Answer & Explanation:I have two study guides that I wrote for a “Strategic Planning” Course. The write up is done but I need editing done. One study guide has the comments and recommendations. The other has to be the same. I am including the email with recommendation, on what needs to be address. The email addressing Unit 1. I have completed my review of Unit I. It’s a really great draft, but there are some issues to attend to. I have used track changes throughout the document, as well as comments on the side. I used the track changes simply so you could see the kinds of edits I am making. You don’t have to comment on these unless you disagree with something I did. I highlighted all the comments I need you to respond to. There were several issues with sentence structure and transitions. Sometimes, it was a bit confusing as to the meaning of a sentence or paragraph. Overall, the lecture could use a bit more organization. A good way to achieve this might be to give your lecture headings and break it up into those sections. For instance, those heading might be something like “What is Strategic Planning”(give students a detailed explanation here – explaining terminology like “functions), “Why is Strategic Planning so Important?”, and “The history of Strategic Planning policies and organizations in the United States,” and “Conclusion.” These are just suggestions, of course. But, I do encourage you to consider looking at the organization and possibly rearranging some of the paragraphs.Of course, like any academic paper, we need to have in-text citations and full APA references. You don’t have to be good at APA; I can edit whatever you send me. But, we need to have citations throughout the lecture so that we know what is original and what is paraphrased from another source. And we need exact webpages where the information came from. The home page of a website will not work – unless that is where the information came from.It’s a good practice to read back over a lecture (maybe out loud and to someone else) at least once before sending on to me. I think that will really help with the readability.Although you have already sent Unit II to me, I am going to wait to review it until you look through my feedback on Unit I. Please apply the feedback I gave you to Unit II and resend to me when you get a chance.Thank you so much for all your had work on this course. Again, I think this will turn into much smoother sailing once we get a few issues taken care of.
unit_i_pua_5307.docx
unit_2_pua_5307.docx
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PUA 5307 ‐ Strategic Planning
Unit I: The Importance of Strategic Planning
Course Learning Outcomes for Unit I
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Enter up to three course learning outcomes (CLOs) that apply to this unit.
Use the original number of each CLO when listing it, rather than renumbering beginning with 1.
Under each CLO, you may list at least 1 but no more than 3 subordinate unit learning outcomes
(ULOs). However, providing ULOs is optional.
Each outcome must be measurable and tested in the assessment and/or assignment.
Below is an example of how this area might be completed. Replace the examples below with
information pertaining to the unit being revised.
4. Compare and contrast strategic planning in the private and public/nonprofit sectors.
4.1 Compare and contrast the strategic strategies of three organizations.
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Unit Lesson
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Provide a written unit lesson below using your knowledge and experience to amplify and expand upon
the information presented in the reading assignments.
Consider inserting examples and anecdotes that apply to the concepts to keep the students’ interest.
How can you make the material valuable?
The lesson should be 10-pt. Arial, single-spaced, and at least two pages in length.
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Hello and welcome to Strategic Planning! Unit I presents the introduction to the course, as well as the
purpose of strategic planning. Understanding the dynamics and benefits of planning is essential to leaders
and managers of both public and nonprofit organizations. Strategic planning gives leaders a more tightly
interconnection of the changes of systems, and an advantage of how to operate in an uncertainty situation.
In the past few decades in the United States, we have been faced with multiple challenges that change how
we view public policy and how we live our day to day lives. We have seen changes in civil rights, civil
liberties, war, terror, and financial distress over the past few decades, as well as changes in the definitions
offreedom and the pursuit of happiness. Society has changed; political parties and politics have a greater
impact on our daily lives then we might believe. Strategic planning comes into play with all of these changes
in policy and affects all factors of our lives. When there is a need for change, the process of strategic planning
comes to the forefront. Knowing who, what, where, and how is part of strategic planning. We can view how
public policy is made for public and non-profit organizations. Regardless of what the policy is, one must have
an understanding of how to implement strategic planning.
In a fivefold collaborative response with communities, r public and nonprofit organizations must:
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think and learn strategically.
translate their knowledge to effective strategies to deal with their changing circumstances.
develop a foundation to deal with the necessary adoption and implementation of their strategies.
develop a large support coalition in order to adopt the strategies and defend them during the
implementation period.
build a solid foundation for the ongoing implementation, learning, and strategic change.
