canadien.

Download Full-text