Strategic and Business Planning

Postal Regulatory Commission (PRC)

Client Objective: As a result of the signing of the Postal Accountability and Enhancement Act, the Postal Regulatory Commission (PRC), formerly the Postal Rate Commission, must undergo significant changes to its organization structure, workforce size and skill mix, areas of functionality and expertise, and policies and procedures. The Commission requires a thorough analysis of its current organizational state and strategic plan of action in order to bridge functional gaps and meet statutory requirements outlined in the Postal Accountability and Enhancement Act. 

FMP Approach:  FMP is currently assisting the Postal Regulatory Commission in meeting its requirements by analyzing the current state of the PRC’s organizational structure, staffing mix, and work processes, and then by determining the implications of the Postal Accountability and Enhancement Act on the PRC structure and functionality.  Specifically, FMP is assisting the PRC in completing the following activities:

• Organizational Analysis. FMP reviewed existing Commission documentation and conducted over 40 interviews with PRC staff to define and document the current baseline organization, workforce, and systems/processes of the PRC.
• Gap Analysis. FMP will analyze the requirements of the Postal Accountability and Enhancement Act to identify specific gaps between the current baseline organization and the requirements the Act places on the PRC. From that analysis FMP will also define necessary changes to the PRC organization, workforce, and systems.
• Strategic Planning. FMP will work with PRC leadership to develop strategic plans for the Commission. The results of Tasks 1 and 2 will inform these strategic discussions. After strategic plans are defined, the results of Task 2 will be re-visited and validated, and FMP will develop an “end state” description of the organization that is aligned with the strategic plans.
• Transition Planning. FMP will focus on defining concrete, actionable plans for transitioning from the current organization to the desired end state. 
• Transition Support. FMP will provide continuing support and expertise needed to support transition activities. 

Results: Upon the completion of this project, the Postal Regulatory Commission will have a vision of the desired future organizational state and a complete, actionable transition plan that will help the Commission meet requirements outlined in the Postal Enhancement and Accountability Act.  FMP will provide ongoing support during the transition period. 

United Nations World Food Programme (WFP)

Client Objective:  As one of its strategic goals, the UN World Food Programme (WFP) sought to establish a comprehensive Results-Based Management (RBM) methodology for planning, monitoring, and managing its food aid programs.  Its objective was to ensure the desired results of WFP programs were well-defined and clearly understood by stakeholders, that program strategies and investments were focused on achieving those results, and that program monitoring and evaluation provided useful insights into the success of programs in achieving the results expected.

FMP Approach:  FMP worked with WFP through two separate initiatives to accomplish this objective.  The first was to develop a Results-Based Management Guide that defined RBM concepts and principles and provided a methodology for applying RBM processes in the WFP environment.  The second was to define more specific approaches for applying RBM in a particular Region through its annual work plan and to develop strategies for implementing RBM across the region.  Specifically, FMP:

• Conducted a number of interviews and focus group meetings with WFP leaders and managers to explore and resolve questions regarding its approach to strategic management and to design a tailored results-based management process.
• Developed an RBM orientation guide for all WFP employees.
• Designed a process for applying RBM in a regional office through development of its annual work plan and resolved issues such as integration with individual performance planning, data systems and technology, and reporting.
• Developed a change and communication strategy for implementing RBM throughout the region.
• Developed RBM training programs for use by regional managers in training employees, local governments, non-governmental organizations, and other stakeholders in RBM concepts and processes.

Results:  As a result of this project, WFP published an RBM orientation guide which became the basis for a comprehensive training and communication campaign across the organization to institutionalize results-based management.