b credibility through accountability usda forest service uilding credibility through accountability...

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Credibility Through AccountabilityUSDA Forest Service

uilding credibilitythroughAccountability Juneau, AK December 16, 2003


ObjectivesProcess

Timeline

Decision Making

Understanding

Support as Champions

Roles of Leadership


What is it?•Change in Agency Culture!•Links Strategic Plans and Performance•Business Plans•Managing to Outcomes•Performance Measures•Means to Track Performance•Integration of Budget and Performance

What it isn’t!•Easy•Going away•Initiative of the month•Project•Program•Pilot in the traditional sense


RLT Decisions on 8/13-14/03:•We will use a business planning process to produce results for our customers.•Anchor business planning to BLI’s•Develop a region-wide strategic business plan•OFM/SEA team draft a timeline for business planning process.•Dev. and implement training so performance info can be used to make decisions•Dev. and implement communication strategy•RLT will incorporate perf. measures into their own perf. plans

What has been done in response to decisions:

•Performance Contractor Selection complete•Developed a plan of action and timeline for next year


Where are we headed and when?

•Business Planning Workshops Jan 12 thru May 30, 2004•Regional Strategic Planning June 28 thru July 2, 2004•Annual Plans and Budget Form. Jan 5 thru Dec 31, 2004•Training on Concepts and Method. Dec 15 thru Sept 30, 2004•Facilitator Capacity Building Apr 1 thru Sept 30, 2004•Change Mgmt. Dec 15 thru Sept 30, 2004•Mgmt. Capacity Building July 1 thru ?•Communication Plan/Execution Dec 12 thru Sept 30, 2004•Strategic Business Planning Resource Guide Dec 31,2004


You Still May be asking, “Why”?

•Studied what to do long enough, time to act•Budgetary perspective/drivers; Congress•Opportunity to lead the Nation•Clearly articulate our story

Leadership Focused on Alignment and Integration

Alignment of Services, Activities, Performance Measures, Programs, National Performance Measures

Integration of Business Processes including • Strategic Business Planning• Performance Measurement, • Budget Formulation-Presentation-Execution-Evaluation• Employee Performance• Communications and Reporting• Decision Making

How Do Organizations Successfully Change?

1. Decide What to Do

2. Do It

3. Do It All the Time

Consistency with Flexibility

National Consistency in Methodology, Language, Leadership, Communications, Performance Informed Decision Making

Local Flexibility to design plans and manage performance unique to each program

Change Management – Formative Evaluation

Begin with the End in Mind, i.e. Results from Business Planning, Strategic Planning, Budget Formulation and Integration, etc.

Recommendations on Evaluation Criteria for February RLT Meeting


Roles and Responsibilities:

•National Leadership Team (NLT)•Executive Steering Team (EST)•Regional Forester’s Team (RFT)•Regional Leadership Team (RLT)•Forest Leadership Teams (FLT)•Strategic Effectiveness and Accountability (SEA) Team•Employees


Roles and Responsibilities (NLT):

•Ensure Development of the Agency Performance Accountability System•Champions for Credibility through Accountability•Define Top Issues and Results•Presence in Business Planning Workshops •Review Workshop Products•Determine Whether Reporting Needs Are Met


Roles and Responsibilities (EST):

•Overall Responsibility for Agency Performance AccountabilitySystem •Coordinate with Credibility through Accountability•Manage “System” component of PAS •IT/Software Solution (Hyperion Scorecard)•Developed Consolidated Activities List


Roles and Responsibilities (RFT):

•Champions for Credibility through Accountability

•Bi-weekly Review of Business Planning Products:

•Purpose statements•Performance Measures•Services•Activity development of cost pools


Roles and Responsibilities (RLT):

•Champions for Credibility through Accountability•Full Participation in Business Planning Workshops •Coordinate with National Program Directors•Select Participants for Workshops (R10 and other R/S/As)•Full Participation in Region-wide Strategic Business Planning Workshop•Spokespersons for Credibility through Accountability

•Present at National Conferences•Possible participant in nation-wide “Road Shows”


Roles and Responsibilities (FLTs):

•Champions for Credibility through Accountability•Workshop Participants•Formulation Involvement (ensure it is workable)•Championing Responsibility•Ultimate User of Performance Information


