DTIC ADA472166: Office of the Inspector General, Department of Defense, Strategic Plan, FY 2006 - FY 2011

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Office of the Inspector General
Department of Defense
Strategic Plan, FY 2006 - FY 2011

VISION STATEMENT:

One professional team strengthening the integrity, efficiency, and effectiveness of
Department of Defense programs and operations.

MISSION STATEMENT:

The Office of the Inspector General promotes integrity, accountability, and improvement of
Department of Defense personnel, programs and operations to support the Department’s
mission and to serve the public interest.

• Catastrophic events (e.g., “9/11,”
GOAL 1: Improve the economy, “Katrina”)
efficiency, and effectiveness of Department • Department operational tempo
of Defense personnel, programs and • Volume and complexity of
operations. congressional inquiries

• Increased external demands
Objectives:
• Buy-in from stakeholders and clients

• Lag-time in implementing
1. Recommend solutions to resolve
recommendations
identified risks and weaknesses.

Program Evaluations:
2. Provide independent, objective, and

relevant information to the Department,
• External reviews (i.e. PCIE , GAO,
Congress, other Government agencies, and
OMB)
the public.
• Congressional oversight

Means and Strategies:
Performance Measures/Indicators:

• Conduct audits, investigations,
• Return on Investment
inspections, and evaluations
o Monetary benefits gained or
• Evaluate and monitor program
recovered through our work to
performance
improve program efficiency
• Develop and execute an OIG
• Percentage of recommendations
Communication Plan to demonstrate the
implemented
inherent value of our products to
• Customer satisfaction of Congressional
stakeholders
stakeholders
• Evaluate impact
• Customer satisfaction of DoD
• Develop oversight policy for DoD
stakeholders
functions
• Other Benefits as further defined

Key Factors:
Long-Term Performance Goals: To be

determined once baseline data is established
• Resource constraints
in FY 2006 for the measures.
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1. REPORT DATE 3. DATES COVERED
19 JAN 2006 2. REPORT TYPE 00-00-2006 to 00-00-2006
4. TITLE AND SUBTITLE 5a. CONTRACT NUMBER
Office of the Inspector General Department of Defense Strategic Plan
5b. GRANT NUMBER
Fy2006
5c. PROGRAM ELEMENT NUMBER
6. AUTHOR(S) 5d. PROJECT NUMBER
5e. TASK NUMBER
5f. WORK UNIT NUMBER
7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) 8. PERFORMING ORGANIZATION
Department of Defense,Inspector General,Washington,DC,20405 REPORT NUMBER
9. SPONSORING/MONITORING AGENCY NAME(S) AND ADDRESS(ES) 10. SPONSOR/MONITOR’S ACRONYM(S)
11. SPONSOR/MONITOR’S REPORT
NUMBER(S)
12. DISTRIBUTION/AVAILABILITY STATEMENT
Approved for public release; distribution unlimited
13. SUPPLEMENTARY NOTES
14. ABSTRACT

15. SUBJECT TERMS
16. SECURITY CLASSIFICATION OF: 17. LIMITATION OF 18. NUMBER 19a. NAME OF
ABSTRACT OF PAGES RESPONSIBLE PERSON
a. REPORT b. ABSTRACT c. THIS PAGE Same as 5
unclassified unclassified unclassified Report (SAR)
Standard Form 298 (Rev. 8-98)
Prescribed by ANSI Std Z39-18
GOAL 2: Eliminate fraud, waste, and Program Evaluations:
abuse in the programs and operations of the
Department. • External reviews (i.e. PCIE , GAO,
OMB)
Objectives: • Congressional oversight

1. Promote ethics and integrity within the Performance Measures/Indicators:
Department.
• Percentage of completed investigations
2. Prevent and detect fraud, waste, and accepted by the U.S. Attorney for
abuse. prosecution

• Monetary benefits gained or recovered
3. Provide independent, objective, and
• Percentage of fraud, waste and abuse
relevant information to the Department,
recommendations implemented
Congress, other Government agencies, and
• Communicate through a wide variety of
the public.
products (e.g. testimony, reports,

meetings, internet, periodicals, and press
4. Promote public confidence in DoD
releases)
leadership and programs.
• Percentage of DoD and Congressional

priorities and requests covered timely
Means and Strategies:
• Customer satisfaction of Congressional

stakeholders
• Conduct audits, investigations,
• Customer satisfaction of senior DoD
inspections and evaluations
stakeholders
• Operate and promote the DoD-wide
• Other Benefits as further defined
Hotline program

