Strat Planning com

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STRATEGIC PLANNING

Managing Strategically


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STRATEGIC PLANNING


Prepared by theTexas Workforce Commission

Training and Development Department

Louis LeDoux, Department Director

Richard Guilbeau, Training Manager

Training and Development Department Curriculum WriterSaundra Kirk

Training and Development Department Editor

Nancy Baker


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STRATEGIC PLANNING


Table of Contents

TRAINING PURPOSE AND OBJECTIVES 1

SECTION ONE - INTRODUCTION 2

Managing Strategically..

Compliance.

Texas Strategic Planning Process...

Purposes of the Strategic Planning And Budgeting System (SPB) ...

2

3

3

5

SECTION TWO - OVERVIEW 6

What is Strategic Planning?

Benefits of Planning

Limitations of Strategic Planning...

6

7

8

SECTION THREE - STRATEGIC PLANNING MODELS 9

Basic Strategic Planning.

Scenario Planning...

Alignment Planning

Issue Based Planning..

Self-Organizing Planning...Hybrid Planning..

Balanced ScoreCard

Advantages of the BSC..

BSC Process

9

10

10

11

1112

13

14

14


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SECTION FOUR - STRATEGIC PLANNING PROCESSES 15

Planning Guidelines.... 15Strategic Phases..

Strategic Planning Questions..

15

16

Phase One: Analyze

Process Steps for the Analytical Phase..

Questions for the Analytical Phase.

17

17

19

Phase Two: Plan.

Process Steps for the Planning Phase.

Questions for the Planning Phase...

20

21

22

SECTION FIVE IMPLEMENTATION PROCESSES 23

Implementation Guidelines. 24

Phase Three: Implement.

Process Steps for the Implementation Phase..

Questions for the Implementation Phase

25

25

27

Action Planning..

Action Planning Process Steps...

28

28

Performance Management..

Performance Management Process Steps...

Performance Management Questions.

29

29

30

Phase Four: Measure..

Assessment Tools...

Process Steps for the Measurement Phase..Questions for the Measurement Phase

31

31

3132


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SECTION SIX APPENDIX A-1

Glossary of Terms- Strategic Planning Elements A-2A-5

Texas Workforce Commission Vision, Mission, and Philosophy... A-6

Web-site Resources. A-7

Analytical Phase Worksheet Record of Analysis.. A-8

A-9

Planning Phase Worksheet Long Range Goals. A-10Balanced ScoreCard Worksheet... A-11

Implementation Phase: Operational Plan /Sample Form. A-12

Implementation Phase: Action Plan /Sample Form).. A-13

Implementation Phase: Performance (Project) Plan /Sample Form A-14


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Strategic Planning Training and Development

STRATEGIC PLANNING


The purpose of this training is to describe the main steps required to develop

and begin implementing an effective strategic plan. The criteria,

terminology, and definitions in this guide are compatible with that provided

by the Governors Office of Budget and Planning, the Legislative BudgetBoard, and the State Auditors Office.

Strategic planning methods are useful in two major Texas Workforce

Network (TWN) applications for:

1. managing - establishing direction and aligning resources to efficiently

manage operations that support your mission or core function2. complying - defining standards and measuring program effectiveness.

Training Objectives

This training will enable you to:

understand the purposes and benefits of strategic planning

select a constructive strategic planning method for your workenvironment

identify and apply the main components of strategic and operational

planning processes.


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Section One: Introduction

As a leader in the Texas Workforce Network (TWN), you are responsible for

some level of planning and oversight in at least one functional area. In the

chain of TWN professionals who provide benefits and services related to the

employment and training needs of Texans, you are accountable for results

rather than just efforts. Whether you are a leader with a local board, a

contractor, or the Texas Workforce Commission (TWC), producing effective

results requires careful planning.


A major competency of effective leaders is the skill to see the broad

perspective and to transform their long-range view into reality. One of the

best ways to develop this skill is through ongoing experience in strategic

planning. However, management surveys indicate that 85 percent ofexecutives spend less than one hour per month on strategy.

