State Strategic Planning Guidelines Prepared by: Governor's Office of Planning and Budget State Personnel Administration Georgia Technology Authority Agencies of the State Property Officer Version 7-15-2011 EXECUTIVE SUMMARY PURPOSE The state strategic planning guidelines outline the strategic planning process and requirements for the agencies of Georgia state government. State and agency strategic planning is required by law (OCGA 45-12-73 and 175). STATE STRATEGIC PLANNING FRAMEWORK The state strategic planning framework has three components. The first is the state strategic plan which provides the vision, direction, and priorities of the state. The state strategic plan outlines goals for each of the five policy areas. Strategic investments proposed during the budget process will be evaluated against the state goals. The second component is the agency strategic plan. The agency strategic plan is, at a minimum, a three-year plan and must align to the state strategic plan. It includes the agency goals, measurable objectives, strategies and resource implications. The third component is the annual performance plan. The annual performance plan provides the details about the strategies and initiatives the agency is focusing on for a fiscal year. The requirements for the annual performance plan are being revised and will be available at a later date. INTEGRATED PLANNING PROCESS The state's strategic planning process and accompanying agency guidelines streamlines and consolidates multiple planning processes. The integrated state strategic planning requirements satisfy the statewide strategic planning needs of the: Governor's Office of Planning and Budget (OPB) Georgia Technology Authority (GTA) State Personnel Administration (SPA) State Property Officer1 (SPO) Agencies no longer submit separate strategic plans to various agencies. The need for a separate agency IT strategic plan and customer service plan is eliminated. Strategic planning information will be collected once and then used by multiple agencies to do statewide planning. A centralized web-based system 1 The State Property Officer provides leadership for the State Properties Commission, Georgia Building Authority and Georgia Sate Financing and Investment Commission's Construction Division 2 called "HORIZON" is used to collect agency strategic planning information. Training on HORIZON is available in late March or early April. EMPHASIS ON COORDINATED PLANNING These strategic planning guidelines emphasize coordinated planning among the support functions within an agency and across the state. As part of the agency strategic plan, agencies will be asked to explain what the agency plans to do to achieve its goals and what the implications will be on financial, staffing, information technology, and space or facility resources. Agency leaders will find it necessary to coordinate with the budget, human resource, information technology, and facility staff as part of the new planning process. Coordination among agency partners is also critical as agencies come together to plan and implement statewide initiatives related to the state strategic plan. As plans are submitted, support agencies (OPB, GTA, SPA, and SPO) will review to take advantage of synergies and opportunities, and mitigate challenges. Final emphasis will be directed towards assisting agencies in achieving their desired strategic outcomes. STRATEGIC PLANS WILL INFORM THE BUDGET PROCESS A strategic plan is a document that communicates an agency's vision, goals, objectives, strategies and direction to its employees, customers and partners. The strategic plan is used in all phases of the budget cycle. The agency strategic plan establishes a road map of the strategic activities that the agency will focus on during the next three years. The strategic investments in the agency's budget are guided by the agency's strategic plan. The initiatives from the agency strategic plan are assessed to see if they are achieving the results anticipated. The Governor and OPB will use the agency strategic plan to assess (1) how the agency is contributing to meeting the state's strategic goals and (2) how well the agency's budget request aligns to the agency's strategic plan. The agency strategic planning information initiates discussion with the agency, analysis, and coordination between OPB and the Governor's staff for the next budget and policy development cycle. The strategic plan will help to distinguish the strategic investments from the requests to maintain operations. 3 DUE DATES The state strategic planning process and timeline is designed to support the budget process and other statewide planning and performance management efforts. The following are the key dates related to strategic planning: Planning / Horizon Timelines for Calendar Year 2011 FY 2011 Planning Cycle FY 2012 Planning Cycle Activity Mid-Year Report Due Date 2/28/2011 February 2011 Activity Date Agency Mid-Year Report information sent to Enterprise Agencies March 2011 3/11/2011 Enterprise Agencies Followup on Mid-Year Status Reports April 2011 4/8/2011 June 2011 Planning Guidelines Updated Horizon Instructions Updated 6/30/2011 6/30/2011 July 2011 Year-End Report Due 8/15/2011 Agencies Begin Entering FY 2012 Planning Data in Horizon August 2011 September 2011 FY 2011 Horizon Plan Submission Deadline Enterprise Agency plan reviews complete 7/18/2011 9/1/2011 9/30/2011 4 Table of Contents EXECUTIVE SUMMARY .......................................................................................................................... 2 PURPOSE ................................................................................................................................................... 2 STATE STRATEGIC PLANNING FRAMEWORK............................................................................................ 2 INTEGRATED PLANNING PROCESS ........................................................................................................... 2 EMPHASIS ON COORDINATED PLANNING ................................................................................................. 3 STRATEGIC PLANS WILL INFORM THE BUDGET PROCESS ...................................................................... 3 DUE DATES................................................................................................................................................ 4 1.0 AUTHOR'S NOTE................................................................................................................................. 6 2.0 FOCUS ON THE STRATEGIC ACTIVITIES ................................................................................... 9 3.0 STATUTORY AUTHORITY................................................................................................................ 9 4.0 STATE PLANNING FRAMEWORK .................................................................................................10 5.0 ACHIEVING THE GOALS OF THE STATE STRATEGIC PLAN ...............................................12 STATE GOALS ..........................................................................................................................................12 HOW WILL THE STATE STRATEGIC PLAN BE USED.................................................................................14 6.0 AGENCY STRATEGIC PLAN ...........................................................................................................15 STRATEGIC PLANNING CONTENT TO BE REPORTED...............................................................................15 USING THE AGENCY STRATEGIC PLAN ...................................................................................................16 7.0 ANNUAL PERFORMANCE PLAN....................................................................................................18 8.0 MID-YEAR AND YEAR-END REPORTS .........................................................................................19 9.0 REASSESS AND REVISING THE STRATEGIC PLAN .................................................................19 10.0 SUBMITTING THE AGENCY STRATEGIC PLAN .....................................................................19 11.0 STRATEGIC PLANNING SCHEDULE...........................................................................................21 APPENDIX A: STATE STRATEGIC PLAN GOALS ............................................................................22 APPENDIX B: HOW TO DEVELOP A STRATEGIC PLAN ...............................................................23 APPENDIX C: AGENCY STRATEGIC PLANNING CONTENT TO BE REPORTED....................36 APPENDIX D: STATUTORY AUTHORITY FOR STRATEGIC PLANNING .................................41 GLOSSARY OF TERMS ...........................................................................................................................43 5 1.0 AUTHOR'S NOTE State strategic planning is under the direction of the Governor through the OPB director. The state strategic planning guidelines presented in this document were developed by an interagency team comprised of representatives from various agencies during the 2007 and 2008 calendar years. The state