Strategic planning in the local public organizations: A Mongolian case

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Strategic planning in the local public
organizations A Mongolian case

• Project Holder- Public Administration
  Association, NGO, Ulaanbaatar, Mongolia
• Emailmon_pa2002_at_yahoo.com

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Public Administration Association

• A mission
• To contribute to a promotion of the
  Mongolian public administration through the
  capacity building activities and effective
  responses to citizens needs.
• Main activities
• Research studies, training, publication and
  policy advocacy aimed at improving a public
  administration system and local governance. Since
  2002, when the NGO was established, it has been
  involved in a variety of activities to reinforce
  the capacity of public organizations. In 2003, we
  organized the International Conference entitled
  Globalization and Mongolia in collaboration
  with the University of Hawaii, USA, the main
  outcome of that was the assessment analysis on
  the transformations in the public and private
  management systems with a consideration of
  globalization impacts on the countrys
  development. 2005 social auditing was introdeced

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LGI Supported Project Title

• Developing Teaching/Training Manual on
  Strategic Planning and Performance Management in
  Subnational Public Organizations

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Project Staff

• Project Manager- Mr.Batkhuu, MPA
• emailmon_pa2002_at_yahoo.com
• phone [phone]
• Project Consultant- Mr.Batsukh, Sc. Dr.
• emailmon_pa2002_at_yahoo.com
• phone [phone]
• Training Coordinator- Ms.Enkhtuya, MA, MSW
• emailmon_pa2002_at_yahoo.com
• phone [phone]

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Project Goals

• Goal 1 To promote the capacity to improve
  innovative teaching materials and methods for
  teaching/training public administration.
• Goal 2 To facilitate public officials to apply
  the tested and practical materials generated from
  the cases of strategic planning and performance
  management in restructuring subnational public
  organizations in Mongolia

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Objectives

• With the participation of the officials from the
  three selected subnational public organizations,
  to develop a repository of the best practices on
  the applications of strategic planning and
  performance management which have been
  accomplished in their entities.
• Based on the generated case studies, to produce a
  training manual on innovative teaching materials
  with the technical support of LGI/CPS
• Train lecturers from public administration
  departments and local public administrators to
  use the manual.

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What we have done so far

• Developed a repository of the best practices on
  the applications of strategic planning and
  performance management which have been
  accomplished in the selected entities with the
  participation of the officials from two selected
  subnational public organizations. In
  November.2005, our project team made an oral
  agreement with these organizations. Then, we
  developed a detailed plan for case study.
  According to the detailed plan, the initial
  information on the cases was collected. After
  that, a case writing group was set up in each of
  the selected public service organization. The
  case writing groups developed their best
  practices on the applications of strategic
  planning and performance management with
  consultation of the project team. During this
  exercise, we provided the group members with
  training on case writing and strategy management.
  A first draft of descriptions on the strategy
  management cases was developed during the stage.
  By April 2006, strategy management cases of
  Kindergarten 61 and School 93 were written. The
  cases are sent to LGI for feedback.

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Background Information

• In 2002, the Mongolian Parliament enacted the
  Law on Public Management and Financing. The Law
  has laid a foundation for developing new public
  management principles. Namely
• Introducing the best practices of management in
  the private sector to the public sector.
• Providing more focus on a result rather than on a
  process by other words, giving a preference for
  output rather than input
• Contracting out some types of public services
• Paying more attention on management rather than
  on rules and guidelines
• Distinguishing the roles and responsibilities of
  service requesters, providers and customers
• Developing new planning methods in the public
  sector

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Planning tools applied in the public
organizations

• Medium and long term policies and programs
• Budget framework
• Mid term strategic planning in public
  organizations
• Detailed annual work plan
• Contracting out some public services
• Agreement on performance and output

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Concepts on strategic planning

• Strategic planning - A process of identifying
  and implementing strategic goals and objectives
  as well as utilizing effectively limited
  funding sources .
• Strategic planning helps to manager to lead a in
  organization by objectives.

