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Strategic Planning: How Tos

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Title: Strategic Planning: How Tos


1
Strategic Planning How Tos Links to Other
Types of Planning
  • October, 2007
  • Nancy Dubois /
  • Robb MacDonald
  • Brought to the OHHP-TAHL Partnerships in
    conjunction with

2
Purpose/objectives
  • Increase knowledge regarding a typical approach
    to strategic planning
  • Share experiences within OHHP context
  • Understand links between S.P. and other types of
    planning
  • Be aware of supports available

3
Overview of Session
  • Process review of the Agenda
  • People (roll call of participants any groups
    joining in?)
  • Procedure (LiveMeeting features)
  • Muting your line as long as no beep feature
  • Raise your hand with a question
  • Specific questions through chat function to
    Ali/Jessica
  • Materials
  • Follow-up materials
  • post the audio files within a week
  • within 6-8 weeks, add to our proceedings (from
    the last webinar) adding new/different info from
    these two sessions
  • responses to issues arising during the call

4
Poll Are you currently or are you planning in
the next year to be involved in a strategic
planning process with your Heart Health
partnership?
  • Live Meeting Yes/No Poll. Use Live Meeting gt
    Edit Slide Properties... to edit.
  • Yes
  • No
  • Not sure yet / considering

5
Poll Result Probe
  • Yes
  • To what end? Why? Why now?
  • No
  • Why participating today?
  • Not sure
  • What will your decision be based on?
  • Consider your support needs and how the OHPRS can
    be involved.

6
Types of Planning
  • Strategic, Program Operational Planning
  • Strategic Planning
  • Terminology
  • Multiple Visions to connect to
  • Processes Approaches
  • Incorporating Evidence
  • Tips from the group
  • Recommended Resources

7
What is Planning?
  • Planning is a series of decisions,
  • from general strategic decisions
  • (e.g., identifying long-term changes)
  • to specific operational details
  • (e.g., program implementation timelines costs)
    ,
  • based on the collection and analysis
  • of a wide range of information.

8
Levels of Planning
Strategic
  • Program

Operational / Work / Action
9
Sorting out the terms
  • Strategic plan
  • Long-term plan
  • Program plan
  • Action plan, operational plan, workplan
  • Business plan

10
You name it (go through all 5 first)
  • x planning is generally considered to mean the
    development of a plan of action to accomplish a
    goal or set of goals over a period of several
    years. The major assumption in this type of
    planning is that current knowledge about future
    conditions is sufficiently reliable to enable the
    development of these plans.
  • For example, in the late fifties and early
    sixties, the economy was relatively stable and
    therefore predictable. This form of planning was
    very much in fashion, and it was a useful
    exercise. Because the environment is assumed to
    be predictable, the emphasis is on the
    articulation of internally focused plans to
    accomplish agreed upon goals.

11
You name it
  • A c plan is a document that summarizes the
    operational and financial objectives of an
    organization and contains the detailed plans and
    budgets showing how the objectives are to be
    realized.
  • This plan contains detailed financial
    projections, forecasts about your performance,
    and usually a marketing plan. It is often used
    to justify a request for support/investment.

12
You name it
  • The focus of a y plan is usually on the entire
    organization.
  • The major assumption in this type of planning is
    that an organization must be responsive to a
    dynamic, changing environment. Thus, the emphasis
    in y planning is on understanding how the
    environment is changing and will change, and in
    developing organizational decisions which are
    responsive to these changes. (Alliance for
    Non-Profit Management)

13
You name it
  • A b plan is an annual plan that describes
    short-term initiatives it explains how a broader
    plan will be put into operation (or what portion
    of a broader plan will be addressed) during a
    given operational period (fiscal year).
  • A b plan is the basis for and justification of
    an annual operating budget request. Therefore, a
    strategic plan that has a five-year lifetime
    would drive five b plans funded by five
    operating budgets.

14
You name it
  • An organization typically undertakes several
    services in order to achieve their goals. Each
    one of these requires a specific plan that when
    all rolled together describe the work of the
    organization.
  • a plans typically identify the goals,
    objectives and activities as well as the
    indicators and outcomes related to evaluation.

