Georgia’s Strategic Planning Process Overview

Governor’s Office of Planning and Budget

April 3, 2014www.opb.georgia.gov

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Topics• State Strategic Plan Framework • Plan Review and Use• Reporting and Accountability• 2015 Strategic Plan • Horizon System• Timeline

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IntroductionGovernor’s approach to strategic planning:

• State government will be strategically focused and accountable for performance

• Budget requests and policy decisions will be evaluated against strategic goals

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State Strategic Planning Framework

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State Strategic Plan(Vision, Goals and Statewide Indicators)

Agency Strategic Plan(Includes strategy resource planning for:

Technology Investments, Staffing, Facilities)

Agency Performance Report(Reports progress on strategies, objectives and indicators)

Alignment

Evaluation

Through alignment, measurement and evaluation, the state strategic planning framework ensures that resources are strategically focused and results are measureable.

Measurement

4-year plan, annual updates

5-year plan

Regular status reports

Accountability

State Strategic Plan• 5+ year plan (OCGA 45-12-175)• Articulates state vision and strategic agenda• Used to evaluate agency budget requests

and agency legislative proposals• Focuses the state’s strategic efforts• Defines Governor’s goals for six policy areas

Governor Deal’s Vision

A lean and responsive state government that allows communities, individuals and businesses to prosper

Governor Deal’s Policy Areas• Educated: Developing life-, college-, and work-ready

students

• Growing: Creating jobs and growing businesses

• Mobile: Transporting people and products in a 21st century Georgia

• Healthy: Accessible care and active lifestyles

• Safe: Protecting the public’s safety and security

• Responsible and efficient government: Fiscally sound, principled, conservative

AGENCY STRATEGIC PLANNINGPlanning Cycle, Plan Updates and Required Components

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Ongoing Operations(Whirlwind)

Strategic Initiatives

Agency Strategic Plan• 4-year plan; updated annually • Aligns with state strategic plan (OCGA 45-12-73)• Goals and strategies to improve services and

outcomes• Not operational; limited to what is new and different• Communicates agency direction to stakeholders• Planning model that works best for the agency• Standard planning elements reported in Horizon

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Components of a Strategic Plan• Agency Mission• Agency Vision• Agency Core Values• Challenges• Workforce Planning• Enterprise Ideas• Goals• Measurable Objectives

• Strategies– Strategy Description– Anticipated Benefits– Agency Partners– Budget Implications– Staffing implications– IT dependencies– Facilities/space

implications

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PLAN REVIEW AND USEStrategic Plan Reviews

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Plan Review and Feedback• Enterprise support agencies (ESAs) review plans:

• Governor’s Office of Planning and Budget (OPB)

• Governor’s Office of the Chief Operating Officer (COO)

• Georgia Technology Authority (GTA)

• Department of Administrative Services (DOAS)

• Agencies of the State Properties Officer (SPO)

• State Accounting Office (SAO)

• Comments entered in Horizon, followed by automated email notification

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Plan Use• Agency Direction

• Alignment (Resources and Policy)

• Budget Development

• Enterprise Support Planning

• Accountability

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Plan Use: ESA Planning• OPB: evaluate funding requests and monitor progress on

Governor’s goals

• GTA: identify enterprise technology needs, help agencies use technology more effectively, and develop the Georgia Enterprise IT Strategic Plan

• DOAS: identify agency workforce needs and enterprise procurement opportunities for statewide contracts

• SAO: identify common agencies goals or strategies, which could be addressed through enterprise solutions

• SPO: identify space needs, coordinate implementation of infrastructure investments, and support portfolio management

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REPORTING AND ACCOUNTABILITYPerformance Reports, Policy Meetings, Plan Evaluation

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Agency Performance Reports• Midyear and Year-end Performance Reports:

– All agencies submit in Horizon– OPB prepares state performance reports by policy area– Used to measure achievement of state and agency goals– Agencies report on all state indicators, measurable

objectives and strategies• Quarterly Performance Updates:

– Select agencies submit in Horizon (as designated by Governor’s Office/OPB)

– Agencies report on status of priority strategies and quarterly state indicators

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Evaluate Progress• Review progress at internal management

meetings• Discuss at Agency Leadership and Policy

Collaborative Meetings for improved accountability

• Evaluate and adjust approach • Close out obsolete, completed or consolidated

strategies in year-end performance report• Update plan as needed to accomplish goals

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2015 STRATEGIC PLANWhat’s New, Best Practices and Writing a Reportable Plan

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FY 2015: What’s New?• Plan refinement, not directional change

• Evaluate progress, adjust strategies if needed

• Identify strategies to carry forward vs. close

• Address gaps and omissions– Review strategy implications (e.g., cost estimates,

procurements, IT dependencies, staffing, facilities)– Select “None” if appropriate (new field)

