2008 CPEC AWARD PROCESS (PILOT) SITE VISIT REPORT BOOK (CASE STUDY: ISC NEW LONDON)

Item 2.1 Item Score (in 5% increments): 75%

Key Factors:
1. Unit Key Outcomes are aligned to the Coast Guard Strategic Plan focused on Personnel Readiness and Systems Availability.
6. Unit mission is “We provide superior customer service to accomplish Coast Guard missions anytime, any place with dedication, foresight,
innovation, and a commitment to our Core Values.
21. ISC receives customer and stakeholder input to its strategic planning process through the use of a formal needs survey, participation in weekly D3
staff meetings, and regular communications with Program Managers within the MLC.
35. Unit has an Executive Steering Committee (ESC) that reviews the Strategic Plan, sets and prioritizes goals and objectives, and tracks overall
performance.
36. ESC publicizes the strategic plan annually, and the minutes from each ESC meeting are posted for all hands on the CG Central unit page.
37. Unit metrics are aligned to its performance goals and objectives and posted in CG Central for all hands.
38. ESC solicits input from key customers and stakeholders for the annual strategic planning process.

Strengths

Item Key Factor-based

Criteria Examples A D L I
Ref Importance (only for ++)
2.1.a(1) The unit conducts strategic ++ The unit conducts strategic planning using a well- (21) ISC receives customer and A D L I
planning. It’s key processes and thought out and mature process which engages all key stakeholder input to its strategic
key participants are: stakeholders in the process. The unit has recently planning process through the
published its 9th iteration of a strategic plan since the use of a formal needs survey,
unit’s establishment in 1996. The strategic planning participation in weekly D3 staff
process uses input from ESC members, unit members, meetings, and regular
customers, and key stakeholders, balancing competing communications with Program
needs for the overall success of the mission of the unit Managers within the MLC.
to provide support within the Long Island Sound area
of responsibility. The planning process used is a four-
step strategic planning cycle which includes a review
and revision of the guiding documents, an assessment
of the current situation and identification of key issues,
definition of objectives, metrics, targets, and action
items, and plan execution. The strategic plan is aligned
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 2008 CPEC AWARD PROCESS (PILOT) SITE VISIT REPORT BOOK (CASE STUDY: ISC NEW LONDON)
Item
Criteria
Ref
2.1.a(1) The unit's strategic planning
process identifies potential blind
spots.
2.1a(1) The unit determines its strategic
challenges and advantages, as
identified in response to P.2 in
the Organizational Profile.
2.1.a(2) The unit addresses and collects
and analyzes relevant data and
information on early indications
in major shifts in customer
preferences as part of the
strategic planning process
2.1.b(2) The unit's strategic objectives
address its opportunities for
innovation in products and
services, operations, and the
business model.
Key Factor-based
Examples A D L I
Importance (only for ++)
with higher authority including MLCA and COMDT.
Development of the strategic plan includes formal
process to include input from key stakeholders
including MLCA ISC program manager, D3, and unit
commanding officers of customer units.
++ The unit uses a strategic planning process which (38) ESC solicits input from key A D L
identifies potential blind spots through an assessment customers and stakeholders for
of current situation which includes input from all unit the annual strategic planning
members to identify SWOT. Potential blind spots are process.
identified through the use of input from a broad range
of internal and external stakeholders including unit
workforce, program managers, customers, operational
commanders. The annual commanders’ survey
provides additional potential blind spots.
++ The unit has identified 6 key issues which impact (35) Unit has an Executive A D L I
the unit and its strategic position; these key strategic Steering Committee (ESC) that
issues are: Consistency, WPB needs, A-76 (primarily reviews the Strategic Plan, sets
currently re/ industrial), external communications with and prioritizes goals and
stakeholders, preparedness, and contributions to CG objectives, and tracks overall
readiness throughout the AOR. performance.
The unit maintains an active process to gain early (21) ISC receives customer and A D L I
indications of shifting customer needs. The ongoing, stakeholder input to its strategic
active listening to the customer – through the MLCA planning process through the
survey, the annual Commanders’ Survey, and use of a formal needs survey,
participation in customer program manager participation in weekly D3 staff
conferences – ensures that the unit is warned of early meetings, and regular
indications of shits in customer preferences. communications with Program
Managers within the MLC.
The unit sees the strategic planning process as an (6) Unit mission is “We provide A D L I
opportunity to encourage and increase innovation superior customer service to
within the delivery of support services in the Long accomplish Coast Guard
Island Sound area of responsibility. The unit’s strategic missions anytime, any place
planning process identifies key issues. Key issues with dedication, foresight,
identified in FY07 allowed the ESC to find value-added innovation, and a commitment
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 2008 CPEC AWARD PROCESS (PILOT) SITE VISIT REPORT BOOK (CASE STUDY: ISC NEW LONDON)
Item Key Factor-based
Criteria Examples A D L I
Ref Importance (only for ++)
opportunities which let to divisional BIG Goals, to our Core Values.
including supporting the Long Island Sound small boat
roundup and the YN1 mini-C school for the Academy.
The small boat roundup, a Long Island Sound initiative
following the addition of hovercraft smallboat
platforms to Long Island Sound, provides the
opportunity for Sector Long Island Sound small boat
personnel to participate in training and competition to
enhance their small boat crew, coxswain, and law
enforcement skills. The unit provides support for this
important initiative. The mini-C school for yeoman
allowed the unit to increase the skills and knowledge of
YNs at the unit, at the Academy, and at customer units.
Another innovation is the posting of important
information, such as TAP class locations and schedules
and the unit’s “customer handbook,” on the Intranet,
making it accessible to all customers and key
stakeholders. Additionally, customer feedback provides
opportunities for innovation. The units objectives
(Criteria “goals”) are broad enough to allow for
innovation.
2.1.b(2) The unit ensures its strategic The unit ensures balance within its strategic objectives (38) ESC solicits input from key A D
objectives balance the needs of through a strategic planning process that includes the customers and stakeholders for
all key stakeholders. opportunity receive stakeholder input. The strategic the annual strategic planning
plan appears to balance the needs of the key process.
stakeholders.

