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	The contextual planning model seems to be a very appropriate model for human service organizations. It can deal with the irregularities of the external world while remaining reasonably simple. It incorporates the complex and unique characteristics of the organizations that provide education, treatment, and other human services. In addition, it provides some guidelines for interpreting the organization’s system of operation. It recognizes that these organizations consists of a unique and loosely coupled group of professionals who maintain a somewhat independent status. It is not a re-worked corporate approach! This process co-opts the members of the institution by planning and managing with their collaboration, skill, and strength. Robert G. Cope proposes context as the fundamental basis of planning for the future. He feels that the essential nature of any organization appears to be determined by the interplay of components in context. The concept of context is fundamental to determining what and how. Contexts are defined as any internal and external elements that have an impact on the organizations. This consideration of internal and external elements is what Toffler (1984) claims will be necessary for organizational survival in the future. This approach offers leaders and administrators a process that takes into account both the loosely coupled internal context and the loosely bounded relationship with the external environment. Contextual planning, then, goes beyond strategic planning. Contextual planning is custom fit to the human service sector. Contextual planning helps to determine a strategic direction. It looks at the unique way that its many elements are interwoven and composed. Contextual planning also seems superior to other approaches because it makes an essential distinction between what is done and how something is done. What emphasizes adapting, moving in the right direction, doing the right things. How stresses operating efficiency, delivery systems, short range planning, doing things right. If the institution is heading in the wrong direction, what good is an approach that emphasizes greater operating efficiency? Traditional long range planning focused on doing things right~ strategic planning focused on doing the right things. Now there is a model that balances both of these contexts to provide a plan to deal with the rising internal and external "Novelty Ratios" that Toffier (1984, p. 71) predicts will face all future organizations. Before closing this discussion of the contextual planning model, it is important to note that Cope (1984) goes beyond presenting a model in isolation. He offers a 6:6 process model to aid in the execution of the contextual planning model. The 6:6 process is built around the responses to the following six questions: 1. What is the mission of the institution? Who is served and what do they get? 2. What has been making the difference between success and failure? What are the key success factors? 3. What is changing in the marketplace and what is the competition doing? 4. How well is the institution using its competitive advantage? 5. What is the best strategy for the future? 6. What must be done using each of the key success factors to implement the strategy? In summary, the contextual planning model addresses the unique aspects of child and youth care organizations. It was designed specifically for organizations that serve people. It builds on experience and our lessons learned from previous planning approaches and it takes into account those factors that futurists predict will be important for survival. Ultimately it enables organizations to find their most advantageous course. Today’s administrator can use this model to guide or direct his or her own planning process. Knowledge from this review and proposal can also serve to assist the administrator in becoming a more educated consumer of consulting services. In any case, the key to providing growth, vitality and quality services, today and in the future, will begin with a well suited planning process.
	JOHN SULLIVAN Sullivan, J. (1989) The total agency planning model: Implications for agencies serving children and youth. The Child and Youth Care Administrator, Vol.2 No.2 pp 44–49