15
You name it (Polling)
  • x planning is generally considered to mean the
    development of a plan of action to accomplish a
    goal or set of goals over a period of several
    years. The major assumption in this type of
    planning is that current knowledge about future
    conditions is sufficiently reliable to enable the
    development of these plans.
  • For example, in the late fifties and early
    sixties, the economy was relatively stable and
    therefore predictable. This form of planning was
    very much in fashion, and it was a useful
    exercise. Because the environment is assumed to
    be predictable, the emphasis is on the
    articulation of internally focused plans to
    accomplish agreed upon goals.

16
Poll What kind of planning is this?
  • Live Meeting Multiple Choice Poll. Use Live
    Meeting gt Edit Slide Properties... to edit.
  • Strategic
  • Long-term
  • Program
  • Operational
  • Business
  • None of the above

17
You name it
  • A c plan is a document that summarizes the
    operational and financial objectives of an
    organization and contains the detailed plans and
    budgets showing how the objectives are to be
    realized.
  • This plan contains detailed financial
    projections, forecasts about your performance,
    and usually a marketing plan. It is often used
    to justify a request for support/investment.

18
Poll What kind of planning is this?
  • Live Meeting Multiple Choice Poll. Use Live
    Meeting gt Edit Slide Properties... to edit.
  • Strategic
  • Long-term
  • Program
  • Business
  • Operational
  • None of the above

19
You name it
  • The focus of a y plan is usually on the entire
    organization.
  • The major assumption in this type of planning is
    that an organization must be responsive to a
    dynamic, changing environment. Thus, the emphasis
    in y planning is on understanding how the
    environment is changing and will change, and in
    developing organizational decisions which are
    responsive to these changes. (Alliance for
    Non-Profit Management)

20
Poll What kind of planning is this?
  • Live Meeting Multiple Choice Poll. Use Live
    Meeting gt Edit Slide Properties... to edit.
  • Strategic
  • Long-term
  • Program
  • Business
  • Operational
  • None of the above

21
You name it
  • A b plan is an annual plan that describes
    short-term initiatives it explains how a broader
    plan will be put into operation (or what portion
    of a broader plan will be addressed) during a
    given operational period (fiscal year).
  • A b plan is the basis for and justification of
    an annual operating budget request. Therefore, a
    strategic plan that has a five-year lifetime
    would drive five b plans funded by five
    operating budgets.

22
Poll What kind of planning is this?
  • Live Meeting Multiple Choice Poll. Use Live
    Meeting gt Edit Slide Properties... to edit.
  • Strategic
  • Long-term
  • Program
  • Business
  • Operational
  • None of the above

23
You name it
  • An organization typically undertakes several
    services in order to achieve their goals. Each
    one of these requires a specific plan that when
    all rolled together describe the work of the
    organization.
  • a plans typically identify the goals,
    objectives and activities as well as the
    indicators and outcomes related to evaluation.

24
Poll What kind of planning is this?
  • Live Meeting Multiple Choice Poll. Use Live
    Meeting gt Edit Slide Properties... to edit.
  • Strategic
  • Long-term
  • Program
  • Business
  • Operational
  • None of the above

25
Poll Result Probe
  • Any questions or comments about these terms in
    general?
  • Ready to proceed?

26
COMPONENTS of a Plan
  • Vision
  • Mission
  • Values / Beliefs / Guiding Principles
  • Strategic Issues Priorities
  • Long-term Goals
  • Vision
  • Mission
  • Strategy
  • Short-term Goals
  • Outcome Objectives (short, medium, long)
  • Indicators
  • Process Objectives / Activities
  • Details - , timeframe, roles

Strategic Planning
Program Planning
Operational Planning
27
Strategic PlanThe Components
  • a vision for your future
  • a mission that defines what you are doing that
    all in your group share, but that sets you apart
    from others
  • values that shape your actions
  • strategies that zero in on your key success
    approaches
  • goals, objectives and action plans to guide your
    daily, weekly and monthly actions
  • indicators that will indicate progress towards
    objectives
  • QUESTIONS with the terms raise your electronic
    hand

28
Which one do you prefer?VISION
  • "Year after year, Westin and its people will be
    regarded as the best and most sought after hotel
    and resort management group in North America.
  • "To solve unsolved problems innovatively." (3M)
  • "Within ten years, support and process ten
    million risk and error free investment
    transactions per year for a million customers"