• Meetings with OPB

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FY 2015: What’s New? Continued• Measureable objectives:

– Not linked to strategies (measures goal achievement)– Enter X and Y in numeric field– Provide baseline date and target date– “from X as of date to Y by date”

• Agency performance reports:– Measureable objectives reported only once, in a manner

consistent with X and Y values– Status updates focus on progress of listed strategies– ESA assistance (select among choices)

• Guidelines revised to include new appendices20

Writing a Reportable Plan• Goal: Reflects agency’s top priorities and specific to core functions• Measureable Objective:

– Measures goal achievement (i.e., outcomes, not the completion of strategies)

– Includes time-bound baseline and target (X as of date to Y by date)– Target date is in the future, baseline is held constant– Performance is reportable using established method of calculation,

consistent with X and Y• Strategy:

– Describes high-level work an agency will do to achieve the goal– Is a descriptive, complex action comprised of multiple action steps– Starts with verbs like develop, design, establish, enhance, implement, etc.– Includes completed detail for budget, staffing, IT, and facility implications

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Examples: What’s Wrong?• Goal:

– G1: Improve customer service• Measureable Objectives:

– MO1: Decrease call hold times by 75% – MO2: Increase number of customers surveyed from

75% to 95%• Strategies:

– S1: Use technology to answer more calls– S2: Decrease call hold times– S3: Complaint resolution

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Examples: Making the Plan Reportable• Goal: Improve the customer experience for applicants• Measureable Objectives:

– Decrease call hold times from 20 minutes in 2014 to 5 minutes in 2016, based on monthly average

– Increase customer satisfaction scores from 65% satisfied in 2013 to 80% in satisfied in 2016, using annual survey

• Strategies: – Implement interactive voice recognition (IVR) technology– Enhance website self-service options– Develop internal communication plan for complaint

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Reporting on Your Plan• Performance Reporting (Measureable Objectives):

– MO1: Decrease call hold times from 20 minutes in 2014 to 5 minutes in 2016

– MO2: Increase customer satisfaction scores from 65% satisfied in 2013 to 80% in satisfied in 2016

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X Y Current Performance

Mid-Year (Q2) Performance Update

MO1 20 5 7 Monthly call hold time in December was 7 minutes

MO2 65 80 [left blank] N/A, survey is completed annually in March

Reporting on Your Plan• Performance Reporting (Strategies):

– S1: Implement interactive voice recognition (IVR) technology– S2: Enhance website self-service options– S3: Develop internal communication plan for complaint resolution

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Status Status Update ESA AssistanceS1 Green Met with DOAS to explore enterprise contract options,

but decided to issue an RFP. Received five bids and are currently evaluating. Anticipate selecting vendor by February.

DOAS

S2 Yellow Developing web application to allow public to track their complaint status online. Beta testing has been delayed until late spring 2015.

None

S3 Blue Communication plan completed and distributed to all staff outlining division responsibilities. Strategy complete.

None

2014 Close Out 2015 Updates

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Status of green, yellow, red

Consolidated or significantly revised strategies

Status of blue or black (i.e., completed, will not pursue)

Example Strategies:S1: IVR (Green) S2: Web self-service (Yellow)S3: Communication plan (Blue)

Yes. Include in 2015 plan

Yes. Note change in 2014 year-end performance report

No. Close out in report and do not include in 2015 plan

Example Strategies:S1: Include in 2015 planS2: Include in 2015 planS3: Do not include in 2015

2014 Performance Status: Carry forward in 2015 plan?

HORIZON SYSTEMHow to View, Print and Export plans

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Horizon System• Security Online Login• Request access via IT ticket• Few revised data fields• Advance and submit• Agency performance reports • View, print and export features (demo)

Timeline:• Strategic planning guidelines: March 25, 2014

• Horizon open for data entry: April 28, 2014

• Agency strategic plans due: June 13, 2014

• Enterprise support agencies review: July 31, 2014

• Agency performance reports due (all agencies): July 31, 2014; December 31, 2014; and July 31, 2015

• Quarterly performance reports due (select agencies only): April 18, 2014; October 17, 2014; and April 17, 2015

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Summary

Let’s review …

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What You’ve Learned• Plan refinement, not directional change• Annual update to 2013-2016 plan• Align budget requests with plan• Objectives are X as of date to Y by date• Reporting: semi-annual for all strategies and

quarterly status for select priorities• OPB available to meet prior to 2015 updates• Agency plans due June 13, 2014

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Questions?

OPB Planning Staff:

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• Alice Zimmerman, Coordinator• Allen Fox• Ashley Pandit• Finis Whitt