Many Texas Workforce Network leaders have visions and insights about

what it would take to make long-term improvements in their organizations

performance, processes, or systems. But when the activities of a typical day

involve spending a great deal of valuable time fighting fires and reacting

to problems, crisis management can become a habitual replacement tostrategic management. A vicious cycle is then set in place that is difficult

to escape. Strategic Planning is an intervention to crisis management.

Leaders in workforce development must create a culture of performance. Thathas never been more critical than it is now. We must focus on results a supply

of skilled workers and a world-class knowledge supply chain.

We need to be in touch with the local employers needs and prepare or equipworkers to meet those demands. The stakes are high. The result is globalcompetitiveness, a strong economy, and high quality living for our citizens


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Strategic solutions for statutory compliance

Strategic planning as a response to the requirements of the Texas Legislatureis the shared responsibility of the Texas Workforce Commission, its network

of 28 Local Workforce Development Area Boards, and Contractors.

As a state agency, The Texas Workforce Commission has the responsibility

for developing a system of performance accountability for its local boards

based on performance measures determined by the U.S. Department of

Labor and the state Legislative Budget Board. Local boards set priorities and

standards, and monitor the performance of their service contractors. And

contractors must plan processes and systems that allow them to meet their

performance objectives.

Background: The State of Texas Strategic Planning Process

State of Texas

House Bill 2009,

Regular Session,

1991

House Bill 2009 inaugurated the requirements and

time frames for a state wide strategic planning

process. Senate Bill 1332, 73rd

Legislature, Regular

Session, 1993 amended the statute to consolidate

requirements and change the minimum required

planning range from a six year to a five year cycle.

Strategic Planning

and Budgeting

System (SPB)

The 1991 legislation established the SPB system

which bases funding and other decisions on an

organizations accomplishments rather than on its

activities. The system promotes a mission/goal-

driven management approach that connects funding to

results.

Legislative Budget

Board (LBB)

The LBB is a legislative committee that has

responsibility to continuously review state spending


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State agency performance measures that accomplish the mission of stategovernment must represent the interests of both the Legislature and the

Governor. On this behalf, theLegislative Budget Board (LBB) and the

Governors Office of Budget and Planning (GOBP) collaborate to:

issue instructions for preparing and submitting agency strategic plans

issue statewide vision, mission, philosophy, functional goals, andbenchmarks

negotiate performance criteria with state agencies

assess reported performance data.

The State Auditors Office (SAO) acts as staffing agent for LBB and GOBP

oversight of the performance-based budgeting system by:

collecting agency documentation of key measures

performing audits to certify performance results

giving feedback to agencies and the LBB.


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Purposes of theStrategic Planning and Budgeting System (SPB)

The purpose of the Texas Strategic Planning and Budgeting System is to:

establish statewide direction in key policy or functional areas to move

away from crisis-driven decision-making

provide a basis for aligning resources in a rational manner to address thecritical issues facing the state now and in the future

make state government more responsive to the needs of Texans byplacing greater emphasis on benefits and results rather than just service

efforts and workload

bringfocused issues to policy-makers for review and debate

provide a context to linkthe budget process and other legislativeprocesses with priority issues, and to improve accountability for the use

of state resources

establish a means ofcoordinating the policy concerns of public officialswith agency efforts

build interagency, intergovernmental, and public/private/nonprofitpartnerships

provide aforum for communication between service providers and theconstituents they serve.

Governors Center for Management Development


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Section Two: Overview

What is strategicplanning?

Successful strategic plans are working

documents that explain where you are going and

promote the constructive change that will get you

there.

Planning is setting the direction for something.Usually, we start with preferred results and work

backward to identify what will produce those

results.

Strategies are methods to achieve goals and

objectives.

Strategic planning allows organizations to make

fundamental decisions that guide them to a

developed vision of the future.

The result of this effort,the strategic plan,

serves as the basis for action that directs allresources toward that future. The plan, which

must be practical and flexible, guides daily

decisions.


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Benefits ofplanning

The benefits of strategic planning are that it:

provides orderly growth and competitivesurvival

stimulates the organization to be moreresponsive to the needs of customers

focuses on results and benefits rather thanservice efforts and workload

simulates the future forces the setting of goals and objectives

increases efficiency

applies a systems approach to reviewingprojections and consequences

creates a basis for performance measures andaccountability

provides effective personnel managementbecause the process establishes relevant and

practical performance benchmarks

provides a decision making framework

mitigates crisis management and crisis-drivendecision making

anticipates effects of change and influences ofexternal forces

improves employee morale because of clarityof focus, direction, communication, and

inclusion

builds a communication network.


