Planning the future of the NMI

So why must we plan for our future?

A set of a fully thought out plan “provides a clear sense of direction and confidence in understanding where we’re going and what needs to be done in the process. It permits private and public sector managers the opportunity to collectively examine and analyze alternative course of action with greater understanding of the likely consequences of specific plans.

The planning process “forces managers to shake off their inertia and insular outlook; it induces them to look beyond their noses, beyond today and tomorrow, and beyond immediate concerns. It encourages them to probe and cut through complexities and uncertainties before them and gain control over the elements of change.”

It also “reduces the incidence of impulsive and arbitrary decisions and ad hoc actions; it obviates exclusive dependence on the mercies of luck and chance elements; it reduces the probability of major errors and failures in managerial actions. It injects a measure of discipline in managerial thinking as the plan moves into the implementation stage.” It encourages smooth collective action as a single team.

With an accumulated history of failure to forging a financially solvent government, we ponder what’s next as the high tide of bankruptcy begins to rush ashore.

We never had a set of plans or blueprint to follow stated goals or mission statement. Therefore, there’s no chance whatsoever for retrospective review of success or failure on fully thought out policies. It’s all ad hoc or helter-skelter, thus the deepening mess. The prevailing attitude of inconsequence has dangerously hardened into some strange culture of arrogance and dismissive acquiescence.

Imagine the benefits we would reap if we had a planned future. It would have made a difference between mediocrity and excellence. Just acting would change the parameters of old time mañana habit into proactively finding solutions based on reasoned analysis. But we’ve failed. We have neither mediocrity nor excellence to use for analysis on the radar screen of performance.

As it is now, there’s no plan to guide us forward. You can see it clearly in the current state of dystopia—where nothing works—that leaves most folks pondering the imponderable. A classic is the Retirement Fund. We loaded it with good intentions but must now swallow its dire consequence—bankruptcy. Call it self-government, island style, spend every penny to death!

At any rate, a recent news item says the administration would be working on a socio-economic plan soon. Six years into its term? Perhaps the plan by Interior’s OIA is just as timely on this score. It’s time to work on a partnership basis over delightfully empty platitudes. It should put the issue into perspective. Uncle Sam is coming in to assist organize the net effect of disorientation and obvious lack of organization in strengthening local self-government. You may subsequently call it “takeover” or “federal interference” but OIA knows the gut sentiment of governance, unfortunately.

Unless the NMI engages thoughtful and critical planning with resolve to make quick shifts within context to any of its plans’ components, we’re leaving everything to luck and chance. As it is, even the captain can’t navigate our ship claiming he’s lost his navigational tools. This is what happens when the team hits ground, confused over the direction of its goal post. Let’s do it! The tide moves in and out of our shores but never waits for anybody.

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Think tank a must

My salute to PSS for taking the leap of faith by establishing its “think tank” to refine ongoing educational policies and the future of education in the NMI. It takes appropriate critical analysis of programs to monitor their intended goal, whether it was accomplished at a set period, and what needs to be undertaken to improve it.

If I may illustrate a point: In recent years, the School of Education at NMC was very successful in the education and placement of the best teachers Marianas-wide. In short, it produced the best teachers between here, Guam and the State of Aloha. Now, this is something to look at and emulate as we move into other specialties beyond education.

It makes it imperative that the administration establishes, under its OMB a fully equipped socio-economic division headed by an economist of stature. This office should also include a research and development center, its role or syllabus fully and clearly defined.

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The Legislature must also use its Legislative Bureau to support the work of all standing committees as legislation is submitted for review. Unless it fully uses the bureau, the work of the Legislature would be compromised unnecessarily. For instance, let’s say the administration submits a socio-economic plan for review and disposition. Is the bureau equipped with expertise to dissect such plans? If not, will it use its funds to retain appropriate expertise to assist in the detailed analysis of such a plan if only to allow policymakers a clue on what’s in the plan?

Assuming too that a certain legislator wishes to explore claims of the NMI’s rights to it territorial and 200-mile EEZ. Is the bureau financially equipped to retain a worldwide expert on international law of the sea? If we wish to make preludes to establishing and fostering networking with the U.S. Congress and White House, is the bureau equipped with the people to begin this legwork to establish our right hand, fully cognizant of what the left hand is doing? These are just thoughts to begin putting issues into perspective.

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