strategic plan structure - idaho · strategic plan structure 1 ... dan raiha 2-customer focused...

STRATEGIC PLAN STRUCTURE

1

Mission

To professionally and prudently manage Idaho’s endowment

assets to maximize long-term financial returns to public schools

and other trust beneficiaries and to provide professional

assistance to the citizens of Idaho to use, protect and sustain

their natural resources.

Vision

The Idaho Department of Lands will be

the premier organization for trust

management and resource protection in

the western United States.

Values

STEWARDSHIP – by making decisions and taking actions that positively affect long-term

financial returns for the trust beneficiaries and enhance the health and resilience of Idaho’s

natural resources.

SERVICE – by providing exemplary service and delivering programs with professionalism and

integrity to both internal and external customers.

ACCOUNTABILITY – by investing in and having an organizational culture and framework that

equips, entrusts, and expects employees to make decisions and get things done.

COHESIVENESS – by working as a unified organization in which all employees participate in

constructive communication to fully meet our mission.

Goal #1

FINANCIAL STEWARDSHIP – Fulfill the Land Board’s fiduciary duty by maximizing long term financial returns

from the endowment lands and through prudent management of state funds and resources.

1. BUDGET – Effectively manage the budget through regular communications, reporting, and analysis.

2. TRUST – Monitor whole trust performance and pursue reinvestment opportunities.

3. EFFICIENCY – Explore and pursue potential efficiencies and sources of grant funding.

4. IMPLEMENT PLANS/POLICIES – Implement endowment land asset management plans and other

agency plans and policies.

Goal #2

CUSTOMER FOCUSED – Deliver programs with professionalism and integrity, providing exemplary service to

external and internal customers.

1. EXTERNAL – Identify methods for improving and expanding customer service through outreach and

clear, consistent messaging.

2. INTERNAL – Strengthen internal communication channels through regular engagements and planning.

2

3. CUSTOMER SATISFACTION – Measure and evaluate internal and external customer service feedback

and pursue improvement.

Goal #3

PEOPLE – Develop a well-trained, high performing workforce focused on carrying out IDL’s mission.

1. TRAIN – Train and develop staff to be successful in their roles.

2. ONBOARD – Familiarize new staff with agency values and outline clear expectations.

3. RECRUIT/RETAIN – Develop guidelines and strategies for recruiting and retaining staff well-suited for

the agency.

4. DEVELOP – Recognize and develop leaders from within.

5. ALIGN – Create a culture of alignment through clear expectations and coordination between programs.

Goal #4

PROCESS – Implement policies and procedures through the use of integrated systems that support effective and

informed decision making.

1. ENTERPRISE SYSTEMS/SECURITY – Integrate and improve business processes with secure technology

systems and infrastructure.

2. DEVELOP GOVERNANCE/POLICIES – Establish and update governance, policies, and procedures to

direct agency operations.

Idaho Department of Lands

FY2018-2021 Strategic Plan

FY Group Division Group Leader Goal Strategy Task Task Number Task Description TaskMeasure1 TaskMeasure2 TaskMeasure3 TaskMeasure4

2018 Information Technology Support Services Dan Raiha 4-Process 4.1-Enterprise Systems & Security 1 4.1.1 Meet LIMS LW implementation plan and timelines as set.

2018 Information Technology Support Services Dan Raiha 4-Process 4.1-Enterprise Systems & Security 2 4.1.2 Implement new IT Steering Committee, including definition

of scope and responsibilities, procedures, general

governance, and reporting tools.

2018 Information Technology Support Services Dan Raiha 3-People 3.5-Align 1 3.5.1 Train all unit supervisors on how to conduct one-on-ones and

stay interviews. IT Measure: one training session complete

for all supervisors.

2018 Information Technology Support Services Dan Raiha 1-Financial Stewardship 1.1-Budget 1 1.1.1 Project scope planned to actuals from Project Completion

Report. Measure: Variance less than 25%, 75% of the time.

2018 Information Technology Support Services Dan Raiha 1-Financial Stewardship 1.1-Budget 2 1.1.2 Define clear contract deliverables. Measure: 100% of project

have clear contract deliverables.

2018 Information Technology Support Services Dan Raiha 1-Financial Stewardship 1.1-Budget 3 1.1.3 Verify deliverable quality and contract conformance through

structured testing and quality assurance processes. Measure:

100% of projects use defined QA and contract performance

process.

2018 Information Technology Support Services Dan Raiha 1-Financial Stewardship 1.1-Budget 4 1.1.4 Develop an IT outsourcing plan and cost estimate for use of

contracted IT resources for specialized skill areas that are

either resource constrained or not available internally.

Measure: Plan drafted.

2018 Information Technology Support Services Dan Raiha 2-Customer Focused 2.3-Customer Satisfaction 1 2.3.1 Include as a performance appraisal work objective for each

employee the objective to be sensitive to customer

expectations and to work with their leadership to address

gaps proactively. Measure: 100% of performance objectives

updated.

2018 Information Technology Support Services Dan Raiha 2-Customer Focused 2.3-Customer Satisfaction 2 2.3.2 Research methods to improve service in areas targeted by

the survey. Measure: Improvement area research

documented.

2018 Information Technology Support Services Dan Raiha 2-Customer Focused 2.3-Customer Satisfaction 3 2.3.3 During the evaluation of customer feedback, collect topics

that require better communication and develop and

implement a plan for those communications to reach the

target audience. Measure: Focus areas identified.

2018 Information Technology Support Services Dan Raiha 2-Customer Focused 2.3-Customer Satisfaction 4 2.3.4 Evaluate feedback. Measure: Feedback reviewed/evaluated.

2018 Information Technology Support Services Dan Raiha 2-Customer Focused 2.3-Customer Satisfaction 5 2.3.5 Survey internal and external customers to determine

baseline level of service and areas for improvement.

Coordinate with other divisions such as Endowment Leasing

for survey tool, as needed. Measure: Survey completed.

2018 Information Technology Support Services Dan Raiha 2-Customer Focused 2.3-Customer Satisfaction 6 2.3.6 Key support services division staff to plan a comprehensive

customer service initiative. Measure: Plan drafted.

2018 Information Technology Support Services Dan Raiha 2-Customer Focused 2.3-Customer Satisfaction 7 2.3.7 Collect metric data and report on such data on an

established schedule. Measure: Metrics documented and

reported.

2018 Information Technology Support Services Dan Raiha 2-Customer Focused 2.3-Customer Satisfaction 8 2.3.8 Coordinate planning sessions throughout the unit to develop

meaningful performance metrics that are traceable.

Measure: Performance metrics documented.

2018 Information Technology Support Services Dan Raiha 4-Process 4.2-Develop Governance & Policies 1 4.2.1 Create and implement a plan for updating current policies.

2018 Information Technology Support Services Dan Raiha 4-Process 4.2-Develop Governance & Policies 2 4.2.2 Standard template for policies created.

2018 Information Technology Support Services Dan Raiha 4-Process 4.2-Develop Governance & Policies 3 4.2.3 Establish process for review of progress on projects with

Executive Team.

2018 Information Technology Support Services Dan Raiha 4-Process 4.2-Develop Governance & Policies 4 4.2.4 Research corporate innovation programs and develop white

paper recommending IDL-specific implementation approach

and timelines. Measure: Corporate innovation white paper

drafted.

2018 Information Technology Support Services Dan Raiha 3-People 3.4-Develop 1 3.4.1 Individual performance development objectives contain one

opportunity per year to attend an event normally outside of

employees usual work scope (i.e. DOFF or LW

division/bureau meeting, timber sale, RX fire, PBFAC

meeting, legislative hearing, etc.).

2018 Information Technology Support Services Dan Raiha 4-Process 4.1-Enterprise Systems & Security 3 4.1.3 Define IDL’s enterprise architecture framework. Measure:

Enterprise architecture framework developed.

2018 Information Technology Support Services Dan Raiha 4-Process 4.1-Enterprise Systems & Security 4 4.1.4 Develop standard Project Completion Report that includes

tracked budget, timeline, and scope planned to actual.

Measure: Project Completion Report developed and in use.

Page 1 of 15




2018 Information Technology Support Services Dan Raiha 4-Process 4.1-Enterprise Systems & Security 5 4.1.5 Complete monthly project status reports and project status

summary list update by first Friday following reporting

period.

2018 Information Technology Support Services Dan Raiha 4-Process 4.1-Enterprise Systems & Security 6 4.1.6 Quarterly updates between Executive Staff and IT.

2018 Information Technology Support Services Dan Raiha 4-Process 4.1-Enterprise Systems & Security 7 4.1.7 Meet LIMS implementation plan and deadlines as set.

2018 Information Technology Support Services Dan Raiha 4-Process 4.1-Enterprise Systems & Security 8 4.1.8 Electronic records system identified and piloted.

2018 Information Technology Support Services Dan Raiha 4-Process 4.1-Enterprise Systems & Security 9 4.1.9 Contract for external website security scanning/remediation

service. Measure: Contract in place.

2018 Information Technology Support Services Dan Raiha 4-Process 4.1-Enterprise Systems & Security 10 4.1.10 Add annual cyber security training to annual employee

statement of understanding. Measure: Statement of

understanding updated.

2018 Information Technology Support Services Dan Raiha 4-Process 4.1-Enterprise Systems & Security 11 4.1.11 Employ “least privilege” principle of user access. Measure:

Internal "least privilege" audit completed.

2018 Information Technology Support Services Dan Raiha 4-Process 4.1-Enterprise Systems & Security 12 4.1.12 Revise and follow Navision user account management

policy/procedure document. Measure: Policy/Procedure

document drafted/approved.

2018 Information Technology Support Services Dan Raiha 4-Process 4.1-Enterprise Systems & Security 13 4.1.13 Develop LIMS user account management policy/procedure

document. Measure: Policy/Procedure document

drafted/approved.

2018 Information Technology Support Services Dan Raiha 1-Financial Stewardship 1.4-Implement Plans & Policies 1 1.4.1 Define standard procedure for evaluating project risk.

Measure: SOP created.

2018 Information Technology Support Services Dan Raiha 1-Financial Stewardship 1.4-Implement Plans & Policies 2 1.4.2 Define risk mitigation project tool matrix. Measure: Risk

mitigation tool created.

2018 Information Technology Support Services Dan Raiha 2-Customer Focused 2.2-Internal 1 2.2.1 Define metrics for documenting and communicating service

request status and completion progress. Measure: Metrics

documented.

2018 Information Technology Support Services Dan Raiha 2-Customer Focused 2.2-Internal 2 2.2.2 Complete quarterly analysis of common problems,

documenting root cause issues and assign development of

self-help FAQs. Measure: 4 common problem analysis

reports completed.

2018 Information Technology Support Services Dan Raiha 2-Customer Focused 2.2-Internal 3 2.2.3 Fulfill service requests within defined SLAs 80% of the time.

2018 Information Technology Support Services Dan Raiha 2-Customer Focused 2.2-Internal 4 2.2.4 Define request type-specific SLAs, based on IT staffing levels,

time of year, feedback from internal customers. Measure:

SLAs created and published.

2018 Information Technology Support Services Dan Raiha 2-Customer Focused 2.2-Internal 5 2.2.5 Communicate high-level IT vision across the agency.

Measure: Basic understanding achieved.

2018 Information Technology Support Services Dan Raiha 2-Customer Focused 2.2-Internal 6 2.2.6 Actively solicit stakeholder feedback and incorporate into

project execution. Measure: Stakeholder feedback

incorporated into projects.

