Maine CHOICES CEO The Long and Winding Road of Strategic Planning

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Maine CHOICES CEO The Long and Winding Road of
Strategic Planning

• Presentation at NCHSD Fall Meeting 2005
  November 1, 2005

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Maines MIG Quick Facts

• BBA Buy-In, started 1999
• Basic MIG ran 2000-2004
• Grant award to Medicaid Agency
• Staff University Based
• CEO Plan
• Partnership between 2 state agencies
• Health and Human Services, and Labor
• Two central planning groups
• State Workforce Investment Board
• WIB Disability Employment Subcommittee
• Strategic Planning Leadership Group

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The CEO Strategic Planning Processas it actually
evolved

• A number of existing groups were engaged in
  CHOICES CEO strategic planning. The only new
  group was the Benefits Planning System group
• Many simultaneous, separate and parallel
  strategic planning activities took place in CEO
  project year 1. Data from each of these efforts
  is being compiled, analyzed, and considered in
  the development of the final strategic plan.

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actual strategy process, continued..

• Other strategic planning data that has been
  produced, or is being produced, by related groups
  and projects. Data from these efforts, and
  particularly findings and recommendations that
  emerge from these processes, will be included in
  the CHOICES CEO strategic plan development
  process.
• A range of MIG human resources staff,
  consultants and technical assistance are being
  applied to strategic planning activities
  collecting data, developing interim planning
  products, and reporting/presenting
  findings/recommendations that arise out of the
  strategic planning process

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Maines 4-step planning process

• System Inventory
• What service systems or areas currently exist?
• How do these services support the employment of
  people with disabilities?
• Product Identification and description of
  existing services and supports

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Maines 4-step planning process

• 2. System Analysis/Resource Map
• Why do these systems exist?
• Where are there gaps in services and supports?
• Where are there strengths, promising practices,
  or similar resources that can be used to improve
  the system?
• What opportunities are present or pending that
  will help the change process?
• Products Logic Model also written Resource Map
  that presents analysis of system strengths and
  weaknesses.

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Maines 4-step planning process

• 3. Strategic Assessment
• What areas of the system can we impact?
• How will we make change in this area? What
  resources will be used?
• What has been tried/What is being done currently
  to address this area?
• What would we like to address if resources were
  available?
• Product Identification and documentation of
  areas to work on with existing resources or other
  identified resources.

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Maines 4-step planning process

• 4. Strategic Plan Development
• Based on three step process, develop a product
  that documents those three elements (system
  inventory, system analysis, and strategic
  planning).
• Develop achievable and measurable action steps
  that include time frame, lead person, and similar
  elements
• Product Written strategic plan that incorporates
  system inventory, system analysis and strategic
  planning.

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Stakeholder Involvement in Strategic Planning
Process
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Maines CEO Strategic Plan

• Development of Final Report
• Where we are 10 key service systems
• Data collected on Strengths, Weaknesses,
  Opportunities, Threats
• Where we should go - 14 Strategic Areas
• Prioritization and Action Planning Process
• Review and Comment Process
• Planning Group
• Other stakeholder groups

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Issues

• DHHS/DOL Strategic Commitment
• Other State-Level Planning/Change Capacities
• Planning Fatigue
• Decentralized Resources
• MIG Governance
• Need for Continued Strategic Planning

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Thoughts on Strategic Planning

• CMS model
• What weve learned
• Action Research Cycle
• Social Learning/Network Model
• Cycles Repeat
• Each with different goals, facts, players, etc.
• Learn from each cycles experience
• Continuous Strategic Planning through CEO