Chapter 5 – Strategy Execution and Evaluation
5.0 – Strategy Execution and Evaluation
The SEE process is designed to provide a detailed roadmap for accomplishing the long-term goals and five-year objectives established within the NGSP outlined in Chapter 4. The unique set of SEE products and decision points will help improve the execution of programs, enhance accountability, and allow NOAA to adapt to a changing environment.
The SEE process provides three primary benefits to NOAA.
»STRENGTHEN THE LINKAGE OF STRATEGY TO EXECUTION LOs and SOs will be directly accountable for implementing NOAA’s strategic plan and associated annual priorities, each of which support the Strategic Plan for DOC.
»BUILD NOAA’S CAPACITY TO LEARN AND IMPROVE THROUGH PROGRAM EVALUATION By leveraging existing performance metrics and evaluation methods, NOAA will approach performance evaluation in the systematic and rigorous manner that is expected by DOC and OMB.
»INCREASE THE EFFICIENCY OF NOAA-WIDE DECISIONMAKING The SEE process features planning and executing with the same accounting structure, the fiscal constraints introduced in the planning phase, and streamlined decision processes, but with fewer products.
The purpose, timing, and responsible parties within the SEE decisionmaking process are described in Table 5-1.
Table 5-1
The SEE Process
| PRODUCT | SEE PHASE | PURPOSE | RESPONSIBLE PARTY |
|---|---|---|---|
|
Annual Guidance Memorandum (AGM) |
Strategy |
Focuses planning on strategic priorities (for out-year and next year’s budget); identifies fiscal constraints |
NOAA Administrator, PPI |
|
Implementation Plan (IP) |
Strategy |
Outlines strategic performance expectations and resource requirements by strategic objective; offers risk-based assessment of choices |
Goal and Enterprise Objective Champions |
|
Corporate Portfolio Analysis (CPA) |
Strategy |
Analyzes IPs and other relevant information to identify key issues and corporate priorities for the next budget formulation phase; draws attention to short and/or long-term concerns for leadership decision or action; concludes with CPA Decision Memo documenting decisions |
PPI, NOAA CFO, NEP/NEC |
|
NOAA Budget Submission |
Strategy |
Justifies NOAA funding request to DOC, OMB, Congress; describes performance measurements and targets |
NOAA CFO, LOs and SOs CFOs |
|
Corporate Portfolio Review (CPR) |
Execution |
Reassesses commitments made in CPA; reconciles IPs and performance expectations with appropriation |
NOAA CFO |
|
Annual Operating Plan (AOP) |
Execution |
States how LO and SOs will execute and evaluate annual appropriation |
LOs and SOs |
|
Annual Performance Plan and Performance and Accountability Report |
Execution |
Report progress made on GPRAMA measures to OMB |
NOAA CFO |
|
Progress to Plan (P2P) |
Evaluation |
Assesses progress toward NGSP objectives; evaluates executed programs to determine what has been working, what has not, and what might be changed for better performance |
PPI |
|
Mid-year and End-of-Year Execution Review |
Evaluation |
Report on progress toward meeting annual priorities |
LOs and SOs |
