Addressing An Unmet Need Through Strategic Planning

Post an explanation of the unmet need that affects a specific group, unit, or organization that you would like to focus on for your Course Project. Share data from your historical analysis and forecasting, and identify stakeholders who should be included in the strategic planning process. Explain your vision for addressing this need at the organizational or systems level. Addressing An Unmet Need Through Strategic Planning

Kentucky and Appalachia Public Health Training Center

Strategic Planning Workbook

Table of Contents

Orientation

Strategic Planning Model ………………………………………………………………..

4

Syllabus …………………………………………………………………………………………..

5

Readiness Assessment …………………………………………………………………….

7

Getting Started

Plan to Plan …………………………………………………………………………………….

10

Strategic Planning Data Needs ………………………………………………………..

13

Assessing the Current Situation

Mission Development …………………………………………………………………….

15

Vision Development ……………………………………………………………………….

17

Stakeholder Analysis ………………………………………………………………………

20

Review Organization Mandates ……………………………………………………..

21

External Assessment: 3 Questions ………………………………………………….

23

External Assessment: Current Trends ……………………………………………..

24

Situation Assessment: Programs, Products, Services ………………………

25

Internal Assessment ……………………………………………………………………….

26

SWOT Analysis ………………………………………………………………………………..

27

Developing the Plan

The Strategic Initiatives Matrix ……………………………………………………….

31

Developing Goals ……………………………………………………………………………

33

Developing Objectives …………………………………………………………………….

33

Developing Objectives Matrix …………………………………………………………

36

Evaluation and Integration

Plan Review …………………………………………………………………………………….

38

Communication Plan ………………………………………………………………………

39

Evaluate and Improve the Planning Process ……………………………………

40

Evaluate and Improve Strategies …………………………………………………….

41

Strategic Planning Resources ……………………………………………………………………..

42

Kentucky and Appalachia Public Health Training Center

Strategic Planning

Overview

Strategic Planning Model

image1.jpg

Strategic Planning Syllabus

Module

Content

Objectives

Assignment

Orient-ation

Prepare for strategic planning.

· Who should be on the team?

· Identify and prepare team

· Readiness assessment

 

 

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· Participants will have a road map for the strategic planning course and process

· Select and prepare team

· Conduct readiness assessment

· Review ‘Getting Started’

Getting Started

What is strategic planning and why should we do it?

Why is it important? What it takes

Overview of the model

Plan-to plan

· Describe the purpose of a strategic plan

· List the critical elements of a strategic planning process

· Identify the benefits of strategic planning

· Identify reasons why strategic planning should be a priority in your organization Addressing An Unmet Need Through Strategic Planning

· Develop a plan-to plan

· Develop a communication plan and process for updating

· Identify benefits of strategic planning for your organization.

· Develop your Plan to Plan

· Review your organization’s existing strategic plan. Talk with others in your organization about it.

· Ask: Is this plan still relevant?

· Has it been used? Why or why not?

· What are the weaknesses & strengths of this plan?

· Develop a communication plan to educate your organization

· Review ‘Assessing the Current Situation’

Assessing the Current Situation

How to do strategic planning;

Process of change;

Environmental assessment;

Vision, Mission, Values

Mandates, Customers

· Construct a process for creating a strategic plan

· Enlist the support of key individuals for creating a strategic plan

· Identify data needs for planning

· Be able to develop a vision, mission and values

· Identify stakeholders and how you will gather information from them.

· Review your organizational mandates

· Develop Vision, mission, and values

Situation analysis

SWOT

· Be able to conduct a situation analysis – internal and external

· Be able to develop and conduct a SWOT analysis

· Gather data

· Conduct your SWOT

· Review ‘Developing the Plan’

Developing the Plan

Analyze data

Identify strategic priorities

Develop Goals and Objectives

Develop performance measures

· Identify strategic priorities

· Know the importance of measures

· Define the elements of a written strategic plan

· Develop goals

· Develop SMART objectives

· Identify performance measures

· Analyze SWOT and Plus/Delta info

· Identify strategic priorities

· Develop Goals

· Develop SMART objectives

· Develop measures

· Review ‘Evaluation and Integration’

Evaluation and Integration

Writing the plan

Implementation

Evaluation

Strategic plan as a foundation for succession planning

· Identify the elements of a written strategic plan

· Describe the purpose of evaluation

· Describe the types of evaluation and associated questions

· Describe how to link evaluation results to future strategic goals/ objectives

· Develop your written strategic plan

· Develop a process for implementation

· Determine how and when you will evaluate your Strategic plan

· Develop on-going monitoring process and timelines for integrated strategic planning

· Develop a change management plan

Strategic Planning Readiness Assessment

Barriers to Strategic Planning

What do you see as the barriers?