strategic planning framework satisfies the statewide strategic planning needs of the Governor's Office of Planning and Budget (OPB), Georgia Technology Authority (GTA), State Personnel Administration (SPA), and the State Property Officer (SPO). These guidelines are a revision to the March 2010 version. Strategic Planning Coordinating Team The Strategic Planning Coordinating Team is responsible for coordinating and implementing the State of Georgia's Strategic Planning process. This includes revising the state strategic planning guidelines as needed and providing agencies training and instruction. Team membership consists of personnel from the following enterprise supporting agencies (ESA): Office of Planning and Budget Georgia Technology Authority State Personnel Administration State Property Officer (SPC, GSFIC, GBA) Kathy Kinsella, Ron Nawrocki, Brenda Purcell Joe Coberly, Michael Curtis Ann Phillips, Gwen Wiggins Janet Wix, Frank Smith OPB is the lead agency for strategic planning. OPB, at the direction and under the control of the Governor is to: "Develop and implement a process of strategic planning to establish and periodically update an overall plan for state government and require all state agencies to develop a strategic plan that is consistent with that overall state plan." (see OCGA 45-12-73) Within the strategic planning coordinating team are leads for facilities planning, IT planning, workforce planning, and customer service improvement. The leads for these planning components prepare recommendations for their assigned area. The coordinating team works to integrate the recommendations and requirements into a comprehensive set of instructions and annually reviews and updates the guidelines as needed. The chair and leads also annually review 6 agency plans and provide feedback to the agencies. These meetings serve as the focal point for managing the state's strategic planning process. As members of the coordinating team are also leaders in their respective agencies, the coordinating team serves a secondary function, as needed, to coordinate or address statewide issues that impact all or some of the ESAs and is a working group of the best managed policy collaborative. For specific questions about the content of this document contact the following: State Strategic Planning Kathy Kinsella OPB 404-656-6515 IT Strategic Planning Joe Coberly GTA 404-463-8134 Workforce Planning Gwen Wiggins SPA 404-657-2158 Capital Construction Ron Nawrocki OPB 404-656-3820 Space Planning Deborah Elovich SPC 404-656-5602 7 8 2.0 FOCUS ON THE STRATEGIC ACTIVITIES The agency strategic plan focuses on specific strategies that will improve services and outcomes for the agency's customers and employees. A Strategic Initiatives clear distinction must be made between ongoing operations and strategy. The Franklin Covey Ongoing Operations organization has coined the term (Whirlwind) "whirlwind" to describe the work (The Base) done every day to keep the operations of the agency going. The whirlwind is the urgent priorities that come to you and demand your immediate attention.2 For the purposes of this document, the "whirlwind" is the ongoing operations of the agency. "Strategy" means the energy used to achieve the goals for improving performance. These strategic planning guidelines are designed to focus agency efforts in planning the time, energy and resources necessary to achieve the agency's strategic goals. Other state processes such as the annual operating budget (AOB) and budget program performance measures focus on the overall management and resources related to agency operations. 3.0 STATUTORY AUTHORITY The Budget Accountability and Planning Act of 1993 established a comprehensive strategic planning process for state government. The table below lists the strategic planning requirements in state government and identifies the lead agencies that are responsible for statewide planning. Excerpts from the Official Code of Georgia related to strategic planning are available in appendix E of this document. Planning Process Strategic Planning Process State Strategic Plan Agency Strategic Planning Information Technology Workforce Planning Capital Improvements Space Management Lead Agency OPB OPB OPB GTA SPA OPB SPO Legal Authority 45-12-73 45-12-73 45-12-175 50-25-4 45-20-1(e) 45-12-73 (6) 50-16-35 2 Execution Essentials: The 4 Disciplines of Execution, FranklinCovey, 2006, p. 4 9 4.0 STATE PLANNING FRAMEWORK Achieving results for Georgians is the purpose of strategic planning. Results come by having a clear line-of-sight between state goals, agency goals, and annual plans. Just as alignment between state and agency priorities is important, alignment within an agency, between program managers, information technology, facilities, and the human resources is just as critical. The state strategic planning framework emphasizes vertical alignment between state and agency plans and horizontal alignment within an agency and among its partners. The basic framework of the state planning process is as follows: STATE STRATEGIC PLAN State goals are organized into five policy areas: Educated, Healthy, Safe, Growing, and Best Managed. The state strategic plan outlines broad goals for each of these five policy areas. Agencies should align their agency goals to the goals in the state strategic plan. See the section "Aligning to State Strategic Plan" later in this document for more information on how the state strategic plan will be used. 10 AGENCY STRATEGIC PLAN By law, each state agency is required to have a strategic plan. The agency strategic plan is, at a minimum, a three-year plan and must align to the state strategic plan. Agencies may choose a strategic planning model that works best for the agency (e.g., Balanced Score Card, Baldridge, Result-Based Accountability, traditional approach, etc). A basic agency strategic planning process is outlined in Appendix B. The agency strategic plan explains what the agency is focusing on to affect statewide goals by improving services, operational efficiencies, and customer experience. The agency strategic plan also includes a high-level assessment of the resources needed to implement the agency's strategies. ANNUAL PERFORMANCE PLAN The annual performance plan provides the details about the strategies and intiatives and operational priorites for the fiscal year. Major investments requested in the budget request should be explained within the context of the agency strategic plan. The requirements for the annual performance plan are being revised and will be available at a later date. 11 5.0 ACHIEVING THE GOALS OF THE STATE STRATEGIC PLAN STATE GOALS The state strategic plan is organized into five policy areas: Educated, Healthy, Safe, Growing, and Best Managed. Under each policy area are goals to give more focus and vision for the state. Policy Area State Goal Educated Improve student achievement Enhance the quality of the education workforce Improve workforce readiness skills Healthy Encourage healthy lifestyles through preventive care, disease management and early intervention Improve access to quality health care at an affordable cost Promote the most productive and independent lifestyle possible for Georgia's vulnerable citizens Efficiently and effectively deliver health care programs Safe Promote safe communities and stable families where children can thrive Provide a safe environment where Georgians live, work and play Provide a safe and secure state by effectively managing and rehabilitating offenders Promote homeland security and emergency preparedness for natural and man-made disasters or acts of terrorism Reduce loss of life and injury on Georgia's roads Growing Increase quality jobs and promote innovation and investment in Georgia Expand the economic impact of tourism and recreation throughout the state Improve mobility of people and goods within and through the state and metro Atlanta area Improve overall environmental quality and conservation practices 12 Best Managed Employ an enterprise approach and best practices in Georgia's financial management Deliver state services faster, friendlier, and easier Strategically manage the state's infrastructure and be stewards of the state's assets Provide an attractive place to work and build a career in state government Improve decision maker's access to quality enterprise information through integrated enterprise systems COLLABORATIONS AND PARTNERSHIPS To achieve results for Georgians, agencies must work together to improve performance related to statewide indicators. Through collaborations, partnerships, we can address problematic trends. Agencies must often coordinate with other state agencies and external partners to enact transformative change that will result in improved services and outcome for Georgians. 