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US Army Corps of Engineers
BUILDING STRONG®
PLANNING FUNDAMENTALSPlanning Principles & Procedures – FY11
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BUILDING STRONG®
PLANNING FUNDAMENTALSOUTLINE
Step-by-step process
Iteration
Criteria and other tools
Analyses
Public involvement and interdisciplinary team
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ITERATION
Repeat
What? Steps.
Why? Different emphasis to reflect stages of process.
How many times? Depends. When do you stop? When there’s a recommendation. What about Adaptive Management?
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ITERATION
It would be nice if the planning process were always sequential, but…
Start at any step. Conduct and repeat steps, but not necessarily always in order
-- don’t panic! Conduct each step at least once. Always end at the last step – a recommendation.
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PLANNERS’ TOOLBOX
Criteria Planning area Period of analysis Problem Opportunity Goal Objective
Constraint “Without” condition “With” conditions Management measure Alternative plan Effect (impact)
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Criterion… n. pl. -teria… A standard rule or test on which a judgment or decision can be based. [Greek kriterion, a
means for judging, standard, from krites, a judge, umpire, from krinein, to separate, choose.]”
CRITERIA
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CRITERIA
What Decisions?► pass/fail, retain/delete, yes/no, go/no go► priority, rank, order, more/less
When?► early - “screening” decisions► late - “selection” decision
Where do criteria come from?► given - “four criteria”, “scoping” (i.e., significant issues
related to proposed action)► unique to each study
Identify criteria BEFORE you make a decision.
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WHAT DO WE “SCREEN” WITH CRITERIA?
Stakeholders to be involved Problems and opportunities to be addressed Information to be collected Future without project assumptions to be used Management measures to be evaluated Effects to be considered Plan to be recommended - SELECTION
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PLANNING AREA
Geographic space that includes:
► Study authority area
► Stakeholders’ jurisdictions
► Problem and opportunity areas
► Project areas (aka, project “footprint”)
► Affected areas (direct, indirect, cumulative)
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PERIOD OF ANALYSIS
Period of analysis► Begins at the base year► Principles and Guidelines = 100 years► Corps’ Planning Guidance = 50 years► Used for discounting
• $ value of benefits & costs over time Not the same as: Design / Project life In perpetuity
► e.g., authorization, budgeting, obligations & responsibilities
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ANALYSES
With and Without Analysis Benefit-Cost Analysis Cost Effectiveness Analysis Incremental Cost Analysis Optimization Analysis Trade-Off Analysis Sensitivity Analysis Risk Analysis
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PUBLIC INVOLVEMENT:WHO’S THE PUBLIC?
Sponsor, partner, customer, client
Stakeholder
► Any party affecting failure or success of project
“The public”
Internal public
Elected official
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WHAT’S AN IDEAL TEAM?
Name the 5 most important people to have on the team. How many hours per month should team members be together
in one place as a team? (160 work hours per month) What are the 3 most important characteristics for team
success?
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NAME THE FIVE MOST IMPORTANT PEOPLE TO HAVE
ON YOUR TEAM
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5 MOST IMPORTANT PEOPLE TO HAVE ON
YOUR TEAM:
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5 MOST IMPORTANT PEOPLE TO HAVE ON YOUR TEAM:
Leader
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5 MOST IMPORTANT PEOPLE TO HAVE ON YOUR TEAM:
Leader Thinker
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5 MOST IMPORTANT PEOPLE TO HAVE ON YOUR TEAM:
Leader Thinker Doer
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5 MOST IMPORTANT PEOPLE TO HAVE ON YOUR TEAM:
Leader Thinker Doer Writer
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5 MOST IMPORTANT PEOPLE TO HAVE ON YOUR TEAM:
Leader Thinker Doer Writer Presenter
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TEAM MEMBERS BRING TO THE TABLE:
Expertise Affiliation Talent Personality Values
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NUMBER OF HOURS PER MONTH THAT TEAM MEMBERS
SHOULD BE TOGETHER IN ONE PLACE AS A TEAM:
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NUMBER OF HOURS PER MONTH THAT TEAM MEMBERS
SHOULD BE TOGETHER IN ONE PLACE AS A TEAM:
8-40
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3 MOST IMPORTANT CHARACTERISTICS FOR TEAM
SUCCESS:
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3 MOST IMPORTANT CHARACTERISTICS FOR TEAM
SUCCESS: Communication
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3 MOST IMPORTANT CHARACTERISTICS FOR TEAM
SUCCESS: Communication Communication
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3 MOST IMPORTANT CHARACTERISTICS FOR TEAM
SUCCESS:
Communication Communication Communication
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Teams and the PMP
Recall, the PMP defines the scope, schedule, and cost of a Corps investigation.
Who develops the PMP? The team. PMP development can be a team building/partnering exercise No standard format/length – PMPs, much like teams, are all
inherently different Standard content of PMP: tasks, costs, schedules. Standard content of a team: individuals. Effective team communication is a prerequisite of a good PMP
and team success.
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PUBLIC INVOLVEMENT AND INTERDISCIPLINARY TEAM SIMILARITIES
Why do them?► Required!► Talent Pool
“Facts” vs. Informed Judgments vs. Personal Values Position vs. Interest Techniques
PEOPLE
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TECHNIQUES
Flip chart technology Individual assessment
instruments Public and team meetings Brainstorming Nominal group exercise
Large group response exercise
Questionnaires Advisory committees Partnering Alternative dispute
resolution Samoan Circle
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BUILDING STRONG®
PUBLIC INVOLVEMENT AND INTERDISCIPLINARY TEAM SIMILARITIES
Why do them? “Facts” vs. Informed Judgments vs. Personal Values Position vs. Interest Techniques
PEOPLE
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PUBLIC INVOLVEMENT ANDINTERDISCIPLINARY TEAM
THREE GOOD QUESTIONS:
What are the problems and opportunities?
What are the solutions?
What are the solutions’ pros and cons?
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PLANNING FUNDAMENTALSLESSON REVIEW
Step-by-step process
Iteration
Criteria and other tools
Analyses
Public involvement and interdisciplinary team
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PLANNING FUNDAMENTALSLEARNING OBJECTIVES
Q- What do mean mean by “iteration”? A – Repeat the planning steps.
Q – What do we do with criteria? A – Use them as a standard rule or test on which a
judgment or decision can be based.
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PLANNING FUNDAMENTALSLEARNING OBJECTIVES
Q – What are the similarities between public involvement and the interdisciplinary team?
A – Both involve people, and ► Have similar reasons for doing them► Involve facts, judgments and values► Involve positions and interests► May use the same techniques
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