Strategic Plan Strategic Vision GPO As used by GPO, the term seems to be synonymous with Strategic Plan. The term "Vision" is a logically separable element. Mission A mission statement is brief, defines the basic purpose of the agency, and corresponds directly with the agency's core programs and activities. An agency's program goals should flow from the mission statement. GPRA, A-11 In the context of strategic plans, it is unnecessary and adds no value to append the term "statement" to the term "mission". Authority A citation for the applicable provision of law under which the activities supporting the mission are to be conducted. StratML COP While this information is implicit in GPRA, perhaps it should be made explicit, at least as an optional element in StratML. Goal A statement of aim or purpose to be pursued over more than one budgetary execution cycle but within the reasonably foreseeable future. StratML COP Although GPRA requires strat plans to cover at least 5 years and to be revised at least every 3 years, those periods may be too long in light of rapidly changing circumstances. Also, it should be possible to update individual goals without having to update the entire plan. Goal Strategic Goal A statement of aim or purpose included in a strategic plan (required under GPRA). In a performance budget/performance plan, strategic goals should be used to group multiple program outcome goals. Each program outcome goal should relate to and in the aggregate be sufficient to influence the strategic goals or objectives and their performance measures. GPRA,A-11 200.2 In the context of strategic plans appending the adjective "strategic" to the noun "goal" adds no value. Goal General Goal A-11 200.2 Using the adjective "general" adds no value to the noun "goal" -- particularly if the term "objective" is used to designate more explicit purposes to be accomplished and measured within a single budgetary execution cycle. Goal Performance Goal Goals that are objective, quantifiable, measurable, and defined at the level to be achieved by a program activity. GPRA To be addressed in annual performance plans rather than longer-term strategic plans. Goal End Outcome Goal DOI It is unclear what value is added by appending the nouns "end" and "outcome" as adjectives modifying the noun "goal". Objective A statement of an aim or purpose to be pursued and against which progress can be measured within a single budgetary execution cycle. StratML COP HERE Objective Performance Goal Sets a target level of performance over time expressed as a tangible, measurable objective, against which actual achievement can be compared, including a goal expressed as a quantitative standard, value or rate. A performance goal is comprised of a performance measure with targets and timeframes. A-11 (2005) 200.2 It is needlessly confusing to reuse the noun "goal" to apply in both a strategic as well as a tactical context. The noun "objective" is commonly used to express this meaning. Objective Target Quantifiable or otherwise measurable characteristic that tells how well a program must accomplish a performance measure. A-11 (2005) 200.2 Use of the noun "target" adds little or no value to the meaning of the noun "objective". Metric A quantifiable indicator of progress against an objective. StratML COP Metric Performance Measures Indicators, statistics or metrics used to gauge program performance A-11 In the context of strategic and annual performance plans, appending the adjective "performance" to the noun "metric" adds no value. Metric Performance Metric DOI In the context of strategic and annual perfromance plans appending the adjective "performance" to the noun "metric" adds no value. Metric Key Measure DOI It is unclear what value is added by appending the adjective "key" to the noun "metric" or "measure". Measurement Area The high-level organizing framework of capturing aspects of performance at the output levels. PRM The PRM (Consolidated Reference Model) includes six measurement areas: Mission and Business Results, Customer Results, Processes and Activities, Human Capital, Technology, and Other Fixed Assets. Measurement Category Collections within each measurement area describing the attribute or characteristic to be measured. PRM Examples cited in the Consolidated Reference Model correspond to the Lines of Business in the BRM. Measurement Grouping Further refinement of categories into specific types of measurement indicators. PRM May align to subfunctions in the BRM Metric Measurement Indicator The specific measures tailored for a specific BRM Line of Business or Sub-function, agency, program, or IT initiative. PRM Outcome Outcome Measures Outcomes describe the intended result of carrying out a program or activity. They define an event or condition that is external to the program or activity and that is of direct importance to the intended beneficiaries and/or the public. For a tornado warning system, outcomes could be the number of lives saved and property damage averted. While performance measures must distinguish between outcomes and outputs, there must be a reasonable connection between them, with outputs supporting (i.e., leading to) outcomes in a logical fashion. A-11 (2005) 200.2 The StratML CoP should consider the relationship of this term to the meanings of the terms "goal," "objective" and "metric". The value added by use of this term is not readily apparent. In the FEA PRM, the adjectives "intermediate" and "end" are appended to the noun "outcomes", but it appears those meanings would be more accurately conveyed by associate dates (deadlines) with each objective. The definition