29
Poll Which Vision do you prefer?
  • Live Meeting Multiple Choice Poll. Use Live
    Meeting gt Edit Slide Properties... to edit.
  • 1
  • 2
  • 3

30
A challenge with multiple Visions
  • The OHHP-TAHL program operates within a complex
    system
  • Several strategic directions to which you link
  • name some
  • Unlikely that you need your own unique Vision but
    rather, the challenge is which of the existing
    one(s) do you want to identify that you
    contribute to
  • Shared visions are a key component of successful
    collaborations

31
Strategic planning process
  • The way that a strategic plan is developed
    depends on the nature of the organization's
    leadership, culture of the organization,
    complexity of the organization's environment,
    size of the organization, expertise of planners,
    etc.

32
Approaches to Strategic Planning (Carter McNamara)
  • Goals-based planning is probably the most common
    and starts with focus on the organization's
    mission (and vision and/or values), goals to work
    toward the mission, strategies to achieve the
    goals, and action planning (who will do what and
    by when).
  • Issues-based strategic planning often starts by
    examining issues facing the organization,
    strategies to address those issues, and action
    plans.
  • Organic strategic planning might start by
    articulating the organization's vision and values
    and then action plans to achieve the vision while
    adhering to those values.
  • Some planners prefer a particular approach to
    planning (e.g., appreciative inquiry).
  • Some plans are scoped to one year, many to three
    years, and some to five to ten years into the
    future.
  • Some plans include only top-level information and
    no action plans. Some plans are five to eight
    pages long, while others can be considerably
    longer.

33
Another ApproachBalanced Scorecard (MOHLTC,
LHIN Planning Toolkits)
34
Planning Project Management
  • Time to plan implement
  • Resources to plan implement
  • Decision-making who when
  • Data gathering what when
  • Stakeholder involvement
  • Participation Wheel tool

35
Who to be involved
  • Overall Planning Team
  • Process Planning Committee
  • Stakeholders
  • Consultant/Facilitator

36
Overall Planning Team
  • 8 15
  • Balanced representation
  • Different perspectives
  • Inside and outside organization
  • Board and staff
  • Volunteers, members, clients

37
Process Planning Committee
  • Champions of the process
  • To determine
  • Timelines
  • Who to be involved
  • Decision-makers
  • Coordinators/logistics
  • Writing the plan
  • Reviewing the plan
  • Authorizing document

38
Stakeholders
39
Engaging a Consultant
  • ADVANTAGES
  • Experience
  • Time
  • Skills
  • Interest
  • Objectivity
  • Full participation
  • ?
  • DISADVANTAGES
  • Costs
  • Organizational knowledge
  • Real experience
  • Unrealistic expectations (of and by consultant)
  • ?

40
What is a Situational Assessment?
A snapshot of the 'present' used to plan for the
future.
  • Potential Components
  • SWOT Analysis
  • Environmental Scan
  • Relevant Theories
  • Key Informant Interviews
  • Broad Stakeholder Input
  • "I think there is a world market for maybe five
    computers.
  • -Thomas Watson, Chair of IBM, 1958

41
Fundamental Essence of Strategic Planning
  • Situational Assessment
  • Identified Priorities
  • How to best address them
  • variety of types of specific plans
  • Communication, Evaluation, Program etc.

42
Incorporating Evidence into your Planning Process
  • OHHP-TAHL requirement to utilize best practices
    (separate process for innovative practices)
  • One form of evidence is best practices what
    are other forms of evidence?
  • This is part of the data-gathering aspect of
    project management
  • Lots of supports across OHPRS regarding this
    aspect, if needed

43
TIPS Increasing the Likelihood the Plan will be
Implemented (McNamara)
  • 1. When conducting the planning process, involve
    the people who will be responsible for
    implementing the plan. Use a cross-functional
    team (representatives from each of the major
    organizations products or service) to ensure the
    plan is realistic and collaborative.
  • 2. Ensure the plan is realistic. Continue asking
    planning participants Is this realistic? Can you
    really do this?
  • 3. Organize the overall strategic plan into
    smaller action plans, often including an action
    plan (or work plan) for each committee on the
    board.
  • 4. In the overall planning document, specify who
    is doing what and by when (action plans are often
    referenced in the implementation section of the
    overall strategic plan). Some organizations may
    elect to include the action plans in a separate
    document from the strategic plan, which would
    include only the mission, vision, values, key
    issues and goals, and strategies. This approach
    carries some risk that the board will lose focus
    on the action plans.

