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Strategic planning “is very simple, a method of bringing an organization with its environment,” said Meising and Andersen (1991). It is a management tool that was used in the private sector for years as a systematic process for the organization with regard to changes in the environment. Generally the strategic planning process of evaluating the strengths and weaknesses, identifying opportunities and risks, the destination where the organization should go, and then the establishment of objectives, strategies and tactics for doing so.But critics have questioned the importance of strategic planning (for example, Mintzberg, 1994). Hamel (1996) argued that the strategic planning process are too costly and lengthy in the current fast, competitive environment in the corporate world. Strategic planning process plans that are not necessarily the strategies that make a difference. Fortune Magazine reports that downplaying planning process, some groups, such as Nike, Amgen, and Harley-Davidson, have created “killers strategies or strategic initiatives that make domination (Hamel, 1997). Hamel (1996) indicates that the key to the relocation of the axis of “planning” strategizing.

Even if critics are correct on the limited effectiveness of strategic planning in the private sector, there could be a valuable management tool in the public sector, where the pace of change is slow and where the process of integration are essential to a wide acceptance. Indeed, Bryson stressed the importance of strategic planning in the public sector and non-profit organizations because it can help communication and participation, to accommodate different interests and values, promotion of wisdom and analytical sense of decision-making and promoting good implementation “(1995, 5). On the other side of the problem, Miller, Rabin, and Hildreth (1987) argued that an agreement will be not long enough to make planning in the public sector.

Despite these concerns, most authors have invited the public sector to adopt a rational strategic planning and management oriented to the future to improve the technique of State (Behn, 1980; Bryson, 1988; Bryson, 1995; Meising and Andersen, 1991; Backoff and Nutt, 1992). Indeed, his advice are respected. Berry and Wechsler (1995) found that six out of ten governments in response to their national systems of collection, strategic planning and another in ten said that the intention to do so in the future. They came to the conclusion that strategic planning has been a successful public sector management, innovation. ”

In addition to the use of the strategic planning of public institutions, some governors have begun processes, product plans for the whole country. Instead of Soviet-style, ten-year plan or attempted social engineering in the grand style, this state of strategic plans have a general framework for the development of law and order. Like other countries can develop their own plans, this article (1) Please describe the strategic planning process in Oregon, one of the main countries, (2) that are part of this process are the most precious, and (3) offer suggestions for future plans.

What was Oregon’s developing strategic plans?

The Oregon State has two strategic plans during the last ten years, another process. In this section of the article are the changes in the dramatic context, that it led to what the original plan, in the late 1980, and the update on the mid-1990.

For most of this century, Oregon economy was heavily dependent on mining and industrial processing. Works harvesting in forests of trees in the loading areas of cereals, or in fishing vessels of the Fang was the dominant form of life for many Oregonians. Many other jobs in rural areas depends on Oregon were the natural resources and manufacturing, and even Portland, the state of the great metropolis, was a hub for the distribution of goods in rural areas of the State. With the slowdown in the forest products industry in the early 1980, Oregon’s natural resource-based economy entered a long and deep recession. Revenue declined, the national unemployment rate reached a level two, and many people leaving the state.

The strategic plan of origin

Until mid 1980, there were signs of a slight economic improvement in Oregon. Even if the unemployment rate was lower per capita incomes were still nearly 10 percent below the national average - a particular concern, then governor Neil Goldschmidt. The lifting of the state of recession in early 1980, Governor Goldschmidt asked more than 150 business and community leaders to help write a strategic plan for the state, the plan devised with the title of ‘Oregon Shines: Economic Strategy for the Pacific century, was in the year 1989 (hereinafter referred to as the Oregon Shines I).