13 HOW WILL THE STATE STRATEGIC PLAN BE USED CONTEXT FOR STRATEGIC INVESTMENTS To bring about results for Georgians the resources of the state must be marshaled and focused on what state government can best accomplish or affect. OPB and the Governor's office will use the state strategic plan as a way of evaluating the merits of agency budget requests and agency legislative proposals. With finite resources, the state strategic plan will be used to prioritize and justify investments. Requests for funds should demonstrate how the funding with its companion strategy will help contribute to a performance improvement. Ultimately, the state plan will focus the state's strategic efforts to improve state services to our customers in all five policy areas. 14 6.0 AGENCY STRATEGIC PLAN The agency strategic plan is a three-year plan and should align to the state strategic plan. Agencies may choose a strategic planning model that works best for the agency (e.g. Balanced Score Card, Baldridge, Results-Based Accountability, traditional approach, etc). The agency strategic plan is limited in scope. It should not cover everything the agency has to do in the next three years from an operational stand point. Rather, the strategic plan is focused on a "limited" number of goals and related strategies that the agency will work on to improve services and customer experiences. Ideally, the agency strategic plan highlights what the agency will do that is new or different that will ultimately influence achievement of their measurable objectives. A general guide to developing an agency strategic plan is provided in Appendix B. Regardless of the strategic planning model used, specific standard content is to be reported to OPB. The content provided meets the strategic planning requirements of OPB, GTA, SPA, and SPO. STRATEGIC PLANNING CONTENT TO BE REPORTED The statewide planning agencies (OPB, GTA, SPA, SPO) require the reporting of standard strategic planning information. Agencies will enter and update their strategic planning information in a web-based system called HORIZON by September 1, 2011. Statewide planning agencies are available to provide assistance. HORIZON will be opened for data entry and agency updates July 18, 2011. Each agency should designate one person in the agency to coordinate the strategic planning process and be responsible for entering the agency strategic planning information in HORIZON. Not all information that comes from a quality planning process is required for statewide planning purposes. On a case-by-case basis one of the planning agencies may request additional information from the agency. See the HORIZON user manual on the OPB website under strategic planning for detailed information on what is to be provided by state agencies. For most items listed, the agency will select from a predefined list of items or a series of check boxes. The following is a summary of the information that is to be provided from the agency strategic plan: Agency Mission Agency Vision Agency Core Values 15 Enterprise Ideas Goals Alignment to State Goal Measurable Objectives and other measures Strategies Description and Impact What is the cost magnitude? When will you do it? What is the benefit to customers? What is the impact on staffing? What are the dependencies on IT? What is the impact on facilities/space? What budget programs are impacted? Who are the key agency partners? USING THE AGENCY STRATEGIC PLAN The agency strategic plan is first and foremost for the use of the agency. The strategic plan is a valuable tool for agency leadership in charting the course for the agency and communicating its priorities to its employees, its customers, and its stakeholders. The plan provides the context for new investments, redirection of funds, organizational change, and process improvements. OPB will use the agency strategic plan to assess how the agency is contributing to meeting the state strategic goals and how well the agency's budget request aligns to the agency's strategic plan. The agency strategic planning information initiates discussion with the agency and analysis and coordination between OPB and the Governor's Policy Staff for the next budget and policy development cycle. The strategic plan will help distinguish the strategic investments from the requests to maintain operations. Each enterprise-planning agency (OPB, GTA, SPA, and SPO) will use the agency strategic plans as a basis for its own statewide planning efforts. They will also use the plans to identify and align similar strategies across state government, and to coordinate the timing and implementation of investments and policy changes. Strategic planning guides the budget process so near-term decisions are made with a long-range perspective. OPB will use the agency strategic planning information to identify opportunities for collaboration or leveraging resources if agencies identify similar projects or strategies. OPB will then provide feedback to agencies on priorities and fiscal constraints. OPB will also use the plans to better understand the future environment and factors for which an agency is planning. The envisioning of the future how 16 services should be delivered, trends, demographics, opportunities and threats provides critical input and necessary context for policy and budget analysis. As OPB works on a state financial plan, agency strategic plans provide the inputs necessary to help decision makers know the order of magnitude of potential future costs so they can be weighted against projected available funds. GTA uses agency strategic plans to create a state-wide view of how Georgia depends on information technology to achieve state goals. This enterprise view will allow reduction of redundant systems and acquisitions, better leverage of state-wide economies of scale, and a more investment-oriented approach to IT resource consumption. In addition, GTA will seek opportunities to help individual agencies improve security, business continuity and technology planning. GTA will also respond to individual agencies to help describe IT issues in the context of agency business strategy. SPA will use the agency strategic plan to assess alignment with the agencies' workforce strategies documented in the agency workforce plan. The enterprise workforce plan will also include key recommendations for closing staffing, diversity, and competency gaps. SPC will use the strategic plans to identify and coordinate similar projects and space needs across state government. Planning information will be used to coordinate the timing and implementation of infrastructure investments. To establish a uniform vision that ensures the highest and best use of the State assets. OPB and SPO/SPC will use the agency strategic plans to understand the business need for addition or reduction in space. 17 7.0 ANNUAL PERFORMANCE PLAN Guidelines for the Annual Performance Agency Strategic Plan Plan are being updated and will be available at a later date. Generally the annual performance plan will focus on the strategies, initiatives and operational 4-year time horizon Reassess annually to reflect budget and business environment changes Update by May 1 each year priorities of the agency for the fiscal year. Annual Performance Plan 12 month time frame WORKFORCE PLANNING Due date: TBD. Details about agency priorities for the The 3-year agency strategic plan includes new fiscal year a staffing implications section that specifically addresses the agencies' strategic initiatives. To understand the operational needs of the whole agency, the State Personnel Administration requires an annual workforce management plan that addresses the agency as a whole. Consider the following: Assess your human capital now...and consider what human capital you will need later... 1. How many and what types of jobs and competencies will be needed to meet the mission and strategic goals of the agency? 2. What strategies will the agency use to hire, retain, and develop employees to meet those needs? INFORMATION TECHNOLOGY GTA will use the agency strategic plans to take an enterprise view of IT activities across all agencies seeking opportunities for the enterprise. They will look for opportunities to help individual agencies improve security, business continuity, and technology planning, and help agencies describe IT issues in the context of business strategy. For agencies that use GTA-managed network or data services, they will use strategic planning information to augment demand forecasting. FACILITIES, SPACE, CAPITAL ASSETS As part of the agency operating and capital budget submission on September 1, the agency should reference the agency strategic goal and strategy in the project description for any project related to the agency's strategic plan. The description should explain how the items requested relate to the implementation of the agency strategy. 18 8.0 MID-YEAR AND YEAR-END REPORTS "Progress toward planned goals should be monitored at regular intervals. Organizations should develop a systematic review process to evaluate the extent to which strategic goals have been met."3 Is what was planned being accomplished? To help agencies track their progress, agencies will be asked to submit mid-year progress reports in January. At the end of the fiscal year, the agency will submit a year-end update on its annual strategic implementation plan. A plan is only as effective as the extent to which it is used. Execution of the agency strategic plan is done a year at a time, and agencies should track their progress at least quarterly. 