should note that, unlike outputs, some of the critical success factors for achieving outcomes are out of the organization's span of control, and require action by partners and/or stakeholders. Lack of complete control is a distinguishing feature of outcomes that is commonly overlooked. Output or Outcome (depending upon meaning) Results Results should be distinguished by whether they are produced by activities whose critical success factors are completely within the control of the organization or not. If so, they are outputs. If not, they are outcomes. StratML COP While it may be appropriate to provide guidance indicating that goals and objectives should be expressed in terms of measurable outputs and outcomes, it is unclear whether a separate element is required for that purpose. Mission Results PRM Type of output or outcome? Business Results PRM Type of output or outcome? Customer Results PRM Type of output or outcome? Output Output Measures Outputs describe the level of activity that will be provided over a period of time, including a description of the characteristics (e.g., timeliness) established as standards for the activity. Outputs refer to the internal activities of a program (i.e., the products and services delivered). For example, an output could be the percentage of warnings that occur more than 20 minutes before a tornado forms. A-11 (2005) 200.2 Appears to be out of scope of a strategic plan covering a number of budgetary execution cycles. May be appropriate for inclusion in schema for annual performance plans. The definition should note that, unlike outcomes, all of the critical success factors for outputs must be under the organization's control. The definition also seems to be poorly worded, confusing inputs (activities) with outputs. Efficiency Measure While outcome measures provide valuable insight into program achievement, more of an outcome can be achieved with the same resources if an effective program increases its efficiency. The Presidents Management Agenda encourages agencies to develop efficiency measures. Sound efficiency measures capture skillfulness in executing programs, implementing activities, and achieving results, while avoiding wasted resources, effort, time, and or money. Simply put, efficiency is the ratio of the outcome or output to the input of any program. A-11 (2005) 200.2 Since these values can and, indeed, must be computed based upon a time series of metrics associated with goals and objectives, including a separate element for that purpose may be unnecessary. Program Assessment A determination, through objective measurement and systematic analysis, of the manner and extent to which Federal programs achieve intended objectives. A-11 (2005) 200.2 This is not a data element per se and is part of the assessment process rather than the planning process. Performance Budget A budget presentation that clearly links performance goals with costs for achieving a target level of performance. In general, a performance budget links strategic goals with related long-term and annual performance goals (outcomes) with the costs of specific activities to influence these outcomes about which budget decisions are made. A-11 (2005) 200.2 This is not a data element per se and is part of the budget process rather than the planning process. Mission Category Mission Area A named grouping of related goals as part of a taxonomy that is meaningful to an organization and/or its stakeholders. The term "mission area" is used in DOI's strat plan but it is unclear how its meaning relates to the base term "mission", which also implicitly encompasses a group of goals. Vision A brief and preferably inspirational statement of how agency leaders would like the agency to be perceived by its primary stakeholders beyond the current budgetary cycle but within a multi-year strategic planning cycle. StratML COP Value A single word or short phrase identifying a key trait leaders and employees of an agency hold dear. StratML COP Value Key Business Principle Examples include: Value, Accountability, Modernization, and Integration DOI It is unclear how the meaning of the term "key business principle" differs from the term "value" in the context of strategic and performance plans. Stakeholder An generically named intended beneficiary, directly or indirectly, of the activities of an agency. PRM Globally Unique Identifier A globally unique identifier for each goal and objective statement by which it can be directly referenced, version controlled, and associated with the planning cycle to which it applies, as well as cross-referenced and linked with other related goals and objectives or stakeholder groups or inputs, outputs, or records thereof. StratML COP It should be possible to update any goal or objective independent of any other while at the same time being able to associate related goals and objectives with each other, apart from the physical context in which each statement is expressed. Strategy Strategies The agency strategic plan must describe the processes, skills, technologies, and various resources that will be used to achieve the strategic goals. GPRA, A-11 (2005) 210.1 It is unclear how the term "means" differs from the term "strategy" in the context of strategic and performance plans. Strategy Means The agency strategic plan must describe the processes, skills, technologies, and various resources that will be used to achieve the strategic goals. GPRA, A-11 (2005) 210.1 It is unclear how the term "means" differs from the term "strategy" in the context of strategic and performance plans. Milestone An objective associated with a date, i.e., a