STRATEGIC PLANNING FOR THE FEDERAL GOVERNMENT

The Situation
Increasing scrutiny, political demands, tight budgets, downsizing, and the aging workforce add significant complexity to defining and implementing an organization’s strategy. Too often organizations attempt to fix everything at once, losing focus on the critical priorities that will achieve the strategic goals. Rarely are an organization’s strategy, projects, budget, and resources synchronized to support one another. The resulting misalignment leads to waste, failure to satisfy customer needs, budget overruns, revenue shortfalls, and frustrated personnel.

Our Solution
InterImage offers an accelerated, collaborative approach to meeting the strategic planning requirements defined by the President’s Office of Management and Budget. We focus cross-organizational teams on defining mission, vision, values, strategic goals, program outcomes and objectives, and effective strategies consistent with the President’s Management Agenda. But we don’t stop there. We also provide the support needed to implement the organizational changes required to achieve those goals and objectives and measure the effectiveness of strategic actions. Organizations that use our process are well-positioned to pass the rigorous evaluations conducted by the President’s Office of Management and Budget and achieve a “green light” on all aspects of their scorecards.

Our Approach

Develop the Strategic View
Develop and/or refine mission, vision and organizational values. Identify and clarify strategic assumptions based on a comprehensive scan of environmental trends.

Develop Strategic and Tactical Goals and Objectives
Establish strategic and annual outcome and output performance goals for both programs and management. Define the metrics that will be used to evaluate performance.

Create Strategies
Identify the means for achieving goals and objectives; including changes to or requirements for business processes, technology and e-government initiatives, human capital, financial management and accountability. Define cross-cutting programs, risks and mitigation actions.

Develop the Performance Evaluation Process
Define users, data, data sources, reporting requirements, technology, and processes for monitoring the performance of programs and management processes.

Launch the Strategic Plan
Establish priorities for and manage the implementation of strategic initiatives derived from the strategic plan. Develop annual performance plans and review processes. Facilitate communication and relationship building with key stakeholders.

Click here for Strategic Planning: Part 2