Conference Summary by FCN member Bill Hagan
Office of Planning and Evaluation
Food and Drug Administration

Conference Goal

The goal of the conference and workshops was to build a framework for developing an integrated strategic planning system, through a variety of tools and methodologies. The presentations were organized into several major areas to accomplish this goal. This report includes a summary of the presentations.

Summary of Presentations

1. Building A Framework for Integration

Aligning Accounting And Budgeting Infrastructures With The Annual And Strategic Plans
(Robert W. Gardner, Chief Financial Officer, U.S. Department of Veterans Affairs)

November 1997 GPRA Update: Preparing For Rising Expectations
(Chris Wye, Director, National Academy of Public Administration (NAPA)

2. Integrating Key Strategic Management System Components Performance Metrics: The Glue That Holds The Process Together
(John R. Durham, Jr., Director of Strategic Planning, The Navy Medical Department)

Working With Congress On Performance Planning And The FY 1999 Budget: The Latest From The Hill
(Carl DeMaio, Director of Planning And Training, The Congressional Institute, Inc.)

Performance As The Key To A Comprehensive Management And Budgeting System: A Congressional Perspective
(John Mercer, Practice Manager, Government Performance Consulting, FDC Technologies)

Customer Satisfaction: How It Fits In Strategic Planning
(James C. Newton, III, Chief, Customer Service, National Security Agency)

3. Integration Methodologies and Tools Moving From The Plan To Integrated Implementation: Charting A Course For The Future
(Gary A. Steinberg, Director For Strategic Management, NASA)

The Baldrige-Based Criteria As An Integrated Planning Tool
(Ken Mandley, Mandley Consulting, Co-Administrator, New Mexico Quality Awards and Senior Examiner, President's Quality Award)

Integrating Performance Measurements With Strategic Planning And Operational Performance: Myths, Realities And Challenges For The Future
(Dr. Herbert Zagarow, Ph.D., Chairman, QualityAlert Institute)

Challenges include: Establishing An Integrated Planning Process: Putting The Pieces Together At EPA (Sallyanne Harper, Chief Financial Officer, EPA)

EPA is developing an integrated planning, budgeting, analysis and accountability system that will provide feedback on success of commitments, hold managers responsible for commitments, and provide a way to determine the return on public investments and weigh investment options.- Performance measures include: program output measures (actions we take); program outcome measures (direct results that will lead to environmental improvements); and core environmental indicators (environmental outcome measures, the ultimate results). There are not many of the latter.

Integrating Vision, Strategy, Customer Focus, Budgets And Tactical Plans: Critical Success Factors
(Kevin L. Martin, Principal, KPMG Consulting)

4. An International Perspective The Integration Of Key Program Instruments: A Model And Process
(Jon W. Holland, Senior Advisor, Civil Aviation Transport Canada) 5. Human Resource Tools Analyzing The Relation Between Employee Attitude, Customer Satisfaction, And Actual Performance
(Dr. Palmer Norrel-Samuels, Research Scientist, University Of Michigan Business School, National Quality Research Center)

6. Change Management Tools Changing Culture To Transition To A Performance Driven Organization
(Richard Crespian and John Roach, Military Sealift Command)- This was a presentation on the planning process at the Military Sealift Command.

7. Information Technology Tools The Development And Use Of AN Integrated Strategic Planning System At NHTSA
(Jane Dion, GPRA Coordinator, National Highway Traffic Safety Administration) 8. Balanced Scorecard Tool Using The Balanced Scorecard To Mobilize The Organization Around Strategy
(Janet D'Ignazio, Administrator, Michigan Department Of Transportation (MDOT)

9. The Future of the Public Sector Info-Mating Public Enterprise For The 21st Century: Examining The Long Term Implications For Public Service
(Dave Pearce Snyder, Life-Styles Editor, The Futurist Magazine)

Mr. Snyder gave a wonderful analysis and presentation of the technological revolution we are in and its future impact. He distributed an article which captures his presentation very well. It was written by Leslie Ratz and appeared in the August 1997 issue of Mobility Magazine, a publication of the Employee Relocation Council (ERC). The ERC web site is The address is 1720 N Street, NW, Washington, DC 20036 (202-857-0857).

10. Interactive Conference Workshops Workshop On Linking Performance Measurement To Strategic Plans, Budgets and Customers: How To Determine And Measure What Really Counts
-- Led By Dr. Herbert Zagarow, Ph.D., Chairman, QualityAlert Institute.

Workshop On Strategic Planning, Budgeting And Performance Measurement: Moving From Theoretical Linkage To Practical Utility
-- Led By Dr. Thomas McWeeney, Director For Strategic Management Of The Center For Strategic Management, Inc.

- Have to link planning to operations. Need strategy oriented plans.

Resources are critical to strategy. Linkage means consequences result from decisions on goals.

There are five elements of dynamic budgeting:

  1. Resource strategy
  2. Strategic alignment
  3. Budget formulation
  4. Organizational budget
  5. Reconciliation
- There is an imbalance today among resources. Pay raises, inflation, and other costs have been absorbed by cutting operating resources so that these resources make up a smaller and smaller portion of total resources. An important goal is to restore operating resources to an acceptable percentage of total resources. Otherwise an agency can't do what it's supposed to do.

- An important analytic logic is identify your goal; then identify the obstacles and performance deficiencies that make it difficult to achieve the goal; next identify a strategy to overcome the obstacles and explain the gap; finally identify how resources will solve the deficiencies and overcome the obstacles and explain how much closer you can get to the goal.

- It is also important to review your program logic. Is the program initiative consistent with agency strategic goals? Is it necessary, supportive, and clear? Does the program have clear goals, anticipated outcomes, distinct strategy, and performance measures?

- You need to determine the levels of linkage with the strategic plan in the Congressional budget. Levels of linkage include:

Special Presentation: Update On GPRA Groups And Happenings
-- Given by Carl Metzger, Senior Associate, Management Systems International, Inc.

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