Strategic planning is an intelligent practice where it incorporates substantive and political rationality. In other
words, one must have an understanding of policy and how to implement the policies into a strategic plan,
causing a flawless transition.
The importance of strategic planning incorporates the ability in organizations and communities to respond to
change in an effective way. For example, multiple states are adopting transgender bathrooms in schools and
public areas. This new change to society must be strategically planned to implement the policy to be a
smooth transition.
Strategic planning is a continuous process aimed at ensuring stability. Policies have been adopted to protect
citizens. For example, in the post-industrial era in the United States, labor laws were adopted to protect the
health and welfare of the employees. These labor laws provided guidelines concerning child labor, work
hours, and wages. After the 9/11 tragedy in the United States, civil liberties and civil rights were affected by
policy changes, via the Patriot Act, aimed at protecting the security of the citizens of the United States. The
Department of Homeland Security (DHS) was created in 2002 after 9/11 by President George W. Bush. The
DHS combined 22 different federal departments and agencies. The strategic planning for the DHS was to
unify several agencies in order to create strong and efficient homeland security. The DHS planning
strategically created, TSA, Immigration and Naturalization, U.S. Customs Services, FEMA, U.S. Coast
Guard, and U.S. Secret Service.
In 2005, the DHS was reorganized and responsibilities transferred to other departmental components:
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Border and Transportation Security,
Emergency Preparedness and Response, and
Information Analysis and Infrastructure Protection.
Besides the DHS, there have been programs which have used strategic planning for crisis in the United
States. After Hurricane Katrina and the failure of communication to aid the victims in the area, The Federal
Emergency and Management Agency (FEMA) developed multiple programs to assist with any local disaster.
One example is the Community Emergency Response Team (CERT) program. The CERT program is made
up ofvolunteer citizens who respond to crisis in their areas. The volunteers are trained by the Red Cross,
firefighters, and police officers. This program developed an action plan where the volunteers are trained by
fire, police, and medical professionals, as well as the Red Cross. The training consists of 8 classes of 8
hours each within 90 days. CERT educates individuals about disaster preparedness for hazards that may
impact their area and trains them in basic disaster response skills, such as fire safety, light search and
rescue, team organization, and disaster medical operations. Using training learned in the classroom and
during exercises, CERT volunteers can assist others in their community following a disaster when
professional responders are not immediately available to help. CERT volunteers are also encouraged to
support emergency response agencies by taking an active role in emergency preparedness projects. (Federal
Emergency Management Agency, n.d.) Currently there are over 2,600 registered CERT programs.
like the CERT program, Victim Relief Ministry is a non-profit organization which collaborates with state, local
and federal agencies to aid in disaster relief. They have trained chaplains and crisis workers who are able to
aid in spiritual and emotional counseling after a natural disaster. In June-July 2011, during the Joplin Missouri
tornado response, they worked with the Red Cross and FEMA to support victims achieve long term recovery.
Victim Relief Ministry continues to send teams to the area to counsel those that are still processing the shock,
grief, and anger that come with trauma and loss.
The Texas Commission on Environmental Quality collaborates with Homeland Security for emergency
response, which includes natural disasters, spills, and other environmental emergencies or situations. They
work hand and hand with the State Emergency Response Commission which responds to the disasters
whether it be on air, land, or water.
The examples of strategic planning and policy change referenced in this lesson demonstrate how how policy
has changed society and how society has adapted to the change. We have also seen how government and
non-profit agencies work together for collaborated translon. Strategic planning and strategic management
approaches regarding policies are to integrate strategic plans and implementation in an organization as a
continuous process to ensure the policy brings public value. The planning process produces the required
decisions and actions to shape and guide the organization on what it does and why it does it. During the
implementation process, the mission, goals, and strategies are introduced to ensure mandates are clearly
created to bring about public value. In the functions, the plan is designed and integrated with the kinds of
work mandated. This includes linking the purpose, people, structures, processes, resources, political support
and learning in a productive way. In the implementation of a strategic plan, an appropriate formal strategic
management system must:
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implement the organization linking budgeting.
provide performance measures.
provide performance management to ensure the mandates,
o mission
o goals
o strategies
o provide requirements,
o allow for desirable changes in ends,
o provide a means to emerge over time,and
o achieve significant public value.