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Limitations ofStrategic Planning

Strategic planning can be difficult to accomplish

because:

planning requires the commitment andsponsorship of an executive leader

planning requires an appropriation of time,people, and resources

planning can be perceived as an inflexible

process the organization may experience internal

resistance to the process or strategy

the process can become too focused onmeasurements and compliance

people who do the work may not be includedin the planning process

unexpected events or current crises preemptplanning time and resources.


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Section Three: Strategic Planning Models

There is no one perfect strategic planning model for every organization.

Each organization selects, modifies, or integrates a model to develop a

process that compliments its needs and outlook.

The Balanced Scorecard model is highlighted because of its popularity as a

performance improvement tool and because the Texas Legislature has

mandated pilots in several state agencies. Among those agencies thatestablished organization-wide scorecards, there is enthusiastic approval of

the processes and outcomes of this model.

The following models demonstrate a range of alternatives. With the

exception of the fifth model, the traditional strategic planning models

presented below are generally considered linear. They are general-to-specific or cause-and-effect in nature. The processes often begin by

conducting some form of assessment of the external and internal

environments, performing strategic analysis, prioritizing issues, and then

developing strategies to address specific issues.

1.Basic StrategicPlanning

Use the following straightforward process steps for

small, busy organizations:

Identify your purpose.

Select goals.

Identify specific implementation strategies.

Identify action plans to implement eachstrategy.

Monitor and update the plan.


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2.ScenarioPlanning

You may use this approach in conjunction with

other models to ensure that you apply strategicthinking to critical issues and goals.

Identify several important external forces andproject the influences they might have on the

organization.

Discuss three different future scenarios for eachchange from an external force, and review the

worst case scenarios.

Suggest potential strategies to respond to thechanges of each scenario.

Detect common considerations in strategies.

Select the most likely external changes and

identify the most responsive strategies.

3.AlignmentPlanning

You may use this model for organizations that

need to fine tune their strategies or that experience

issues around internal efficiencies. The purpose is

to align the organizations Mission and its

resources for more effective operations. Planning

groups must accomplish several tasks:

Outline the mission, programs, resources, andneeded support.

Identify what is working well and what needs

adjustment. Identify how to make adjustments.

Include the adjustments in the strategic plan.


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4.Issue BasedPlanning

Larger, more experienced organizations use this

comprehensive and effective planning model.

Processes include:

conducting an external/internal assessment

designing major strategies to address issues andgoals

developing or updating vision, mission, values

establishing action plans recording assessment issues, goals, and

strategies, mission, vision, and action plans in a

Strategic Plan document

developing a yearly operating plan document

developing and authorizing a year-one budget

conducting the year-one operations

monitoring/reviewing/evaluating/updating theStrategic Plan document.

5.Self-OrganizingPlanning

Rather than the linear processes of the other

models, self-organizing planning evolves through

a more natural unfolding process. It requirescontinual reference to common values, and shared

reflection around the systems current processes.

This process uses dialogues, exploratory, and

storyboarding techniques. General steps include:

clarifying and articulating the organizations

cultural values articulating the groups vision

holding quarterly dialogues about what theorganization requires to arrive at the vision and

decide what the group is going to do


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6.HybridIntegratedPlanning

Combining processes from two or more models

produces a hybrid effect. One example is theBalanced Score Card model, which integrates

elements of issues-based and alignment planning

processes.


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Balanced ScorecardPerformance Management Model

Robert Kaplan of the Harvard Business School, and business consultant,

David Norton, developed the Balanced Scorecard strategic planning model

in 1992. More than half of the Fortune 500 corporations in the US and a

growing number of governmental agencies at all levels use this model.

During the 77

th

Legislative Session of 2001, a Rider to the GeneralAppropriations Act required Texas Education Agency (TEA), Department of

Public Safety (DPS), and Parks and Wildlife (TPWD) to develop Balanced

Scorecards (BSC) and report results during the 2003 session. Each of these

state agencies implemented a pilot. Other agencies, including the State

Auditors Office voluntarily implemented agency-wide BSC strategic

planning and management systems.