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 2008 CPEC AWARD PROCESS (PILOT) SITE VISIT REPORT BOOK (CASE STUDY: ISC NEW LONDON)
Opportunities for Improvement
Item
Criteria
Ref
2.1.a(2) • The unit addresses, collects,
and analyzes relevant data and
information for long-term
organizational sustainability as
part of the strategic planning
process.
Key Factor-based So What
Examples A D L I
(for each)
The unit has not addressed and collected, nor analyzed (6)Unit mission is “We provide A
data and information, with regards to long-term superior customer service to
organizational sustainability. While the unit has a accomplish Coast Guard
number of programs, such as the unit-mandated missions anytime, any place
mentoring program and Commandant-mandated IDP with dedication, foresight,
program which help ensure development of unit innovation, and a commitment
members to grow professionally ensuring the long-term to our Core Values.
sustainability of the Coast Guard, the unit has not
addressed. The unit faces a number of challenges in Without addressing, collecting,
the coming 12-48 months revolving around the Coast and analyzing relevant data and
Guard’s modernization initiatives. The unit does not information for long-term
project future competitive and collaborative organizational sustainability as a
environments, which contribute to organizational part of the strategic planning
sustainability, in its strategic planning process. Future process, the unit will be caught
projections – using modeling, scenarios (such as the with its metaphorical pants
Coast Guard’s Evergreen process at the enterprise around its metaphorical ankles
level), or other techniques and judgments to anticipate and will be unable to adequately
the competitive and collaborative environment – help shift from the current state to
to detect and reduce competitive threats, shorten the mandated end-state while
reaction time, and identify opportunities. still providing excellent support
services in the Western Rivers.
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 2008 CPEC AWARD PROCESS (PILOT) SITE VISIT REPORT BOOK (CASE STUDY: ISC NEW LONDON)

Item 2.2 Item Score (in 5% increments): 50%

Key Factors:
1. Unit Key Outcomes are aligned to the Coast Guard Strategic Plan focused on Personnel Readiness and Systems Availability.
6. Unit mission is “We provide superior customer service to accomplish Coast Guard missions anytime, any place with dedication, foresight,
innovation, and a commitment to our Core Values.
21. ISC receives customer and stakeholder input to its strategic planning process through the use of a formal needs survey, participation in weekly D3
staff meetings, and regular communications with Program Managers within the MLC.
35. Unit has an Executive Steering Committee (ESC) that reviews the Strategic Plan, sets and prioritizes goals and objectives, and tracks overall
performance.
36. ESC publicizes the strategic plan annually, and the minutes from each ESC meeting are posted for all hands on the CG Central unit page.
37. Unit metrics are aligned to its performance goals and objectives and posted in CG Central for all hands.
38. ESC solicits input from key customers and stakeholders for the annual strategic planning process.