9.0 REASSESS AND REVISING THE STRATEGIC PLAN The agency strategic plan is a rolling three-year plan and progress on the agency strategic plan should be monitored regularly. Each spring the agency should reevaluate its operating environment based on funding received and any legislative or policy changes impacting the agency in the past fiscal year. The agency strategic plan should be updated annually to reflect any internal or external factors that affect the plan. The agency should evaluate any relevant measures or other indicators to identify any emerging issues. While the direction of the plan may not change significantly from year to year, the pace and priorities may be adjusted based on resources, changing mandates, and other constraints. 10.0 SUBMITTING THE AGENCY STRATEGIC PLAN The agency senior leadership should have consensus on the content and direction of the agency strategic plan. The agency head must approve the plan prior to submittal to OPB. Agencies should submit to OPB its 3-year agency strategic plan or any update to its existing plan by September 1, 2011. Standard planning content is collected in HORIZON. Because databases limit the ability to communicate information graphically, agencies are encouraged to provide a copy of their published plan to OPB and any other supporting information. Agencies can attach documents in HORIZON when they submit their strategic plan. OPB, SPA, GTA, and SPO will each have the opportunity to review the agency strategic plan from their own perspective. If the plan is not complete or needs to be revised, OPB will notify the agency to unsubmit its plan, revise it and 3 Recommended Budget Practice on the Establishment of Strategic Plans (2005)" http://www.gfoa.org/downloads/budgetStrategicPlanning.pdf 19 resubmit. During the resubmission process agencies can contact the appropriate support agency to obtain assistance prior to resubmitting the plan. In addition, OPB provides a strategic plan self-assessment guide developed with the assistance of North Highland consulting. This strategic plan evaluation template allows the agency to assess the quality of its strategic plan. The same evaluation template is used at OPB in reviewing the agency strategic plans. A copy of the evaluation template is provided in Appendix B of this document or can be downloaded from the OPB website by following the links under strategic planning. The agency strategic plan initiates a series of strategic conversations between OPB and the agency as well as internal resource planning discussions between OPB, GTA, SPA, and SPC. 20 11.0 STRATEGIC PLANNING SCHEDULE Planning / Horizon Timelines for Calendar Year 2011 FY 2011 Planning Cycle Activity Date Mid-Year Report Due 2/28/2011 February 2011 FY 2012 Planning Cycle Activity Date Agency Mid-Year Report information sent to Enterprise Agencies March 2011 3/11/2011 Enterprise Agencies Followup on Mid-Year Status Reports April 2011 4/8/2011 June 2011 Planning Guidelines Updated Horizon Instructions Updated 6/30/2011 6/30/2011 July 2011 Year-End Report Due 8/15/2011 Agencies Begin Entering FY 2012 Planning Data in Horizon August 2011 September 2011 FY 2011 Horizon Plan Submission Deadline Enterprise Agency plan reviews complete 7/18/2011 9/1/2011 9/30/2011 21 APPENDIX A: STATE STRATEGIC PLAN GOALS STATE STRATEGIC GOALS VISION A State Government that is value-driven, customer-focused and results-oriented EDUCATED Improve student achievement Enhance the quality of the education workforce Improve workforce readiness skills RESULTS FOR GEORGIANS HEALTH Encourage healthy lifestyles through preventive care, disease management and early intervention Improve access to quality healthcare at an affordable cost Promote the most productive, independent lifestyle for Georgia's vulnerable citizens Efficiently and effectively deliver healthcare programs SAFE Promote safe communities and stable families where children can thrive Provide a safe environment for people to work and play Provide a safe, secure state by effectively managing and rehabilitating offenders Promote homeland security and emergency preparedness for natural and manmade disasters or terrorism Reduce loss of life and injury on Georgia's roads GROWING Create quality jobs and promote innovation and investment in Georgia Expand the economic impact of tourism and recreation throughout the state Improve mobility of people and goods around the state and metro Atlanta areas Improve overall environmental quality and conservation practices Employ an enterprise approach and best practices in Georgia's financial management Deliver state services faster, friendlier, and easier BBEESSTT MANAGED Strategically manage the state's infrastructure and be stewards of its assets Provide an attractive place to work and build a career in state government Improve decision makers' access to quality enterprise data through integrated systems STATE OF GEORGIA 22 APPENDIX B: HOW TO DEVELOP A STRATEGIC PLAN Each state agency is required by law to have a strategic plan. The agency strategic plan is a three-year plan and should align to the state strategic plan. Agencies may choose a strategic planning model that works best for the agency (e.g., Balanced Score Card, Baldridge, Result-Based Accountability, traditional approach, etc). The agency strategic plan should explain the three to five things that the agency is focusing on to improve services and customer experiences. The following guidelines provide general instruction to agencies in doing strategic planning. Regardless of the strategic planning model used, specific standard content is expected to be reported to OPB. See appendix C for a list of the specific content to be reported. GENERAL GUIDELINES FOR AGENCY STRATEGIC PLANNING The process should be participatory and use team consensus to arrive at decisions whenever possible. While it is unlikely that every team member will totally agree with every decision, members should be able to "live with and support" the outcomes Preparing the Agency Strategic Plan from the planning sessions. GETTING STARTED According to the Government Finance Officers Association (GFOA), "It is essential that the strategic plan be initiated and conducted under the authorization of the organization's chief executive (Agency Head), either appointed or elected. Inclusion of other stakeholders is critical, but a strategic plan that is not supported by the organization's chief executive (Agency Head) has little chance of influencing an organization's future."4 Plan to plan Prepare mission statement* Develop a vision statement* Define the agency's core values* Assess environmental factors Identify critical issues Identify enterprise obstacles or issues* Establish strategic goals* Establish measurable objectives* Develop strategies for accomplishing the measurable objective(s)* Identify impacts on IT, the workforce, and facilities/space* *Content to be reported in HORIZON to To get started, the agency must first get the statewide planning agencies organized and plan to plan. The plan-to- plan phase is logistical--allowing time for specifying participants, process duration and location, and determining if a specific strategic planning model will be used. 4 Recommended Budget Practice on the Establishment of Strategic Plans (2005)" http://www.gfoa.org/downloads/budgetStrategicPlanning.pdf 23 The strategic planning sessions should directly involve the agency's senior leadership and managers, as well as involving employees at varying levels throughout the organization. Considerable thought should be given to selecting the participants for all phases of the strategic planning process. It is crucial that the head of the agency and the executive leadership team be committed and willing participants. They should take the lead in developing the agency's mission, vision, goals and strategies. In addition to agency senior leadership, program and operational managers may be appropriate participants for defining measurable objectives and strategies. In developing the Annual Strategic Implementation Plan, program managers and staff involved in evaluation, research, and data analysis are appropriate participants in coordinating the agency's resources as well as defining the indicators that will be used to track program performance. During the plan-to-plan phase, the agency should complete the following tasks: Identify the member of the executive leadership team who will lead the process and serve as the internal strategic planning coordinator. Select a strategic planning facilitator and decide if the facilitator will be agency staff or an external consultant. Identify the focus area planning coordinator(s) for IT, workforce, and facilities. Determine who is to be included in each phase of the planning process and for each focus area. Find a location for the planning sessions. Decide the number of sessions to be held. Identify individuals responsible for coordinating the plan's development, tracking the process, and making subsequent changes to keep the plan current. Collect and analyze data and information that will be used as part of the environmental scan process. Helpful information