2 Strategic and Performance Planning for Non Plann

The Essence Of Planning: 

The Essence Of Planning LeRon E. Bielak DOI Strategic Planning Coordinator Office of the Secretary – Planning Washington D.C. DOI Business Conference 2006

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Would you operate on a patient without a procedure in mind? Would you go to war without a strategy for winning? Would you run for political office without a game plan? Would your answers depend on whether you are “right or left-brained”? Answers: Hopefully not?

Setting a Course: 

Setting a Course In business or private life, major efforts take forethought and a sense of direction In government the need is just as great, if not greater, in order to accommodate the winds of political change.

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“If you don’t know where you’re going, you’ll probably wind up someplace else.” - Yogi Berra

GPRA Guides the Way: 

GPRA Guides the Way The Government Performance and Results Act of 1993 spells out the requirements for Federal strategic planning. It is grounded in core elements that are found in any planning approach. Public Law This act shall be entitled the Government Performance and Results Act of 1993

An Analogy: Preparing a meal : 

An Analogy: Preparing a meal What to fix? How much time? The “appointment” Kids back from school Weather Practice tonight?

What it boils down to:: 

What it boils down to: Mission: Happy Family life Goal: Family eating together Vision: Pleasing meal and loving environment Values: Nutritious food; good manners; sharing experiences Factors: Schedules, food available, time available, unexpected events ,etc. Tasks: Setting the table, preparing the food, fending off solicitors, washing dishes, etc.

Looking beyond the immediate: 

Looking beyond the immediate It is very easy to focus on the routine With long standing practices, there is a tendency to forget the larger purpose behind the immediate task In major efforts the bigger picture must first be considered (or revived) in order to confirm what routine or special tasks are vital and which are not

The Basic Strategic Plan: 

The Basic Strategic Plan Mission statement (Vision statement) (Values statement) Goals and Measures Means and Strategies Key External Factors Program Evaluations

The Basic Strategic Plan: 

The Basic Strategic Plan Mission statement Concise expression of what your organization is designed to do. Examples: To explore, use, and enable the development of space for human enterprise Our mission is to provide a quality liberal arts education to all students who attend State University

The Basic Strategic Plan: 

The Basic Strategic Plan Vision statement Describes, in contemporary terms, what the long-term success of the organization looks like. It may represent a challenge, commitment or expectation that can energize an organization Examples: Chrysler will do whatever it takes to become the # 1 auto manufacturer in America within 5 years. Our vision is to overcome declining enrollment to become the most attractive school to attend in our region for a quality education.

The Basic Strategic Plan: 

The Basic Strategic Plan Value statement For organizations that want to make a strong statement about underlying principles of the organization. Examples: -Customer satisfaction - Respect for our workforce - Quality products - Accountability, Modernization, Integration

The Basic Strategic Plan: 

The Basic Strategic Plan Goals and Measures A goal is an end toward which effort is directed; a stated result to be achieved Examples: This nation will land a person on the moon before the end of this decade Meet our fiduciary trust responsibilities to American Indians and Alaska Natives

A note on Goals: 

A note on Goals Goals are established at different levels within a plan Mission Goals: (Strategic Goals) Outcome Goals: intended results Strategies: elements that support the attainment of outcomes/ results -Increase economic development -Manage species populations to self-sustaining levels -Operate and maintain reliable, safe and secure facilities

The Basic Strategic Plan: 

The Basic Strategic Plan Measures A quantitative or qualitative gauge by which progress toward achieving a goal can be consistently measured and assessed. Examples: Decrease highway fatalities by 5% annually Improve visitor satisfaction with the quality of their recreation experience on DOI public lands by 15 survey points by 2012 Reduce the backlog of permit application decisions by 350 annually.

How does all this fit together?: 

How does all this fit together? MISSION VISION Outcome Goal Strategic Goal Strategic Goal Strategy Strategic Goal Outcome Goal Strategy Outcome Goal Strategy Outcome Goal Strategy Outcome Goal Strategy Strategy Strategy Strategy

How does all this fit together?: 

How does all this fit together? MISSION VISION Outcome Goal Strategic Goal Strategic Goal Strategy Strategic Goal Outcome Goal Strategy Outcome Goal Strategy Outcome Goal Strategy Outcome Goal Strategy Strategy Strategy Strategy

How does all this fit together?: 

How does all this fit together? MISSION VISION Outcome Goal Strategy Strategic Goal Outcome Goal Strategy Strategy Bureau 1 Performance Measures Performance Measures Performance Measures Performance Measures

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MISSION VISION Outcome Goal Strategy Strategic Goal To improve world health Eliminate at least 1 serious disease in the next decade Advance control of non-communicable diseases Eliminate polio worldwide Inoculate the most susceptible individuals PERFORMANCE MEASURES 100% of target population will be inoculated by 2012 New cases of polio will be zero by 2015 Activities Tasks and Milestones Vaccine Production -Priority setting -Distribution -Outreach Produce X million units of vaccine -Identify target population –Establish dispensing protocols by 2008 -Create outreach plan by 2007 Long-Term Annual 10% Reduction 15% yearly 12 million units

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DOI Strategic Plan Resource Protection Resource Use Recreation Serving Communities Management Excellence Program Evaluations Means And Strategies Key External Factors Individual Performance Standards PMA Re-engineer The Undervalued Elements Strategic Planning

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MISSION VISION Outcome Goal Strategy Strategic Goal Outcome Goal Strategy Strategy Performance Measures Performance Measures Performance Measures Performance Measures Outputs Tasks & Milestones Tasks & Milestones Outputs

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Team Players WANTED:

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BACK TO THE FUTURE:

Progress on DOI Strategic Plan Revision: 

Progress on DOI Strategic Plan Revision Process proposal approved late last summer Process kick-off in September 2005 Reviews by mission area (via teams of bureau representatives Revision proposals vetted through a Senior Review Board (Dep. Dir. Level) Recent reviews by Deputy Secretary, Assistant Secretaries, Special Trustee and Solicitor Comments collated for Secretarial review

Upcoming Outreach Steps: 

Upcoming Outreach Steps Public comment period (60 days) Stakeholder meetings Tribal meetings Congressional consultation OMB meetings Potential employee focus group mtgs

Critical Upcoming Internal Steps: 

Critical Upcoming Internal Steps Alignment of Department plan and bureau operational plans Finalize ABC activity mapping to Strategic Plan Definitional templates for measures Target setting Document design and production Departmental Surnaming

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Next plan expected to be served up around October 1