Roles and Responsibilities (SEA team):

•Champions for Credibility through Accountability•Manage Program•Manage the Performance Contractor•Schedule Workshops•Communicate Progress•Coordinate with IT/Software Solution•Track and Report Progress


Training Efforts – Building Capacity to Use Performance Information:

•Credibility Concepts and Methodologies

•Performance Budget Formulation

•Facilitator Capacity Building

•Performance Management Capacity Building


Hyperion Scorecard – PAS Software Solution:

•Companion to Credibility through AccountabilityProcess

•R10 and WO Will Develop Working Prototype

•If We Do Credibility through Accountability Well, Hyperion Scorecard will Work for Us…

•Otherwise, We Will Work for It…

•Look for Peek at February RLT


Workshop Particulars:•8 Participants•Balance R10 and other R/S/As (replicable and scalable)•Non R10 Programs:

•National Directors Responsible (SPRA, Range, R&D, etc.)

•Scheduled by SEA team•Who’s Paying?

Suggested Criteria for Participants:•Full Program Understanding•Leadership, Respect, Trust•Willing to advocate and champion in coming years•Available for entire process•Content and Customer Knowledge•Institutional knowledge and historical perspective


Prework to Business Planning Workshops:

•Familiarity with home unit equivalent of R10 Regional Emphasis Areas.•Familiarity with equivalent to CNF and TNF forest plan goals and objectives.•RLT – Have national program director expectations of what will be required to report after the workshop.•Provide national strategic plan measures to consultants

•No pre-work required for methodology

Credibility Through AccountabilityBusiness Planning Methodology and Products

Program Issue Identification Issue Statements

Activity Identification of Services Purpose Statement (Name, Summary of Services, Customer,

and Expected Result) Family of Measures (Outcomes, Outputs, Demands,

Efficiencies) Identification of Performance Partners and Cross-Cutting

Issues

Program Purpose Statement Key Outcome Measures (1 – from each Activity)

What Can This Methodology Do for the USFS and R 10?

Rigorous methodology, deep meaning conversations based on experience, templates, and facilitation will:

Establish Measurable Outcomes for all USFS Programs and Activities

Develop a clear sense of purpose for employees Ensure alignment with national priorities and objectives Give R10 and the USFS the ability to tell your story in

terms of results achieved Give managers performance information for decision

making and performance improvement

Workshop Pre-Work

R10 Region Emphasis Areas - Participants should come with a familiarity of their home units equivalent

Forest Plan Goals and Objectives Summary (Chugach & Tongass) - Participants need to be familiar with equivalent documents and issues

National Program Area Plans - RLT Role - Query national program director for their expectation of what will still be required to report after workshops

National Strategic Plan Measures - Hard wired into results of workshop

Credibility Through AccountabilityBusiness Planning Agenda

Initial Program Products – One Day Introductions Orientations and Overview Program Issue Identification Program Issue Statements


Activity Products - Approx. One Day Per Activity

For each Activity:• Identification of Services• Purpose Statement (Name, Summary of

Services, Customer, and Expected Result)• Family of Measures (Outcomes, Outputs,

Demands, Efficiencies)• Identification of Performance Partners and Cross-

Cutting Issues


Final Program Products – One Half Day Program Purpose Statement (Name,

Summary of Services, Customer Group, Expected Result)

Key Result Measures – 1 Per Activity

Business Planning Schedule

Timeframe: January 12-May 30, 2004

Weekly Schedule: Monday 8 am – Friday 5 pm

Location: Workshops in one city per week and in the same facility if at all possible

Attendance: R10, NLT, Other USFS Staff

Orientation and Overview Detail

Big Picture ( Purpose is to Change in way we do Business – Change in thinking, culture, paradigm – Chief’s / Assoc. Chief’s expectations for CTA) FS/W

Program/ Activity Elements (Time Commitment Priority – People are Customer – Methodology – For R10 and National) W

Constraints (National Program Plans, Activities, NSP, EA, FP) FS

Budget Integration and Formulation, methodology and schedule, aligns budget to national Strategic Plan FS/W

Orientation and Overview Con’t

Ground Rules ( Roles/ Responsibilities) Workshop Conduct, This is the Methodology) W