• Develop and execute an OIG
Long-Term Performance Goals: To be
Communication Plan to demonstrate the
determined once baseline data is established
inherent value of our products to
in FY 2006 for the measures.
stakeholders

• Review policy, develop policy
recommendations, and perform
oversight

Key Factors:

• Resource constraints
• Catastrophic events (e.g., “9/11,”
“Katrina”)
• Department operational tempo
• Department PERSTEMPO
• Volume and complexity of
congressional inquiries
• Increased external demands
• Buy-in from stakeholders and customers
• Competing priorities (e.g., Department
of Justice)
• Lag-time in implementing
recommendations
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GOAL 3: Improve the efficiency and Key Factors:
effectiveness of OIG products, processes,
and operations. • Resource constraints
• Catastrophic events (e.g., “9/11,”
Objectives: “Katrina”)
• Department operational tempo
1. Establish short and long term priorities
• Increased external demands
for the OIG.
• Buy-in from stakeholders and clients

• Workforce demographics and
2. Achieve President’s Management
economics
Agenda initiatives.

Program Evaluation:
3. Ensure accountability for mission

accomplishment and strategic human
• Internal management controls and
capital management and merit system
assessments
principles. • Internal quality assurance reviews
• DoD budget reviews
4. Improve the planning and use of OIG
• Peer reviews
resources to ensure relevant and timely
• PCIE training reviews
information to senior-level decision makers
• Office of Government Ethics reviews
on critical issues.
• Security reviews

5. Enhance the follow-up process to focus
Performance Measures/Indicators:
on outcomes and impacts.

• Attrition rate
6. Identify opportunities for improvement
• Retention rate
of Component unique operations.
• Cycle times

• Peer review compliance
Means and Strategies:
• Feedback from internal OIG customers
• Assess the opportunities for competitive • Compliance with mandatory education
requirements
sourcing
• Finalize and implement a human capital • Unqualified opinion on financial
statements
strategic plan
• Improve the Information Management • EEO/Affirmative Action

Plan to provide more timely and
Long-term Performance Goals: To be
accurate resource data to decision
determined once baseline data is established
makers
in FY 2006 for the measures.
• Improve knowledge management
systems
• Establish a means to obtain feedback
from internal OIG customers
• Develop metrics for the delivery of
services to internal customers
• Improve the budget and execution
process to fully state our resource needs
to include an acquisition plan, personnel
plan, and a resource distribution process
• Link performance plans and awards to
the OIG Strategic Plan
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Appendix A
OMB Circular No. A-11 Guidance in Preparing a Strategic Plan