projected accomplished deadline. StratML COP Should be included in annual performance plans rather than longer term strategic plans. Year StratML COP The year in which a goal is projecteed to be substanially achieved should be specified in a strategic plan. Month StratML COP The month and day should be specified in annual performance plans. Day StratML COP The month and day should be specified in annual performance plans. Critical Success Factors Success Factors Conditions which must be met in order for an organization to achieve its goals and objectives. GPO It may be more appropriate to address the means by which objectives are to be pursued in annual performance plans rather than multi-year strategic plans. The bar to entry should be kept as low as possible to encourage usage of StratML. Critical Success Factors Key External Factors Factors beyond the control of the agency that could significantly affect achievement of goals and objectives. GPRA It may be more appropriate to address externality as an attribute of CSFs rather than as a separate element. Critical Success Factors Critical Competencies Skills an organization must possess or acquire in order to accomplish its goals. DOI It may be more appropriate to address the type of factors as an attribute of CSFs rather than as a separate element. Inputs Resources that must be made available in order for an organization to achieve its goals and objectives. StratML COP It may be more appropriate to address the means by which objectives are to be pursued in annual performance plans rather than multi-year strategic plans. The bar to entry should be kept as low as possible to encourage usage of StratML. Organization The legal or logical entity to which the Strategic Plan applies StratML COP HERE Organization Department A U.S. cabinet level agency StratML COP A more generic term should be applied, recursively as necessary to reflect organizational hierarchies. Organization Agency StratML COP A more generic term should be applied, recursively as necessary to reflect organizational hierarchies. Organization Office StratML COP A more generic term should be applied, recursively as necessary to reflect organizational hierarchies. Partner Organization Business Partner A legal or logical entity with which an organization shares common goals and objectives and chooses to engage in joint activities in pursuit of those goals and objectives. StratML COP It may be more appropriate to address the means by which objectives are to be pursued in annual performance plans rather than multi-year strategic plans. The bar to entry should be kept as low as possible to encourage usage of StratML. Vision CIOC Mission CIOC Principles Governing Principles CIOC It seems to me that use of the adjective "governing" is redundant. In the schema, I'd just use the term Principle and make it repeatable, to accommodate inclusion of as many principles as desired. Also, while it is good practice to explicitly express principles, it may not be necessary to make it an all-or-nothing requirement to do so. In order to foster usage of StratML, it seems to me we should keep the bar as low as possible, e.g., by making use of this element optional. The StratML CoP should address the relationship of the concept of principle to the concept of "value," in the sense of organizational values. Goal Goals CIOC In the schema the singular form should be used and, of course, it should be repeatable. Quotation CIOC Thus, in addition to the Quotation element itself, attributes should be provided for Source (or something like that) and Affiliation or Organization (or something like that). The purpose seems to be to characterize the importance of the goal in concise terms that will be meaningful to readers of the plan and, hopefully, to other stakeholders as well. In the StratML schema, it seems to me this element should be optional. Description A sentence or two by named individual, whose affilation is also cited. CIOC A paragraph concisely but somewhat more fully defining a Goal statement. Again, while this may be useful information, it does not seem to me to be essential, i.e., a mandatory element of StratML. Instead, it seems to me that what truly matters is that the goals themselves are adequately expressed in measurable objectives, with explicit time lines and milestones. Thus, I would make this element optional. Strategy Strategies A goal of planned action in pursuit of a goal. CIOC This element should be expressed in the singular form (Strategy) in the schema and made repeatable, as a child element under a Goal element. The relationship of the concept of a Strategy to that of an Objective should be addressed and specified by the StratML CoP. As expressed in the draft CIOC plan, strategies appear to be objectives lacking explicit performance metrics and time lines. The degree to which such statements add real value may be questionable. Success Story Success Stories CIOC Again, in the schema, this element should be expressed in the singular form (i.e., Success Story) and made repeatable. Obviously, it should not be mandatory for inclusion in strategic plans and, even in performance plans, "stories" (narrative) should not be taken as a *substitute* for explicit measures of performance. Mission Statement 1. Reflects major functions and operations, 2. Reflects statutory authority, 3. Results oriented, 4. Explains why the organization exists and what it does, 5. Declares purpose for existence GAO HHS, To enhance the health and well-being of Americans by providing for effective health and human services and by fostering strong, sustained advances in the sciences underlying medicine, public health, and social services. DoED, To ensure equal access to education and to promote educational excellence. Vision Statement What is the desired future state that represents improvement, if successful, over the present situation? References the mission and core values. GAO Contact internal and external stakeholders to determine: 1. What is their view of success in the future? 