Kaplan and Norton assert that, What you measure is what you get.

Because the public sector does not generate profits, these organizations must

apply strategic principles to a different bottom line. That bottom line for

most government organizations relates to achieving their mission within the

context of the satisfaction of their customers, stakeholders, and employees.

The Balanced Scorecard model directs the organizations strategic focus toperspectives that frame its critical success factors. Strategic management

translates performance measures and targets into action initiatives.

The BSC model facilitates developing performance improvement objectives,

measures, and targets through a framework of five perspectives:

1. Mission2. Customer focus3. Internal processes4. Learning and knowledge5 Fi i l


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Advantages of theBSC

Implementing a BSC yields numerous

advantages. It:

emphasizes those processes that are mostcrucial for obtaining high performance

drives organizational change by focusing onthings that will have the biggest impact

links the improvement of internal businessprocesses to specific external customer needs

aligns the performance objectives of all peoplein the organization

organizes the allocation of resources

focuses on performance measures that turnstrategy into action

allows management to clarify priorities

produces a clear path to the future vision.

BSC Process Process steps for the BSC are:

define the mission or core function

conduct an environmental scan conduct an internal/external assessment

create a vision

identify long-range goals

identify objectives

identify performance measures

identify performance targets

develop action plans

implement

assess

modify


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Section Four: Strategic Planning Processes

A Strategic Plan is a detailed scheme or method worked out as preparation

for the accomplishment of important business goals or objectives.

PlanningGuidelines

To lay the foundation for a successful strategic

planning process:

Establish a planning team. Discuss the constructive purposes of the

planning model you will adapt.

Make sure everyone understands the processand expected outcomes.

Allow sufficient time to go through the process.

Discuss the agency Mission and yourcontribution to it.

Build a foundation of information to lead tospecific outcomes and outputs.

The strategic planning process consists of a series of formative steps thatbegin with the contrast between present reality and a vision of the future. Its

practicality and applicability determine the effectiveness of a Strategic Plan.

Strategic phases Strategic steps from vision to outcomes are:

Phase One: Analyze

Phase Two: Plan

Phase Three: Implement


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Strategic Planning Questions

PlanningQuestions

An effective strategic process provokes answers

to the following questions:

What is our purpose for existing?

Who are our customers and stakeholders? What are our strengths and weaknesses?

What trends affect our work environment?

What factors are critical to our success?

What fundamental policy decisions must wemake?

What values and principles must guide our

decisions? What actions are required to implement our

decisions?

What are our priorities; what resources willwe need?

What will be the impact on our target groups

or customers? How will we know that it is worthwhile?

How will we analyze and explain that we areon or off track?

How will we make necessary correctionsduring implementation?


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PHASE ONE: ANALYZE

The first phase analytical activities ground your plan in the realities of thecurrent situation so you can apply practical criteria to the goals and

objectives of the Strategic Plan. Think in terms of what it takes to do the

work.

Process steps for the Analytical Phase

1.Define the corefunctions

Your statement of core function is a succinct

expression of the reason your unit exists. Link

your core function to your organizational

mission. This statement will:

identify your customers and their

expectations clarify your responsibility for providing

meaningful products or services.

2.Conduct anenvironmentalscan and SWOTAnalysis

Ground the plan by examining your current

environment. Consider economic, political,

social, and technological trends that influence

your work. Identify Strengths and Weaknesses/

Opportunities and Threats.

Strengths and Opportunities are positivefactors that suggest competitive advantages,

support current strategies and improvedperformance.

Weaknesses and Threats impedeperformance and suggest risks in the current

strategies.


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3.Create arealistic vision

A realistic vision should accomplish improvements

in efficiency or effectiveness to support your(organizational) mission or (unit) core function.

The vision is:

an inspiring view of your desired future state

the basis for your goals and objectives.

4.Develop avisionstatement

This description of the vision you want to

achieve is a concise statement of what the

organization wants to be at the end of the

planning cycle.

The vision statement:

becomes your benchmark or blueprint forthe future

extends the range of your performancepotential to improve or be efficient

advances the mission with goals emergingfrom the vision.