210.1 Preparing a strategic plan: The main performance budgets, and OMB Circular No.
elements A–11 (2004) Section 210–1
The basic requirements for strategic plans are set
forth in Section 3 of the Government SECTION 210— PREPARING AND
Performance and Results Act (GPRA). A SUBMITTING A STRATEGIC PLAN
strategic plan contains the following elements: (cid:31) How these annual performance goals relate to
• Agency mission statement. A mission the strategic goals, and their use in helping
statement is brief, defines the basic purpose of determine the achievement of the strategic goals.
the agency, and corresponds directly with the The PART process serves to ensure that
agency's core programs and activities. An annual performance goals have ambitious targets
agency's program goals should flow from the and are measurable. Also, the PART process
mission statement. clarifies the relationship among performance
• One or more strategic goals. Also termed goals.
"general goal," a strategic goals is a statement of • Identification of key factors that could affect
aim or purpose that defines how an agency will achievement of the strategic goals. If key
carry out a major segment of its mission over a factors (external to the agency) cannot be
period of time. The goal is expressed in a manner identified, a statement of such should be
which allows a future assessment to be made of included in the plan. (Achievement of strategic
whether the goal was or is being achieved. Most goals can be affected by certain previously
strategic goals will be outcomes, and are prospective conditions or circumstances
longterm in nature. In a performance plan occurring during the time period covered by the
(performance budget), strategic goals should be plan. These conditions are identified in the plan
used to group multiple program outcome goals; as key factors, and provide insight on the
the program outcome goals should relate to and assumptions an agency used when defining its
in the aggregate be sufficient to influence the goals. Key factors may enhance or nullify these
strategic goals or objectives and their assumptions and the likelihood of goal
performance measures. achievement. Goal achievement may also be
• A description of the means and strategies predicated on certain conditions (events) not
that will be used to achieve the goals. The happening. Key factors are often called external
agency strategic plan must describe the factors, as they are introduced by external forces
processes, skills, technologies, and various or parties, and are not of the agency's own
resources that will be used to achieve the making. The factors may be economic,
strategic goals. (These are often called "means demographic, social, or environmental, and they
and strategies.") These may include: may remain stable, change within predicted
(cid:31) Operational processes, such as changes in rates, or vary to an unexpected degree.
work methods or sequencing, workforce Achievement of goals can also depend on the
adjustments, and shifts in responsibility for action of the Congress, other Federal agencies,
particular tasks; States, local governments, or other non-Federal
(cid:31) Staff skills, and the development, entities.)
introduction, and use of technologies; and • A description of program evaluations used
(cid:31) Human resources, capital assets, information in preparing the strategic plan, and a schedule
technology, and other resources. for future evaluations. A description of
Descriptions should be brief. More detailed data completed program evaluations that were used in
should be provided if a significant change in a developing the strategic plan, and a schedule for
particular means or strategy will be essential for future program evaluations. For additional
goal achievement. information on program evaluations, see
• A description of the relationship between Question 2.6 in the PART guidance, at
annual program performance goals to the http://www.whitehouse.gov/omb/part/2006_part
agency's strategic goal framework. An updated _guidance.pdf.
and revised strategic plan should briefly outline: An agency's strategic plan keys on those
(cid:31) The type, nature, and scope of the programs and activities that carry out the
performance goals being included in annual agency's mission.
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Strategic plans will provide the overarching You should submit a single agency-wide plan.
framework for an agency's performance budget. The strategic planning process is sufficiently
Revisions of a strategic plan will focus on mature in all agencies to support preparation of a
developing a performance budget, updating single agency-wide plan. However, GPRA does
performance measures and targets, and allow an agency with widely disparate functions
implementing recommendations from Program to prepare several strategic plans for its major
Assessment Rating Tool (PART) assessments. components or programs. In these instances, an
Strategic plans should guide the formulation and overview that brings together the component
execution of the budget. A strategic plan is a tool plans is prepared. Please consult with the
to be used in setting priorities and allocating appropriate OMB office and secure its approval
resources consistent with these priorities. A if your agency will be unable to prepare a single
strategic plan is not a budget request; the agencywide plan.
projected levels of goal achievement must be A strategic plan spans a minimum six-year
commensurate with anticipated resource levels. period: the fiscal year it is submitted and at least
See section 200.2 for further definitions of five years forward of that fiscal year. (For
"strategic goal," "performance goal," example, a plan submitted in FY 2004 would
"performance measures," "targets," and cover FY 2004 through FY 2009.) A plan may
"performance budget." be for a period longer than six years; for
example, containing a project completion goal
210.2 Preparing a strategic plan: Format and ten years in the future. A strategic plan, while
other features covering a minimum six year period, is only
No specific format is prescribed for your current for three years.
strategic plan. An updated strategic plan is a
complete plan, containing all required plan
elements.
Your plan should outline the process for

communicating goals and strategies throughout

the agency, and for assigning accountability to

managers and staff for goal achievement. The
nature and dimension of your management-
related initiatives and reforms may merit the
inclusion of a management section in your
strategic plan. An agency may describe
significant risks that threaten achievement of the
strategic goals.
These risks are associated with internal agency
operations and functions, and are separate and
distinct from external factors.
If appropriate, include a classified appendix. A
classified appendix covers any material
specifically authorized under criteria established
by an Executive Order, to be kept secret in the
interest of national defense or foreign policy.

Section 210–2 OMB Circular No. A–11 (2004)
SECTION 210—PREPARING AND
SUBMITTING A STRATEGIC PLAN
A strategic plan must cover the major functions
and operations of your agency. You have
discretion to omit support-type activities and
operations. Strategic plans prepared primarily for
your agency's internal use (such as those
prepared at a program or component-unique
level) may cover a greater range of functions and
operations.
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