may include: demographic trends, service provision trends, customer and employee satisfaction survey results, facility trends, and workforce trends. Identify any statewide strategies coming from the work of the policy collaboratives that needs to be embedded in the agency plan. PREPARE A MISSION STATEMENT MISSION: The purpose of the organization; why the agency exists. The agency mission is a broad statement of why the agency exists. Statutory and regulatory requirements provide the foundation for the mission statement. "The mission statement should be a broad but clear statement of purpose for the entire organization. One of the critical uses of a mission statement is to help an organization decide what it should do and, importantly, what it should not be doing. The organization's goals, strategies, programs and activities should logically cascade from the mission statement." (GFOA) 24 DEVELOP A VISION STATEMENT VISION: A picture of a desired future, one that is both challenging, yet possible to attain. Defines where the organization wants to be in the future. It reflects the optimistic view of the organization's future. The vision is a clear and concise statement and inspiring declaration of the direction that an agency plans to take into its preferred future, focusing on its customers and desired outcomes. DEFINE AGENCY CORE VALUES (OPTIONAL) CORE VALUES: Those things that really matter to the organization ... the ideas and beliefs. Enduring tenants to guide the work of the organization. ASSESS ENVIRONMENTAL FACTORS ENVIRONMENTAL SCAN: A thorough analysis of the organization's internal and external environment and relevant trends. The environmental scan is a review of external and internal factors that affect the environment in which an organization operates. The environmental scan examines these factors and their impact on Georgia citizens, state agencies, and the services they provide. "A thorough analysis of the agency's internal and external environment sets the stage for an effective strategic plan. A frequently used methodology for conducting an environmental assessment is a "SWOT" (Strengths, Weaknesses, Opportunities, and Threats) analysis. Strengths and weaknesses relate to the internal environment, while analysis of opportunities and threats focuses on the environment external to the organization. "Local, regional, national, and global factors affecting the community should be analyzed, including (a) economic and financial factors, (b) demographic trends, (c) legal or regulatory issues, (d) social and cultural trends, (e) physical [infrastructure needs] (e.g., community development), (f) intergovernmental issues, and (g) technological change. Agencies should develop mechanisms to identify stakeholder concerns, needs, and priorities. Among the mechanisms that might be employed to gather such information are (a) public hearings, (b) surveys, (c) meetings of community leaders and citizen's interest groups, [and] (d) meetings with [agency] employees..." (GFOA) External Scan: The external scan reviews information about events, trends, and relationships in an organization's external environment that impact how the agency 25 conducts its business. This information may include, for example, recent legislative mandates that alter the agency's mission. Information from the external scan assists agency leadership in planning the organization's future course of action. Internal Scan: The internal scan is a process of reviewing the agency's resources, assets, and day-to-day operational structure, such as organizational climate or internal communications. Factors identified in the internal scan are more agency-specific than the broad, environmental factors identified in the external scan. This information must include employee feedback and may also include internal factors ranging from an assessment of appropriate resources to accomplish mission-critical tasks to the pending retirement of a significant portion of the agency's workforce. An agency should also consider how future conditions may impact space, facility, and other capital investment needs. In turn, the physical condition, functionality and location of current facilities may impact how well services are being delivered. This process demonstrates the relationship between the agency's strengths and weaknesses and the challenges the agency must address to develop its course of action. The team members participating in the environmental scan may come from any level of the organization; however, members of the agency's leadership must be present if the process is to be meaningful. The team assembled to conduct the environmental scan will typically include individuals who: Have strong institutional knowledge; Understand the agency's current mission, vision, strategic goals, and strategies Are knowledgeable of current issues and developments in the agency's field. Typical information sources that may be used in the agency's environmental scan include: New statutory, regulatory, and/or judicial mandates Governor's speeches and legislative initiatives Previous program results Customer feedback Employee feedback State and national legislative trends Workforce trends IT initiatives and needs Technology applications and trends Comparisons to similar functions in other states Economic indicators Demographic data analysis, including workforce Information from conferences 26 Internet or library research Budgetary and staffing data Internal and external audits Performance trends as shown by statewide indicators Facilities/Space needs and physical and functional condition and capacity OPB, SPA, GTA, and SPC other enterprise-supporting agencies can provide valuable information and technical assistance that will help agency management in their planning process. Examples include: OPB Population projections State demographics Enterprise-Supporting Agencies Census data (ESA): Agencies in state General guidance on Governor's intent government whose primary purpose and focus is supporting the business functions of state government and whose SPA Analysis of national and state workforce trends Analysis of job classes primary customers are state agencies. ESAs include OPB, GTA, SPA, SPC, SAO, DOAS, GSFIC, GBA, and OTFS. Retirement trends Analysis of competencies Analysis of employee and customer satisfaction and call center statistics relevant to agency programs and services GTA Insights on emerging technologies Planned enterprise activities Successful uses of technology in state business processes SPC Facilitate analysis of space utilization and appropriate use of facilities and space Customer Service: These strategic planning guidelines integrate the work of the state's customer service initiative into the overall state strategic planning process. The State Personnel Administration (SPA) highly recommends that agencies include a survey of both customer and employee satisfaction indicators as part of their environmental scans. Surveys should focus on the strategic activities the agency selected to build its strategic plan around. SPA prefers that agencies use the State GSQI and WPSI surveys since these are validated survey tools or work with SPA if using another tool to make sure the data collection process is comparable. Most agencies will likely use FY 2008 27 or FY 2009 as a baseline year for customer and employee feedback and then remeasure annually. Workforce Scan: Workforce planning is a systematic process for ensuring that the right people with the right competencies are in the right place at the right time. As part of the environmental scan, the agency should look at workforce trends and future business priorities. The first step in this process is the accumulation of data on the make-up of the workforce. Among the data included is information on diversity, turnover, learning needs, knowledge management strategy, and succession planning. Workforce planning uses these components to provide refined information on the changes to be anticipated; the competencies that retirements may take from the workforce; key positions that may need to be filled; and strategies to fill the gaps. IDENTIFY CRITICAL ISSUES "Once the environmental analysis has been completed, the next step is to use the resulting information to identify the most critical issues. Issue recognition should reflect stakeholder concerns, needs, and priorities as well as environmental factors affecting the community [and the clients the agency serves]." (GFOA) When identifying critical issues, the agency should consider the goals in the state strategic plan and determine to which state goals the agency's goals align. IDENTIFY ENTERPRISE OPPORTUNITIES, OBSTACLES OR ISSUES As part of the environmental scan process agencies may identify obstacles, opportunities or issues for which they have limited control or is a statewide or population issue where a collaborative approach is needed. Agencies are encouraged to identify and report enterprise obstacles and opportunities. The enterprise supporting agencies will then assess and aggregate the information provided and develop strategies to address the issues agencies identify. This will