A strategic planning process for the Department of Forestry in Indonesia

The study is an effort to:

1. Review the process of strategic planning for public agencies with the intent to examine how the existing knowledge can be applied to the organization of the Department of Forestry in Indonesia.

2. Develop a process of strategic planning for the Department of Forestry in Indonesia.

Institutional constraints are very significant obstacles to effective development of the forestry sector in Indonesia. Effective leadership, appropriate policy development and planning, and effective use of human resources are necessary elements to help reach the potential of forestry development. It will be important for the Department of Forestry to effectively plan how it will develop and utilize its limited resources, to meet the increased demands from the forestry sector. Given effective planning and execution, the forestry sector will be better able to successfully reach its potential in economic development. A strategic planning process is intended to help the Department of Forestry fulfill its mission and improve its performance. Accordingly, given the potential of Indonesia's forests, and the obstacles for effective forest utilization, an effective strategic planning process for the Department of Forestry is highly desirable.

Some general concepts of strategic planning process for public agencies in the United States were reviewed. A strategic planning process for the Department of Forestry was developed by modifying the general concept in order to be applicable to the organization of the Department of Forestry in Indonesia. The strategic planning process developed in this study is intended to produce three outcomes:

1. The development of institutional and individual learning about the Department of Forestry, and the external world which impacts its performance, and about the interaction between the Department of Forestry and the external world.

2. The preparation of a formal strategic plan.

3. The development of constructive cooperation between the Department of Forestry and its stakeholders.

Conclusions of this study are:

1. Strategic planning is a series of discussions and decisions among key officials, other managers and key stakeholder groups about the fundamental matters affecting performance of the Department of Forestry. A process of strategic planning for the Department of Forestry is to help key officials and other managers learn the relationship between the Department of Forestry and its environment, identify the issues that emerge from it, and resolve the important issues.

2. Strategic planning is a line management function. Key officials and other managers in the Department of Forestry are "planners" in the strategic planning process.

3. Strategic planning can help the Department of Forestry focus on accomplishing its mission. Given different, perhaps antagonistic, interests among stakeholders with regard to forest resources, it is important that the Department of Forestry maintain its sense of mission and direction. Resolving conflicts of interests among stakeholders is a continuous process. The strategic planning process can help the Department of Forestry frame and deal with these conflicts so as not to produce wide swings in direction and simultaneously address at least some needs of each stakeholder group. Therefore, strategic planning can guide the Department of Forestry to minimize uncertainties, and refocus its direction in this complex operating environment.

4. A climate that is open to candid assessment of problems and issues faced by the Department of Forestry is highly desirable in order to make an effective process of strategic planning. Such climate is important to catalyze institutional and individual learning. Strategic planning offers a process by which a candid assessment becomes institutionalized. This helps to remove the personal or "watch dog" nature of the assessment function.