2018 Information Technology Support Services Dan Raiha 2-Customer Focused 2.2-Internal 7 2.2.7 Pro-actively communicate project status to stakeholders via

in-person meetings, email, and Intranet publication.

Measure: Employ multiple communication tools.

2018 Information Technology Support Services Dan Raiha 2-Customer Focused 2.2-Internal 8 2.2.8 Define Help Desk dispatching procedure that includes

appropriate levels of customer follow-up and root cause

analysis prior to queue assignment. Measure: Help Desk

dispatch procedure drafted.

2018 Information Technology Support Services Dan Raiha 3-People 3.2-Onboard 1 3.2.1 Develop and provide IT orientation training and/or tools to

new staff upon hire (timing in line with new orientation

program). Measure: Orientation tools developed and

available (depending on orientation program).

2018 Information Technology Support Services Dan Raiha 3-People 3.1-Train 1 3.1.1 100% of program manager level IT staff to attend RFP and

contract development training. Measure: 100% of program

manager level IT staff to attend RFP and contract

development training.

2018 Information Technology Support Services Dan Raiha 3-People 3.1-Train 2 3.1.2 40% of program manager level IT staff attend Project

Management 101 or equivalent. Measure: 40% of program

manager level IT staff attend Project Management 101 or

equivalent.

2018 Resource Protection & Assistance Lands & Waterways Eric Wilson 3-People 3.5-Align 2 3.5.2 To share/expand staff knowledge; coordinate development

and implementation of policy, procedure, and guidelines;

discuss current events and issues - hold quarterly program

meetings between Area and Bureau staff.

Measure: Program Manager schedules/facilitates

4 meetings/yr.


4 meetings/yr.


4 meetings/yr.


4 meetings/yr.

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2018 Resource Protection & Assistance Lands & Waterways Eric Wilson 3-People 3.1-Train 3 3.1.3 Collaborate with Area staff to define specific

regulatory/resource protection and assistance program

training needs to develop Knowledge, Skills, and Abilities.

Hold annual regulatory program-focused meetings (Minerals

focus, Public Trust focus) between Area and Bureau Staff, to

provide updates on compliance procedures, rules, and

statutes.

Measure: Annual meeting focus identified in the

prior FY and meeting held each year as scheduled;

training provided to staff on specific program, as

determined by Bureau.













2018 Resource Protection & Assistance Lands & Waterways Eric Wilson 4-Process 4.2-Develop Governance & Policies 5 4.2.5 To improve Resource Protection and Assistance business

operations, identify and schedule development of program

procedures to augment existing bureau administrative

procedures.

Measure: FY18 Bond Assurance Fund inspection

and compliance procedures defined, developed,

and implemented.

Measure: FY19 Abandoned Mine Lands project,

closure, and inspection procedures defined,

developed, and implemented.

Measure: FY20 (TBD) procedures defined,


Measure: FY21 (TBD) procedures defined,


2018 Resource Protection & Assistance Lands & Waterways Eric Wilson 4-Process 4.1-Enterprise Systems & Security 14 4.1.14 Implementation of the LW LIM System requires Bureau

vision, input, and participation in planning development,

data clean-up and migration, pilot-project, and Go-Live

interations. Bureau and staff are expected to actively

particpate in interations and provide full support as needed

for implementation of Trimble Landfolio/Land Records

systems, ECM system, and Mobile Technolgy system.

Measure: Complete scanning and begin

implementation of Encroachment Permit,

Reclamation Plans, BAF interations; ECM.

Measure: Complete implementation of

Encroachment Permit, Reclamation Plans, and

BAF interations.

Measure: Full implementation of Encroachment

Permit, Reclamation Plans, and BAF/Mineral

Regulatory interations.

2018 Resource Protection & Assistance Lands & Waterways Eric Wilson 4-Process 4.2-Develop Governance & Policies 6 4.2.6 In an effort to reduce regulatory program compliance

inspection and project backlog complete compliance

inspection and project procedures and identify an operations

inspection and project completion schedule for RPA

programs, in coordination with Area staff. Implement

compliance inspection and project schedule for

Encroachment Permit, Bond Assurance Fund, and

Abandoned Mine Land programs.

Measure: reduce inspection and project backlog

by 5%.


by 5%.


by 10%.


by 10%.

2018 Resource Protection & Assistance Lands & Waterways Eric Wilson 1-Financial Stewardship 1.1-Budget 5 1.1.5 Establish a procedure and schedule, in coordination with

Legal staff, to fully bring into compliance or terminate past

due Bond Assurance Fund accounts, taking legal action as

necessary.

FY18 procedure and schedule developed Q1; full

compliance or terminiation during Q4.

Develop, analyze, and present to Division

Administrator cost saving and revenue generating

ideas to enhance the Bond Assurance Fund

program. Identify additional long-term

permanent need of resources to continue to

address annual default BAF accounts and identify

fiscal/HR options or solutions. Measure: analysis

completed and presented Q1; implement

approved options during Q4.

2018 Resource Protection & Assistance Lands & Waterways Eric Wilson 1-Financial Stewardship 1.1-Budget 6 1.1.6 To increase Bureau staff knowledge of Program Budgets and

Budget forecasting, Bureau staff will meet monthly with

Fiscal/Budget personnel to discuss current and projected

expense and revenue allocations.

12 meetings per year completed.

2018 Resource Protection & Assistance Lands & Waterways Eric Wilson 1-Financial Stewardship 1.1-Budget 7 1.1.7 To provide transparency, enhance Land Board/Department

knowledge, and inform decision making the Resource

Protection and Assistance Bureau to provide a bi-annual

report of specific program elements, status updates of pilot

projects, large mining projects or large Public Trust Projects.

Enhance bi-annual RPA Summary Report through feedback

gathered from Executive team, Land Board staff, and Public

Information Officers.

Measure: Develop bi-annual RPA Summary

Report format through research of other states

and/or federal reports; discussions with Executive

team, Public Information Officers, and Area

operations (Q1); purpose format, report schedule,

and develop draft report (Q2); RPA Summary

Report presented to Executive team and

presented to Land Board (Q3).

Measure: bi-annual RPA Summary Report

updated and presented to Land Board, distributed

to Area offices, and updated on IDL webpage.







2018 Resource Protection & Assistance Lands & Waterways Eric Wilson 1-Financial Stewardship 1.4-Implement Plans & Policies 3 1.4.3 Pursue Statute and Rules changes by program that enhance

program performance.

Measure: Statute and/or rule changes developed

for 2018 Legislature.







2018 Resource Protection & Assistance Lands & Waterways Eric Wilson 1-Financial Stewardship 1.4-Implement Plans & Policies 4 1.4.4 To set strategic priorities for Regulatory/Resource and

Protection Assistance programs, draft 3-5 year business

plans for each program. Engage Executive team, Area staff,

and public stakeholders in process. Evaluate existing

strengths and weakness; analyze program threats, risks,

liabilities and opportunities; develop goals, strategies, tasks,

and Key Performance Indicators.

Measure: Public Trust Program draft business

plan completed.

Measure: Public Trust Program business plan

finalized; Bond Assurance Fund Program draft

completed.

Measure: Bond Assurance Fund Program business

plan finalized; Abandoned Mine Lands Program

draft completed.

Measure: Abandoned Mine Lands Program

business plan finalized; overall Minerals

Regulatory Program draft completed.

2018 Resource Protection & Assistance Lands & Waterways Eric Wilson 2-Customer Focused 2.1-External 1 2.1.1 Inform and educate the public on recreational dredge and

placer mining; inform and advise the public on current

regulations.

Measure: Develop and complete a recreational

dredging pamphlet for distribution; distribute

pamplets to Area offices, Mining Associations,

and other identified distribution points.

Measure: Prepare FAQs for high frequency

questions and information requests; post to IDL

webpage; determine means of adding to LW LIMS

project.

Measure: create an external question and answer

electronic message board on IDL website for

public inquiry; determine means of adding

information to LW LIMS project.

Measure: provide outreach with interested

stakeholders and participate in two public

engagement presentations.

Page 3 of 15




2018 Resource Protection & Assistance Lands & Waterways Eric Wilson 2-Customer Focused 2.1-External 2 2.1.2 Inform and educate the public on Public Trust activities;

inform and advise the public on current regulations.

Measure: Develop and complete an

encroachment permitting brochure for

homeowners; distribute brochures to Area

offices, Real Estate and Title companies, and

other identified distribution points. Prepare FAQs

for high frequency questions and information

requests; post to IDL webpage; determine means

of adding to LW LIMS project.

Measure: Develop and complete an

encroachment permitting brochure for shoreline

protection; distribute brochures to Area offices,

Real Estate and Title companies, and other

identified distribution points. Prepare FAQs for

high frequency questions and information

requests; post to IDL webpage; determine means

of adding to LW LIMS project.

Measure: create an external question and answer

electronic message board on IDL website for

public inquiry; determine means of adding

information to LW LIMS project.

Measure: provide outreach with interested

stakeholders and participate in two public

engagement presentations.

2018 Resource Protection & Assistance Lands & Waterways Eric Wilson 2-Customer Focused 2.2-Internal 9 2.2.9 To facilitate positive Bureau/Area staff relationships and

communication, Area office field visits will be conducted on

a regular basis. Bureau staff will meet with Area staff

through Area office field visits to discuss regulatory program-

focused issues, concerns, and to provide technical support on

compliance procedures, rules, and statutes.

Measure: (6) annual Area office visits

scheduled/conducted by each Minerals and Public

Trust Program Manager; (4) annual Area office

visits scheduled and conducted by Bureau Chief.













2018 Resource Protection & Assistance Lands & Waterways Eric Wilson 2-Customer Focused 2.3-Customer Satisfaction 9 2.3.9 Implement a Customer Service Feedback process for the

Bureau to measure baseline data of service levels and

customer satisfaction. Goal is to obtain 70% return rate with

a 80% satisfaction goal.

Completion of Phase 1 - Survey customers within

Resource Protection and Assistance Bureau.

Implement customer satisfaction surve1. Goal is

to obtain 70% return rate with a 85% satisfaction

goal. Implement improvements learned from

previous years survey into next year's customer

service plan. Measure: Completion of Phase 2 -

Survey customers within Resource Protection and

Assistance Bureau.

Implement customer satisfaction survey, partially

through LW LIMS. Goal is to obtain 70% return

rate with a 90% satisfaction goal. Implement

improvements learned from previous years

survey into next year's customer service plan.

Measure: Completion of Phase 3 - Survey

customers within Resource Protection and

Assistance Bureau.

Implement customer satisfaction survey through

LW LIMS. Goal is to obtain 70% return rate with a

95% satisfaction goal. Implement improvements

learned from previous years survey into next

year's customer service plan. Measure:


Resource Protection and Assistance Bureau.

2018 Real Estate Services Lands & Waterways Ryan Montoya 4-Process 4.2-Develop Governance & Policies 7 4.2.7 Right-Of-Way procedures draft completed during FY17. Draft

review completed by Bureau and Operations Chiefs.

Procedures finalized and Program Manager provides

communication and Operations training. Measure: Final

ROW procedures added to SharePoint. One Operations

procedures training held and facilitated by ROW Program

Manager.

Bureau and Area staff engagement and

implementation of ROW procedures. Identify

needed revisions and additional operational

guidelines. Measure: Revisions updated to

procedures and additional guidelines added.

Bureau and Area staff engagement and

implementation of ROW procedures. Identify

needed revisions and additional operational

guidelines. Measure: Revisions updated to

procedures and additional guidelines added.

2018 Real Estate Services Lands & Waterways Ryan Montoya 4-Process 4.1-Enterprise Systems & Security 15 4.1.15 Implementation of the LW LIM System requires Bureau







Measure: Complete scanning and begin

implementation of Right-of-Way Permits and

Easements; Land Records; Real Estate

Transaction, ECM interations.

