Chapter 5 – Strategy Execution and Evaluation – Evaluation
Evaluation is an integral part of SEE and occurs at each of the seven steps (see Table 5.3). The overarching purpose of evaluation in SEE is to monitor the implementation of the strategic plan, and inform whether adequate progress is being made and where adjustment of strategic investments and targets may be necessary. Evaluations in SEE will use and build on existing performance (e.g., GPRAMA) measures, data, tools, and processes to strengthen performance management in NOAA. These evaluations will leverage and support NOAA, DOC, OMB, statutory, and other evaluation requirements; provide constructive feedback on actual program performance to executing entities and last, but not least, inform improvements in the SEE process itself.
Table 5-3
Evaluation of SEE Products
| PRODUCT | EVALUATION |
|---|---|
|
Implementation Plan (IP) |
Use qualitative review and assessment to improve the content of IPs (e.g., logic model; alignment of performance measures, interdependency, risks, consistency). |
|
Annual Guidance Memorandum (AGM) |
Use past performance trends data and relevant available evaluation findings to assess NOAA progress toward its strategic goals, and identify issues and priorities. |
|
Corporate Portfolio Analysis (CPA) |
Use relevant available performance data trends, gaps, IPs and AGM to propose realistic options for implementing AGM and inform NOAA budget, and identify associated corporate risk. |
|
NOAA Budget Submit |
Use DOC budget review and relevant programmatic evaluation findings to improve base budget defensibility, and improve feasibility and readiness of budget alternatives. |
|
Corporate Portfolio Review (CPR) |
Incorporate evaluation findings as appropriate to inform NOAA responses to variance between appropriated budget and the President Budget. |
|
Annual Operating Plans (AOP) |
Use actual performance results to review execution performance, cost, and schedule; produce accountability reports complying with BSC, Performance and Accountability Report, and statutory evaluations; and assess NOAA accomplishment toward strategic goals. |
|
Progress to Plan (P2P) |
Use IPs, available performance measures, program evaluation and external assessments to monitor and evaluate NOAA’s progress toward NGSP objectives over time. |
| Power of Measurement |
|---|
|
Measurement motivates people to do well and Measurement communicates: »Within an organization and across organizations »Accountability to the public »Issues and data from the public |
NOAA and DOC are placing new focus on performance-based management. The evaluation of NOAA’s performance toward meeting societal outcomes will be used to judge the effectiveness of the agency’s processes and policies, and inform management focus on improving performance. The DOC has instituted a BSC process to achieve an alignment of DOC strategies to execution within its bureaus. NOAA is creating its own BSC showing how NGSP objectives contribute to the overall strategies of the Department. NOAA’s BSC (formally known as Corporate Performance Measures) shows NGSP objectives, with performance measures and select high-priority activities that reflect the NOAA administrator’s priorities during each quarter. The effect of this analysis is more focused alignment of execution to strategy, and the prioritization of NOAA’s projects. Each LO will also create a BSC to feed into the NOAA-wide BSC.