facilitate communication from outward facing agencies to the enterprise supporting agencies so the enterprise supporting agencies can better serve their customers. It will also highlight potential opportunities for improved collaboration. AGREE ON A SMALL NUMBER OF BROAD GOALS GOAL: A result or outcome one is trying to achieve. Goals should be focused on outcomes. Goals should address "the most critical issues facing the agency and its customers. It may be necessary to define priorities among goals to improve their usefulness in allocating resources." (GFOA) Goals should be 28 customer focused (derived from internal and external customer data included in their environmental scan). Agency goals must be prioritized. Agency goals and strategies supporting the goal should be prioritized. Best practice is that an agency should have between three and five goals. An agency's goals may align to state goals in more than one policy area. DEVELOP MEASURABLE OBJECTIVES MEASURABLE OBJECTIVE: X to Y by date "Objectives are specific, measurable results to be achieved." (GFOA) For each goal, the agency should have measures or indicators that will be used to determine if the goal is being met. At least one measure should be a "measurable objective" stated as "X to Y by date" At least one measure should show how the customer will be better off Measurable objectives should be "SMART" (Specific, Measurable, Attainable, Relevant, Time-boxed) The agency is encouraged to identify and report other measures or indicators that will demonstrate performance improvements. IDENTIFY, DEVELOP, AND REFINE STRATEGIES TO ACHIEVE BROAD GOALS STRATEGY: A coherent set of actions that has a reasoned chance of working to improve results (What will you do?). The strategies are the things the agency will do to achieve its Measurable Objectives. "Strategies relate to ways that the environment can be influenced (internal or external) to meet specific measurable objectives. There should be a relatively small number of specific strategies developed to help choose among services and activities to be emphasized. Use of flowcharts or strategy mapping is encouraged in the design of strategies. To optimize the success of these strategies, opportunities should be provided for input from those who will be affected." (GFOA) For each strategy, the agency must consider the resources required and impacts on the organization. - What is the cost magnitude to implement, and associated long-term costs/savings? - What are the benefits to the customer (measured by what tool, baseline measure and expected results)? 29 - Will implementation of this strategy require a budget enhancement or will it be done with funds within the agency base? - What fund sources will be used to fund this strategy (State, Federal, Other, Bonds)? - Who will do the work (workforce impact and resources required)? - What are the technology implications and what IT projects (current, planned and proposed) support the strategy? - What are the impacts on space and facilities? What additional capital asset investments are required? - When will you do it? - What budget programs are impacted? - Who are the key partners? OBTAIN APPROVAL OF THE PLAN The agency senior leadership should have consensus on the content and direction of the agency strategic plan. The agency head must approve the document prior to submittal to OPB. REASSESS THE STRATEGIC PLAN Progress on the agency strategic plan should be monitored regularly. Each spring the agency should reevaluate its operating environment based on funding received and any legislative or policy changes impacting the agency in the past fiscal year. The agency strategic plan should be updated annually to reflect any internal or external factors that affect the plan. The agency should evaluate any relevant measures or other indicators to identify any emerging issues. While the direction of the plan may not change significantly from year to year, the pace and priorities may be adjusted based on resources, changing mandates, and other constraints. 30 Agency Strategic Plan Evaluation Worksheet Agency Name: ____________________________________ Instructions: Evaluate each section and rate on a scale of 1 5, with 5 being "perfect." Provide comments as applicable. Mission Evaluation Points Agency specific o Distinguishes this organization's mission from that of other organizations in the same sector o Reflects the distinctive competence of agency Includes/infers the four elements o What agency provides, for/to whom, how agency provides it, for what purpose Concise o Clear, brief enough to keep in mind Internally consistent o Doesn't conflict with vision/core values or goals Vision Evaluation Points Agency specific Timeless o Plausible, but may never be fully achieved Memorable o Short Statement o Not a slogan Inspires commitment o Unites people towards a purpose Score Score Comments Comments 31 o Creates emotional pull, builds enthusiasm o Reminds you why you are "here" helps with decisions Does not conflict with mission or core values Goal Evaluation Points Agency specific Headline/brief paragraph o At minimum, a sentence not a title o Typically five or six in number (5 is the magic number) Strategic, not tactical o Begin with strategic action verbs (promote, maximize, minimize, optimize) o Do not begin with tactical action verbs (build, create, develop, implement) Comprehensive o Employees, customers, partners, outcomes, core processes, efficiencies, "burning platforms" Measurable Objective Evaluation Points Agency specific SMART Objective Structure o Specific Measurement verbs (increase, decrease, reduce, achieve, maintain) Score Score 32 Comments Comments Describe outcomes, not activities o Measurable Three elements: Measure Target Timeframe o Achievable o Realistic o Time-driven Comprehensive, but few o Ideally two or three per goal o Reverse the logic: If the objectives are achieved, will the goal have been met? Is it possible to achieve the objectives and NOT achieve the goal? Are the objectives affordable? o Measurements are expensive to implement and maintain Are we using existing measures wherever possible? Sometimes measurements have to evolve into true results measures Begin with activity measures, move to outcome measures 33 Sometimes the first initiative is to establish the process baseline on which improvements must be made o Is the right measure affordable for us Strategy Evaluation Points Agency specific Linked to a specific measurable objective(s) o May impact more than one measurable objective and more than one goal area Describes the work to be done o Strategy verbs (develop, establish, implement, revise, utilize, create, design, enhance) o Are the strategies "high level" rather than tactical action steps? Vital Few o Not the "whirlwind" 10-12 strategies per plan Typically are complex, take months to complete Score 34 Comments Statewide Agency Develops State Strategic Planning Process Hierarchy State Vision, Mission, 5 Policy Areas Statewide Goals and Indicators Agency Mission Agency Goals Measurable Objectives Strategies Funding and Benefit to Customer Resources - Staffing - IT - Facilities/ Space, - Capital Assets Annual Strategic Implementation Plan Action Plans Note: Adapted from Figure 2 in Instructions for Preparing and Submitting Agency Strategic Plans Fiscal Years 2007 2011, State of Texas, March 2006, p. 7 35 Maintained at Agency Appendix C: Agency Strategic Planning Content to Be Reported The statewide planning agencies (OPB, GTA, SPA, and SPO require the reporting of a set of common strategic planning information. Not all information that comes from a quality planning process is necessarily reported for statewide planning purposes. On a case-by-case basis one of the planning agencies may request additional information from the agency. A web-based strategic planning data collection system called "HORIZON" is being used to collect a standard set of planning information. A detailed user guide can be accessed from the HORIZON homepage. Regardless of the strategic planning methodology or model the agency uses, the following are the common strategic plan elements that should be reported to OPB and the other planning agencies: Agency Mission Agency Vision Agency Core Values Enterprise Opportunities, Obstacles, and Issues Agency Goals (in priority order) For a given goal the agency should identify the high-level resource needs for the various strategies and projects identified to achieve the goal. State goal supported Measurable objectives and other indicators Strategy/Initiative and priority [Note: the following information is required for each strategy] o Describe the agency strategy/initiative: How will the strategy affect the measurable objective? Will the strategy affect a statewide indicator? Explain any relationship the strategy has to any statewide or policy collaborative initiative. o Impact of the Strategy o Cost Magnitude of implementation or start up cost o Estimated annual cost magnitude ongoing/maintenance o Will implementation of this strategy require a budget enhancement, bonds, or will it be done with funds within the agency base? o What fund source (State, Federal, Other, Bonds) would be utilized to implement the strategy? o When do you plan to start work on this strategy? o When do you plan to finish implementation of this strategy? o What are the benefits to customers (measured by what tool, baseline measure, and expected results)? 