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Questions for the Analytical Phase

AnalyticalQuestions:

Answers to these questions support the creation of a

vision.

What is our purpose for existing?

Who are our customers and stakeholders? What are our positive factors?

What are our negative factors?

What trends affect our work environment?

What factors are critical to our success?

How would we look and be at our best?


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PHASE TWO: PLAN

The strategic plan presents the opportunity to focus on solving problems,increasing productivity, efficiency, and effectiveness in daily operations. A

strategic plan is your essential scheme.

Develop the StrategicPlan

Progress through an orderly sequence that

allows the team to:

clarify

document

communicate

implement priorities.

Determine who will facilitate the process. The

TWC Training and Development Departmentoffers consulting and facilitation services.

However, anyone on the local team who

understands the concepts and processes can

also lead the process. It is important to have

roundtable discussions for getting input and

consensus about critical issues and possible

improvements.

S l d l


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Process Steps for the Planning Phase

1.Identify motivatinglong-range goals

To reflect priorities established in your vision:

Test goals against the reality of yourbusiness environment.

Determine whether it is possible to achieveyour goals within a reasonable timeframe.

Decide whether they are worth pursuingand whether they give you what you really

want.

2.Identifyperformance(tactical)objectives

Objectives are:

specific steps to the achievement of yourlong-range goals

intentions that convert to performanceactivities.

3.Identifyperformancemeasures andtargets for eachobjective

Performance measures and targets are tools to:

benchmark your progress toward yourgoals

assess the effectiveness of performance.

St t i Pl i T i i d D l t


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Questions for the P lanning Phase

Plan DevelopmentQuestions

What fundamental policy decisions mustwe make?

What values and principles must guide ourdecisions?

What actions are required to implement

them? What are our priorities; what resources will

we need?

What will be the impact on our targetgroups or customers?

How will we know that it is worthwhile?



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Section Five: Implementation Processes

Implementationgives credibility to planning because this phase is the

crosswalk of strategic plans into daily operations.

A successful implementation mitigates crisis management by unifying daily

operations with strategic processes. Strategy implementation promotesefficiency. Leaders cultivate a broader perspective and become more

experienced by setting and managing the long-range view through action

planning.

Leaders who direct implementation must create or adapt processes and tools

that support their efforts to set standards and expectations for performance,

and manage and track progress.

Implementation involves three essential components:

1. developing an operational plan (executive management tool)2. developing performance action plans (management tool)3. managing performance (supervision and project leadership tool).



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ImplementationGuidelines

During the implementation phase:

Communicate planning results.

Determine who needs to be involved.

Make specific assignments.

Convert objectives into performance activities.

Formulate a comprehensive operational plan tocoordinate all performance activities.

Define the scope of individual projects.

Use project management tracking tools todetail activities of all critical projects.

Conduct regular project reviews and evaluateprogress.

Integrate significant project tasks intomanagement tools such as the Individual

Development Plan (IDP) and the Performance

Planning and Review (PPR).

Make changes and corrections necessary toachieve targets.

Extend and revise action plans for the nextphase.



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PHASE THREE: IMPLEMENT

Operational planningsets the implementation phase of the strategic plan inmotion. This is the process through which we strategically manage the gap

between the present and the vision of the future.

Process Steps for the Implementation Phase

1.Develop anOperational Plan

The Operational Plan coordinates the overallscope of the implementation. It is the executive

management plan for translating performance

measures and targets from the strategic plan

into performance initiatives. It is also the

approved charter for authorizing initiatives and

appropriating resources.

Use operational planning tools to coordinate all

activities emerging from the Strategic Plan

including:

operations (ongoing efforts or activities thatare built into the daily routine to generate

repetitive products or services)

projects (temporary and unique initiativeswith definite perimeters)

programs (service delivery systems).



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g g g p

2.Createperformanceaction plans

Performance (action) plans define and clarify

details that link strategic plan objectives,performance measures, and targets to specific

tasks and performance milestones.

Action plans formulate:

implementation activities into performance

projects, ongoing operations, and programs assignments and responsibilities

communication tools and methods

resources

expected deliverables, timelines, andcompletion deadlines.

