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The Synoptic Model of Strategic Planning and the GPRA: Lacking a Good Fit with the Political Context
Public Productivity & Management Review
Vol. 23, No. 3 (Mar., 2000), pp. 297-311
Published by: Taylor & Francis, Ltd.
Stable URL: http://www.jstor.org/stable/3380721
Page Count: 15
You can always find the topics here!Topics: Strategic planning, Government, Executive branch, United States government publications, Government budgets, Business management, Public administration, Corporate strategies, Job performance indicators, Performance metrics
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Embedded in the Government Performance and Results Act (GPRA) is one model of strategic planning--the synoptic approach--and the assumption that the synoptic model of strategic planning fits all situations and bureaus no matter what their context or situation. This article documents the many challenges and problems that agencies have experienced as they attempt to implement the GPRA and posits that many of these difficulties can be linked to the strategic planning model that is being used. To sustain the GPRA and prevent erosion of its basic intent, the article recommends that policy makers consider the use of alternative models of strategic planning, in particular, the strategic issues approach. The article summarizes the advantages of the model and recommends that the GPRA allow executives some flexibility in choosing strategic planning approaches that fit their situations.
Public Productivity & Management Review © 2000 Taylor & Francis, Ltd.