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NOAA’s Next Generation Strategic Plan Overview for the NCEP Corporate Board

NOAA’s Next Generation Strategic Plan Overview for the NCEP Corporate Board . Paul Doremus Director of Strategic Planning National Oceanic and Atmospheric Administration 14 October 2010 Columbia, MD. Background: Reasons for Strategy.

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NOAA’s Next Generation Strategic Plan Overview for the NCEP Corporate Board

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  1. NOAA’s Next Generation Strategic PlanOverview for the NCEP Corporate Board Paul Doremus Director of Strategic Planning National Oceanic and Atmospheric Administration 14 October 2010Columbia, MD

  2. Background:Reasons for Strategy Alignment and Collaboration: to enable NOAA business lines, staff, and external partners to work together with a common understanding of priorities, roles, responsibilities, and intended results Investment Decisions: to make well-reasoned, transparent investment choices based upon Administration and stakeholder priorities and upon NOAA’s distinctive capacity to address them Stakeholder Support: to demonstrate to DoC, OMB, and Congress the alignment of NOAA programs’ resource requirements with services requirements and with Administration and stakeholder priorities Performance Management: to monitor and evaluate agency performance (i.e., quality, efficiency, and effectiveness of efforts to achieve societal outcomes) and adjust strategy accordingly NOAA's Next Generation Strategic Plan

  3. NOAA's Next Generation Strategic Plan

  4. Long-term Goal: Weather Ready Nation Society is prepared for and responds to weather-related events Objective: Reduced loss of life, property, and disruption from high-impact events Objective: Improved freshwater resource management Objective: Improved transportation efficiency and safety Objective: Healthy people and communities by improving air and water quality services Objective: A more productive and efficient economy through environmental information relevant to key sectors of the U.S. economy NOAA's Next Generation Strategic Plan

  5. Major Public Commentson version 4.0 • Greater emphasis on NOAA’s partners and their roles Response: redeveloped sections on partnerships for each goal/enterprise; provided illustrative examples of specific partners • Greater emphasis on dependencies across strategic objectives Response: objectives in every goal/enterprise area edited to more strongly illustrate connections to other goal/enterprise areas • Check for consistency and feasibility of “evidence of progress” toward strategic objectives Response: reviewed and revised “evidence of progress” text, especially wrt long-term strategic and capital management plans NOAA's Next Generation Strategic Plan

  6. Other strong signals from staff and stakeholders NOAA's Next Generation Strategic Plan

  7. “Next Generation” Structure:Key Changes from Prior Plan • Long-term mission, vision, and goals frame short-term objectives • Outcome-oriented goals and objectives align to societal outcomes • Increased emphasis on service component of climate goal • Weather more comprehensive and linked to other goals • Ecosystems goal unbundled into ocean and coastal dimensions • Enterprise objectives replace sub-goals and cross-cutting priorities Mission, Vision Longer-Term, Broader Enterprise, Goal Objective Evidence of Progress Performance Measure Shorter-Term, More specific NOAA's Next Generation Strategic Plan

  8. “Next Generation” Process: Implementation via SEE Strategy Execution and Evaluation (SEE) Strengthen the linkage of strategy to execution: Line and Staff Offices are accountable for implementing NOAA’s strategic plan and associated annual priorities; Build our capacity to learn and improve through program evaluation: By leveraging existing performance metrics and evaluation methods, NOAA will approach performance evaluation in the systematic and rigorous manner that is expected by DOC and OMB; and Increase the efficiency of NOAA-wide decision-making: SEE features planning and executing with the same accounting structure, fiscal constraints introduced in the planning phase, and streamlined decision processes with fewer products. These and related changes will generate substantial efficiency gains. NOAA's Next Generation Strategic Plan

  9. NGSP Governance:Strategic Goals NOAA's Next Generation Strategic Plan

  10. NGSP Governance:Enterprise Objectives NOAA's Next Generation Strategic Plan

  11. GovernanceLine Office Accountability for Strategic Goals Principle: LO AA accountability for NOAA-wide strategic goals and objectives Implementation duties for each Line Office require: • Strategy lead (Strategic Planner / Goal Team Lead) • Budget lead (LO CFO) • Use of LO managers and staff to fulfill coordination functions for strategic objectives NOAA's Next Generation Strategic Plan

  12. AAs’ and Directors’ Role “Accountability” • Use performance information to lead, learn, and improve outcomes; • Communicate performance coherently and concisely for better results and transparency; and • Strengthen problem-solving networks, inside and outside government, to improve outcomes and performance management practices. • “Managers are accountable for setting specific outcome-focused goals, measuring progress toward meeting the goals, tracking completion of key milestones, comparing progress among peers to identify better practices, looking for factors that government can influence and that affect trends, adopting and implementing cogent strategies based on analysis of performance and other relevant data, using performance data to confirm achievement of intended outcomes, making quick adjustments to strategies when they are not working, and reporting to the public in useful and accessible ways – candidly, coherently, and concisely.” • OMB Performance Improvement Guidance • (June 25, 2010) NOAA's Next Generation Strategic Plan