3.Manageperformance

Effective communication systems are essential

to implementation. To maximize progress

toward achieving goals, communicate

standards, expectations, and guidelines for

performance. Monitor and document progress.

Prove results and ensure continuous progress

by:

demonstrating supportive managementbehaviors

conducting ongoing appraisals of movementtoward projected goals and outcomes

emphasizing feedback

making necessary modifications in direction

creating reports.



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g g g p

Questions for the Implementation Phase

ImplementationQuestions

What is the overall scope of the work that weneed to accomplish?

What are our priorities?

We will achieve our objectives as the result ofwhat actions?

What is the starting point and sequence forour actions?

What projects, operations, or programs mustwe design?

What activities and processes must weintegrate into the daily operations?

What resources will we need? What will be the impact of these actions on

our customers or target group?

What will be the impact of these actions onour internal organization?

Who are the sponsors and stakeholders whose

interests are affected?



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Action planning Many performance action plans can flow out ofthe operational plan. These plans advance the

levels of detail and specific steps that arerequired to implement the strategic plan. Action

plans:

Link operational initiatives to performanceactivities such as projects or ongoing

operations.

Preplan each unique activity. Focus on what work it will take to accomplish

that performance activity.

Organize the work into a series of progressivesteps or tasks that are logically related.

Define completion dates for the delivery of

tangible outcomes, estimate timerequirements and material resources, and

identify necessary team members.

Organize tasks into performance plans thatlink the objective with individual or group

responsibilities for outcomes.

Action planningprocess steps

To create an action plan:

1. Break initiatives into manageable parts.2. Sequence interdependent activities.3. Coordinate human and material resources.4. Create schedules for completion for periods

of up to a year.



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PerformanceManagement

Communicate performance requirements to all

staff who do the work. Create reporting

processes and systems. When necessaryprovide coaching, training, or performance

feedback to support effective individual and

group efforts. Use project management tools.

To manage performance, track and manage all

performance activities including:

temporary projects, ongoing operations, orprograms that create specific outcomes or

outputs

specific related tasks

staff assignments and responsibilities

resources expected deliverables

timelines and completion deadlines.

Performancemanagement process

steps

To manage performance:

1. Lay out specific initiatives to implementobjectives.

2. Sequence activities for periods of up to ayear.

3. Coordinate details such as tasks, staffassignments, and material resources.

4. Create schedules for completion5. Support performance efforts with necessary

material resources and skills training.



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Performance Management Questions

PerformanceManagementQuestions

What will be new or different as a result ofthe initiative?

What tangible, measurable, verifiableoutcome will be delivered?

Are there project phases of relatedactivities?

Are there milestones or significant eventsor completions within the project?

Who are the sponsors and stakeholderswhose interests are affected by it?

Which individuals will be actively

involved? Which equipment and materials are needed

to execute the project?

What are the specific timeframes andcompletion end dates?



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PHASE FOUR: MEASURE

Measuring results is essential to the achievement of long-range goals. Yourassessment data will reflect the direct effects of each strategy on your

organization and on your customers. Continuous assessment of the impact of

actions and strategic operations is critical to the success of plans because

monitoring keeps plans on track. The process requires systems to measure

results, monitor progress, and compile management information.

Assessment Tools A variety of assessment tools and software maytrack:

processes related to performance of services orproducts

internal and external customer satisfaction and

feedback employee performance

employee satisfaction

quality matrixes for error rates, efficiency, andeffectiveness.

Process Steps for the Measurement Phase

Process steps To measure results:

1. Decide which aspects of your projects wouldbenefit from comparative or benchmark

information and data.

2. Determine the appropriate quantity and type ofdata to collect.



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Questions for the M easurement Phase

Project AssessmentQuestions:

How will we measure results against ourtargets?

How will we monitor and documentprogress?

What will the impact be on our target groupsor customers?

How will we know that it is worthwhile?

How will we analyze and explain that we areon or off track?

How will we make necessary correctionsduring implementation?


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Section Six: Appendix



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Glossary of Terms

Strategic Planning Elements

Action P lansThe Action Plan is a management tool for structuring the sustained efforts

necessary to implement goals and objectives. They organize the actions that

result in the transformation of vision into outcomes and outputs.