Definitions/ Terminology W Timelines FS/W Review Process FS or W Next Steps – expectations/ future Obligations,

Workplans/ Budget Integration, Region-wide Plan, Forest/ Region- Specific Measures, Data Collection/ Targets FS/W

Decision Making

Products from Workshops are considered draft until finalized by RFT thru the 4-Step Leadership Review

Decisions regarding draft Business Planning products made in the workshops are on the basis of consensus with exceptions noted

All participants are equal in the consensus process

Performance – BudgetIntegration Process

Assumptions:If BLI’s = Programs

&Accountability Follows the Money &Activity Results are being Measured and Achieved

Then Performance is Tied to Budget (PMA)

& USFS is Achieving Accountability for Results

Performance-Budget IntegrationBFIS Activities

$$$ Flows through BLI/Program to Activity A for Service Delivery

Example 1: Activity A Delivers the Services Directly = Measure Activity A

Example 2: Activity A Depends on Services in Activity B to Deliver Services = Measure Activity A

Example 3: Activity A contracts outside USFS for Service Delivery = Measure Activity A

Performance-Budget Integration Non-BFIS Activities

$$ Flows through various BLI’s to Cost Pool Activity X for Service Delivery

Example 1: Activity X Delivers the Services Directly = Measure Activity X

Example 2: Activity X Depends on Activity B to Deliver Services = Measure Activity X

Example 3: Activity B Receives the $$ and Depends on Activity X to Deliver the Service = Measure Activity B

Example 4: Activity X contracts outside USFS for Service Delivery = Measure Activity X


Leadership Review Process:•Business plan development in workshops•Consultant review (interim)•SEA Team review•RFT approval


Non-BFES Formulated Programs (Cost Pools et al):

•Perform these toward end of schedule •Options available:

1. Decide program and activities before workshop2. Decide programs before and activities during workshops3. Decide program and activities before workshop

Region-Wide Strategic Business Plan

1. Incorporates Entire Business Plan for All Programs and Activities

Additional Elements:

2. Issue Identification (Organize by Emphasis Areas)

3. Issue Statements

4. Goals – Measurable Strategic Results

5. Mission for the Region?

Region-Wide Strategic Business Plan

Participants: RLT Members

Schedule: June 28 – July 2

Pre-Work: Review Emphasis Areas, R 10 Business Plan, Forest Plans, USFS Strategic Plan

Decisions: Plan Elements, How the Plan will be used to Manage for Results and Tell the R10 Story


How Do the Business Plan and Other Plans Integrate?

•Agency Strategic Plan •National Program Plans•Regional Emphasis Areas•Forest Plans

Future Planning Processes

Consistent Methodology Needed - Integration of the R 10 Strategic Business Plan with USFS in ’04 & ’05 as RSA’s develop individualized measures

Methodology Needed – R 10 and USFS Second Year Business, Strategic Business and Annual Planning

Consistent Methodology and Focus on the Customer

To ensure consistency of quality and approach across the Forest Service, the Contract stipulates that only persons certified by Weidner can facilitate the process/methodology or train others within the USFS to facilitate the process/methodology.

Copyright Protections – Methodology and Materials Owned by Weidner Consulting; Use only by USFS for USFS activities; Cannot be disclosed to private sector firms or government entities outside the USFS.


Performance Budget Formulation

1. Region 10 Desired Impact Performance Budget

2. WO Desired Impact Constraints

3. Agreement on Performance Budget Process/ Product

4. RLT Budget Advice – Decisions will be made – Formulation – Budget Tools

5. Training/Budget Development – Forests, RO

6. RLT Budget Decision Meeting


Performance Budget Formulation Options:

•Start in July during field season (pay now)•Start in October (pay later)

•RLT decision on budget process options in July or August


Performance Budget Formulation: How Does This Compare to IPOW?

•Both provide leveling of budget decisions across region

•Both use concept of integration

•Both provide for decision matrix at start of process

•Performance Budget provides for improved definitions at start of process

•Performance Budget uses concept of “performance partners”

•Performance Budget uses concept of “accountability follows the money”


Things to Remember:

•This is a change in culture•Opportunity to lead the nation •This is going to be fast paced and challenging•You are all champions•You are all leaders•The payoff is tremendous

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