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Strategic Planning

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Strategic Planning Deb Koester, DNP, MSN, RN Consultant to OSTLTS Carter Consulting, Inc. (770) 688-0430 iup5_at_cdc.gov – PowerPoint PPT presentation

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Title: Strategic Planning


1
Strategic Planning
  • Deb Koester, DNP, MSN, RN
  • Consultant to OSTLTS
  • Carter Consulting, Inc.
  • (770) 688-0430
  • iup5_at_cdc.gov

2
Session Outline
  • Creating A Framework for Strategic Planning
  • Background/Overview
  • Preparing to conduct a strategic planning
    process.
  • Assessing your environment
  • Analyzing your data/conducting SWOT
  • Developing a written strategic plan and Action
    Plan
  • Implementing, monitoring and evaluating
  • Strategic Plan Evaluation
  • As a group, review strategic plans
  • Sharing/Reporting out
  • Open Dialogue Discussion

3
On average, how long do management teams spend
each month discussing strategy?
  1. 8 hours a month
  2. 4-6 hours a month
  3. 2-4 hours a month
  4. Less than one hour per month

4
What percent of their time does the average
employee spend on the organizations top
priorities?
  • More than 70
  • 50
  • 30-40
  • Less than 30

5
What percent of effectively formatted strategies
are successfully implemented?
  • A) More than 80
  • B) About 50
  • C) About 25
  • D) Less than 10

6
Today, 85 of management teams spend less than
one hour per month discussing strategy.
Employees spend about 30-40 of their time on the
organizations top priorities.
A survey of management consultants found that
fewer than 10 of effectively formulated
strategies are successfully implemented.
7
Introduction to strategic planning
8
Theres No One Way to Conduct Strategic Planning
9
A Framework For Strategic Planning
  1. Organizing Your Strategic Planning Process
  2. Mission/Vision/Core Values
  3. Assessing Your Situation/Identifying Your
    Priorities
  4. Writing Your Strategic Plan AND Action Plan
  5. Adopting Your Strategic Plan
  6. Implementation
  7. Monitoring and Evaluation

10
Strategic Planning (short/long term)
Action Plan, Monitoring and Evaluation
11
PHAB National voluntary public health
accreditation and strategic planning
12
PHAB Standards
  • The Public Health Accreditation Board (PHAB)
    Standards and Measures document serves as the
    official standards, measures, required
    documentation, and guidance blueprint for PHAB
    National Public Health Department accreditation.
    These written guidelines are considered
    authoritative and are in effect for the
    application period indicated on the cover page
    (2011-2012).

13
Domain 5 Develop Public Health Policies and
Plans
  • Focuses on the development of public health
    policies and plans.
  • Written policies and plans serve as tools to
    guide the health departments
  • work and bring structure and organization
    to the department.
  • Written policies and plans provide a resource to
    health department staff as well as the public.
  • Policies and plans help to orient and train
    staff, inform the public and partners, and serve
    as a key component of developing consistency in
    operations and noting areas for improvement.
    Policies and plans can be a vehicle for community
    engagement and shared responsibility for
    addressing population health improvement.
  • Policies that are not public health specific may
    also impact the publics health.
  • Policy makers should be informed of the potential
    public health impact of policies that they are
    considering or that are already in place. Policy
    makers and the public should have sound,
    science-based, current public health information
    when policies are being considered or adopted.

14
Domain 5 Standards
  • Standard 5.1 Serve As a Primary and Expert
    Resource
  • for Establishing and Maintaining Public Health
  • Policies, Practices, and Capacity.
  • Standard 5.2 Conduct a Comprehensive Planning
  • Process Resulting in a Tribal, State and
    Community
  • Health Improvement Plan.
  • Standard 5.3 Develop and Implement a Health
  • Department Organizational Strategic Plan.
  • Standard 5.4 Maintain an All Hazards Emergency
  • Operations Plan.

15
Standard 5.3 Develop and Implement a Health
Department Organizational Strategic Plan
  • Process for defining and determining an
    organizations roles, priorities, and direction
    over three to five years.
  • Sets forth what an organization plans to achieve,
    how it will achieve it, and how it will know if
    it has achieved it.
  • Provides a guide for making decisions on
    allocating resources and on taking action to
    pursue strategies and priorities.
  • Focuses on the entire health department. Health
    department programs may have program-specific
    strategic plans that complement and support the
    health departments organizational strategic plan.

16
Measures
  • 5.3.1 A Conduct a department strategic planning
  • process.
  • 5.3.2 A Adopt a department strategic plan.
  • 5.3.3 A Implement the department strategic plan.

17
CrosswalkPHAB Strategic Planning Framework
  • PHAB Standards/Measures
  • 7 Step Framework
  • 5.3.1 Conduct a department strategic planning
    process.
  • 5.3.2 Adopt a department strategic plan
  • 5.3. Implement the department strategic
    plan.
  • Organizing Your Strategic Planning Process
  • Mission/Vision/Core Values
  • Assessing Your Situation/Identifying Your
    Priorities
  • Writing Your Strategic Plan AND Action Plan
  • Adopting Your Strategic Plan
  • 6) Implementation
  • 7) Monitoring Evaluation

18
Preparing to conduct a strategic planning process
19
How is strategic planning in public health
different from non-profit or for profit
organizations?
  • Mission
  • Equity
  • Mandates
  • Accountability

20
What is strategic planning?
  • Where you want to be
  • One year from now
  • Three years from now
  • Five years from now
  • Answers fundamental questions
  • Why you exist
  • What your major goals are
  • What resources you need to be successful in the
    future
  • Who you want your customers to be

21
Why Do We Do Strategic Planning?
  • Rapidly changing external environment
  • Future-oriented
  • Looks at the long term
  • Enables continuous planning
  • Benefits include
  • Performance
  • Growth
  • Communication

22
Challenges of Strategic Planning
  • It DOES require a different way of thinking not
    always comfortable
  • It DOES take time
  • You CAN write a bad strategic plan
  • It CAN be difficult to implement your plan
  • Leadership
  • Staff
  • Resources
  • Too many priorities

23
Organizing your strategic planning process
24
Who Will Be Involved?
  • Who will be involved?
  • Input from the right people
  • People who are interested
  • People who are committed to the process
  • No conflict of interest
  • People who will not derail the process
  • How will you involve all staff?

