美国战略管理计划

DepartmentofDefenseJuly09StrategicManagementPlanDEPUTYSECRETARYOFDEFENSEIOIODEFENSEPENTAGONWASHINGTON,DC2030t-|OIOJuly31,2009TheU.S.DepartmentofDefenseisthelatgestorgarizaioninthewotld.Itexecutesabudgetmorethantwicethatofthewodd'slatgestcorpotation,hasmorepersonnelthanthepopulationsofathfudofthewotld'scounffies,andptovidesmedicalcareforasmanypatientsasthelargesthealthmanagementorganization.ThesizeandcomplexityoftheDepartrnent'sbusinessopetationsandtherapidpaceofchangeinthebusinessenvi-tonmerit,setagainstthebackdtopoftwomajotcampaignsandworldwideeconomicuncertainry,makeitimpetativethatwecreatemoreagile,tesponsive,andefficientbusinessoperations.TheDepartmentofDefensehasalwaysendeavoredtoimptovetheefficiencyandeffectivenessofitsbusinessopetations,andithassucceededinmanyareas.However,evengreatergainscanbeobtainedbyactivelymanagingoutpetfotmancebycontinuouslyevaluatinghowreliablyoutbusinessprocessesdeliverqualityandtimelyresults.Throughtheseimprovements,theDepattmentwillprovidethebestsupportandservicesforourtroopsinthefieldandtheirfamiliesathome,andberesponsiblestewafdsoftheNation'sresources.This2009SuategicManagementPlandescribesthestepsDoDwilltaketobetterintegratebusinesswithourstrategicplanninganddecisionProcesses,andtomanageperformance.AstheDoDChiefManagementOfficet,IamstronglycommittedtoapproachingtheDepattrnent'sbusinessoperationsinaholisticmannerbyestablishingenterpdsepdoritiesthatteflectbothourownlessons-learnedandindustrybestptactices.IlookforwatdtoworkingwiththeDepartrnent'sleadets,thenewAdministration,andCongressinmeetingthechallengeofcteatingeffectiveandefficientbusinessoperationsinsupportoftheDepartmentwritlargeandtheAmedcanpeople.friiDepartmentofDefenseTHISPAGEINTENTIONALLYBLANKJuly2009StrategicManagementPlanDepartmentofDefenseiiiTABLEOFCONTENTSI.INTRODUCTION.......................................................................1II.BUSINESSPRIORITIES,GOALS,MEASURES,ANDKEYINITIATIVES...............................................................................3BUSINESSPRIORITY1:SUPPORTTHEALL-VOLUNTEERFORCE........................................5BUSINESSPRIORITY2:SUPPORTCONTINGENCYBUSINESSOPERATIONS......................7BUSINESSPRIORITY3:REFORMTHEDODACQUISITIONANDSUPPORTPROCESSES...8BUSINESSPRIORITY4:ENHANCETHECIVILIANWORKFORCE.......................................11BUSINESSPRIORITY5:STRENGTHENDODFINANCIALMANAGEMENT.......................12III.PERFORMANCEMANAGEMENTSYSTEM.........................13PERFORMANCEFRAMEWORK.................................................................................................14RELATEDOUTPUTS...................................................................................................................19SUPPORTINGGOVERNANCEBOARDS...................................................................................19IV.MILITARYDEPARTMENTS....................................................21DEPARTMENTOFTHEARMY..................................................................................................22DEPARTMENTOFTHENAVY..................................................................................................23DEPARTMENTOFTHEAIRFORCE.........................................................................................24V.CONCLUSION.............................................................................25APPENDIX:ACRONYMLIST.......................................................27ivDepartmentofDefenseTHISPAGEINTENTIONALLYBLANKJuly2009StrategicManagementPlanDepartmentofDefense1I.IntroductionTheinitialStrategicManagementPlan(SMP),calledforbytheNationalDefenseAuthorizationAct(NDAA)forFiscalYear(FY)2008andissuedbytheDepartmentofDefense(DoD)inJuly2008,providedanexecutiveoverviewoftheDepartment’soverallstrategicplanningandmanagementframework.FY2008NDAA§904RequirementsPerformancegoalsandmeasuresforimprovingandevaluatingtheoverallefficiencyandeffectivenessofbusinessoperationsKeyinitiativestobeundertakeninmeetingperformancegoalsandmeasuresProcedurestomonitortheprogresstowardmeetingperformancegoalsandmeasuresProcedurestoapproveplansandbudgetforchangesinbusinessoperationsProcedurestooverseeallbudgetrequestsfordefensebusinesssystemsThissecondeditionaugmentslastyear’sSMPbydescribingtheintegratedactivitiesthatcomprisetheDepartment’sperformancemanagementsystem,whichenablestheDepartment’sleadershiptoenhanceproductivitybyfocusingresourcesonthekeyleversthatdrivesuccess.Italsoestablishesfivetop-levelprioritiesforbusinessoperations.Theseprioritiesareintendedtoengagealllevelsoftheorganizationinacross-functional,holisticway—fromtheexecutiveswhodefinestrategy,toprocessandfunctionalownerswhotranslatestrategytopolicy,tothelinemanagersresponsibleforoperationalexecution.Thekeyoutputsofthissystemaregoalsandmeasures,andassociatedkeyinitiatives,forimprovingtheperformanceofDoDbusinessoperations(seeSectionII).Thisplanshouldbeviewedasalivingdocument.Asperformanceresultsarecollectedandassessed,businesspriorities(andassociatedgoalsandmeasures)maybeadjustedorrefinedtobetterfoc