The Secretary’s Policy Planning Staff

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Policy Planning and New Institutional Capabilities - Rcpar.org

The Secretary’s Policy

Planning Staff


The Secretary’s Policy

Planning Staff


The Secretary’s Policy Planning

Staff

• Who we are

• Political leadership

• Political appointees

• Career diplomats

• Appointed experts

• Seconded interagency presence

• Regional and functional coverage


The Secretary’s Policy

Planning Staff

• What we do:

• Mid to long range planning

• Implementing the Secretary’s priorities

• Breaking stovepipes

The voice of dissent

The tools we have:

• Direct advice and access to the Secretary

• Our people

The clearance process

• Speechwriting


Policy Planning

in Foreign Policy

• Goals and Purposes

• Looking beyond the horizon

The X-telegram

The rise of the “G-groupings”

• Driving the bureaucracy

• Food security

• Ensuring coordination

The Haiti response

• Bringing the “outside” “inside”

• Think tanks, academe, etc.


Academe

Secretary

World

Events

Think Tanks

Policy

Discussions

Bureaus

Policy

Idea

Interagency


Policy Idea

Policy Goal and

Strategy

Secretary and

Senior

Leadership

Outcome

Implementation

Regional and

Functional

Bureaus


• Seeing the policy goal

• Thinking outside the box

• Building the strategy

• “Bite size” pieces

• Selling the idea

• Up: to the Secretary

• Down: to the institution

• Giving away ownership

• Moving beyond the memo

Policy Planning in

Foreign Policy


Policy Planning

in Foreign Policy

The domestic and international contexts

• Domestic context as constraint and opportunity

• Budget constraints

• International context as constraint and opportunity

The global financial crisis


Policy Planning

in Foreign Policy

• Challenges and Opportunities

• Overcoming inertia

• Bureaucratic stovepipes

• Financial constraints

• A new administration

• Turning crisis into opportunity

• Thinking outside the box


Policy Planning in

Foreign Policy

• Three keys to success

• Anticipating the unexpected

• Thinking strategically

• Seeing the connections


New Institutional Capabilities

Policy Planning within existing capabilities

• Existing capabilities as real constraint

• Existing capabilities as mental constraint

• From policy planning to capabilities planning

• Determining needs

• Setting goals and priorities

• Getting beyond the status quo

• How to get there?


New Institutional Capabilities

The challenge

The urgent over the important

• Bureaucratic stagnation

• Decisions are hard

• Lack of political will

• Fear of change

• Lack of resources

• Lack of time

The dusty report

Too often, stagnation prevails


Driving Institutional Change

• Ad hoc reform

• Political commitments

• Regular capabilities review, planning, and reform

• A person vs a process

• Top down vs. bottom up


The QDDR

• Origins: The Department of Defense (QDR)

The Secretary’s commitment

• Designing a process

• Phase I: identifying the needs

• Building a global architecture of cooperation

• Leading and supporting whole of government solutions

• Investing in the building blocks of stronger societies

• Preventing and responding to crisis and conflict

• Building operational and resource platforms for success


The QDDR

• Phase II: Developing recommendations

• Twelve task forces

• Mix of leadership and expertise

• Inside and outside consultation

• Guidance and feedback

• Task force reports and recommendations

• Phase III: Decision making

• Who decides?

• Finding the “win set”

• Making the trade-offs


The QDDR

• Phase IV: Implementation

• Implementation as part of the process

• An institutional home

• Insiders and outsiders

• Timelines

• Repeating the cycle


The QDDR

• Some outcomes (preliminary preview)

• Greater flexibility of diplomatic presence

• Elevation of development as core pillar of foreign policy

• Deployable crisis response and prevention capability

• Procurement reforms

• Human resource reforms

• Operational State Department

• Innovation


Capabilities review process

Identify the

needs

Design the

process

Research and

analysis

Decisionmaking

Review and

narrowing

Stakeholder

consultation

Implementation

Monitoring and

evaluation


Lessons for Institutional

Capacity Building

The need for a routine process

• Moments of opportunity and political will

• Setting the vision

• Identifying the needs

• Recognizing structural constraints

• Identifying and engaging stakeholders

Planning for implementation


Lessons for Institutional Capacity

Building

• Balancing top down and bottom up

• Process legitimacy

• Having the right people in the room

• Finding the win-sets

• Structural lock-ins

• Monitoring and evaluation

The limits of change


Lessons for Institutional Capacity

Building

• Balancing top down and bottom up

• Process legitimacy

• Having the right people in the room

• Finding the win-sets

• Structural lock-ins

• Monitoring and evaluation

The limits of change


The Review Cycle

QDDR

Monitoring and

evaluation

Decisions

Implementation


Questions and Discussion

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