  13. Councils’ RoleIntegrated Planning & Execution A venue for coordinating where there is shared accountability, particularly for Enterprise objectives • Plan, report, and evaluate an integrated approach to a corporate strategic objective where multiple LO/SOs are involved • Member organizations are individually responsible for executing what they agree to as part of council • Council has the discretion to designate one or more member organizations responsible for coordination of materials, analysis, and composition NOAA's Next Generation Strategic Plan

  14. Next Steps • Final NGSP clearance (this week) • Implementation of NGSP • Annual Guidance Memorandum (October ) • Implementation Plan, for FY 2011-17 (through early January) • Annual Operating Plans, for FY 2011 (30 days after Approp/CR) • Corporate Portfolio Analysis (early January) • Budgeting, for FY 2013-17 (January – April) NOAA's Next Generation Strategic Plan

  15. BACKUP NOAA's Next Generation Strategic Plan

  16. Response to Charge from NECJanuary 27, 2010 NOAA's Next Generation Strategic Plan

  17. Work Smarter, More Efficiently PPBES PLANNING PRGRAMMING BUDGETING EXECUTION Strategy Execution & Evaluation Execution, Evaluation Strategic Planning • Focus on execution and accountability • Combine Planning and Programming • Respond to DOC-driven changes to budgeting • Strengthen Evaluation Budget Development NOAA's Next Generation Strategic Plan

  18. Science, Tech, Policy Trends, Fiscal context from PresBud (FY11) 6 Evaluate Programs P2P 1 Focus Attention AGM Implementation Analyses, AOP (FY11) adjustments, Performance monitoring, BSC reporting 0 Align Organization IP 5 Execute Programs AOP 2 Assess Options CPA 4 Reassess Options CPR 3 Request Budget Bud AOP (FY12) revisions per Appropriation NOAA Program Review, DoC Program Review DoC Budget (FY13), Appropriation (FY12) NOAA's Next Generation Strategic Plan

  19. Annual SEE Process and Products(Includes DOC Budget Review Requirements) * Decision points for collective NOAA leadership NOAA's Next Generation Strategic Plan

  20. AGM:Strategy Implementation • The Annual Guidance Memorandum (AGM) establishes programmatic priorities as the first, formal step in the implementation of the Next Generation Strategic Plan. • The priorities identified in the AGM: • Respond to urgent challenges that can be addressed only through concerted efforts of NOAA’s entire organization and with partners • Will shape NOAA’s execution focus in FY 2011, its preparations for FY 2012, and its plans for FY 2013-17 • Are rooted in current year execution realities and, must be planned for using realistic fiscal assumptions NOAA's Next Generation Strategic Plan

  21. Implementation Priorities for FY 11–17: Strategic Goals and Objectives NOAA's Next Generation Strategic Plan

  22. Implementation Priorities for FY 11–17: Enterprise Objectives NOAA's Next Generation Strategic Plan

  23. Current Fiscal Assumptions for Planning FY 2011: Assume a Continuing Resolution (CR) for the first six months of FY 2011 (with an anomaly for satellites in the second quarter) and President’s FY 2011 Budget request for the remaining six months. FY 2012: Assume DoC’s FY 2012 Budget request FY 2013-17: Assume out-years of DoC’s FY 2012 Budget request. NOAA's Next Generation Strategic Plan

  24. Implementation Plan The purpose of the Implementation Plan (IP) is to: • Explain how the NGSP will be accomplished • Establish the benchmark against which evaluation of success is measured • Capture the relationship among Enterprise Objectives necessary to accomplish NGSP goals and objectives • Link strategy to budget formulation NOAA's Next Generation Strategic Plan

  25. Sequenced Development of Implementation Plans October November January NGSP & AGM LO/SO Strat Plans Coordination by Lines Coordination by Lines FY12 DoC Bud Strategic Goals FY11 Pres Bud, AOP Imp. Plan v 0.5 Imp. Plan v 1.0 NGSP & AGM Exchange of initial ideas from existing documents Exchange of requirements and performance expectations LO/SO Strat Plans Capital Plans FY12 DoC Bud FY11 Pres Bud, AOP Imp. Plan v 0.5 Imp. Plan v 1.0 Enterprise Objectives Coordination by councils Coordination by councils NOAA's Next Generation Strategic Plan 25

  26. Corporate Portfolio Analysis Given AGM priorities and fiscal guidance, PPI will work with LO/SOs to answer the following questions with their Implementation Plans for presentation to Leadership: Accomplishments: What can you achieve? What products/services are possible, and what benefits would result (w.r.t. Evidence of Progress outcomes from NGSP)? Gaps and Risks: What can’t you achieve? What products/services are not possible, and what benefits would be foregone (w.r.t. Evidence of Progress outcomes from NGSP)? Priority Solutions: Which gaps would you close? Assuming resources were available, which of the gaps you identified are the most important to fill? Explain your choices with respect to benefits. NOAA's Next Generation Strategic Plan

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