US Army Corps of Engineers

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PLANNING FUNDAMENTALSPlanning Principles & Procedures – FY11

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PLANNING FUNDAMENTALSOUTLINE

Step-by-step process

Iteration

Criteria and other tools

Analyses

Public involvement and interdisciplinary team

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ITERATION

Repeat

What? Steps.

Why? Different emphasis to reflect stages of process.

How many times? Depends. When do you stop? When there’s a recommendation. What about Adaptive Management?

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ITERATION

It would be nice if the planning process were always sequential, but…

Start at any step. Conduct and repeat steps, but not necessarily always in order

-- don’t panic! Conduct each step at least once. Always end at the last step – a recommendation.

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PLANNERS’ TOOLBOX

Criteria Planning area Period of analysis Problem Opportunity Goal Objective

Constraint “Without” condition “With” conditions Management measure Alternative plan Effect (impact)

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Criterion… n. pl. -teria… A standard rule or test on which a judgment or decision can be based. [Greek kriterion, a

means for judging, standard, from krites, a judge, umpire, from krinein, to separate, choose.]”

CRITERIA

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CRITERIA

What Decisions?► pass/fail, retain/delete, yes/no, go/no go► priority, rank, order, more/less

When?► early - “screening” decisions► late - “selection” decision

Where do criteria come from?► given - “four criteria”, “scoping” (i.e., significant issues

related to proposed action)► unique to each study

Identify criteria BEFORE you make a decision.

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WHAT DO WE “SCREEN” WITH CRITERIA?

Stakeholders to be involved Problems and opportunities to be addressed Information to be collected Future without project assumptions to be used Management measures to be evaluated Effects to be considered Plan to be recommended - SELECTION

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PLANNING AREA

Geographic space that includes:

► Study authority area

► Stakeholders’ jurisdictions

► Problem and opportunity areas

► Project areas (aka, project “footprint”)

► Affected areas (direct, indirect, cumulative)

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PERIOD OF ANALYSIS

Period of analysis► Begins at the base year► Principles and Guidelines = 100 years► Corps’ Planning Guidance = 50 years► Used for discounting

• $ value of benefits & costs over time Not the same as: Design / Project life In perpetuity

► e.g., authorization, budgeting, obligations & responsibilities

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ANALYSES

With and Without Analysis Benefit-Cost Analysis Cost Effectiveness Analysis Incremental Cost Analysis Optimization Analysis Trade-Off Analysis Sensitivity Analysis Risk Analysis

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PUBLIC INVOLVEMENT:WHO’S THE PUBLIC?

Sponsor, partner, customer, client

Stakeholder

► Any party affecting failure or success of project

“The public”

Internal public

Elected official

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WHAT’S AN IDEAL TEAM?

Name the 5 most important people to have on the team. How many hours per month should team members be together

in one place as a team? (160 work hours per month) What are the 3 most important characteristics for team

success?

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NAME THE FIVE MOST IMPORTANT PEOPLE TO HAVE

ON YOUR TEAM

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5 MOST IMPORTANT PEOPLE TO HAVE ON

YOUR TEAM:

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5 MOST IMPORTANT PEOPLE TO HAVE ON YOUR TEAM:

Leader

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5 MOST IMPORTANT PEOPLE TO HAVE ON YOUR TEAM:

Leader Thinker

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5 MOST IMPORTANT PEOPLE TO HAVE ON YOUR TEAM:

Leader Thinker Doer

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5 MOST IMPORTANT PEOPLE TO HAVE ON YOUR TEAM:

Leader Thinker Doer Writer

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5 MOST IMPORTANT PEOPLE TO HAVE ON YOUR TEAM:

Leader Thinker Doer Writer Presenter

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TEAM MEMBERS BRING TO THE TABLE:

Expertise Affiliation Talent Personality Values

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NUMBER OF HOURS PER MONTH THAT TEAM MEMBERS

SHOULD BE TOGETHER IN ONE PLACE AS A TEAM:

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NUMBER OF HOURS PER MONTH THAT TEAM MEMBERS

SHOULD BE TOGETHER IN ONE PLACE AS A TEAM:

8-40

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3 MOST IMPORTANT CHARACTERISTICS FOR TEAM

SUCCESS:

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3 MOST IMPORTANT CHARACTERISTICS FOR TEAM

SUCCESS: Communication

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3 MOST IMPORTANT CHARACTERISTICS FOR TEAM

SUCCESS: Communication Communication

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3 MOST IMPORTANT CHARACTERISTICS FOR TEAM

SUCCESS:

Communication Communication Communication

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Teams and the PMP

Recall, the PMP defines the scope, schedule, and cost of a Corps investigation.

Who develops the PMP? The team. PMP development can be a team building/partnering exercise No standard format/length – PMPs, much like teams, are all

inherently different Standard content of PMP: tasks, costs, schedules. Standard content of a team: individuals. Effective team communication is a prerequisite of a good PMP

and team success.

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PUBLIC INVOLVEMENT AND INTERDISCIPLINARY TEAM SIMILARITIES

Why do them?► Required!► Talent Pool

“Facts” vs. Informed Judgments vs. Personal Values Position vs. Interest Techniques

PEOPLE

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TECHNIQUES

Flip chart technology Individual assessment

instruments Public and team meetings Brainstorming Nominal group exercise

Large group response exercise

Questionnaires Advisory committees Partnering Alternative dispute

resolution Samoan Circle

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PUBLIC INVOLVEMENT AND INTERDISCIPLINARY TEAM SIMILARITIES

Why do them? “Facts” vs. Informed Judgments vs. Personal Values Position vs. Interest Techniques

PEOPLE

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PUBLIC INVOLVEMENT ANDINTERDISCIPLINARY TEAM

THREE GOOD QUESTIONS:

What are the problems and opportunities?

What are the solutions?

What are the solutions’ pros and cons?

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PLANNING FUNDAMENTALSLESSON REVIEW

Step-by-step process

Iteration

Criteria and other tools

Analyses

Public involvement and interdisciplinary team

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PLANNING FUNDAMENTALSLEARNING OBJECTIVES

Q- What do mean mean by “iteration”? A – Repeat the planning steps.

Q – What do we do with criteria? A – Use them as a standard rule or test on which a

judgment or decision can be based.

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PLANNING FUNDAMENTALSLEARNING OBJECTIVES

Q – What are the similarities between public involvement and the interdisciplinary team?

A – Both involve people, and ► Have similar reasons for doing them► Involve facts, judgments and values► Involve positions and interests► May use the same techniques

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