Strengths

Item Key Factor-based

Criteria
Ref
2.2a(1) The unit develops and deploys
action plans throughout the
organization to achieve its key
strategic objectives.
Examples A D L I
Importance (only for ++)
++ The unit develops action plans at two levels: at the (36) ESC publicizes the strategic A D L
ESC level for cross-cutting issues and at the division plan annually, and the minutes
level (BIG Goals) for division-specific issues. These from each ESC meeting are
action plans are discussed by the appropriate personnel posted for all hands on the CG
in order to assess various forms of risk including Central unit page.
financial. ESC action plans are discussed at the ESC (37) Unit metrics are aligned to
level. BIG Goals are discussed at the command staff its performance goals and
meetings and also at one-on-one meetings with the objectives and posted in CG
division officer and the commanding officer or the Central for all hands.
executive officer. The command staff meets on a
regular basis; part of the purpose of these meeting is to
review ongoing action plans and modify those plans if
conditions warrant. Both the ESC goals and the BIG
Goals help the organization to achieve its key strategic
objectives
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 2008 CPEC AWARD PROCESS (PILOT) SITE VISIT REPORT BOOK (CASE STUDY: ISC NEW LONDON)

Opportunities for Improvement

Item Key Factor-based So What

Criteria
Ref
2.2a(5) The unit’s plans address potential While the unit’s plans address potential impacts on
changes to workforce capability
and capacity needs.
2.2.b The unit determines
performance projections for
short- and longer-term planning a snapshot of the current indicators. Without
time horizons for key
performance measures or
indicators in 2.2a(6).
2.2b The unit ensures progress so that While the unit ensures progress through past
it will meet its projections.
Examples A D L I
(for each)
(6) Unit mission is “We provide A
people in the workforce, they do not fully consider superior customer service to
potential future changes in the environment which accomplish Coast Guard
include the impending modernization initiatives. While missions anytime, any place
the unit has not been given sufficient information to with dedication, foresight,
project the exact changes which will occur due to innovation, and a commitment
modernization, it has certainly received enough n the to our Core Values.
way of direction and hints that it ought to be able to
begin to address some potential changes to the
workforce.
The unit does not generally use performance (37) Unit metrics are aligned to A
projections; most of the focus is on a historical view or its performance goals and
objectives and posted in CG
performance projections for short- and longer-term Central for all hands.
planning time horizons for key performance measures
or indicators, the unit may be unable to improve the
organization’s ability to understand and to learn and,
perhaps more importantly, to track dynamic,
competitive performance factors and prepare to meet
customer needs in the future. Projected performance
might include changes resulting from entry into new
markets, the introduction of new technologies,
product/service innovations, or other strategic thrusts.
(37) Unit metrics are aligned to A
performance, the unit does not forward took to track its performance goals and
the meeting of projections. Units which not only track objectives and posted in CG
progress, but analyze them against projections, are Central for all hands.
better able to judge success and change action plans as
needed.
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 2008 CPEC AWARD PROCESS (PILOT) SITE VISIT REPORT BOOK (CASE STUDY: ISC NEW LONDON)
Item Key Factor-based So What
Criteria Examples A D L I
Ref (for each)
2.2b The unit addresses any current or The unit addresses some current gaps in performance (37) Unit metrics are aligned to A
projected gaps in performance against comparable organizations, however such its performance goals and
against its competitors or analysis is limited and ad hoc in nature. In limited objectives and posted in CG
comparable organizations. areas, such as Reserve readiness and industrial activities, Central for all hands.
the unit examine current gaps against competitors
(industrial) and comparable (pf) organizations in order
to improve performance. In addition, the unit does not
address projected gaps in performance against
comparable organizations even in a limited manner.
The unit would be better prepared to take into account
its rate of improvement and change relative to that of
comparable organizations and relative to its own targets
or stretch goals. Such tracking serves as a key
diagnostic management tool.

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