Measure: Complete implementation of Right-of-

Way Permits, Easements; Land Records; Real

Estate Transactions; ECM interations.

Measure: Full implementation of Right-of Way

Permits, Easements; Land Records; Real Estate

Transactions; ECM system.

2018 Real Estate Services Lands & Waterways Ryan Montoya 1-Financial Stewardship 1.2-Trust 1 1.2.1 Develop and present a quarterly report of reinvestment

actions and yearly goals.

Measure: Quarterly Report developed (Q1) and

presented to Executive team for review. Final

report presented quarterly during Asset

Management Steering Committee and IRT

meetings.

Measure: (4) reports presented to AMSC/IRT

meetings per year.


meetings per year.


meetings per year.

2018 Real Estate Services Lands & Waterways Ryan Montoya 1-Financial Stewardship 1.4-Implement Plans & Policies 5 1.4.5 Execute the commercial property disposition plan for 2017.

Identifty additional properties that are available for

disposition beyond 2017. Prepare a plan for the dispositions

over the next 3 years. Develop a semi-annual report for

Executive team.

Measure: Identify properties and prepare 3-year

plan of disposition (Q1); develop and present

semi-annual report (Q2 and Q4); successfully

execute 2018 disposition plan throughout the

year.

Update and implement 3-year plan for

commercial property dispositions. Work with

consultants on plan and goals. Gain Executive

staff and Land Board approval for plan. Develop a

budget that will reflect the yearly targets. Present

semi-annual report to Executive staff. Maintain

costs and budget as presented in report.

Measure: develop and present semi-annual

report (Q2 and Q4); successfully execute 2019

disposition plan throughout the year.





















2018 Real Estate Services Lands & Waterways Ryan Montoya 1-Financial Stewardship 1.4-Implement Plans & Policies 6 1.4.6 Execute the cottage site disposition plan for CY2017 - 2019.

In CY2017 gain approval for the continued disposition and

plan that extends beyond 2019.

Execute the cottage site disposition plan for

CY2017 - 2019. In CY2017 gain approval for the

continued disposition and plan that extends

beyond 2019.

Execute the CY2018-2019 plan. Evaluate and

discuss future opportunities for disposition of

residential properties. Develop a plan for lot and

site development.

Execute the CY2019-2020 plan. Prepare a plan

and gain approval from executive staff and the

Land Board for the disposition of residential

properties, including lot and site development.

Implement the CY2020 plan and begin scheduling

phased disposition.

2018 Real Estate Services Lands & Waterways Ryan Montoya 1-Financial Stewardship 1.1-Budget 8 1.1.8 To increase Bureau staff knowledge of Program Budgets and

Budget forecasting, Bureau staff will meet monthly with

Fiscal/Budget personnel to discuss current and projected

expense and revenue allocations.

Measure: 12 meetings per year completed. Measure: 12 meetings per year completed. Measure: 12 meetings per year completed. Measure: 12 meetings per year completed.

2018 Real Estate Services Lands & Waterways Ryan Montoya 1-Financial Stewardship 1.2-Trust 2 1.2.2 Design a method for forecasting projected reinvestment

opportunities that align with disposition activities. The

forecasting should include a current and future estimation of

proceeds.

Measure: method developed and approved by

Executive and EFIB staff by Q4.

Maintain or enhance the method based on

information gained through audit and based on

historical and current data. Measure: Implement

new strategies and goals to method that account

for changes.





for changes.





for changes.

Page 4 of 15




2018 Real Estate Services Lands & Waterways Ryan Montoya 2-Customer Focused 2.3-Customer Satisfaction 10 2.3.10 Implement a Customer Service Feedback process for the





customers within Real Estate Services Bureau.






Survey customers within Real Estate Services

Bureau.







customers within Real Estate Services Bureau.







Real Estate Sevices Bureau.

2018 Real Estate Services Lands & Waterways Ryan Montoya 2-Customer Focused 2.1-External 3 2.1.3 To provide public outreach and information, create and

maintain the Real Estate Services website. The website shall

contain information regarding transactions and FAQs for

high frequency questions and information requests.

Measure: website reviewed and updated with

relevent information (Q1); FAQs developed and

posted (Q2); monthly updates provided to

website.




website.




website.



posted (Q2,; monthly updates provided to

website.

2018 Endowment Leasing Lands & Waterways Mike Murphy 3-People 3.5-Align 3 3.5.3 To share and expand staff knowledge; coordinate

development and implementation of policy, procedure, and

guidelines; discuss current events and issues - hold quarterly

program meetings between Area and Bureau staff.


4 meetings/yr.


4 meetings/yr.


4 meetings/yr.


4 meetings/yr.

2018 Endowment Leasing Lands & Waterways Mike Murphy 3-People 3.1-Train 4 3.1.4 Collaborate with Area staff to define specific Leasing

program training needs to develop Knowledge, Skills, and

Abilities.

Measure: Hold one annual training on a specific

program each October or May, as determined by

staff.



staff.



staff.



staff.

2018 Endowment Leasing Lands & Waterways Mike Murphy 4-Process 4.2-Develop Governance & Policies 8 4.2.8 To improve Endowment Leasing business operations,

Program and Administrative procedure development and

revisions are identified and included in Program Manager

Annual Work Plans. Procedure development involves Area

and Legal staff.

Measure: Completion of FY18 Work Plan items to

include Grazing Operation Manual (OMs) and

Procedures; Sage-Grouse Inspection Procedures;

Oil & Gas Leasing Procedures; improvements to

Adminstrative Procedures.

Measure: Completion of FY19 Work Plan items to

include Minerals Leasing Procedures:

identification of other Leasing Program

Proceduress; improvements to Adminstrative

Procedures.

Measure: Completion of FY20 Work Plan with

identified Program Procedures and on-going

improvement of Adminstrative Procedures.

Measure: Completion of FY21 Work Plan with

identified Program Procedures and on-going

improvement of Adminstrative Procedures.

2018 Endowment Leasing Lands & Waterways Mike Murphy 4-Process 4.1-Enterprise Systems & Security 16 4.1.16 Implementation of the LW LIM System requires Bureau







Measure: Complete data cleanup and begin

implementation of Grazing, Farming,

Conservation, Minerals, and other Surface Leasing

and ECM interations.

Measure: Complete implementation of Grazing,

Farming, Conservation, Minerals, other Surface

Leasing and ECM interations.

Measure: Full implementation of Grazing,

Farming, Conservation, Minerals, other Surface

Leasing, and ECM system interations.

2018 Endowment Leasing Lands & Waterways Mike Murphy 1-Financial Stewardship 1.4-Implement Plans & Policies 7 1.4.7 Improve Commercial Asset and Commercial Leasing Program

performance. Complete Commercial Leasing market rent

stud1. Investigate, develop, and prioritize a Master tracking

log of new/potential, unleased parcels, or current under-

performing ground leases.

Measure: Targeted Commercial Office/Retail

asset leases positioned for disposition at public

auction during FY18; Ground lease template

developed; Master tracking log developed;

Commercial rent study completed.

Improve Commercial Asset and Commercial

Leasing Program performance. Research and

incorporate enhanced marketing to promote

ground leasing opportunities including

enhancements to IDL website. Measure:

Targeted Commercial Office/Retail asset leases

positioned for disposition at public auction during

FY19. Enhanced marketing developed and

implemented to promote ground leasing

opportunities; IDL website enhanced.

Commercial leasing performance increase by 5%

over baseline FY18.


Leasing Program performance. Enhance and

incorporate marketing into commercial business

program and pursue ground leasing

opportunities. Measure: Targeted Commercial

Office/Retail asset leases positioned for

disposition at public auction during FY20. IDL

websire enhanced. Commercial leasing

performance increase by 5% over FY19.


Leasing Program performance. Enhance and

incorporate marketing into commercial business

program and pursue ground leasing

opportunities. Measure: Targeted Commercial

Office/Retail asset leases positioned for

disposition at public auction during FY23. IDL

website enhanced. Commercial leasing

performance increase by 5% over FY20.

2018 Endowment Leasing Lands & Waterways Mike Murphy 1-Financial Stewardship 1.4-Implement Plans & Policies 8 1.4.8 Pursue Statute and Rules changes that enhance program

performance.

Measure: 47-7 and 58-3 Statute changes

developed for 2018 Legislature.

Measure: "Grazing Rules" expanded to cover all

endowment leasing programs, Cottage Site Rules

repealed, oil and gas leasing rules updated, 2019

Legislature.

Measure: Develop "to be identified" changes for

the 2020 Legislature.

Measure: Develop "to be identified" changes for

the 2021 Legislature.

2018 Endowment Leasing Lands & Waterways Mike Murphy 1-Financial Stewardship 1.4-Implement Plans & Policies 9 1.4.9 Business Plans for the Bureau are developed, updated, and

implemented in accordance with Annual Work Plans.

Measure: Grazing Rate review completed and

implemented. Agriculture Lands Acquisitions

Review completed. Minerals Plan review

initiated. Grazing Operation Plans developed.

Measure: Agriculture Program Plan updated.

Minerals Plan completed. Oil & Gas Business Plan

initiated. Communication Site Business Plan

initiated.

Measure: To Be Determined. Measure: To Be Determined.

2018 Endowment Leasing Lands & Waterways Mike Murphy 1-Financial Stewardship 1.1-Budget 9 1.1.9 To provide transparency, enhance Land Board/Department,

and inform decision making the Endowment Leasing Bureau

to provide bi-annual reporting of specific program elements,

production/royalty by commodity, and status updates of

projects.

Measure: Develop bi-annual EL Summary Report

format through discussions with Fiscal, Program,

Executive team, Public Information Officers, and

Area operations (Q1); purpose format, report

schedule, and develop draft report (Q2); RPA

Summary Report presented to Executive team

and presented to Land Board (Q3).

To provide transparency, enhance Land

Board/Department, and inform decision making

the Endowment Leasing Bureau to provide bi-

annual reporting of specific program elements,

production/royalty by commodity, and status

updates of projects. Enhance bi-annual EL

Summary Report through feedback gathered from

Executive team, Land Board staff, and Public

Information Officers. Measure: provide bi-annual

EL Summary Report by August 15 (Q1) and Feb 15

(Q3).











(Q3).











(Q3).

2018 Endowment Leasing Lands & Waterways Mike Murphy 1-Financial Stewardship 1.1-Budget 10 1.1.10 Bureau Chief and Program Managers to meet monthly to

review Budget-to-Actuals, review Allocations, review

potential Decision Units, review overall budget issues and

Bureau Chief and Program Managers attend Fiscal Meetings

as scheduled.

Measure: 12 Bureau Chief/Program Manager

meetings held.


meetings held.


meetings held.


meetings held.

Page 5 of 15




2018 Endowment Leasing Lands & Waterways Mike Murphy 1-Financial Stewardship 1.4-Implement Plans & Policies 10 1.4.10 Execute the requirements of the Land Board Sage-grouse

Plan.

Measure: Lease templates are utilized.

Amendment follow-up completed for

amendments mailed during FY17.Appropriated

Sage-grouse Project Money utilized.


Inspections are completed and reports generated.

Appropriated Sage-grouse Project Money utilized.







2018 Endowment Leasing Lands & Waterways Mike Murphy 2-Customer Focused 2.3-Customer Satisfaction 11 2.3.11 Implement a Customer Service Feedback process for the





customers within New Lease Issuance Process.






Survey customers within New Lease Issuance

Process







customers within New Lease Issuance Process.







