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k <br />OCES Strategic Plan -2014 <br />Introduction <br />By definition, a strategic plan aligns an organization's operations and budget structure with <br />organizational goals and priorities. The OCES Strategic Plan does not describe how OCES will respond to <br />an emergency or disaster, but rather focuses our efforts on strategic approaches so that we will be <br />better prepared to respond and recover from <br />emergencies and disasters. The goal of this effort is to <br />develop resiliency and stability within OCES by providing <br />a roadmap to our desired end state that incorporates <br />coordinated thought, planning, and structure. It will <br />enable the department to continue moving forward in <br />each program area, independent of a change in staff due <br />to attrition. It is designed to be a practical, flexible, and <br />long -term guide that will direct our efforts in order to <br />eventually realize our vision. <br />Development Process <br />This Strategic Plan was developed during a three (3) month planning period that incorporated multiple <br />meetings with OCES senior leadership, SMEs, and staff feedback. Each meeting was approximately 3 -5 <br />hours in length, and was facilitated by SME's and senior leadership within OCES. Some of the SMEs <br />attended in person, others provided critical feedback on our goals and objectives. <br />The strategic planning process was performed in six (6) steps: <br />1. Review of Diamonds and Stones <br />2. Vision Development <br />3. Identification of Strengths, Weaknesses, Opportunities, and Threats (SWOT analysis) <br />4. Mission Statement Development <br />5. Goals and Objectives <br />6. Approach to implementation (including evaluation of the plan's effectiveness) <br />Diamonds.and Stones <br />On June 4 -6, 2013, Mr. Archie Tew (http: / /archietew.com) delivered several enlightening leadership and <br />organizational change meetings with OCES staff. One outcome of these meetings included the results of <br />several brainstorming sessions that enabled each employee to identify the good and bad of our <br />organization in a guilt free, no -fault atmosphere. The document is called "Diamonds and Stones ". <br />Diamonds are things that we do well and we should continue to pursue. The Stones are our <br />opportunities for improvement. If we focus intense pressure on the Stones, we can turn them into <br />Diamonds. Key categories in the "Diamond and Stones" document include: Pay, Work /Life Balance, <br />Interpersonal Communications, Work /Job Satisfaction, and Facility /Equipment. <br />Introduction <br />