2016 SLA Conference - Delivering Results and Satisfaction - Smith

Delivering Results and Satisfaction: Strategic Planning for Information Professional Leaders and Managers

SLA 2016 Annual Conference

Donald Malcolm Smith, Director of Strategy and PerformanceNational Archives and Records Administration

Delivering Results and Satisfaction

Overview

NARA’s Strategic Planning Process and Approach

NARA’s Strategic Plan Implementation and Performance Management

Performance Measurement and Reporting System (PMRS): NARA’s Data Warehouse

Lessons Learned

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Context: GPRA Modernization Act of 2010Amended the Government Performance and Results Act to:

Intersect strategic plan submission with Presidential Terms (4 Year Plans that must describe cross departmental collaboration and congressional input);

Fully institutionalizes High Priority Performance Goals;

Specify the publication of individual Agency Performance Plans and updates to Agency Websites and Peformance.gov (Agencies must establish the links between its performance goals, objectives and milestones and the federal performance plan);

Appointment of Agency Chief Operating Officers that will oversee performance issues;

Require performance improvement plans for unmet goals and escalating accountability and reporting;

Requires OMB to: Develop an Annual Federal Performance Plan; Develop Annual Performance Plans and Reports; Assess Agency Performance and Publish plans and performance data to web in a single website

Requires OPM to address the skills needed by the federal workforce to undertake performance evaluation

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National Archives and Records Administration

Congress established the National Archives as a part of the General Services Administration in 1934 to preserve and care for the records of the U.S. Government. In 1985, the National Archives and Records Administration was established as an independent federal agency.

MissionNARA’s mission is to provide public access to Federal Government records in its custody and control. Public access to government records strengthens democracy by allowing Americans to claim their rights of citizenship, hold their government accountable, and understand their history so they can participate more effectively in their government.

Budget and FTE$ 396 Million and 2,918 FTE (enacted FY 2016)

Key Statistics 4,742,073 cu. ft. traditional records in NARA’s custody 3.5 M Physical Visits to our Exhibits and Program 463 million Federal Register documents retrieved online 1.215% of traditional records are available online in the National Archives Catalog

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Strategic Planning Process & Approach

Utilized the McKinsey Approach The McKinsey approach focuses on the use of initiatives

to realize strategic goals.

Developed with the input of staff and managers

Comprised of 4 Strategic Goals, 6 Strategic Objectives and 11 Strategic Initiatives

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Strategic Plan Implementation

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NARA’s Strategic Plan

Strategic Readiness

Plans

Strategic Readiness Plans

NARA’s initiatives cross fiscal years. So it’s really important to carve out the specific actions that will occur in a particular fiscal year. To do this, we created Strategic Readiness Plans.

The SRP’s capture the measures, milestones and strategies needed to implement an initiative during a fiscal year. The SRP’s help us to prioritize our efforts and focus our resources on those activities that will have the greatest impact.


Performance GoalsMake Access Happen By FY 2025, NARA will provide finding aids to 95 percent of the holdings

described in the National Archives Catalog. By FY 2018, NARA will digitize 500 million pages of records and make

them available online to the public through the National Archives Catalog. By FY 2018, 77 percent of NARA holdings will be processed to enable

discovery by the public.

Connect with Customers By FY 2018, 93 percent of customer requests will be ready within the

promised time. By FY 2025, NARA will have 1 million records enhanced by citizen

contributions to the National Archives Catalog. By FY 2018, NARA will achieve a 90 percent satisfaction rating from

participants in public engagement activities.

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Performance GoalsMaximize NARA’s Value to the Nation By FY 2019, NARA will conduct inspections of records management

practices at 10 percent of Federal agencies, to ensure that Federal email and other permanent electronic records are being managed in an electronic format.

By FY 2025, NARA’s data will be used as a primary data source by at least 15 external sources.

Build our Future through our People By FY 2020, 60 percent of NARA staff will have participated in a formal

leadership development program opportunity for all grade levels. By FY 2018, 75 percent of NARA staff will rate internal communications

positively. By FY 2020, 75 percent of NARA positions will be filled within 80 days. By FY 2018, 80 percent of NARA positions will have clear and achievable

career paths for NARA employees.

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NARAStat is a NEW Tool and Approach that will…

Ensure offices have readily available access to the data associated with their initiatives,

Capture the “so what” behind NARA’s performance data;

Identify what works and what hasn’t, and

Draw attention to the challenges that might impede progress and highlight the opportunities that will accelerate our overall success.


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NARAStat is a Tool and Approach that…

Ensures offices have access to the data associated with their initiatives,

Capture the “so what” behind NARA’s performance data;

Identify what works and what hasn’t, and

Draw attention to the challenges that might impede progress and highlight the opportunities that will accelerate our overall success.

Implemented through quarterly briefings where Executive Champions present data on the progress of their initiatives and their Strategic Goals.

NARAStat


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PMRS is a data warehouse application that publishes information on NARA’s business performance. For example, we say that we will answer FOIAs within 20 working days. Are we doing that? Every month, PMRS reports our performance on FOIAs and about a hundred other topics. PMRS has no data of its own. Rather, it gathers data from 70 NARA sources for the purpose of combining and publishing them through a common user interface.

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Performance Measurement and Results System: The Key


Lessons Learned

You can never communicate enough!

Ensure staff see themselves in the plan.

Understand the context in which the plan will be implemented.

Don’t give buy-in short shrift.

Ensure staff monitoring/evaluating the plan are technically capable.

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2016 SLA Conference - Delivering Results and Satisfaction - Smith

Government & Nonprofit

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