36 o Who are the key agency partners? o Staffing Implications? (Yes or No) If yes, the agency must provide additional information for each strategy. o IT Dependency Does a strategy depend on IT for success? (Yes or No) If yes, additional information for each IT-dependent strategy is requested below. o Facility/Space or Capital Asset Implications (Yes or No) If yes, the agency must provide additional information for each strategy. The agency may have multiple facility/space projects or asset needs for a given strategy. Also a given facility/space project or asset may relate to more than one strategy. o What agency budget programs are impacted? o Provide any additional comments Staffing Implications (If Yes above, the agency should provide additional information for each strategy) As part of the development of the agency strategic plan, the agency should clearly articulate what will be done in terms of human resources in the current year and future years to effectively implement the identified strategies and projects in the agency plan. The following information is to be reported: Agency Goal Agency Strategy Staffing What is the number of contractors needed to implement? What is the number of state employees needed to implement? Estimated net change in state FTE as a result of this strategy? How is the information used? The law requires SPA to produce an annual report on the state workforce. Collecting workforce plans in May allows SPA to have a better understanding of agency's workforce issues in the coming fiscal year, as well as what may come up in budget development discussions. SPA uses the workforce related content submitted in the agency strategic plan, the Annual Strategic Implementation Plan, and workforce plan to develop Georgia's workforce plan. Human resource strategies and recommendations related to the state's workforce are submitted to OPB and the Governor as part of the fall budget process. 37 IT Dependencies (If Yes above, the agency should provide additional information for each strategy) For strategies with IT dependence, the following information is requested: The IT Dependent projects section of the agency strategic plan allows insight into the drivers of agency activities and will allow GTA to help anticipate potential infrastructure, security, business continuity, and capacity issues. For each IT-dependent strategy the following information is to be reported: Project/initiative name Brief project description that includes supported Agency Goal, Measurable Objective, and Strategy. APR Project number (For many IT-dependent projects that are underway, agencies will have an APR number provided by GTA. If this number is provided here, no further information will be required.) If no APR number has been assigned, please provide the following projectrelated information: Projected total cost of ownership (two years beyond implementation) Start Date End Date Current Phase or status of Project [Initiation, Planning, Design, Procurement , Execution, Other] Comments Please identify the business drivers of the project. Details about the drivers will not be needed during strategic planning. Drivers being observed are: o Funding changes o Increase/decrease in business o Legislative changes o Process changes o Services addition o Technology equipment spending How is the information used? IT information is gathered for three purposes: 1. To create a statewide view of IT activities across all agencies. GTA seeks to identify opportunities to share costs and results with a focus on maximizing the impact of each IT dollar spent. GTA intends to help agencies get the most value from IT spending by anticipating common business needs and seeking economies of scale. 2. To look for opportunities to help individual agencies improve security and business continuity, and anticipate future computational or network-related demands that might be met by GTA-managed resources. GTA aims to have 38 the time spent describing the IT aspects of the agency strategic plan return value in better decisions and more efficient processes at the agency level. 3. To provide a tool for requesting help with IT issues in the context of business strategy. Capital Asset/Facilities/Space Implications (Yes/No) (If Yes above, the agency should provide additional information for each strategy) It is anticipated that many strategic initiatives and decisions will have an impact on an agency's facility/space assets and needs. Thus, it is critical to ensure that an agency's strategic physical assets and needs are also explicitly identified and aligned to fully support the strategies in the agency strategic plan. The components and characteristics of the facilities/space plan may come in different topics, forms, and priorities as suited to each agency's strategic plan, addressing potential issues such as: Good stewardship of existing assets Specialized vs. flexible space needs Growth, expansion, additional functions and capacity Renovation, re-missioning of assets Geographic redistribution, consolidation, decentralization Co-location with other functions / agencies Contraction, disposition, surplusing Alternative acquisition and financing methods Total cost of ownership and occupancy Effective capital asset planning will align the physical needs of an agency with its business needs, thus working to ensure that facilities/space are considered as assets that support agencies' mission, rather than be perceived as liabilities that hinder overall goals. The following information is to be reported: Agency Goal Agency Strategy Project Type of project [Choose all that apply: New Construction/Facility, Space, Land Acquisition, Major Equipment] Project Name Project Description Project Cost Magnitude [set cost ranges provided] Annual Maintenance/ Ownership Cost [set cost ranges provided] When do you plan to start work on this project? When do you plan to finish implementation of this project? Current Phase of Project [Not Started, Planning or Being Implemented] Location 39 County Type of Space/ Facility [choose from list of 13 types] Provide the estimated number of housed staff/people affected Comments How is the information used? The information presents a plan for the associated actions and resources needed to be committed and implemented to support achievement of the strategic initiatives. This will help insure that the agency budget requests are well thought out to include the costs of these facility and space needs, and assist OPB in reviewing and recommending appropriate financial resources. This will also assist SPC in assessing and anticipating statewide facility and space needs, and changes due to planned expansions, reductions, and geographic redistributions of agency operations. 40 APPENDIX D: STATUTORY AUTHORITY FOR STRATEGIC PLANNING The following are sections of the Official Code of Georgia (OCGA) related to strategic planning. STATE AND AGENCY STRATEGIC PLANNING The Governor, through OPB, is responsible for developing and maintaining a state strategic plan. Each state agency in state government is required to align its agency strategic plan to the state strategic plan (see OCGA 45-12-175 and OCGA 45-12-73). OCGA 45-12-73. The Office of Planning and Budget, at the direction and under the control of the Governor and subject to this part, shall ... (1) Develop and implement a process of strategic planning to establish and periodically update an overall plan for state government and require all state agencies to develop a strategic plan that is consistent with that overall state plan. The Office of Planning and Budget may assist departments, boards, bureaus, commissions, institutions, authorities, and other agencies in developing those plans and in tailoring them to those organizations' program needs; OPB is charged with the responsibility of coordinating the strategic planning process for state government. The law outlines the specific content that is required in an agency strategic plan: OCGA 45-12-175 The goals and strategies contained in this state strategic plan shall be reflected by the various departments, boards, bureaus, commissions, institutions, authorities, and other agencies of state government, as respectively applies, in the development of their own strategic plans which specifically deal with their respective future directions and organizational missions. Each strategic plan developed by each department, board, bureau, commission, institution, authority, and other agency of state government shall contain a description of its future direction; a statement of its organizational mission; a description of the current and anticipated future needs being addressed by its preferred future direction and organizational mission; a description of planned actions designed to address these needs; a description of the goals for the program or services to be improved; a course of action for achieving the planned improvements, including an implementation timetable; a description of the evaluation system to be used to determine if the goals are being attained; an estimated annual cost for each planned improvement of a program or service; WORKFORCE PLANNING The State Personnel Administration (SPA) is responsible for preparing a workforce plan for the state. OCGA 45-20-1(e) Each agency shall develop an annual work force plan according to state-wide criteria and guidelines and shall provide a report of such plan annually to the state merit system for incorporation into the state-wide work force plan to be submitted to the Governor and the General Assembly. 