Page 80 - Urban water supply handbook

STRATEGIC PLANNING FRAMEWORK FOR SMALL WATER SYSTEMS

SMALL WATER SYSTEMS PLANNING 2.13

prepared for and committed to the implementation process. Fourth, implementa-
tion may require organizational or personnel changes, including special training
for technical or managerial staff members. Finally, over time, successful imple-
mentation may depend on how change is managed, as well as how organizational
conflicts are resolved.
External implementation issues may be significant as well. First, some options
may require environmental or economic regulatory approvals, including certifica-
tion or permitting. Second, implementation may raise any special legal or liability
issues. Third, the success of the process may rely on whether stakeholders are
informed about, involved in, and supportive of the process. Fourth, implementa-
tion of the strategy may require special funding for implementation from external
public or private sources. Finally, the organization must be prepared to adapt to
change and uncertainty in the external environment (such as the economy).
The successful utility also will constantly reassess its strategic plan and strive
for continuous improvement. The optimum strategy must be continually reevalu-
ated to ensure its continued optimality. The evaluation of a plan should distinguish
between outputs (the actions taken to implement the plan) and outcomes (the
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actual consequences or results of the strategy). Outcomes can be direct or indi-
rect, expected or unexpected, and intended or unintended. Performance measures
based on the water system’s goals and objectives, as well as the evaluation crite-
ria used to develop the strategy, can be used to evaluate outcomes. The feedback
loop connects planning outcomes to the formulation of goals and supports the
process of continuous improvement. Reassessment will lead to adjustments to the
strategic plan in response to changes in the external environment, as well as
changes in the internal capacity of the water system.

2.4 CONCLUSIONS

Strategic planning is a dynamic and ongoing process that supports the continuous
improvement of water systems. Planning encourages strategic thinking by man-
agers on a day-to-day basis, with internalization of goals and commitment to the
process. Planning requires continual assessment and adaptation. Fortunately,
many tools and resources are available to support the planning process. Clearly,
the benefits of strategic planning—including the discipline that the planning
process brings—should outweigh the costs.
The basic planning framework presented here may seem overly complex to some
and overly simplified to others. The framework provides a good starting point for
systems that have not engaged in any form of strategic planning. For most water sys-
tems, the goal of planning is not perfection but improvement, that is, to move in a
positive direction despite limited resources and an uncertain future. In the long term,
it is more important that the system makes informed choices than flawless ones.

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