1. P e r f o r m a n c e Measuring Results of Organizational Performance Lesson 2 Organizational Strategic Planning

2. P e r f o r m a n c e Measuring Results of Organizational Performance What does GPRA require in Strategic Plans? Comprehensive Mission Statement (Vision Statement optional) General Goals and Objectives Strategies to achieve Goals and Objectives Relationship between General Goals and Annual Performance Goals Awareness of key external factors Program Evaluations (e.g., PART) Congressional/Stakeholder consultations

3. P e r f o r m a n c e Measuring Results of Organizational Performance Let’s Get the GPRA Terminology of Organizational Alignment Straight Vision Where are we going? Mission Why do we exist? Goals What do we hope to do? Objectives What will we specifically do? Measures How are we doing? Where do we want to be in the future? What do we need to achieve our vision and deliver mission What specifically do we need to achieve? Strategy How will we get there? What ways and means can we use to get there?

4. P e r f o r m a n c e Measuring Results of Organizational Performance What is a good Vision Statement ? Show where organization is going in future Inspire and energize the workforce Helps create a mental image of the idealized state Usually has summary statement for the organization to rally around

5. P e r f o r m a n c e Measuring Results of Organizational Performance What is a good Mission Statement ? Define Success Achievable Measurable Results-Oriented Identify Customer Show Value Added to Customer Unique to Organization

6. P e r f o r m a n c e Measuring Results of Organizational Performance DEPARTMENT OF VETERANS AFFAIRS To provide veterans the world-class benefits and services they have earned – and to do so by adhering to the highest standards of compassion, commitment, excellence, professionalism, integrity, accountability, and stewardship DEPARTMENT OF INTERIOR Communities Communication, consultation, and cooperation, all in the service of conservation and community DEPARTMENT OF AGRICULTURE To expand economic opportunity through innovation, helping rural America to thrive; to promote agriculture production sustainability that better nourishes Americans while also helping feed others throughout the world; and to preserve and conserve our Nation’s natural resources through restored forests, improved watersheds, and healthy private working lands. DEPARTMENT OF ENERGY The Department’s vision is to achieve results in our lifetime ensuring: Energy Security; Nuclear Security; Science-Driven Technology Revolutions; and One Department of Energy--Keeping our Commitments. Examples of Vision Statements

7. P e r f o r m a n c e Measuring Results of Organizational Performance DEPARTMENT OF VETERANS AFFAIRS To fulfill President Lincoln’s promise – “To care for him who shall have borne the battle, and for his widow, and his orphan” – by serving and honoring the men and women who are America’s veterans. provide veterans the world-class benefits and services they have earned – and to do so by adhering to the highest standards of compassion, commitment, excellence, professionalism, integrity, accountability, and stewardship. DEPARTMENT OF INTERIOR The U.S. Department of the Interior protects and manages the Nation’s natural resources and cultural heritage; provides scientific and other information about those resources; and honors its trust responsibilities or special commitments to American Indians, Alaska Natives, and affiliated Island Communities. DEPARTMENT OF AGRICULTURE We provide leadership on food, agriculture, natural resources, and related issues based on sound public policy, the best available science, and efficient management. DEPARTMENT OF ENERGY Discovering the solutions to power and secure America’s future. Examples of Mission Statements

8. P e r f o r m a n c e Measuring Results of Organizational Performance What a good goal IS… One that inspires employees and increases performance One that does not increase employee stress One that does not punish failure One that is not too specific One of only a few One that has the right time horizon Somewhat easily achievable (Goals Gone Wild, Ordóñez, Schweitzer, Galinsky and Bazerman, 2009)

9. P e r f o r m a n c e Measuring Results of Organizational Performance What a good goal is NOT: – One that narrows focus – One that motivates risky behavior – One that lures people into unethical behavior – One that inhibits learning – On that increases competition vice collaboration – One that decreases intrinsic motivation (Goals Gone Wild, Ordóñez, Schweitzer, Galinsky and Bazerman, 2009) What a good goal is NOT…