41 INFORMATION TECHNOLOGY PLANNING The Georgia Technology Authority (GTA) is responsible for developing a state technology plan. OCGA 50-25-4 (a.9) To provide and approve a technology plan to include strategic planning and direction for technology acquisition, deployment development, and obsolescence management as well as a communications plan to manage costs for voice, video, data, and messaging services for all agencies. The state technology plan shall incorporate plans from agencies and other sources; (10) To set technology policy for all agencies except those under the authority, direction, or control of the General Assembly or state-wide elected officials other than the Governor; OCGA 50-25-5.1. Chief information officer; (4) To submit an annual and a three-year technology plan, updated annually, and an annual budget for approval and adoption by the board; FACILITIES / SPACE / CAPITAL ASSET PLANNING One of OPB's roles and responsibilities is to develop a long-term capital improvement budget. This requires a long-term capital plan. OCGA 45-12-73 (6) Develop a long-term capital improvements budget which emphasizes decentralization of state government and which is consistent with the overall strategic plan for consideration by the General Assembly. The state property officer has responsibilities for managing the portfolio of real property. OCGA 50-16-35. (a)(1) The Governor shall appoint a state property officer who shall serve as the executive director of the commission. The state property officer shall: (A) Advise the Governor on opportunities to achieve the goal of state-wide real property management; (B) Develop policies and procedures for state-wide real property management; (C) Maintain a state-wide real property management system that has consolidated real property, building, and lease information for state entities; (D) Develop and maintain a centralized repository of comprehensive space needs for all state entities including up-to-date space and resource utilization, anticipated needs, and recommended options; (E) With the advice and counsel of state entities, board members, and industry groups, provide state-wide policy leadership, recommending legislative, policy, and other similar changes and coordinating master planning to guide and organize capital asset management; 42 GLOSSARY OF TERMS Agency Project Request (APR) Information required by GTA for agencies to explain and justify IT projects that cost over $100,000. Agency Strategic Plan A document developed by the agency that communicates how the agency will improve services and results for Georgians over the next three years. Annual Operating Budget (AOB) Based on the appropriations act, a financial plan for annual expenditures by agency, program and fund source. The plan details a level of expenditure by program object class, and fund source for a given fiscal year and must be approved by OPB before taking effect. Once an AOB has been approved, it becomes the agency's financial plan for the fiscal year and governs expenditures. Annual Strategic Implementation Plan A document submitted with the budget that explains what the agency is working on or implementing during the fiscal year from its agency strategic plan. Also referred to as the Annual Implementation Plan (AIP). Balanced Score Card A strategic planning approach developed by Robert S. Kaplan and David P. Norton that focuses strategic planning in four perspectives: Fiduciary, Customer, Internal Processes, and Organizational Learning and Growth Baldridge Award A quality improvement award given by the federal government. Organizations that apply and are judged to be outstanding in seven areas: leadership; strategic planning; customer and market focus; measurement, analysis, and knowledge management; human resource focus; process management; and results. Budget Program A unit of funding within the agency as defined each year by the appropriations bill and may include one or more related services, each of which consists of one or more activities. Non-activity based programs may be created in order to provide tracking information for specific budgetary concerns. A budget program is the unit of tracking, analysis and budget control. 43 Capital Asset Competency Contractor Cost Magnitude Real or personal property that has a value equal to or greater than the capitalization threshold for the particular asset classification (land, buildings, equipment, etc.) and has an estimated life of greater than one year. An attribute, knowledge, skill, ability or other characteristic that contributes to successful job performance. A person or company that is hired to complete a project or perform a defined service. The cost estimate in thousands of dollars that the strategy may cost; both start-up and ongoing costs are required to be reported. The cost varies and gets more refined the closer the project is to its start date. Customer Enhancement Enterprise The person or organization that benefits from program or agency service delivery. A client is a customer. Funding for services that are above the continuation budget level. Georgia state government. EnterpriseSupporting Agencies (ESAs) Agencies in state government whose primary purpose is supporting the business functions of state government and whose primary customers are state agencies. ESAs include OPB, GTA, SPA, SPC, SAO, DOAS, GSFIC, GBA, and OTFS. Environmental Scan A thorough analysis of the organization's internal and external environment and relevant trends. A SWOT (strengths, weaknesses, opportunities, threats) analysis is a common type of environmental scan. Four Disciplines of Execution (4DX) A management tool to implement a strategy or initiative. This methodology is taught by FranklinCovey and the Georgia Leadership Institute. Goal A result or outcome one is trying to achieve. HORIZON The web-based database used to collect and report standard data from the agency strategic plan. 44 Initiative See strategy. Lag Indicator Outcome measures that indicate achievement of a goal. Leading Indicator Measurable Objective Milestone Mission A measure that has a significant effect on future performance; measures something that leads to the goal. Something we can influence. Predictive. X to Y by date. A series of intermediary deliverables that are critical to complete a project successfully. The purpose of the organization; why the agency exists. Outcome Measure A measure that answers the question: "Is anyone better off?" Operations The ongoing activities and services of an organization. Partner A state agency or organization that has a critical role in implementing an agency strategy. Policy Area The state has five policy areas: Educated, Healthy, Safe, Growing, and Best Managed. Policy Collaborative A collection of state agencies that have a common policy purpose. Policy collaboratives are organized around the Educated, Healthy, Growing, Safe and Best Managed policy areas. Sometime referred to as "policy clusters." Population A group of customers that an agency(s) serves. Project Results-Based Accountability An effort with a defined cost and limited timeframe. A strategy may have multiple projects. A strategic planning process that is focused on improving results by focusing attention on outcomes and what individuals at any level within an organization, partnership or collaboration can do to produce measurable results for clients and communities. 45 Stakeholder A person or organization that has a significant interest in the performance of a program, agency or service system. State Strategic Goal A goal that is included in the state strategic plan and organized by policy area. Statewide Indicator An outcome or result measure that is related to goals in the state strategic plan and shown as a trend line. Strategic planning The process through which a preferred future direction and organizational mission are established and periodically updated in light of changing trends and issues and goals, objectives, and strategies. Strategic plans are adopted and implemented to guide an organization toward that preferred future direction Strategy A coherent set of actions that have a reasonable chance of working to improve results (What will you do?). Trend line Vision A visual display of the history and forecast(s) of a measure or indicator. A picture of a desired future, one that is both challenging, yet possible to attain. Defines where the organization wants to be in the future. It reflects the optimistic view of the organization's future. 46