Core FunctionsThe core function is a units reason for existence similar to how a mission

defines the organizations purpose. Core functions align divisions,

departments, and units with the mission.

Critical Success FactorsCSF describe organizational capabilities or competencies that must be inplace for the organization to achieve (be in) the vision.

DeliverableA deliverable is any measurable, tangible, verifiable outcome, result, or item

the organization must produce to complete a project or part of a project.

Deliverables are usually subject to approval by the project sponsor orcustomer.

Environmental ScanAn environmental scan permits us to examine external and internal trends

and important factors that influence our work. Relevant factors include

economic, political, social, and technological trends. Analysis of trends and

management issues reveal important priorities affecting the direction of

strategic improvements.

Goals



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MissionThe mission is a succinct, comprehensive statement of the organizations

purpose for existing, or a statement of its enabling legal statue. Missionstatements identify customers and stakeholders and reinforce the

organizations responsibility.

ObjectivesObjectives are concrete steps toward achieving goals. Objectives are

milestones that drive the organization toward the vision. They may

represent improvements in performing the core functions. They aremeasurable results of actions that answer the question: We will base our

success on. Objectives identify what you can do to define your success

that will be faster, better, or cheaper. Objectives identify priority initiatives

that mobilize the strategy. A well-worded objective is Specific, Measurable,

Attainable/Achievable, Realistic, and Time bound (SMART).

Tactical ObjectivesTactical Objectives are action-oriented objectives.

Operational PlanAn operational plan is the formal document that coordinates the overall

scope for implementing the strategic plan. It is the tool of executive

management. It translates performance and target measures intoperformance activities for daily operations. The operational plan serves as a

charter for authorizing initiatives and appropriating resources.

Performance MeasuresPerformance measures, or indicators, are measurable characteristics of

products, services, processes, and operations that can be used to track and

improve performance. These indicators represent the most significantfactors for achieving high levels of performance. Measuring performance

ensures progress toward goals. If you do not measure results, you cannot

distinguish success from failure. Performance measures answer the question:

Wh t t t d t t ?



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Explanatory Measures place factors in context by explaining their

relevance, reliability, or practicality in relation to other contributing

factors.Outcome Measuresare results that indicate the actual impact of

planned actions. They are tools to assess the effectiveness of

performance and the benefit derived from it. Outcome measures

typically quantify a percentage, rate, or ratio of effect upon a

condition or problem.

Output Measures are indicators that count workload and work

products or services. Output measures quantify the actual numbers ofpeople receiving services, or the amount of goods produced.

Performance PlansThe performance plan is the tool of the project team leader. It is a formal

document used to guide both the execution and control of projects, ongoing

operations, or programs. This tool organizes the day to day implementation

tasks. It tracks progress on specific deliverables. The performance plan is a

type of action plan.

ScopeThe scope defines what is within the boundaries of a project and what is

outside those boundaries. The purpose of defining scope is to clearly

describe and gain agreement on the logical boundaries of theimplementation.

Strategic PlanThe strategic plan is the written documentation of the planning process, its

methods, and results. This record of the long-range plan contains

performance measures and targets that identify projected achievements that

unfold from three to five years. It captures the comprehensiveness, validity,and relevance of planned objectives. We implement the strategy to reach the

objective.

Strategic P lanning Process



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SWOT AnalysisReview of strengths, weaknesses, opportunities, and threats affecting the

mission, core function, goals or objectives. SWOT items correlate to theorganizations position in the business environment. Discussion and SWOT

analysis yields necessary facts to consider when developing a vision. The

positive factors (strengths and opportunities) suggest competitive advantage,

support current strategies and improved performance. The negative factors

(weaknesses and threats) impede performance and suggest risks in the

current strategies. Strengths and weaknesses indicate internal conditions;

Opportunities and threats indicate external conditions.

TargetsTargets are indicators of success as well as specific benchmarks, numbers, or

thresholds of accomplishment. They determine effectiveness by measuring

tangible and specific performance goals against actual achievements or other

standards. Targets drive the action plan.

VisionVision is an inspiring view of the preferred future. It is a forecast of the

future based on leader intuition and judgement; it becomes the foundation

for a system of strategic changes.



