LINKING STRATEGIC PLANNING AND BUDGETING: A CASE STUDY OF THE NEW JERSEY DEPARTMENT OF TRANSPORTATION

Strategic approaches to planning and management in the public sector are becoming accepted. Clearly, formal long-range planning that simply projects current trends into the future is wholly inadequate for managing government agencies in an environment with ever-changing political, economic, and legal considerations. Indeed, the benefits of strategic approaches to managing business are well demonstrated in the public sector. The implementation of strategic plans through the annual budget process is discussed. During the past year and a half, the New Jersey Department of Transportation (NJDOT) has developed a strategic planning process under the direction of a strategic planning task force consisting of the commissioner of transportation and other senior management. Over the course of the process, department and division level missions, objectives, and strategies were drafted. On the basis of these, implementation plans were developed that linked planning intentions to the resources needed and available to carry out programs. With the addition of budget-oriented performance measures to the implementation plans, the strategic planning and budgeting processes were joined. A key addition to the implementation plans for future cycles is the inclusion of resources dedicated to resolving critical issues faced by NJDOT.

Media Info

  • Features: Figures; References;
  • Pagination: p. 147-152
  • Monograph Title: Finance, planning, programming, economic analysis, and land development 1991
  • Serial:

Subject/Index Terms

Filing Info

  • Accession Number: 00621760
  • Record Type: Publication
  • ISBN: 0309051150
  • Files: TRIS, TRB
  • Created Date: Apr 30 1992 12:00AM