44
Increasing the Likelihood the Plan will be
Implemented (2)
  • 5. In an implementation section in the plan,
    specify and clarify the plans implementation
    roles and responsibilities. Be sure to detail
    particularly the first 90 days of the
    implementation of the plan. Build in regular
    reviews of status of the implementation of the
    plan.
  • Translate the strategic plans actions into job
    descriptions and personnel performance reviews.
  • Communicate the role of follow-ups to the plan.
    If people know the action plans will be regularly
    reviewed, implementers tend to do their jobs
    before theyre checked on.
  • Be sure to document and distribute the plan,
    including inviting review input from all.
  • Be sure that one internal person has ultimate
    responsibility that the plan is enacted in a
    timely fashion.

45
Increasing the Likelihood the Plan will be
Implemented (3)
  • 10. The chief executives support of the plan is
    a major driver to the plans implementation.
    Integrate the plans goals and objectives into
    the chief executives performance reviews.
  • 11. Place huge emphasis on feedback to the
    boards executive committee from the planning
    participants.
  • 12. Have designated rotating checkers to
    verify, e.g., every quarter, if each implementer
    completed their assigned tasks.
  • 13. Have pairs of people be responsible for
    tasks. Have each partner commit to helping the
    other to finish the others tasks on time.

46
Additional Tips Discussion
  • Process of strategic planning
  • Products of strategic planning

47
Recommended Resources
  • Planning At a Glance
  • http//www.thcu.ca/infoandresources/publications/
    planaagtablev0.3.pdf

48
http//www.planware.org/strategicsample.htm
  • Live Meeting Web Page. Use Live Meeting gt Edit
    Slide Properties... to edit.

49
Recommended Resources
  • Charity Village http//www.charityvillage.com/cv/
    research/rstrat.html
  • Strategic Planning Templates http//www2.fhs.usyd
    .edu.au/arow/o/m05/pp05.htm
  • Excellence in Strategic Planning a workbook and
    on-line template for government agencies at
    http//www.exec.gov.nl.ca/exec/cabinet/transacc/pd
    f/MasterTempStrategicPlan.pdf
  • Others?

50
AGENDA
  • Program Planning
  • Linking to Strategic Planning
  • Logic Model Connections
  • Timing
  • Roles

51
THCUs Health Promotion Program Planning Model
  • Preplanning and Project Management
  • Conduct a Situational Assessment
  • Identify Goals, Populations of Interest and
    Objectives
  • Identify Strategies, Activities and Resources
  • Develop Indicators
  • Review the Program Plan
  • Implement the Plan
  • Results/Impact

52
Where does strategic planning end and program
planning begin?
  • Preplanning and Project Management
  • Conduct a Situational Assessment
  • Identify Goals, Populations of Interest and
    Objectives
  • Identify Strategies, Activities and Resources
  • Develop Indicators
  • Review the Program Plan
  • Implement the Plan
  • Results/Impact

53
Logic Model
  • An overall strategic map for the organization
  • A visual executive summary showing logical
    connections among different planning levels
  • Shows gaps within programs that may affect
    reaching strategic goals
  • Shows how different program plans contribute to
    organizational strategic plan

54
The Health Communication Unit Logic Model
55
From The Health Planners Toolkit, Health System
Intelligence Project, 2006
56
Nested Logic Models
  • One overall LM for the overall strategic plan
  • One for each Strategy
  • One for each Program?

57
Timing
  • Given the coming phase for OHHP-TAHL, when will
    you be undertaking PROGRAM planning? (based on
    required AAP submissions)
  • Back up the schedule from there to determine when
    you need to start Strategic Planning
  • the SA will likely take the longest (2-6 months)

58
(No Transcript)
59
Roles
  • Omit discussed earlier under Strategic Planning

60
AGENDA
  • Summary and Wrap-up
  • QA
  • Follow-up Supports (OHPRS)
  • www.hhrc.net
  • www.thcu.ca
  • www.ohprs.ca
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