POLICY & STRATEGIC PLANNING
POLICY & STRATEGIC PLANNINGPRIORITY OBJECTIVES & STRATEGIES
| PRIORITY OBJECTIVES | TARGET 08-09 | CURRENT OR 07-08 | DIVISIONAL STRATEGIES | SBE GOAL |
|---|---|---|---|---|
All relevant agency staff polled will respond "agree/strongly agree" to composite prompts that correspond to PSP effectiveness in facilitating the following agency initiatives:
|
75% | New Measure | · Conduct personal interviews and small and large group discussions to build
understanding of goals, objectives, strengths, weaknesses, and
opportunities relevant to a particular division or project. Use
that information to advise primary DPI customer regarding a course
of action and, as needed, develop and/or manage a structured process
for producing the desired solutions. · Collect and analyze regular formal and informal feedback regarding service to DPI customers and adjust approach, as needed, to better facilitate initiatives toward meeting measures of success. · Create divisional professional development plan to enhance PSP skills in facilitating agency initiatives. |
5.3 |
| The DPI Chief Executive, Associate Superintendents, and Division Directors will indicate that they "agree/strongly agree" that the DPI Performance Management Tool is valuable to their efforts to plan and oversee work toward agency priority objectives. | 75% | New Measure | · Build and publicize an agency performance management tool that
captures the following:
|
5.3 |
DIVISIONAL CORE ACTIVITIES
| CORE ACTIVITIES | SBE GOAL | |
|---|---|---|
| 1 | Risk Management: Facilitate the development of policies and procedures for agency risk management efforts, including safety, security, disaster recovery, and continuity of operations. Audit and monitor plans to ensure compliance with State and Federal requirements/deadlines and promote a safer, more stable, and more secure work environment for all agency employees. | 5.3 |
| 2 | Strategic Planning and Performance Management: Develop, compile, and assist in monitoring agency-wide objectives and strategies through performance management tools. Support Senior leadership's priority setting and planning through use of regular, strategic planning processes, including periodic agency-wide initiatives and project review. | 5.3 |
| 3 | Enterprise Policy and Procedures: Promote systemic efficiency and effectiveness by identifying opportunities to improve enterprise-wide process design and implementation. Develop and invest entire agency in purpose and rationale of policies and procedures, both new and old, and design creative, concise, and memorable ways for staff to understand and internalize policies and procedures. | 5.3 |
| 4 | Enterprise Data Management: Coordinate enterprise-level data submissions to meet requirements of the Federal government and institutional and individual requestors. Establish and maintain agency policies and procedures regarding data management to ensure transparency, efficiency, and high data quality. | 5.3 |
| 5 | Research and Development: Facilitate process to determine what research must be accessed, conducted, or commissioned to ensure that the agency has valid information to drive decisions regarding policy and services. Work with councils and Senior leadership to ensure that agency resource allocation for research and development is aligned with agency strategic priorities and coordinated with internal and external research efforts. | 5.3 |
| 6 | Targeted Project Management Support: Facilitate and manage divisional and agency-wide projects that address identified organizational needs and enable a division or the entire agency to better conduct core activities and achieve priority objectives. | 5.3 |