Following a formal strategic management system requires the use of forums and formative evaluations to
tailor and adjust strategies during the implementation of the system to increase chances of success. This
process helps judge the degree to which success is achieved and whether there are new ends and means
should be pursued. The approaches to fulfilling the functions include kinds of strategic management systems,
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integrated units of management, goals, benchmark approaches, models, and hybrid models, which
combinations of two or more to approaches or models.
The United States, like many other countries, has born witness to stages of stability, small changes,
instability, significant change, uncertainty, ambiguity, equivocality, happy surprises, unhappy jolts, and
occasional terror. In the twenty century, the United States experienced world wars, big booms, big busts,
modernism, post-modernism, post-structuralism, and the new roles for government and nonprofit
organizations.
With all these changes in the United States, strategic planning was one way which helped organizations and
communities deal with changing situations. Strategic planning enhances an organization’s ability to think, act,
and learn strategically. Strategic planning helps organizations clarify and resolve important challenges they
face. It uss the strengths and takes advantage of major opportunities and minimizes challenges and
weakness. This gives organizations a better chance to survive in a hostile world.
Strategic planning enables an organization gets from where it is to where it wants to go. It also gives
directions to the importance of purposes and functions to help public and nonprofit organizations and
communities to create public value while meeting mandates and fulfilling their missions. While providing
direction, strategic planning produces decisions and actions which shape and guide what the organization is,
what it does, and why it does it. This process produces fundamental decisions and actions that shapes
interconnected decisions and activities.
Strategic planning is used in leadership and management innovations, which builds on the political decision
making. Political decision making raises and resolves important issues. The purpose of using strategic
planning is to improve political decision making while helping to resolved challenges the of its key
stakeholders and society.
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.
https://www.dhs.gov/history
http://www.harriscountycitizencorps.com/abouthccc.asp
https://www.fema.gov/community-emergency-response-teams
www.victimrelief.org
https://www.tceq.texas.gov/response
Federal Emergency Management Agency. (n.d.). Community emergency response teams. Retrieved from
https://www.fema.gov/community-emergency-response-teams
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Required Reading
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Consider using the CSU Online Library for CSU courses or the Waldorf Online Library for Waldorf
courses.
List Textbook Chapter Readings first, then Additional Resources. If two textbooks, list the textbook
before the Chapters.
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Chapter 1:
Why Strategic Planning Is More Important Than Ever, pp. 3-40
Additional Reading Assignment(s):
Suggested Reading
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Not required.
Consider using the CSU Online Library for CSU courses or the Waldorf Online Library for Waldorf
courses.
Limit suggested reading to no more than 5.
Provide a one to two sentence summary to introduce the suggested reading.
[Enter suggested readings here]
Learning Activities (Non-Graded)
[Enter learning activities here]
Discussion Board Question (Term)
Explain how strategic planning can help an organization get from where it is to where it wants to be. What is
the importance of purposes and functions that strategic planning is meant to help public and non-profit
organizations and communities create public value through meeting their mandates and fulfilling their
missions?
Unit Journal (LPL)
Reflect on what you have read in this unit about strategic planning. How do you think strategic planning can
help an organization get to where it is to where it wants to be? Do you believe that the approaches to fulfilling
the functions of strategic management suggested on page 27 of your textbook can work in all cases? Why or
why not?
Your journal entry must be at least 200 words. No references or citations are necessary.
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Assignment(s)
When listing outcome(s) linked to assignments, number them with the CLO number. If using unit
outcomes, follow the course outcome with the subordinate unit outcome number, for example, 1.3, 2.1,
2.3, 4.1, 4.2, etc.
Type of Assignment
(Name)
Case Study
Assignment Instructions
Apply the Strategy Change Cycle (found on page 11 of the textbook) to the three
organizations. The three organizations engaged in strategic planning for different
reasons. Compare and contrast each organization’s strategic planning approach.
Answer the following three questions in your summary of each organization:
Where is this organization currently?
Where does this organization want to be?
How do they get there?
Points
Submission type
Measures which
outcome(s)?
