In early 2008, with a new Executive Director and a call for action to create a new SCAG, the organization undertook a strategic planning process. The goal was to produce a multi-year Strategic Plan for adoption at the May 2009 General Assembly that would focus SCAG's vision and priorities and improve the organization and its operations. From the beginning, this was an inclusive process that challenged and engaged staff from all levels of the organization and benefited from the insights of numerous Regional Council Members. In all, 41 staff members and 16 Regional Council Members were directly involved in the development of SCAG's 2009 Strategic Plan.
The strategic planning process originated with a comprehensive assessment of the organization. In May 2008, this assessment began by way of an organizational survey. The survey posed a wide variety of questions to Regional Council Members and staff on various aspects of the agency. The results of this survey laid the foundation for this Strategic Plan.
Strategic Plan Components
An international and regional planning forum trusted for its leadership and inclusiveness in developing plans and policies for a sustainable Southern California.
Under the guidance of the Regional Council and in collaboration with our partners, our mission is to facilitate a forum to develop and foster the realization of regional plans that improve the quality of life for Southern Californians.
We foster collaboration through open communication, cooperation and a commitment to teamwork.
Our commitment to service and leadership is second to none.
The hallmark of our organization is trust and is accomplished through a professional staff, transparency in decision making and objectivity and accuracy in our day-to-day work.
We are revolutionary in our thinking to achieve a cutting edge work program that is emulated by others.
We work with our partners and local governments to achieve a quality of life that provides resources for today's generation while preserving an improved quality of life for future generations.
The empowering of staff occurs to reward initiative, confidence and creativity while promoting inclusionary decision-making.
We promote a work environment that allows for professional and personal growth, recognizes astounding achievement, and makes a positive difference in the lives of the staff and the community.
Strategic Plan Goals
- Improve Regional Decision Making by Providing Leadership and Consensus Building on Key Plans and Policies
- Obtain Regional Transportation Infrastructure Funding and Promote Legislative Solutions for Regional Planning Priorities
- Enhance the Agency's Long Term Financial Stability and Fiscal Management
- Develop, Maintain and Promote the Utilization of State of the Art Models, Information Systems and Communication Technologies
- Optimize Organizational Efficiency and Cultivate an Engaged Workforce
Strategic Plan Development
Formation of Guidance Team
In the summer of 2008, the Guidance Team was formed to manage and guide the development of this plan. Composed of a cross functional team from all levels of the organization, the Guidance Team's initial task was to analyze the organizational survey and identify issue and opportunity areas for further study. Expanding the effort with more staff and three Regional Council Members, an Advance Team was formed. Members participated in four off site mini-retreats throughout the summer of 2008 where they explored the identified issues and opportunities and categorized them into 14 categories. The Team also developed draft Mission and Vision statements and a list of Core Values while hosting staff workshops to receive additional input. As a result, three priority areas were targeted for further study. Three Task Teams continued this study: SCAG's Roles and Scope, Communications and Financial Management. In September 2008, an all staff retreat was held to further inspire staff participation in the planning process and to seek staff engagement in the Task Team process.
Task Team Formation
From November 2008 through February 2009, the three Task Teams studied their respective issues areas and produced recommendations to the Guidance Team and Executive Management on possible improvements. Concurrently, with the work of the Task Teams, SCAG Management began drafting high level agency goals. In February 2009, the Task Teams' recommendations were reconciled with the Goals and the subsequent plan began to take shape.
Strategic Plan Implementation
This Strategic Plan will be SCAG's compass for the next three to five years while keeping the agency's energy and resources focused on what is important and what we have set out to accomplish.
The Plan will align our policy decisions and actions with our resource utilization. We will use this plan to communicate our identity, workflow and goals. This plan will be integrated into our organizational and individual performance, management and reward system.
The work performed in completing the Vision, Mission, Values, Goals, Objectives and Strategies reflects a commitment to the future and to developing new concepts that will position SCAG for long-term high performance. However, actualizing success hinges on successful implementation.
Following the General Assembly's adoption of the plan in May 2009, Executive Management worked collaboratively with staff to develop Action Steps and Key Performance Indicators for implementation in Fiscal Year 2009/2010. Development of a Business Plan aligned the agency's fiscal resources with the Strategic Plan began in August 2009. This Business Plan will be updated annually. The Strategic Plan will be periodically reviewed to ensure that any future needs are addressed in a timely manner. Further, the agency's performance, management and reward system will be periodically reviewed and aligned with the Strategic Plan and the Business Plan.top of page