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THIS IS ONLY AN INTERPRETATION, TWO-THREE SENTENCES AND A QUESTION IS ALL I NEED. TELL ME YOUR THOUGHTS

The first article, “Strategic Planning and Performance Measurement” discusses the strategies for strategic planning within virtual environments. According to Dusenbury (2000), strategic plan describes the performance, which will be measured and performance management is responsible for providing the necessary feedback that keeps track of the strategic plan. In order to apply the strategies for strategic planning, the author selected the State of Florida, Oregon and Minnesota as its primary focus. From the identified examples, the author identified that an integrated performance measurement and strategic planning framework is beneficial since it improve the management process and also functions as the foundation for the application of human resource management, budgeting and contracting programs that are based on results (Dusenbury, 2000).

The second article, “Strategic Planning Handbook” discusses the innovation strategies within strategic planning. The paper provides an overview concerning strategic planning by including significant aspects such as the definition of strategic planning, its benefits and pitfalls, a model, long and short range planning, and the involved processes and mechanisms (“Strategic Planning Handbook”, 2001). It provides details that act as a guiding tool towards the formulation of o a strategic plan and its implementation into an organization. For instance, a strategic plan might not turn out as expected but it can still yield positive results. Furthermore, a strategic planning model must have an implementation plan, the aims, the mission statement and goals (“Strategic Planning Handbook”, 2001). The process of implementing a given plan involves numerous processes such as initial gathering of all the related background information, planning a workshop, identifying a planning workbook, and creating the committee structure after a second planning workshop. The information provided in the article is essential in the implementation of a strategic plan (“Strategic Planning Handbook”, 2001).

Application of Strategies

The article by Dusenbury provides significant insights concerning the promotion of positive social changes. The article is deeply rooted in the notion that a combination of performance measurement and strategic planning yields positive outcomes. Just like the ASP (agency strategic plans) in Florida, which were required by legislature, a performance budgeting foundation was formulated(Dusenbury, 2000).This approach can be used to bring about positive changes within the budgeting aspect of any project by incorporating the right approach that is necessary in reducing the amount of negative outcomes. Furthermore, the integration of performance management and integration planning has resulted in the creation of a culture that involves the evaluation of contracting options (Dusenbury, 2000). Through the continuous integration of this model over time, an organization is more likely to benefit from better contracting, which is part of the positive social changes that are brought about by the model.

Similarly, the highlighted key points in the second article can be used to create a positive social change. A positive social change refers to transformations, which result in better or positive outcomes. Through the provided points concerning the planning process in long and short range scenarios, an organization might use it to identify new opportunities, which will help in expanding the organization and yielding positive outcomes (“Strategic Planning Handbook”, 2001). In addition, the article provides significant information concerning the establishment of priorities and analyzing any organizational problems, which also results in positive outcomes that can be described as positive social changes.


References

Dusenbury, P. (2000). “Strategic Planning and Performance Measurement.” Washington D.C.: The Urban Institute, 1-7.

“Strategic Planning Handbook” (2001). Place of publication not identified: publisher not identified, 1-11.

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