PF&R believes that for an organization to be successful, it must have a road map for success. The 2010-2015 Strategic Plan is PF&R’s road map for success. The strategic plan will help provide direction and focus for PF&R’s employees. The plan points to specific results that are to be achieved and establishes a course of action for achieving those results.  In developing our strategic plan, PF&R used the Balance Scorecard approach.  This approach allowed us to look at our organization from the following four perspectives:

• Learning and Growth Perspective: To achieve our mission, vision, and principles, how do we develop our employees, change when we need to, and improve our ability to respond to challenges?
• Internal Business Processes Perspective: To satisfy our stakeholders and customers, and to equip our employees to excel in their roles, what business practices and processes do we need to have in place?
• Customer Perspective: What do our customers expect from us and how can we serve them better?
• Finance Perspective: What do we need to do to remain financially sound for the long run and assure that we have the people, equipment, and facilities needed to succeed?

The 2010-2015 Strategic Plan is organized around four strategic themes.  The themes are key areas in which PF&R must excel to achieve its mission and vision and to deliver services to its customers. The themes are followed by issues, which are significant concerns or constraints that may affect PF&R’s ability to carry out the five-year strategic plan. Issues set the stage for development of the strategic plan’s goals, objectives, performance measures, and strategies.

In our strategic plan, goals state expectations for what we will aim to achieve through the life of the plan. Once PF&R achieves these goals, we realize the benefits of a theme. 

The plan’s objectives set specific and measurable results we expect to achieve within a specified time period. In a way, objectives are mileposts on the road to a final destination and clearly answer “why” the goal should be achieved.

Indicators that measure the degree of accomplishment of a goal are the plan’s performance measures.  Performance measures are both outcome-specific and quantifiable. The final piece of the plan is strategies.  Strategies identify how PF&R will realize its goals and are a critical component of setting priorities and completing the strategic plan.