# Presentation: 175334

## The Essence Of Planning

- LeRon E. Bielak
- DOI Strategic Planning Coordinator
*Office of the Secretary – Planning*
*Washington D.C.*

- DOI Business Conference 2006

## 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?

- 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

- 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.

## 					- Yogi Berra

*** ******you’ll probably wind up someplace else.”***
***	******	******	******	******	******- Yogi Berra***

## 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 

- What to fix?  How much time?

- The “appointment”

- Kids back from school

- Weather

- Practice tonight?

## 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

- 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

- Mission statement
- (Vision statement)
- (Values statement)
- Goals and Measures
- Means and Strategies
- Key External Factors
- Program Evaluations

## 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

- 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

- 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

- 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

- 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

- 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?

- 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?

- 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?

- MISSION

- VISION

- Outcome Goal

- Strategy

- Strategic Goal

- Outcome Goal

- Strategy

- Strategy

- Bureau 1

- Performance Measures

- Performance Measures

- Performance Measures

- Performance Measures

## 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

## Program 

- 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**

## 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

## Team Players

- WANTED:

## BACK TO THE FUTURE:

*BACK TO THE FUTURE:*

## 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

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

## 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

## Next plan expected to be served up around October 1

## Slide 28