New Lease Issuance Process.

2018 Endowment Leasing Lands & Waterways Mike Murphy 2-Customer Focused 2.2-Internal 10 2.2.10 Hold an annual program-focused meeting (e.g. Minerals

focus, Grazing focus) with Area and Bureau Staff,

coordinating with other Bureau Chiefs and their Program

Managers.

Measure: Meeting focus identified in the prior FY

and meeting held each year as scheduled.







2018 Endowment Leasing Lands & Waterways Mike Murphy 2-Customer Focused 2.1-External 4 2.1.4 To provide public outreach and information, maintain the

Endowment Leasing web pages to ensure pages are kept

current and relevant reference documents/ helpful FAQs are

posted.

Measure: Bureau Chief and Program Managers

meet monthly (12 meetings) to review internet

pages and to forward necessary changes to

WebMaster.




WebMaster.




WebMaster.




WebMaster.

2018 Forest Management Forestry & Fire Jim Elbin 3-People 3.5-Align 4 3.5.4 Provide mentoring and detailing opportunities at the FM

Bureau to Area staff and/or other Agency bureaus.

2018 Forest Management Forestry & Fire Jim Elbin 3-People 3.2-Onboard 2 3.2.2 Provide all new hires and newly promoted staff with a work

plan including key expectations and developmental goals.

Measure: 100% of new employees/promos

receive work plan within 2 weeks of hire.

2018 Forest Management Forestry & Fire Jim Elbin 3-People 3.1-Train 5 3.1.5 Create 2 opportunities for mentoring bureau employees to

the Areas or other bureaus.

2018 Forest Management Forestry & Fire Jim Elbin 1-Financial Stewardship 1.1-Budget 11 1.1.11 Develop and improve reports that best meet internal and

external customer needs.

MEASURE: 2-3 converted reports from current

process to Navision or SQL reporting.

2018 Forest Management Forestry & Fire Jim Elbin 1-Financial Stewardship 1.1-Budget 12 1.1.12 Improve budget process through established (revised)

budget deadlines for Bureau and Operations and regularly

scheduled budget updates throughout the Fiscal Year.

2018 Forest Management Forestry & Fire Jim Elbin 1-Financial Stewardship 1.4-Implement Plans & Policies 11 1.4.11 Utilize annual KPI analysis to improve process, procedures,

and financial/management decisions.

2018 Forest Management Forestry & Fire Jim Elbin 1-Financial Stewardship 1.4-Implement Plans & Policies 12 1.4.12 Reevaluate sale volume targets by Supervisory Area after

land acquisitions, catastrophic events, and at scheduled

FAMP updates.

2018 Forest Management Forestry & Fire Jim Elbin 1-Financial Stewardship 1.4-Implement Plans & Policies 13 1.4.13 Through sale and project review (10% review of sales and

projects).

2018 Forest Management Forestry & Fire Jim Elbin 2-Customer Focused 2.2-Internal 11 2.2.11 Create 3 opportunities for best practice sharing/issue-based

Measure: Three Program Site Specific Area Visits, GNA

program support, cross bureau issues.

2018 Forest Management Forestry & Fire Jim Elbin 2-Customer Focused 2.3-Customer Satisfaction 12 2.3.12 Conduct three (3) annual industry meetings to get feedback

from our external customers on program performance.

Expand to include meetings that include our service

contractors through the FM Program and Purchasing.

2018 Forest Management Forestry & Fire Jim Elbin 2-Customer Focused 2.3-Customer Satisfaction 13 2.3.13 Improve reporting accuracy and usefulness through use

technology (i.e. access to reports, annual webpage updates,

etc.).

2018 Forest Management Forestry & Fire Jim Elbin 2-Customer Focused 2.2-Internal 12 2.2.12 Utilize meetings, technology, and appropriate media to

prioritize operational and procedural issues for

improvement.

2018 Forest Management Forestry & Fire Jim Elbin 2-Customer Focused 2.2-Internal 13 2.2.13 Utilize biannual statewide timber management meetings to

address new industry trends, improve skills, and build

cohesion within program.

2018 Forest Management Forestry & Fire Jim Elbin 3-People 3.5-Align 5 3.5.5 Hold (FREQUENCY) visitation meetings focused on specific

issues with personnel from various areas facing same issues.

2018 Forest Management Forestry & Fire Jim Elbin 4-Process 4.1-Enterprise Systems & Security 17 4.1.17 Develop and improve contracts and project packages to gain

efficiency and effectiveness in processes.

2018 Forest Management Forestry & Fire Jim Elbin 1-Financial Stewardship 1.3-Efficiency 1 1.3.1 Identify and prioritize lands with access needs or potential

acquisitions to improve access and/or gain more timberland

for endowment management.

2018 Technical Services Forestry & Fire Michele Anderson 3-People 3.2-Onboard 3 3.2.3 Provide all new hires and newly promoted staff with a work


100% of new employees/promos receive work

plan within 3 weeks of hire.

Page 6 of 15




2018 Technical Services Forestry & Fire Michele Anderson 3-People 3.3-Recruit & Retain 1 3.3.1 Create opportunities for entry level experience. Develop Agency internship polic1. Present to LSF

for review. Obtain Exec staff approval.

2018 Technical Services Forestry & Fire Michele Anderson 3-People 3.3-Recruit & Retain 2 3.3.2 Utilize emerging technology as per industry standards to

develop customer solutions.

Roll out survey123 shade operational monitoring

template for interested PFSs.

2018 Technical Services Forestry & Fire Michele Anderson 3-People 3.3-Recruit & Retain 3 3.3.3 Utilize emerging technology as per industry standards to

develop customer solutions.

Demo and roll out Office2016 for disconnected

cloud editing for sage grouse monitoring.

2018 Technical Services Forestry & Fire Michele Anderson 3-People 3.5-Align 6 3.5.6 100% of supervisors to attend performance management

training.

Bureau Chief, two supervising PMs and

supervising GIS Analyst, Sr. attend one of the

scheduled training sessions.

2018 Technical Services Forestry & Fire Michele Anderson 4-Process 4.1-Enterprise Systems & Security 18 4.1.18 Develop and implement enterprise technology solutions for

customers.

Convert bridge_inventor1.gdb to

bridge_invento1.sde.

2018 Technical Services Forestry & Fire Michele Anderson 4-Process 4.1-Enterprise Systems & Security 19 4.1.19 Develop and implement enterprise technology solutions for

customers.

Update EOF model with Area edits, incorporate

Industry data, redistribute updated model to

Areas.

2018 Technical Services Forestry & Fire Michele Anderson 4-Process 4.1-Enterprise Systems & Security 20 4.1.20 Manage, assemble, and distribute required data and

processes as requested for LIMS specific roll-outs; meet all

established timelines.

TSB BC, GIS Mgr. and GIS Analyst, Sr., participate

in monthly GIS-LIMS meetings w/ Trent Myers

and LIMS L&W PM and carry out action items.

2018 Technical Services Forestry & Fire Michele Anderson 4-Process 4.1-Enterprise Systems & Security 21 4.1.21 Implement & utilize project management software for

tracking GIS projects.

All GIS projects included in PM system with

supporting documentation.

2018 Technical Services Forestry & Fire Michele Anderson 4-Process 4.2-Develop Governance & Policies 9 4.2.9 Assist Bureaus and Divisions with procedure/policy

development as needed/requested.

Hydrologist and ID PM assist with bridge

inspection policy for TM Manual.

2018 Technical Services Forestry & Fire Michele Anderson 4-Process 4.2-Develop Governance & Policies 10 4.2.10 Assist Bureaus and Divisions with procedure/policy

development as needed/requested.

T&E PM assist L&W with sage grouse monitoring

guidance.

2018 Technical Services Forestry & Fire Michele Anderson 1-Financial Stewardship 1.1-Budget 13 1.1.13 TSB BC implements monthly review of STARS budget reports

for bureau; calculates budget expenditure forecasts and

projections; provides quarterly reports (upon request) to

Fiscal.

BC prints out STARS and summary budget report

sheets; averages expenses.

2018 Technical Services Forestry & Fire Michele Anderson 1-Financial Stewardship 1.3-Efficiency 2 1.3.2 Develop automated systems, models, processes to improve

efficiencies for customers.

Finish creating and implement the EOF

tool/script.

2018 Technical Services Forestry & Fire Michele Anderson 1-Financial Stewardship 1.4-Implement Plans & Policies 14 1.4.14 Monitor and review emerging science, technology, and

policy issues.

Each Bureau member allocate up to 10% of each

pay period to reivew emerging science, tech, and

polic1. Utilize TSB knowledge transfer process as

appropriate Document as Development Objecive

in individual PE.

2018 Technical Services Forestry & Fire Michele Anderson 1-Financial Stewardship 1.4-Implement Plans & Policies 15 1.4.15 Monitor and review emerging science, technology, and

policy issues.

Each bureau member will have annual training

plan to be included in year end PE.

2018 Technical Services Forestry & Fire Michele Anderson 1-Financial Stewardship 1.4-Implement Plans & Policies 16 1.4.16 Develop, implement, and support FPA and endowment land

related monitoring plans, studies, and strategies.

Implement Operational monitoring.



Assit with UI shade study.



Develop endowment land effectiveness

monitoring plan.

2018 Technical Services Forestry & Fire Michele Anderson 2-Customer Focused 2.2-Internal 14 2.2.14 Host annual technical services bureau meeting; include

collaborating Area personnel as appropriate.

Plan, schedule and conduct bureau-wide meeting.

2018 Forestry Assistance Forestry & Fire Ara Andrea 3-People 3.5-Align 7 3.5.7 Develop and implement agency-internal training and

calibration sessions, in accordance with FAB KPI targets and

annual education schedules. (All Programs) (KPI 9).

2018 Forestry Assistance Forestry & Fire Ara Andrea 3-People 3.5-Align 8 3.5.8 Conduct annual FAB/Area staff meetings to update and align

Forest Action Plan and Forest Practices Program goals and

Area delivery of services. (All Programs) (KPI 9).

100% complete.

2018 Forestry Assistance Forestry & Fire Ara Andrea 4-Process 4.1-Enterprise Systems & Security 22 4.1.22 Complete testing and initial implementation of SIMS

geodatabase to store, query and report on Stewardship

Program data by Q2. (FS Program)(KPI 10).

Testing completed.

2018 Forestry Assistance Forestry & Fire Ara Andrea 4-Process 4.1-Enterprise Systems & Security 23 4.1.23 Complete testing by and implement grants-tracking

geodatabase to store, query and report on LSR and HFT

grants projects. (FS Program, UCF Program, and HFT

Programs) (KPI 10) .

Testing and implementation completed.

2018 Forestry Assistance Forestry & Fire Ara Andrea 4-Process 4.2-Develop Governance & Policies 11 4.2.11 Create plan for carrying out 2020 FAP Update. (All Programs)

(KPI 3).

Plan (or RFP) created.

2018 Forestry Assistance Forestry & Fire Ara Andrea 4-Process 4.2-Develop Governance & Policies 12 4.2.12 Work on collaborative projects that address Forest Action

Plan issues or change an FPA rule/policy per annual KPI

targets. (All Programs) (KPI 3).

Annual KPI targets met

2018 Forestry Assistance Forestry & Fire Ara Andrea 4-Process 4.2-Develop Governance & Policies 13 4.2.13 Review and update FAB program procedure manuals,

program templates, and/or guidance manuals and PFS work

desk guides.

BFA program procedure manuals and PFS work

desk guides completed/updated. (All Programs)

(KPI 10).