25
Stakeholder Analysis Power vs. Interest Grid
10


P O W E R
5
0
5
10
I N T E R E S T
26
Stakeholder Analysis Tools
Involve Collaborate Defend Monitor
Supportive
Mixed
Non-Supportive
Marginal
27
Stakeholder Analysis Exercise
  • Using the worksheet provided, spend five minutes
    brainstorming who you would include in your
    strategic planning process.
  • Now spend five minutes plotting the names on your
    list on each grid.

28
Stakeholder Analysis Results
10


P O W E R
5
0
5
10
I N T E R E S T
29
Stakeholder Analysis
Involve Collaborate Defend Monitor
Supportive
Mixed
Non-Supportive
Marginal
30
How Do You Know You Are Ready?
  • Leadership support
  • Communication
  • Define your planning period (scope)
  • Who will manage the process?
  • Develop a timeline for each step
  • Finalize your planning group
  • Identify data needs
  • Define who will adopt/approve the plan

Strategic Planning Checklist
31
Assessing your environment
32
Kick-Off Meeting A Time for Reflection
  • Brief history of your organization with a
    timeline of significant events.
  • Mission statement, vision statement and core
    values.
  • Does it provide overall direction?
  • Does it convey an image of success?
  • Does it clearly define your organization/what you
    do?
  • Is it written to define the population you serve?
  • Is it broad enough to enable you to grow?
  • Review overall process.
  • Enables the planning group to level-set and
    move forward from the same place together.

33
Preparing For Your SWOT/SOAR
  • Data-driven and evidence-based process.
  • Directly informs your results the conclusions
    you draw the critical issues you identify.
  • Identify data/information can you provide to your
    planning team
  • Internal environment (Internal Mandates, other
    doc)
  • External environment (NPHPSP/CHA)
  • Create new data
  • Internal key informant interviews
  • External key informant interviews
  • Customer surveys

34
SWOT Analysis
  • Strengths/Weaknesses (Internal)
  • Opportunities/Threats (External)
  • Scope Looking internally at the agency
  • Goal To identify most significant issues
  • Evidence-based
  • Identify all issues
  • Determine final list
  • List will be used to develop strategic objectives
  • Scope Looking external to the agency
  • Goal To identify most significant issues
  • Consider customers, social trends, political
    environment, partnerships, competition, etc.
  • Evidence-based
  • Identify all issues
  • Determine final list
  • List will be used to develop strategic objectives

QI Tools Brainstorming, Affinity Diagram,
Voting, Consensus
35
Revisiting Your Mission Statement
  • With draft critical issues in hand, compare SWOT
    results with mission statement
  • Do the issues you selected fit?
  • Is your Mission Statement still right?
  • Do you need to revise it?
  • Should it be broader or more narrow?

36
Prioritizing Identified Critical Issues
Probability Significance Significance Significance
High Medium Low
High (A) (E)
Medium (B)
Low (D)
Critical Issues A) B)C)D)E)F)G) H)
6 to 8 critical issues Check again for overlap of
concepts Does it support Mission Statement
QI Tools Prioritization
37
Developing your written plan
38
Strategic Planning (short/long term)
Action Plan
39
Translating Critical Issues Into a Plan
  • Consider
  • Resources will impact what you can do
  • Management establishes strategic objectives
  • Front line staff carry out the activities
  • As you write Strategic Objectives and Goals use a
    checklist
  • Supports the Mission Statement, Vision and Core
    Values
  • Realistic and achievable
  • Acceptable to those who have to implement them
  • Not too rigid, allow for flexibility in a
    changing environment
  • Specific enough to be measurable
  • Written concisely and are understandable

40
Implementing the plan
41
Moving From Strategic Planning to Strategic
Management
  • Implementation
  • Approval
  • Finalize First Year Action Plan (action, who is
    responsible, completion date, resources required,
    how it will be evaluated)
  • Determine/align resources needed

42
Implementing the Plan
  • Measurement
  • Be sure there is a plan to measure
  • Evaluate if measurement is working
  • Monitoring/Evaluation (monthly/quarterly)
  • How much progress has been made?
  • What is keeping us from accomplishing this?
  • Should the strategic objective be revised?
  • What changes should be made to the Action Plan?
  • Annually, strategic planning group reviews entire
    plan

QI Tools 5-WHY, Fishbone
43
Communication Plan
  • How and when will you involve staff in the
    planning process?
  • How will you vet your plan across the agency?
  • How will you gain staff buy-in to carry out the
    plan?
  • How will you update staff on progress and
    accomplishments?
  • What partners need to know about your plan?
  • How will you make your plan readily visible?

44
Reviewing strategic plans
Strategic Plan
45
Reviewing Strategic Plans
  • Using the plans at your table and the checklist
    provided
  • Briefly review the plan
  • Identify recorder/reporter
  • Discuss what you note about it/why important
  • Is anything missing?
  • What is helpful?
  • Report out and share findings

46
Thank you
  • Deb Koester, DNP, MSN, RN
  • Consultant to OSTLTSCarter Consulting, Inc
  • (770) 688-0430
  • iup5_at_cdc.gov
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