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Advantages of strategic planning

• Team work
• Concrete steps
• Orient for the future based on current situation
• Holistic approach
• Shared decision making

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Strategic planning steps
Identifying goals and objectives
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Cases

• Preschool 61 in Ulaanbaatar. It is a state owned
  organization
• Secondary school 93 in Ulaanbaatar, a quasi
  organization

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Strategic planning preparation

• School 93
• Planning team consists of representatives of
  different stakeholders
• Action plan of the team was developed
• Preschool 61
• Planning team consists of only preschool
  administrative staff.
• An action plan for strategy development was
  designed

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Vision

• Preschool 61
• Provide preschool children with services and
  education that meet their needs in all dimensions
  of their development and growth.
• School 93
• Create a best practice in providing the
  educational services that can prepare healthy,
  intellectually and emotionally mature citizens
  who are ready for self- learning and productive
  life.

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Situation analysis

• Preschool 61
• Situation assessment survey
• School 93
• SWOT analysis

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Goal and Objectives preschool 61

• Goal
• Be a service center that educates and nurtures
  preschool children and addresses their
  developmental needs.
• Objectives
• Improve effectiveness and capacities of
  management
• Build capacities of human resources
• Facilitate cooperation with parents
• Improve a learning environment for kids
• Increase the number and quality of services
  provided

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Goal and Objectives of School 93

• Objectives
• Strategic Objective One
• Provide pupils with the education enabling
  them to have a happy life
• Strategic Objective Two
• Create a pupil- friendly learning
  environment
• Strategic Objective Three
• Build capacities of teachers in many
  different dimensions. Solve teachers social
  problems with the support of the government and
  communities
• Strategic Objective Four
• Cooperate with governmental and
  non-governmental organizations on order to
  advocate for the legal environment and economic
  conditions favorable for implementing these
  goals.

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Output of Preschool 61

• Output 1 Provision of preschool education to 2.5
  years old children
• Output 2 Provision of preschool education to 3
  years old children
• Output 3 Provision of preschool education to 4
  years old children
• Output 4 Provision of preschool education to 5
  years old children
• Output 5 Provision of preschool education to 6
  years old children
• Output 6 Provision of the fist grade education
  to children above 6

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Output of school 93

• Output Item One Academic accomplishments and
  performance, results of standardized tests
• Output Item Two Enhanced training programs and
  curriculum
• Output Item Three Creation a psychologically
  secure environment for learning
• Output Item Four Creation a comfortable learning
  environment
• Output Item five Stable employment for teachers
  and better solutions for their social problems
• Output Item Six Retraining and development of
  teachers.
• Output Item Seven Proposed amendments to the Law
  of Education and other relevant policy documents
• Output Item Eight Advocacy and lobbying
  activities targeting the Ministry of Education
  for approving alternative programs and curriculum
  at secondary schools

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Performance indicators

• Preschool 61
• Performance indicators are not well developed
• General methodology is defined.
• School 93
• Performance indicators are relatively well
  developed
• Methodology and tools are designed fairly.

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Objectives and output indicators
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Action plan

• Preschool 61
• Long-term planning. Actions for implementing long
  and medium-term objectives are named but not
  planned.
• School93
• Put some efforts to segregate the actions by
  years.

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Model of strategic plan of School 93-ð
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Strategic plan on human resource management of
School 93
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Budget planning

• Preschool 61
• Funding sources are specified
• School 93
• Required funding sources and amount of
  allocation are planned annually.

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Conclusion

• Local public organizations in Mongolia are
  learning new approaches and tools of strategic
  planning
• Legal and economic environment for applying a
  strategic plan in the public sector is created.
• Capacities to develop and implement a strategic
  plan are been built.

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Implications

• Two cases have showed their strengths and
  imperfections.
• We are planning to include these two cases in our
  training manual not changing their actual format
  and wording so that readers would learn from
  their accomplishments and mistakes.