2. The full potential of the organization? 3. How is that different from now? Guiding Principles A code of beliefs to which an organization adheres and aspires. Core values = guiding principles = what we stand for. GAO Contact internal and external stakeholders to determine: 1. What principles of service and conduct does the community expect from us? 2. What are our values now (stated or unstated)? 3. What does the organization believe and want to believe in? Strategic Issues Cluster issues into categories 1. operations, 2. human resources, 3. organization and management, 4. technology and facilities Strategic issues are found in BAE Systems IT Environment Review. HERE GAO What is issue, conflict or dilemma? Why is it an issue? Describe consequences of not addressing the issue. Can we do something about it? Strategic Outcome Goals (3-5 years) The expression of a broad result or end state that addresses a strategic issue. An effective way to implement the mission. Long term in nature. There should be a clear correlation between long term goals and how funds are spent. GAO DOT Reduce the number of transportation related deaths,FEMA Protect lives and prevent the loss of property from all hazards, NASA Ensure continued US leadership in space and aeronautics Objectives Subsets of goals to be achieved within a given time period. Measurable, doable with available resources. GAO Strategies How will the goals be achieved? A pattern of policies, programs, actions, decisions and/or resource allocations that further the goals. GAO Consider acceptance by key decision makers, user impact, technical feasibility, cost, risk, staff requirements, training. Prioritize programs and activities, propose changes and think outside the box. Relationship Relationship between Strategic Outcome Goals and Performance Goals in the Annual Performance Plan. Performance goals in the Annual Performance Plan provide the day to day support for achieving strategic goals. Performance indicators and goals reflect a high level cross cutting view. Performance goals are accompanied by target performance levels and specific measures that indicate progress. Annual performance goals accompany the organizations Annual Budget. GAO The DOT Annual Performance Plan defines the performance indicators and goals with measures and targets used to judge progress. Coast Guard cut fatalities by 75% with less red tape and less money. NYPD reduce crime victims by 118,000. VA increase pneumonia immunizations by 53% External Factors Includes economic trends, social trends, political trends, changing role of federal government, technology industry that could impact ability to achieve strategic goals. GAO DOT external environmental scan revealed six major trends in the national defense and security area that would likely impact ability to achieve its security strategic goal. Program Evaluations Objective periodic assessments of program performance. Used for establishing or revising strategic goals and objectives. Key to accountability. GAO DoEd evaluation strategies 1. Systematic collection of outcome data using statistical sources, 2. wider use of customer surveys, 3. expert reviews, 4. impact evaluations Treatment and coordination of cross cutting functions Cross Cutting Initiatives This is a volatile area where several agencies may be undertaking similar or identical efforts. Congress may give the function to the agency that can best define the function and strategy more effectively. GAO NRC interacts with DOE on a number of activities associated with transportation and storage of spent nuclear fuel and high-level radioactive waste. The NRC and DOE have a procedural agreement regarding spent fuel and HLW transportation packaging. Data Capacity Data capacity provides performance information on results and outcome requirements. Data capacity problems are the most serious barriers to effective implementation of performance plans. GAO SSA envisioned a cooperative processing architecture for its automated systems to improve availability and reliability of systems, support the use of complex tools and assist in building dependable capability for backup and recovery. Major Management Problems Major and recurring management deficiencies that have been documented repeatedly by inspectors general, GAO and others. (Goals, strategies and measures should reflect commitment to resolve these problems.) If the management of the agency is not working on a major management problem, what is it working on? GAO NSF lists 4 most critical factors for success with key strategies that influence managing for excellence and mission support. Success in managing will be addressed using quantitative performance indicators that are established and assessed annually. Consultation Stakeholders, partners and customers should be involved with the development and implementation of federal strategic plans. When customers, partners and stakeholders are contacted only after the front-end analysis is accomplished, they can rightfully question whether input is wanted or if the agency is only doing what it is told. GAO Describe consultations with customers, stakeholders and partners, indicating the response and disclosing outstanding contrary views.