100
SafeAssign
Rubric used
New Rubric Title (if title
change is needed)
GEC (if applicable)
NO REPOSITORY
Case Study
4.1 Compare and contrast the strategic strategies of three organizations.
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Copyright Permissions Table
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Item #
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Indicate in the columns below the unit where each item is located, name of the item, and
whether it is in the public domain or if you obtained permission for it.
If the item is public domain or permission has been obtained, provide documentation (e.g., terms
of use, email granting permission, etc.) below this table and identify it by the item’s number in
this table. Add rows if necessary.
Unit
Item Name
URL (or other location) where found
Public
Domain
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☐
☐
☐
☐
☐
☐
☐
☐
☐
Permission
Granted
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☐
☐
☐
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☐
☐
☐
☐
☐
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PUA 5307 ‐ Strategic Planning
Unit 2: The Strategic Planning Cycle
Course Learning Outcomes for Unit 2
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•
•
•
Enter up to three course learning outcomes (CLOs) that apply to this unit.
Use the original number of each CLO when listing it, rather than renumbering beginning with 1.
Under each CLO, you may list at least 1 but no more than 3 subordinate unit learning outcomes
(ULOs). However, providing ULOs is optional.
Each outcome must be measurable and tested in the assessment and/or assignment.
Below is an example of how this area might be completed. Replace the examples below with
information pertaining to the unit being revised.
1. Analyze the strategic planning decision making process in public and nonprofit organizations.
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PUA 5307 ‐ Strategic Planning
Unit Lesson
•
•
•
Provide a written unit lesson below using your knowledge and experience to amplify and expand upon
the information presented in the reading assignments.
Consider inserting examples and anecdotes that apply to the concepts to keep the students’ interest.
How can you make the material valuable?
The lesson should be 10-pt. Arial, single-spaced, and at least two pages in length.
In today’s society change comes, therefore it is not surprising in organization we see change continually.
Once a public and non-profit organization is set up and have define its, purpose, vision and mission there is a
possibility change may occur. What happens when the mission has changed and how we do business has a
different purpose? Unit 2 addresses the strategic change cycle, and how one can effectively deal with
strategic planning approach for public and non-profit organizations. This has happened to various
organizations both public and non-profit.
The March of Dimes Foundation is a non-profit organization and was founded in 1938 by President Franklin
D. Roosevelt, and was called National Foundation for Infantile Paralysis. The mission and purpose of the
March of Dimes in the beginning was to combat polio. During the years, they have not only changed their
name of the organization, but its purpose and mission of the organization. The organization was formally
called: National Foundation for Infantile Paralysis (1938), National Foundation (1958), March of Dimes Birth
Defects Foundation (1976), March of Dimes Foundation (2007).
When established in 1938 by President Franklin D. Roosevelt it was combating the US epidemic on polio.
FDR was diagnose with polio in 1921, and left him cripple, unable to use his legs. During his time in office he
had developed a fundraising campaign raising funds for research and asking each individual for ten cents to
combat this disease. He would send a lapel pin to those who sent the ten cents. Thousands of mail came in
to the White House in response to the request. The name March of Dimes was used for the annual
fundraising events. From this fundraising events, the Salk vaccine was founded in 1955 which led to more
than 80% of the US population polio patients’ receiving it. In the 1970’s school children would participate in a
yearly March of Dimes event where children would walk 5 miles to raise funds for the cause. Children would
get donations from several people and walk the miles to raise funds for the cause. However, once polio was
combatted the organization had to change its mission and focus on other challenges that encounter birth
defects. The organization would use strategic thinking, acting and learning on its mission. No longer having to
combat polio the organization used the Strategy Change Cycle to draw on its research and practical
experience to change its mission, vision and purpose. The strategic management process was to develop a
plan for implementing strategies and focus on implementing decisions in order to position the organization
favorably for the future. The organization President, Basil O’Connor, instructed his staff to identify the
strengths and weaknesses and reformulate the mission. They then agreed to combat against birth defects,
arthritis, and virus diseases, seeking to become a “flexible force” in the field of public health. The strategic
management approach was to develop a continuing commitment to the mission and vision of the organization
to nurture a culture that identifies and supports the mission, and vision, and maintain a clear focus on the
organization’s agenda throughout its decision processes and activities (Bryson 2011).
Understanding the strategy change cycle involved both internal and external environment for the March of
Dimes. The internal environment involved the resources, present …
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