Page 7 of 15




2018 Forestry Assistance Forestry & Fire Ara Andrea 1-Financial Stewardship 1.1-Budget 14 1.1.14 Program managers are engaged in setting and monitoring

program budgets.

100% Complete.

2018 Forestry Assistance Forestry & Fire Ara Andrea 1-Financial Stewardship 1.1-Budget 15 1.1.15 Nominate one Forestry Assistance Bureau member to serve

on the IDL Budget Panel.

100% Complete.

2018 Forestry Assistance Forestry & Fire Ara Andrea 1-Financial Stewardship 1.3-Efficiency 3 1.3.3 Prepare and submit grant applications for funding per annual

FAB KPI targets. (FS, UCF, HFT, and FH Programs)(KPI 11).

Grants awarded per annual KPI targets.

2018 Forestry Assistance Forestry & Fire Ara Andrea 1-Financial Stewardship 1.3-Efficiency 4 1.3.4 Increase number of conservation easements acquired in

accordance with FAB KPI 8, to keep working forests working.

(Forest Legacy Program) (KPI 8).

Number of new easements acquired per KPI

target.

2018 Forestry Assistance Forestry & Fire Ara Andrea 2-Customer Focused 2.1-External 5 2.1.5 Develop and implement training and educational

opportunities for external partners and stakeholders,

focusing on strategic targeted audiences in accordance with

annual FAB KPI targets.(All Programs) (KPI 9).

KPI targets met.

2018 Forestry Assistance Forestry & Fire Ara Andrea 2-Customer Focused 2.1-External 6 2.1.6 Number of Idaho forested acres surveyed with partners for

forest health issues per annual KPI targets (e.g., ADS/Gypsy

Moth/DFTM surveys). (FH Program) (KPI 7).

Annual KPI targets met.

2018 Forestry Assistance Forestry & Fire Ara Andrea 2-Customer Focused 2.1-External 7 2.1.7 New Forest Stewardship Plans created in Priority Landscape

Areas per annual KPI targets.(FS Program) (KPI 4a)


2018 Forestry Assistance Forestry & Fire Ara Andrea 2-Customer Focused 2.1-External 8 2.1.8 CWPPs scheduled to expire are updated. (HFT Program)(KPI

4b).

100% complete.

2018 Forestry Assistance Forestry & Fire Ara Andrea 2-Customer Focused 2.1-External 9 2.1.9 Number of communities with new or updated community

tree inventories and number of communities with new or

updated community forestry management plans per annual

KPI targets. (UCF Program) (KPI 6).


2018 Forestry Assistance Forestry & Fire Ara Andrea 2-Customer Focused 2.1-External 10 2.1.10 Develop FPA customer service survey form for distribution to

external stakeholders and Forest Management Bureau (FPA

Program)(KPI 9).

FPA customer service survey form developed for

FY18 surve1.

2018 Forestry Assistance Forestry & Fire Ara Andrea 2-Customer Focused 2.1-External 11 2.1.11 Percentage of satisfactory FPA inspections state-wide on

high-risk operational areas on private forestlands meet

annual KPI targets. (KPIs 1&2)

Annual KPI target met.

2018 Forestry Assistance Forestry & Fire Ara Andrea 2-Customer Focused 2.2-Internal 15 2.2.15 Support IDL Leadership Development Program Capstone

project related to delivery of Forest Stewardship Program.

(FS Program) (KPI 10).

Capstone project completed with all needed FAB

inputs.

2018 Fire Management Forestry & Fire JT Wensman 3-People 3.4-Develop 2 3.4.2 Clarify decision making authorities, responsibilities, process,

and communication channels. This should include an

updating FMH to include roles of Statewide Duty Officer and

District Duty Officer.

Outline this in the Duty Officer SOP/Desk Guide.

2018 Fire Management Forestry & Fire JT Wensman 3-People 3.4-Develop 3 3.4.3 Annually conduct a review of employees IQS records to

ensure employees are maintaining their qualifications and

identify critical positions needed in the fire management

organization.

Upon completion of an annual IQS audit, develop

a critical position of needs list and an IDL priority

needs list.

2018 Fire Management Forestry & Fire JT Wensman 4-Process 4.1-Enterprise Systems & Security 24 4.1.24 Upon the conclusion of the 2017 fire season, gather data on

the use and effectiveness of UAS use. Identify areas for

improvements enhancements and policy updates.

2018 Fire Management Forestry & Fire JT Wensman 4-Process 4.1-Enterprise Systems & Security 25 4.1.25 Explore the need and development of integrated fire

management systems; including fire reporting and billing.

Explore existing systems being utilized which

enhance fire business and or fire reporting

capabilities.

2018 Fire Management Forestry & Fire JT Wensman 4-Process 4.2-Develop Governance & Policies 14 4.2.14 Upon completion of Fire Management Review, develop plan

for implementing key findings and recommendations.

Prioritize key findings identified in review. Create

strategic plan for implementing

recommendations

2018 Fire Management Forestry & Fire JT Wensman 1-Financial Stewardship 1.1-Budget 16 1.1.16 Develop Skillsoft training in applying policies and procedures

related to private fire assessments .

One online training tutorial created to overview

private Fire Assessments.

2018 Fire Management Forestry & Fire JT Wensman 1-Financial Stewardship 1.1-Budget 17 1.1.17 Develop Implementation of new audit processes and

procedures by Q2.

Audit 33% of the A/D/A annually.

2018 Fire Management Forestry & Fire JT Wensman 1-Financial Stewardship 1.1-Budget 18 1.1.18 Explore creation of dedicated equipment maintenance fund

that will provide means to repair wildland equipment

without a substantial burden on a districts OE allocation.

Establish a working group to produce a white

paper on the creation of an dedicated equipment

maintenance fund.

2018 Fire Management Forestry & Fire JT Wensman 2-Customer Focused 2.1-External 12 2.1.12 Explore legislative options to allow for Inter Compact

exchange with NWC and other options to allow for the

sharing of resources.

2018 Fire Management Forestry & Fire JT Wensman 2-Customer Focused 2.2-Internal 16 2.2.16 Clarify decision making authority responsibility, process, and

communication channels.

Outline this in the Duty Officer SOP/Desk Guide.

2018 Fiscal Support Services Debbie Buck 3-People 3.1-Train 6 3.1.6 Complete 4 documented purchasing procedures. 4 procedures completed.

2018 Fiscal Support Services Debbie Buck 4-Process 4.2-Develop Governance & Policies 15 4.2.15 Develop education plan on new Purchasing Policy

(developed in FY16) and implement training.

Develop in FY18. Implement in FY19.

Page 8 of 15




2018 Fiscal Support Services Debbie Buck 4-Process 4.2-Develop Governance & Policies 16 4.2.16 Develop a menu of all policies and procedures to be

developed over time within the unit.

Comprehensive list completed.

2018 Fiscal Support Services Debbie Buck 4-Process 4.2-Develop Governance & Policies 17 4.2.17 Develop top 2 policies, an education plan for those policies,

and a schedule for review of the new policy in the future

(Identify owners). Utilize new policy template when

available.

2018 Fiscal Support Services Debbie Buck 1-Financial Stewardship 1.1-Budget 19 1.1.19 Develop and provide budget orientation training to new staff

with budget responsibilities and begin training as needed

(upon hire).

100% of new hires with budget responsibilities

trained.

2018 Fiscal Support Services Debbie Buck 1-Financial Stewardship 3.1-Train 7 3.1.7 Determine goals of Budget Panel program and develop

defined curriculum to meet goals of the program. Set future

year metrics based on goals.

2018 Fiscal Support Services Debbie Buck 3-People 3.5-Align 9 3.5.9 Provide all new hires and newly promoted staff with a work


100% of new employees/promos receive work

plan within 2 weeks of hire.

2018 Fiscal Support Services Debbie Buck 3-People 3.4-Develop 4 3.4.4 Individual performance development objectives contain one

opportunity per year to attend an event normally outside of

employees usual work scope (i.e. DOFF or LW

division/bureau meeting, timber sale, RX fire, PBFAC

meeting, legislative hearing, etc.).

2018 Fiscal Support Services Debbie Buck 3-People 3.1-Train 8 3.1.8 Complete Boise Fiscal Technician desk manuals. 4 desk manuals complete.

2018 Fiscal Support Services Debbie Buck 1-Financial Stewardship 1.4-Implement Plans & Policies 19 1.4.19 Develop and deliver contract management training to new

staff with contract management responsibilities.

2018 Fiscal Support Services Debbie Buck 2-Customer Focused 2.3-Customer Satisfaction 14 2.3.14 Key fiscal staff participate in support services division

planning session(s) to build a comprehensive customer

service improvement initiative. Includes survey

development.

2018 Fiscal Support Services Debbie Buck 2-Customer Focused 2.3-Customer Satisfaction 15 2.3.15 Evaluate feedback from customer service survey, research

and adjust plan as needed.

2018 Fiscal Support Services Debbie Buck 2-Customer Focused 2.3-Customer Satisfaction 16 2.3.16 Survey internal and external customers to determine

baseline level of service and areas for improvement.

Coordinate with other divisions such as Endowment Leasing

for survey tool, as needed.

Survey completed.

2018 Fiscal Support Services Debbie Buck 2-Customer Focused 2.3-Customer Satisfaction 17 2.3.17 Collect metric data and report on such data on an

established schedule.

2018 Fiscal Support Services Debbie Buck 2-Customer Focused 2.3-Customer Satisfaction 18 2.3.18 Coordinate planning sessions throughout the unit and

develop meaningful performance metrics that are traceable.

2018 Fiscal Support Services Debbie Buck 4-Process 4.2-Develop Governance & Policies 18 4.2.18 Survey internal stakeholders to identify the policies that

need to be considered high priorit1. With feedback, prioritize

the list of policies.

Complete survey and prioritize the data.

2018 Fiscal Support Services Debbie Buck 1-Financial Stewardship 1.4-Implement Plans & Policies 20 1.4.20 Develop audit procedures for contract administration.

2018 Fiscal Support Services Debbie Buck 1-Financial Stewardship 1.3-Efficiency 5 1.3.5 Partner with bureau and field staff to determine a plan to

increase vendor participation on key types of solicitations

and to minimize barriers to entry.

2018 Fiscal Support Services Debbie Buck 1-Financial Stewardship 1.3-Efficiency 6 1.3.6 Complete a first revision of the bidders list.

2018 Fiscal Support Services Debbie Buck 1-Financial Stewardship 1.3-Efficiency 7 1.3.7 Perform outreach to contractors and industry in line with the

plan.

100% of "plan" requirements completed.

2018 Fiscal Support Services Debbie Buck 1-Financial Stewardship 1.1-Budget 20 1.1.20 Implement steps and timeline to achieve a strategically

aligned budget development process for FY19 budget

building process.

2018 Fiscal Support Services Debbie Buck 1-Financial Stewardship 1.1-Budget 21 1.1.21 With the Executive Team, define the steps and timeline

necessary to create a strategically aligned budget

development process.

2018 Fiscal Support Services Debbie Buck 1-Financial Stewardship 1.1-Budget 22 1.1.22 Provide accurate and timely financial reports formally at mid

year and then monthly through the conclusion of the fiscal

year.

6 reports completed.

2018 Fiscal Support Services Debbie Buck 1-Financial Stewardship 1.4-Implement Plans & Policies 21 1.4.21 Establish a process that supports the Facility Management

Plan by reviewing and coordinating allocations, budget

review, and contracting.

2018 Public Information Office Director's Office Emily Callihan 2-Customer Focused 2.1-External 13 2.1.13 Expand IDL reach to external audiences by putting in place a

standard e-mail signature for all to use, complete with links

to where the public can sign up to receive IDL news and

connect on social media. Assigned to Emily Callihan.