10. P e r f o r m a n c e Measuring Results of Organizational Performance (VISION) The Nation’s Preeminent Emergency Management and Preparedness Agency (MISSION) Reduce the loss of life and property and protect the Nation from all hazards, including natural disasters, acts of terrorism, and other man-made disasters, by leading and supporting the Nation in a risk-based, comprehensive emergency management system of preparedness, protection, response, recovery, and mitigation. (STRATEGIC PLAN GOALS) 1. Lead an integrated approach that strengthens the Nation’s ability to address disasters, emergencies, and terrorist events 2. Deliver easily accessible and coordinated assistance for all programs 3. Provide reliable information at the right time for all users 4. FEMA invests in people and people invest in FEMA to ensure mission success 5. Build public trust and confidence through performance and stewardship FEDERAL EMERGENCY MANAGEMENT AGENCY (FEMA)

11. P e r f o r m a n c e Measuring Results of Organizational Performance (VISION) Good Jobs For Everyone (MISSION) The purpose of the Department of Labor is to foster, promote, and develop the welfare of the wage earners, job seekers, and retirees of the United States; improve working conditions; advance opportunities for profitable employment; and assure work-related benefits and rights. (STRATEGIC GOALS) 1. Prepare workers for good jobs and ensure fair compensation. 2. Ensure workplaces are safe and healthy. 3. Assure fair and high quality work-life environments. 4. Secure health benefits and, for those not working, provide income security. 5. Foster fair working conditions in the global marketplace. DEPARTMENT OF LABOR

12. P e r f o r m a n c e Measuring Results of Organizational Performance 1. Prepare workers for good jobs and ensure fair compensation. (OUTCOME GOALS) Increase workers’ incomes and narrow wage and income inequality. Assure skills and knowledge that prepare workers to succeed in a knowledge-based economy, including in high-growth and emerging industry sectors like “green” jobs. Help workers who are in low-wage jobs or out of the labor market find a path into middle class jobs. Help middle-class families remain in the middle class. Secure wages and overtime. 2. Ensure workplaces are safe and healthy. (OUTCOME GOAL) Secure safe and healthy workplaces, particularly in high-risk industries. 3. Assure fair and high quality work-life environments. (OUTCOME GOALS) Break down barriers to fair and diverse workplaces so that every worker’s contribution is respected. Provide workplace flexibility for family and personal care-giving. Ensure worker voice in the workplace. DEPARTMENT OF LABOR GOALS

13. P e r f o r m a n c e Measuring Results of Organizational Performance 4. Secure health benefits and, for those not working, provide income security. (OUTCOME GOALS) Facilitate return to work for workers experiencing workplace injuries or illnesses who are able to work. Ensure income support when work is impossible or unavailable. Improve health benefits and retirement security for all workers. 5. Foster fair working conditions in the global marketplace. (OUTCOME GOAL) Assure that global markets are governed by fair market rules that protect vulnerable people including women and children, and provide workers a fair share of productivity and a voice in their work lives. DEPARTMENT OF LABOR GOALS

14. P e r f o r m a n c e Measuring Results of Organizational Performance Who are the players? (more terminology) Stakeholders – those that have a vested interest in your success or failure Customers – the direct recipient of goods and services Employees – those with the ability to change and improve

15. P e r f o r m a n c e Measuring Results of Organizational Performance Tonight’s Homework: The Strategic Plan Locate the following three documents – EPA 2006-2011 S trategic Plan (very large document – 184 pages; Note: do not print) – EPA 2011-2015 draft S trategic Plan (smaller; 57 pages) – Government Accountability Office report # GAO/GGD-10.1.16; May 1997 Agencies’ Strategic Plans Under GPRA: Key Questions to Facilitate Congressional Review Be prepared to discuss tomorrow with the class