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Texas Workforce Commission

Vision, Mission, and Philosophy

Vision

Texans will view local workforce development boards, the Texas Workforce

Commission and their partners as a quality supplier of workforce solutions.

Mission

To promote and support a workforce system that offers employers,

individuals and communities the opportunity to achieve and sustain

economic prosperity.

Philosophy

Our work is guided by the following core beliefs:

We believe that local communities are in the best position to addresslocal workforce needs.

We believe that the workforce system of Texas must be employer-driven. We believe that individuals must assume personal responsibility for

making decisions about their lives and be accountable for their actions.

We believe in collaboration and partnership. We believe in conducting business in accordance with the highest

standards of ethics, accountability and efficiency.

Our success will be based on the following organizational values:

We are committed to excellence in everything we deliver or guide. We are committed to making the Texas Workforce Commission an

exemplary employer.

We are committed to treating people with respect and dignity and in afair and equitable manner.

We are committed to becoming an entrepreneurial, flexible and learningorganization.

We are committed to open and honest internal and external



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Web-site Resources

forStrategic Planning and Performance Measurement

Legislative Budget Board (instructions for agency strategic plans and otherresources)

http:/www.lbb.state.tx.us

Governors Officehttp:/www.governor.state.tx.us

American Society for Public Administrations Center for Accountability and

Performance

http:/www.theroundtable.org

American Society for Public Administration, CenTex Chapterhttp:/www.main.org/aspa

Council of State Governments (research reports, benchmarking, awards, etc.)

http:/www.csg.org

State Auditors Officehttp://www.sao.state.tx.us

University of Texas at Austin LBJ School of Public Affairs Professional

Development

http://www.utexas.edu/lbj/profdev

http://www.sao.state.tx.us/http://www.sao.state.tx.us/


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Analytical Phase Worksheet - Record of Analysis

Core Function

______________________________________________________

______________________________________________________

______________________________________________________

______________________________________________________

Positive Factors Negative Factors

Strengths

__________________________

____________________________________________________

__________________________

__________________________

__________________________

Weaknesses

__________________________

____________________________________________________

__________________________

__________________________

__________________________

Opportunities

__________________________

__________________________

__________________________

__________________________

____________________________________________________

Threats

__________________________

__________________________

__________________________

__________________________

____________________________________________________

Environmental Trends



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Technological

Vision

______________________________________________________

______________________________________________________

____________________________________________________________________________________________________________

______________________________________________________



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PlanningPhase Worksheet Long Range Goals

Motivating Goals

___________________________________

___________________________________

___________________________________

___________________________________

___________________________________

___________________________________

___________________________________

___________________________________

______________________________________________________________________

___________________________________

___________________________________

______________________________________________________________________

___________________________________

___________________________________

___________________________________

___________________________________

___________________________________



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Balanced ScoreCard WorksheetPlanning Phase Performance Objectives

Perspective/ Tactic Objectives Measures Targets

Core Function

Customer Focus

Internal Processes

Learning & Knowledge

Financial

Strategic Planning Training and DevelopmentMayMay


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May 2005 Sample Form Page A-12

Implementation Phase: Operational Plan

Executive Managements Overall Scope

Overal l Time Frame: ___________________________

Strategic Objective Major Performance

Initiatives

Responsible Manager Resources Deliverables

Outcomes/Outputs



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Implementation Phase: Action Plan

Managers Tool

Description of Strategic Objective

_____________________________________________________________________________________________

_______________________________

Measures:

1.________________________________________________________________

________________________________2.________________________________

________________________________________________________________

3.________________________________________________________________

________________________________

Performance Activit iesProjects/Operations/

Programs

Project Leaders Resources Status Timeframe(Start Date/End Date)

Strategic Planning Training and DevelopmentMay


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Implementation Phase: Performance (Project) Plan

Project Leaders Tool

Team Leader _______________________ Overal l Time Frame ________________ Due Date _________

Performance ActivityProject/Operations/Program)

Deliverables (TangibleOutcomes or Outputs) Strategic Plan Objective (Link for Impact )

Tasks Responsible Staff Progress Status Issues DateFinished

1.2.

3.4.5.6.

Documents

Strat Planning com