CIWMB Strategic Plan, November 1997

Implementation and Financial Information

Implementation Plan

The Board recognizes the importance of strategic planning in laying the foundation for its future progress. It also realizes that a practical implementation plan is vital to the success of the organization in meeting its strategic goals. This Strategic Plan provides a foundation for tactical planning efforts throughout the Board's programs and key processes. Therefore, the immediate next step in this process is to develop a detailed plan for implementing the Board's Strategic Plan. The implementation plan will identify the tasks, programs and activities to implement the plan's strategies through the development of individual action plans, which will identify specific responsibilities and timeframes for delivery. Once complete, the action plans will be evaluated and presented to the Board.

A monitoring and tracking system will support the Board in its ongoing strategic management process which focuses and aligns resources and diverse programs and initiatives to achieve optimal results. The Strategic Plan identifies various performance measures which must be supported by an accurate, ongoing data collection and reporting system.

The Board relies on various data sources essential for measuring performance and evaluating its programs. These systems include but are not limited to the following:

These key data collection systems, among others, will enable the Board to capture data essential for the ongoing monitoring and tracking of performance.

Performance reports will be prepared within the appropriate programs and submitted to the Executive Director for review quarterly. Also quarterly, the Executive Staff in partnership with the Executive Director will be responsible for analyzing the actual program performance achieved and assessing it against the performance goals set out in the Strategic Plan. The outcomes of this performance measurement will be presented to the Board every four months. Finally, so that the Strategic Plan continues to be responsive to a changing environment, an annual review and update by the Executive Director will also be conducted and the results presented to the Board.

Resource Assumptions

The Board anticipates achieving the Objectives and completing the Strategies described in this Strategic Plan with existing resources. It is important to note, however, that the Board's funding source is the Integrated Waste Management Account, not the State's General Fund. The IWMA is funded through the solid waste tipping fees that are collected statewide. Thus, as the Board achieves success in implementing its second strategic goal ("To support local jurisdictions' ability to reach and maintain California's waste diversion mandates"), it also ensures a reduction in resources as the Board approaches the 50 percent solid waste diversion mandate in the year 2000.

In anticipation of these declining resources, the Board may recommend pursuing some or all of the following options to achieve implementation of its strategic plan in future budget years:

Therefore, it is anticipated that the Board will be drafting budget change proposals to accomplish any or all of the above options in future budget years.

Financial And Personnel Year Position Information

NOTE: 1998-99 and 1999-00 are based on our 1997-98 Governor's Budget estimates. Revenue adjustments and policy decisions regarding the direction of the Board may affect the out years.

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Current Strategic Plan

Last updated: September 8, 1997