By May 1, 2017

Page 9 of 15




2018 Public Information Office Director's Office Emily Callihan 4-Process 4.1-Enterprise Systems & Security 26 4.1.26 Work with ECM Administrator to design photo database

criteria for both historic photos and current photos. Work

with Support Services Division to explore avenues for

bringing on additional help during FY2019 to implement the

new databases. Assigned to Sharla Arledge.

Plan by June 30, 2018. Implemention of new

system in FY2019.

2018 Public Information Office Director's Office Emily Callihan 2-Customer Focused 2.1-External 14 2.1.14 Improve accuracy and relevancy of all web site content by

assigning web page "keepers" for every individual web page

and once a month send reminders asking them to review

their web page(s) and submit any requests for updates.

Assigned to Emily Callihan.

By May 1, 2017, then ongoing

2018 Public Information Office Director's Office Emily Callihan 2-Customer Focused 3.1-Train 9 3.1.9 Improve accessibility of IDL web site for mobile devices and

users with sight disabilities by transitioning full site to

WordPress platform. Have new web site framework in place

by March 1, 2018. Hire temporary help to transfer all content

of individual pages by June 30, 2018. Develop procedures for

posting updates to the new web site. Assigned to Emily

Callihan.

New web site framework in place by March 1,

2018. Transfer all content by June 30, 2018.

Procedures in place by June 30, 2018.

2018 Public Information Office Director's Office Emily Callihan 2-Customer Focused 2.1-External 15 2.1.15 Gain additional exposure for key IDL messages and increase

number of social media followers by creating and posting to

social media 4-6 new infographics per year using Piktochart

or other application. Content can align with seasonal or

recurring messages. Assigned to Emily Callihan.

By Dec. 31, 2017, then ongoing.

2018 Public Information Office Director's Office Emily Callihan 3-People 3.2-Onboard 4 3.2.4 Engage with HR about onboarding process and find ways

(such as use of videos or presentations with voiceovers) to

help new employees understand expectations regarding

topics covered in the IDL Public Information Polic1. Assigned

to Sharla Arledge.

By July 1, 2018, then ongoing.

2018 Public Information Office Director's Office Emily Callihan 2-Customer Focused 2.1-External 16 2.1.16 Help ensure dissemination of accurate, consistent messaging

about IDL to external audiences throughout the year by

creating and reguarly updating a general Powerpoint

presentation for IDL staff members to use during

presentations outside the agecn1. Post the presentation on

the Media/Public Relations page on Sharepoint. Assigned to

Sharla Arledge.

Complete by June 30, 2017, then ongoing.

2018 Public Information Office Director's Office Emily Callihan 2-Customer Focused 2.1-External 17 2.1.17 Improve the public's understanding of various IDL

functions/responsibilities by reaching out to programs and

Areas to inventory the informational fliers, brochures or

other publications related to our work as an agency that

already exist. Ask for input in the types of informational

materials they think the public could use, and establish a

timeline to phase out old materials and complete new

materials. Assigned to Emily Callihan.

Complete by July 1, 2018.

2018 Public Information Office Director's Office Emily Callihan 2-Customer Focused 2.1-External 18 2.1.18 Improve the public's understanding of the agency's

responsibilities by working with professional graphic

designers to created printed and electronic informational

materials that generally describe IDL responsibilities.

Assigned to Emily Callihan.

Complete by July 1, 2018.

2018 Public Information Office Director's Office Emily Callihan 2-Customer Focused 2.1-External 19 2.1.19 Become more responsive to IDL issues of public interest by

improving our monitoring of media coverage in which IDL is

mentioned. Working with the Areas, examine list of agency-

wide online and print subscriptions to key publications. Ask

Area administrative assistants to reguarly review

publications for stories that mention IDL. Assigned to Sharla

Arledge.

Complete by Dec. 31, 2017, then ongoing.

2018 Public Information Office Director's Office Emily Callihan 2-Customer Focused 2.1-External 20 2.1.20 Gain additional exposure for key IDL messages and increase

number of social media followers by creating and posting to

social media 2-3 new short videos per year using Adobe

Spark or other software. Content of videos can align with

seasonal or recurring messages. Assigned to Emily Callihan.

Complete by December 31, 2017, then ongoing.

2018 Public Information Office Director's Office Emily Callihan 2-Customer Focused 2.1-External 21 2.1.21 Expand the availability of online information about the oil

and gas regulatory program by creating a new, separate web

site for the Oil and Gas Conservation Commission by June 30,

2017. Assigned to Emily Callihan.

Complete by June 30, 2017.

Page 10 of 15




2018 Human Resources Director's Office Andrea Ryan 3-People 3.1-Train 10 3.1.10 Create an agency wide technical training plan based upon

bureau input.

Training plan approved by Executive Staff. Implement agency wide technical training plan

with tracking for participation, cost and feedback

mechanism.

Analyze technical training return on investment

and develop recommendations for Executive Staff

approval.

2018 Human Resources Director's Office Andrea Ryan 3-People 3.2-Onboard 5 3.2.5 Onboarding plan developed. Onboarding plan - Phase 1 Implemented Onboarding plan - Phase 2 Implemented Onboarding plan - Phase 3 Implemented Onboarding plan - Phase 4 Implemented

2018 Human Resources Director's Office Andrea Ryan 3-People 3.3-Recruit & Retain 4 3.3.4 Internal Hiring Process plan developed and implemented. Internal Hiring Process plan approved. Internal Hiring process plan Phase 1

implemented.

Internal Hiring process plan Phase 2

implemented.

Internal Hiring process plan Phase 3

implemented.

2018 Human Resources Director's Office Andrea Ryan 3-People 3.3-Recruit & Retain 5 3.3.5 External Recruitment plan developed and implemented. External Recruitment plan approved. Recruitment plan Phase 1 Implemented Recruitment plan Phase 2 Implemented Recruitment plan Phase 3 Implemented

2018 Human Resources Director's Office Andrea Ryan 3-People 3.4-Develop 5 3.4.5 Develop Succession plan for key positions within the agency. Implement Phase 1 of Succession plan for key

positions within the agency.

Implement Phase 2 of Succession plan for key


Implement Phase 3 of Succession plan for key


2018 Human Resources Director's Office Andrea Ryan 3-People 3.1-Train 11 3.1.11 Create an agency wide soft skills training plan based up

Development plans from Performance Evaluations .

Training plan approved by Executive Staff. Implement agency wide soft skills training plan

with tracking for participation, cost and feedback

mechanism.

Analyze soft skill return on investment and

develop recommendations for Executive Staff

approval.

2018 Human Resources Director's Office Andrea Ryan 3-People 3.5-Align 10 3.5.10 Implement policies and procedures for Safety as directed by

Agency Safety Committee.

2018 Human Resources Director's Office Andrea Ryan 3-People 3.5-Align 11 3.5.11 Align key expectations and developmental goals for Lands

positions.

2018 Human Resources Director's Office Andrea Ryan 4-Process 4.2-Develop Governance & Policies 19 4.2.19 Update and review the Continuity of Operations Plan to

include long-term relocation plans and MOUs for offices and

facilities.

FY18 Measure: 50% of facilities plans completed. FY19 Measure: 100% of facilities plans completed.

2018 North Idaho Operations Operations Eric Besaw 3-People 3.1-Train 12 3.1.12 MICA: Training that is standardized state wide; Standardized

forms. Train as many people as possible in one spot at one

time to ensure a consistent message. Set up a training

program for new foresters, new fire personnel, new Private

Forestry Specialists, and new administrative support staff.

Training should include: statewide policies, procedures, and

forms; standard operating procedures in the various

programs; and contract administration. The Mica Area is

hosting a Public Trust statewide encroachment training, May

9-12, 2017.

2018 North Idaho Operations Operations Eric Besaw 4-Process 4.1-Enterprise Systems & Security 27 4.1.27 MICA: There have been two, two hour teleconferences with

the L&W LIMS Implementation Team. Scanning of all

encroachment files is progressing for integration into LIMS.

Scanning should be completed in approximately eight weeks.

The L&W LIMS kickoff has taken place and we are supporting

that effort.

Additionally, the process of scanning all landowner files,

stewardship plans, etc., in the Mica Area FPA program has

started and should be completed in about four weeks.

2018 North Idaho Operations Operations Eric Besaw 1-Financial Stewardship 1.1-Budget 23 1.1.23 MICA: We are working to train more individuals to

understand the budgeting process, and how the overall state

system works. Currently both offices track and regularly (at

least monthly) update Area expenses and program PCA

balances. This information is sent out monthly to ensure all

managers are aware of their budget balances and where

their accounts stand in comparison to budget allocations.

2018 North Idaho Operations Operations Eric Besaw 2-Customer Focused 2.1-External 22 2.1.22

MICA: We are moving forward to develop an informational

pamphlet illustrating the different requirements of

developing roads for forest practices versus using a forest

notification to build roads and when a Kootenai County Site

Disturbance Plan should be required. This pamphlet is a

follow up to a previous attempt to have an MOU with

Kootenai County to ensure both agencies are aware of

unpermitted activities. We plan to work directly with the

county to develop a pamphlet that satisfies both our needs

of informing the customer.

2018 North Idaho Operations Operations Eric Besaw 1-Financial Stewardship 1.4-Implement Plans & Policies 22 1.4.22 PRIEST LAKE: Support GNA effort on Hannah Flats Project to

culminate with timber sale auction by 2019.

Complete gathering of field data to inform

Environmental Assessment by end of 2017.

Complete participation in public outreach effort

and development of proposed action by end of

2018.

Complete field work for associated timber sale by

end of 2018.

Complete write-up and sale of Hannah Flats

timber sale by end of 2019.

2018 North Idaho Operations Operations Eric Besaw 1-Financial Stewardship 1.4-Implement Plans & Policies 23 1.4.23 PRIEST LAKE: Support LIMS/FAMP effort resulting in revised

annual harvest targets by 2018 and field implementation of

LIMS by 2019.

Complete stand delineation by June of 2017. Complete input to growth model calibration

including possible UAV utilization by end of 2017.

Complete input to Priest Lake FAMP before the

end of 2018.

Complete field implementation of LIMS data

systems by end of 2019.

2018 North Idaho Operations Operations Eric Besaw 1-Financial Stewardship 1.4-Implement Plans & Policies 24 1.4.24 PRIEST LAKE: Support cottage site VAFO effort by executing

permits for historic off-lot water line systems on adjacent

endowment lands by 2019.

Solicit interest and written documentation of

existing off-lot water lines from current and

former cottage site lot owners by June of 2017.

Complete field survey of waterline locations by

the end of 2017.

Complete corridor delineation, appraisal,

instrument drafting, and lot owner commitments

by end of 2018

Complete execution of off-lot water line

permitting instruments by end of 2019.

Page 11 of 15




2018 North Idaho Operations Operations Eric Besaw 1-Financial Stewardship 4.2-Develop Governance & Policies 20 4.2.20 PRIEST LAKE: Initiate interagency OHV MOUs to implement

designated OHV trails on endowment lands adjacent to

existing State Parks, and to mitigate resource damage at

nearby locations. Timeline depednent on OHV allocations.

Complete OHV Cooperative Agreement Idaho

Parks and Recreation by end of 2017.

Complete existing trails inventory at locations

adjacent Dickensheet and Indian Creek by end of

2017.

Identify designated OHV trail routes including

user group and community outreach and

complete OHV enforcement MOU with Idaho Fish

& Game and/or Bonner County by end of 2018.

Develop trail information materials and complete

trails earthwork by end of 2019.

2018 North Idaho Operations Operations Eric Besaw 1-Financial Stewardship 1.4-Implement Plans & Policies 25 1.4.25 PONDEROSA: Support the FAMP process in 2017 and 2018

which will result in a revised annual harvest target and

report.

Complete stand delineation by September of

2017.

Complete input to growth model calibration by

end of 2017.

Complete input to Ponderosa Area FAMP by end

of 2018.

Provide FAMP training to the Ponderosa Area in

2018.

2018 North Idaho Operations Operations Eric Besaw 1-Financial Stewardship 1.4-Implement Plans & Policies 26 1.4.26 PONDEROSA: Participate in the testing of the new cedar pole

process and procedures in FY18 and FY19.

Provide input into the new cedar pole appraisal

process in 2017.

Provide 5,000 cedar poles via the Schwartz Pole

sale (multiple-entry) and 7,500 cedar poles via the

Shattuck Pole and Alder Pole timber sales (single-

entry) in FY18.

Provide 5,000 cedar poles via the Purdue Pole

sale (single-entry) in FY19.

2018 North Idaho Operations Operations Eric Besaw 1-Financial Stewardship 1.3-Efficiency 8 1.3.8 PONDEROSA: Devise a long-term plan in 2017 for storing

seedlings prior to being planted each spring.

In 2017, calculate the average number of

seedlings to plant each year for the next ten

years.

In 2017, calculate the size of building needed to

store the average number of seedlings to be

planted each year for the next ten years.

In 2017, determine the cost of the building

needed to store the average number of seedlings

to be planted each year for the next ten years.

Get costs for renting seedling storage facilities

and perform a cost analysis to determine if it is

cheaper to construct a building on IDL land for the

purpose of storing seedlings.

2018 North Idaho Operations Operations Eric Besaw 4-Process 4.2-Develop Governance & Policies 21 4.2.21 PONDEROSA: Begin creating a plan in 2017 to construct or

purchase a new facility for the Ponderosa Forest Protective

District.

Discuss the need for a new facility with Executive

Team in 2017.

Finalize plan for a new facility with the Facility

Committee in 2018.

2018 North Idaho Operations Operations Eric Besaw 2-Customer Focused 2.1-External 23 2.1.23 PEND OREILLE: Strengthen relationships with local decision-

makers/leaders.

Meet with Bonner and Boundary County

Commissioners quarterly as needed to update

them on IDL programs and projects.

Attend Bonner County Natural Resources

Committee meetings (3rd Friday of every month

at 3 p.m.).

Attend Lake Commission meetings. By FY19, Create an Area plan detailing who the

local leaders and decision makers are and outline

outreach options.

2018 North Idaho Operations Operations Eric Besaw 2-Customer Focused 2.1-External 24 2.1.24 PEND OREILLE: Expand community outreach with general

public. (For example, participate in Realtor Classes to inform

about IDL policies and procedures 2-3 times annuall1.).

Coordinate with Forest Service and counties on

50th Anniversary of Sundance Fire (by September

1, 2017)

Complete Round Lake Stewardship Trail (by

November 31, 2017).

Complete an annual community outreach plan

outlining activities to be completed for the year

(by January 31).

Coordinate "non-private" land managers expo.

Invite FS, BLM, County, City(is), P&R and F&G:

booths from all programs within all agencies for

Spring 2018. Determine event location.

2018 North Idaho Operations Operations Eric Besaw 4-Process 4.2-Develop Governance & Policies 22 4.2.22 PEND OREILLE: Improve Area facilities to provide needed

office, conference room, equipement and storage space.

Create a written 5 year plan for the Shiloh Guard

Station Facility (by November 1, 2017).

Maintain written 5 year facility plan for each POL

Administrative site KV, Shiloh, Sandpoint (by May

1 each year).

2018 North Idaho Operations Operations Eric Besaw 3-People 3.5-Align 12 3.5.12 PEND OREILLE: Improve Area Cohesiveness. Plan an annual employee activity day (by

December 31, 2017, then annually).

Increase Area Meeting schedule to at least twice a

year.

Program 101 Presentations to office support staff

and at Area meetings (by October 31, 2017).

Scheduled field tours where staff across all

programs attend and look at what's being done

on ground by all programs. Topics and attendance

can var1. Not all employees go at once but offer 3

times per year to allow everyone to attend (1/3 of

staff each time) but still cover office and avoid

work slow down. (Three times per year.)

2018 North Idaho Operations Operations Eric Besaw 3-People 3.1-Train 13 3.1.13 ST. JOE: Achieve a fully staffed and functional Type 3 IMT on

the St. Joe Supervisory Area.

St Joe Area personnel fully qualified and rostered

in the following overhead positions: Incident

Commander, Operations Section Chief, Plans

Section Chief, Finance Section Chief, Logistics

Section Chief, Line Safety Officer,

Equipment/Personnel time recorder, Ordering

and Distribution Manager and Status Check in

Recorder. Other line qualifications (1) Division

Supervisor, (2) Heavy equipment bosses, (1) Task

Force/Strike team Leader.

2018 North Idaho Operations Operations Eric Besaw 3-People 3.1-Train 14 3.1.14 ST. JOE: Improve communication among Area Staff, IDL

coworkers, other Areas, Bureaus, Executive Staff, and

outside constituents.

Conduct weekly team meetings, encourage cross

area and bureau communication through phone

calls and visitations, conduct quarterly or more

frequent supervisor meetings. Develop

IDL/Community Facebook page, and develop

community newsletter to be published in local

paper for public outreach .

Ensure all permanent personnel have been

trained on and are utilizing skills from “Crucial

Conversation’s” class within 2 years of

employment with IDL.

Ensure all Area employees practice and utilize the

“Time-Out” method for direct communication

within 6 months of employment for new

employees and by December 31, 2017 for existing

employees. This method, when utilized,

facilitates direct communication when a

disagreement or concern between two

employees exists.

2018 North Idaho Operations Operations Eric Besaw 1-Financial Stewardship 1.3-Efficiency 3 1.3.3 ST. JOE: Achieve 90% survival on plantations and achieve a

minimum 85% regeneration stocking index (RSI) on artificial

and naturally regenerated stands. Regeneration/re-

establishment should be focused on preferred species.

Perform 3rd party root growth potential test to

evaluate seedling and seed lot qualit1.

Improve stocking surveys for artificial and natural

regeneration to ensure proper re-measurement

of survival and regeneration stocking index.

Work with nurseries to develop target seedlings

for various sites and develop specifics for caliper

and height.

Utilize herbicides to reduce competition and

increase survival and growth based upon specific

site characteristics.

Evaluate natural regeneration to ensure preferred

species are present that will have increased

growth rate and long term forest values in

addition to stocking. Manage preferred species

through species selection during pre-commercial

thinning.

For each unit, conduct Net Present Value analyses

to ensure that silvicultural investments are the

best possible economic alternative within

constraints.

2018 North Idaho Operations Operations Eric Besaw 1-Financial Stewardship 1.4-Implement Plans & Policies 27 1.4.27 ST. JOE: Support the IDL’s Strategic Re-Investment Plan. Identify at least 25,000 additional parcel acres for

Purchase to be evaluated by the contracted

Timber/Agricultural Investment Advisor(s).

For properties identified by the IDL and by the

Investment Advisor’s, provide local knowledge

and information (e.g. stumpage, costs, logging

systems, etc.) to the investment advisor within 3

business days of request by the investment

advisor.

Provide feedback on cash flow analysis,

appraisals, and reports submitted by the Advisor’s

within 3 days of receipt.

Make local contacts (e.g. property owners, county

commissioners) as needed to facilitate

transactions.

2018 North Idaho Operations Operations Eric Besaw 1-Financial Stewardship 1.4-Implement Plans & Policies 28 1.4.28 ST. JOE: Update the Forest Asset Management Plan and

Implement the Update of the Forest Asset Management

Plan.

Update the St. Joe Area’s Forest Asset

Management Plan by the end of calendar year

2018. Fully implement updated harvest levels

associated with the plan by FY 2024.

For the new plan, closely monitor progress on Key

Performance Indicator’s developed as part of the

updated FAMP.

Utilize LIMS and coordinate with the FM Bureau

to analyze Woodstock outputs to develop harvest

planning that meets timber harvest, desired

future conditions, and financial goals on an

annual analysis cycle.

2018 North Idaho Operations Operations Eric Besaw 2-Customer Focused 2.1-External 25 2.1.25 ST. JOE: The St Joe Area will present local and Agency wide

information (through State PIO’s) to the public accurately,

professionally, and efficiently via social media and through a

community newsletter.

The St. Joe Area will post local fire information

(Type 4, 5) via social media pages weekl1. Larger

fire information will be posted via IMT and

through Statewide PIO’s, but can be linked to the

local St. Joe page.

The St. Joe Area will post the results of timber

sale auctions and other forest management

information (e.g. trees planted) as activities occur

(e.g. sale is auctioned).

The St. Joe Area will produce an annual

community newsletter that is posted on social

media and is distributed via e-mail to local

businesses, media outlets, and agencies

(Benewah County, USFS, etc.).

The St. Joe Area will hold an “Open House” for the

community prior to 12/31/2018.

Page 12 of 15




2018 North Idaho Operations Operations Eric Besaw 4-Process 4.1-Enterprise Systems & Security 28 4.1.28 ST. JOE: Assist in the implementation of LIMS, fully utilize the

LIMS system, and be a lead among the Supervisory Area’s in

the roll-out of the LIMS system beyond the pilot Areas.

Conduct Area trainings covering current releases

and updates to LIMS within 3 months of release.

Participate in and/or be the lead in the training of

LIMS when it is released to other Areas according

to the LIMS release schedule.

Assist other Areas in the use or updates of LIMS

upon request.

Monitor Area updates to the LIMS the LIMS Stand

Based Inventory system quarterl1.

Ensure forest management decisions have basis in

information derived from data available within

the LIMS system from outputs of Woodstock.

Integrate the Lands Information System into the

St. Joe’s Forest Management program by ensuring

that nearly all forest management tasks are

completed utilizing the LIMS system within 4

years.

2018 North Idaho Operations Operations Eric Besaw 1-Financial Stewardship 1.4-Implement Plans & Policies 29 1.4.29 Develop a 5-year maintenance plan and budget for North

Ops facilities coordinated with purchasing.

1 plan 100% complete.

2018 North Idaho Operations Operations Eric Besaw 1-Financial Stewardship 1.4-Implement Plans & Policies 30 1.4.30 Ensure established sale targets are met by Supervisory Areas

in North Ops.

100% of targest met.

2018 North Idaho Operations Operations Eric Besaw 1-Financial Stewardship 1.4-Implement Plans & Policies 31 1.4.31 Implement Forest Management plans in all Supervisory

Areas in North Ops.

2018 North Idaho Operations Operations Eric Besaw 1-Financial Stewardship 1.4-Implement Plans & Policies 32 1.4.32 Participate in FAMP revision and ensure all Supervisory

Areas in North Ops provide data and feedback to assist the

Bureau in developing achievable targets.

100% participation.

2018 North Idaho Operations Operations Eric Besaw 2-Customer Focused 2.2-Internal 17 2.2.17 Continue to implement Communication Plan in North Ops

and participate in weekly discussion with North Ops Area

Managers and COO to identify communication topics,

challenges, strategies and proactive actions.

1 meeting per week.

2018 South Idaho Operations Operations Julia Sullens 3-People 3.1-Train 15 3.1.15 MAGGIE CREEK: Develop and Execute a Payroll, Pcard, and

Vehicle Log training session for all Area Staff prior to July 31,

2017.

2018 South Idaho Operations Operations Julia Sullens 3-People 3.4-Develop 6 3.4.6 MAGGIE CREEK: Develop and maintain ongoing Fire Training

Plans for all area staff.

2018 South Idaho Operations Operations Julia Sullens 1-Financial Stewardship 1.1-Budget 24 1.1.24 MAGGIE CREEK: area Budget Management will include:

Accurate Accounting, Timely Projections (within 1st week of

each month), Timely Seasonal Budgeting (and adjustments

as needed), and Active Interaction with Bureaus.

2018 South Idaho Operations Operations Julia Sullens 2-Customer Focused 2.2-Internal 18 2.2.18 MAGGIE CREEK: Pcards and Timesheets are

processed/turned in on time. The goal is there will be no

“post pending” or reminders from fiscal 98% of the time.

2018 South Idaho Operations Operations Julia Sullens 2-Customer Focused 2.2-Internal 19 2.2.19 SOUTHWEST: Develop an IDL Type 3 IMT to readily respond

the emerging incidents on the SWI Protection Area. In 2017,

Identify the positions required to effectively managing a

Type 3 incident.

2018 South Idaho Operations Operations Julia Sullens 3-People 3.5-Align 13 3.5.13 SOUTHWEST: Identify Type 3 IMT training shortfalls for IDL

staff and layout a training plan that can be incorporated into

annual Development Plans to eliminate the knowledge gap

for each.

2018 South Idaho Operations Operations Julia Sullens 1-Financial Stewardship 1.2-Trust 3 1.2.3 SOUTHWEST: Identify the 10 most important access needs

for SWI in 2017 that will decrease overall transportation

costs for timber customers or Lessees and increase returns

to the endowments.

Obtain two of the access needs per year until the

original list is cleared.

2018 South Idaho Operations Operations Julia Sullens 2-Customer Focused 2.1-External 26 2.1.26 PAYETTE LAKES: Outreach/Meetings with our local legislative

representatives- (Gestrin, Thayn, Moon, Kirby). (Ryan Kirby

has already been scheduled for a June tour to look at our

forest management and range management operations and

issues that we face. I feel confident that at least two more

senators/reps will sign on for this summer to go out and do

field visits.)

2018 South Idaho Operations Operations Julia Sullens 1-Financial Stewardship 1.3-Efficiency 10 1.3.10 PAYETTE LAKES: Publicize and create opportunity for other

landowners and municipalities to gather weevils from our

Spotted Knapweed insectory at the office in McCall. We will

do a public notification for private landowners as well as

reach out to cities and counties to educate them on starting

their own weevil insectories as well as releases in other parts

of Valley and surrounding counties to fight Spotted

Knapweed.

2018 South Idaho Operations Operations Julia Sullens 2-Customer Focused 2.1-External 27 2.1.27 PAYETTE LAKES: Work with Sharla on getting a public

awareness ad/notification about our Security Patrol

Contract. What it is, why we are doing it, and how the public

can help keep eyes out on endowment lands, and contacts

for them to report unauthorized activities.

Page 13 of 15




2018 South Idaho Operations Operations Julia Sullens 1-Financial Stewardship 1.4-Implement Plans & Policies 33 1.4.33 PAYETTE LAKES: Complete a reciprocal easement with Larry

James, a private landowner in Price Valley area. (This will

secure long term access to one of our most productive

timber management blocks.)

2018 South Idaho Operations Operations Julia Sullens 2-Customer Focused 2.2-Internal 20 2.2.20 CLEARWATER: Improve familiarity, interaction and

cooperative communications on the Clearwater Area

between the Orofino and Craigmont office staff by providing

Area wide activities to promote team atmosphere…ie, cross-

over trainings, area-wide meetings, holiday get-togethers,

yearly Area T-shirts, end of season barbeque, etc.

2018 South Idaho Operations Operations Julia Sullens 3-People 3.4-Develop 7 3.4.7 CLEARWATER: Provide developmental opportunities for an

identified long-term seasonal technician to gain additional

experience towards becoming a Resource Specialist, Forestry

for the IDL. Mentor the technician in analyzing all aspects of

road design and layout. Identify spur road locations on

Township Butte TS and a site on the Grangemont Area by

October 1, 2017. Administer the Falls Creek OSR TS. Attend

the Area auction of the sale in June of 2017. Conduct field

administration duties as the timber sale becomes active.

2018 South Idaho Operations Operations Julia Sullens 1-Financial Stewardship 1.4-Implement Plans & Policies 34 1.4.34 CLEARWATER: Complete all preliminary tasks to prepare for

the 2017 Clearwater Area FAMP revision. Visit with the TM

Bureau to clarify roles, responsibilities and deadlines for the

FAMP revision by June 1st. Complete necessary documents

prior to Bureau pre-FAMP meeting according to schedule

developed with Forest Management Bureau.

2018 South Idaho Operations Operations Julia Sullens 2-Customer Focused 2.1-External 28 2.1.28 CLEARWATER: Improve and promote relationships and

cooperation with all FSOs within the Craig Mountain Fire

District by conducting annual meetings with FSOs to review

MOUs, MOAs, and local operating plans in preparation for

upcoming fire season. Complete first meetings by July 1st,

2017.

2018 South Idaho Operations Operations Julia Sullens 3-People 3.4-Develop 8 3.4.8 EASTERN: Aggressively pursue completion of Area staff

development plans by ensuring that adequate time for staff

development is provided by supervisors.

2018 South Idaho Operations Operations Julia Sullens 4-Process 4.1-Enterprise Systems & Security 29 4.1.29 EASTERN: Prepare for, and enthusiastically embrace,

implementation of the first phase of the Lands & Waterways

Division Land Information Management System (LIMS)

dealing with Grazing Leases and Public Trust Land/Lake

Protection Act administration.

2018 South Idaho Operations Operations Julia Sullens 1-Financial Stewardship 1.4-Implement Plans & Policies 35 1.4.35 EASTERN: Working cooperatively with Bear Lake County and

other interested parties, complete development of a joint

plan to improve management of the bed of Bear Lake, when

exposed by low water levels, that embraces the Public Trust

Doctrine and public use while also protecting that resource.

2018 South Idaho Operations Operations Julia Sullens 2-Customer Focused 2.1-External 29 2.1.29 EASTERN: Complete the Area’s outreach to all Fire Service

Organizations (FSO) to ensure that all FSOs are aware of IDL’s

programs to assist them and also of opportunities for

reimbursable participation in wildland fire suppression

outside of their boundaries.

2018 South Idaho Operations Operations Julia Sullens 1-Financial Stewardship 1.4-Implement Plans & Policies 36 1.4.36 Develop a 5-year maintenance plan and budget for South

Ops facilities coordinated with purchasing.

1 plan 100% complete.

2018 South Idaho Operations Operations Julia Sullens 1-Financial Stewardship 1.4-Implement Plans & Policies 37 1.4.37 Ensure established sale targets are met by Supervisory Areas

in South Ops.

100% of targest met.

2018 South Idaho Operations Operations Julia Sullens 1-Financial Stewardship 1.4-Implement Plans & Policies 38 1.4.38 Implement Forest Management plans in all Supervisory

Areas in South Ops.

2018 South Idaho Operations Operations Julia Sullens 1-Financial Stewardship 1.4-Implement Plans & Policies 39 1.4.39 Participate in FAMP revision and ensure all Supervisory

Areas in South Ops provide data and feedback to assist the

Bureau in developing achievable targets.

100% participation.

Page 14 of 15




2018 South Idaho Operations Operations Julia Sullens 2-Customer Focused 2.2-Internal 21 2.2.21 Continue to implement Communication Plan in North Ops

and participate in weekly discussion with South Ops Area

Managers and COO to identify communication topics,

challenges, strategies and proactive actions.

1 meeting per week.

2018 Strategic Planning Support Services Kari Kostka 4-Process 4.2-Develop Governance & Policies 23 4.2.23 Monitor Department-level plans, coordinate updates,

revisions, and recommendations from Callan and EFIB and

ensure alignment with the agency mission. Ensure director

and Executive Team strategies also align with plans and Land

Board goals and are supported by Callan and other

consultants.

2018 Strategic Planning Support Services Kari Kostka 2-Customer Focused 2.2-Internal 22 2.2.22 Conduct quarterly outreach to task owners to reiterate

strategic planning purpose and vision and to engage in

ongoing enhancement and reporting effort. Meet

individually with any new task owners to introduce strategic

planning process, document, and tracking software.

2018 Strategic Planning Support Services Kari Kostka 2-Customer Focused 2.2-Internal 23 2.2.23 Provide progress updates to the Executive Team and Land

Board on measures outlined in the strategic plan when

appropriate. Develop timeline and expectations and assign

roles to staff.

2018 Strategic Planning Support Services Kari Kostka 2-Customer Focused 2.1-External 30 2.1.30 Orient new EFIB Manager of Investments (once hired) to the

current methodology followed by IDL for forecasting,

evaluating ROA (Callan), Income Statement prep, and

fund/land joint reporting. Strategize enhanced reporting

methodology and joint reporting with EFIB and Callan as

areas for improvement are identified.

2018 Strategic Planning Support Services Kari Kostka 1-Financial Stewardship 1.2-Trust 4 1.2.4 Complete and document the process to develop the annual

10-year revenue forecast and seek to implement methods

for improved accuracy.

2018 Strategic Planning Support Services Kari Kostka 4-Process 4.2-Develop Governance & Policies 24 4.2.24 Develop and implement an Executive Planning Process to

project and coordinate development of agency rules,

legislation, and budget requests on specified timelines

incorporating the expertise of key staff, as needed.

2018 Strategic Planning Support Services Kari Kostka 3-People 3.5-Align 14 3.5.14 Lead the executive team in creating more meaningful

(strategic) executive strategy sessions and agency leadership

meetings. Research styles and types of leadership meetings

and share findings with the Executive Team.

2018 Strategic Planning Support Services Kari Kostka 3-People 3.1-Train 16 3.1.16 Research and outline methods, such as training or exercises,

to develop and encourage a strategic thinking culture with

staff throughout the Department.

Page 15 of 15

Key External Factors

May impact Strategic Plan implementation:

The Department serves as the administrative arm of the State Board of Land Commissioners.

Members of the Board change over time and priorities of the Board—including those of the

Department—may change as well.

Weather patterns such as drought and disease and insect outbreak may impact timberland and

rangeland health and productivity as well as the length and severity of fire seasons.

National and global economic conditions may impact markets for forest products and other

commodities in Idaho.

Legislative decisions may alter the Department’s priorities, workload, and capacity.

Changes in funding at the state or federal level may impact the Department and program

delivery.

Litigation, policy changes, court decisions, and species conservation measures may affect the

Department and program delivery.

Cybersecurity Plan Requirement: Adopt the NIST Cybersecurity Framework by June 30, 2017 Status: IDL adopted the NIST Cybersecurity Framework in April, 2017 Requirement: Implement the first five CIS Controls by June 30, 2018 Status: IDL has completed review of the first five CIS Controls and identified a combination of procedural steps and technology tools that will reduce overall agency cybersecurity risk exposure. Specific controls to be addressed by June 30, 2018 include:

1. Inventory of authorized and unauthorized devices a. Already addressed by existing IDL software tools and procedures

2. Inventory of authorized and unauthorized software a. Already addressed by existing IDL software tools and procedures

3. Secure configurations to hardware and software 4. Continuous vulnerability assessment and remediation 5. Controlled use of administrative privileges

strategic plan structure - idaho · strategic plan structure 1 ... dan raiha 2-customer focused...

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