Barriers to strategic planning

Ways the barriers can be addressed

Expected Benefits of Strategic Planning

List the benefits, direct and indirect you expect from strategic planning.

Benefits

Ways to enhance the benefits

Expected Costs of Strategic Planning

List costs you anticipate (direct and indirect) of strategic planning

Anticipated Costs

Ways to manage these costs

Should we proceed with strategic planning?

yes

no

How to mitigate “No”s

1. We have a strong sponsor

2. We have a process champion to lead the process

3. Resources are available to do this planning

4. Resources are likely to be available to implement our plan

5. The process and plan will be linked to our budgets and operational plans

6. The benefits outweigh the costs; the process will create real value for our organization and stakeholders

7. Now is the right time to initiate the process

8. The organization is ready to do strategic planning

9. The Board is ready to engage in strategic planning

10. We can enlist stakeholders in our process

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Strategic Planning

Getting Started

Strategic Planning – Getting Started

Plan to Plan

After readiness has been assessed and the organization determines that it is ready to move forward with strategic planning, it is useful to develop a plan-to-plan. In other words, to think through the scope and purpose of the plan, the resources needed (including personnel) and how the organization will go about the strategic planning process. The following list of questions will help you to think through this process and develop your plan-to-plan.

1. Whose plan is this? Whole org? Sub-unit? Government agency? Community?

2. Why are we doing this?

· Response to requirements (external mandate)

· Help provide direction

· Enhance organizational capabilities

· Response to a crisis

· Help prioritize efforts

· Improve communications and public relations

· Improve effectiveness and/or efficiency

· Other:

3. Focus of this Strategic Plan: Programmatic? Internal organization?

4. What time period will the plan cover?

5. What challenges, issues, problems or concerns do we hope the planning process and the plan will address?

6. Who is sponsoring the planning process? Do they have the authority and power, resources and time?

7. Who is the point of contact for the process?

8. Who will be on the strategic planning team?

9. Do we want/need an outside facilitator?

10. Who will be involved in the review of the plan prior to and during any formal adoption process?

11. How much time are we willing to give to the strategic planning process? And how often will the planning team meet?

12. What is the expected time frame for the planning process (6 months, 12 months, other)?

13. What type of written plan do we envision? Addressing An Unmet Need Through Strategic Planning

a. Short executive summary

b. Longer more detailed plan but not including tactical and operational elements

c. A detailed plan including tactical and operational elements

d. Other

14. What resources do we need for the strategic planning process?

a. Budget

a. People

b. Information

c. Facilities for meetings

d. Consultants

e. Other

15. What criteria should be used to judge the effectiveness of the strategic planning process?

16. What criteria should be used to judge the effectiveness of the strategic plan?

Strategic Planning Phases

Getting Set up for Success

Defining Who We Are

Defining Our Challenge

Setting Our Course

Putting the pieces together

Making it Happen

Keeping the Plan Relevant

Phase 1

Phase 2

Phase 3

Phase 4

Phase 5

Phase 6

Phase 7

Get Ready:

Plan to Plan

Articulate Mission, Vision, Values

Assess situation

Agree on Strategic Priorities

Write the Plan Document & Commit

Implement the Plan – the Action Plan

Evaluate and Monitor the Plan

 

 

 

Product = Workplan

Product = Mission, Vision, Guiding Principles

Product =

Data to inform decisions.

SWOT analysis

Product = Decisions/ Agreement on Strategies, Goals, Objectives and indicators of success

Product = Strategic Plan

[Optional: Budget, Communications plan]

Product =

Annual Plan (operating plan) & Communications Plan

Action!

Product =

Best practices for future planning. Mechanism for monitoring.

Measures, milestones

Adapted from Allison and Kaye, Compass Point Non-Profit Services

Strategic Planning Data Needs

Data Need to Inform the Plan

What

Where is it located

How we will obtain it

Previous strategic plan and results

Customer data: (Survey, focus groups, etc)

Financial Data: Current and projected

Services Data: Utilization, trends

Human resources data: positions filled/unfilled, anticipated vacancies, needs, training data

Other

Kentucky and Appalachia Public Health Training Center

Strategic Planning

Assessing the Current Situation

Strategic Planning – Assessing the Current Situation

Mission Statement

A mission is a short comprehensive statement of the reason for the organization’s existence. It succinctly identifies what an organization does (or should do) and its customer base.

Components of a mission statement

· Specifies target clients

· Identifies principal services delivered

· Specific geographic domain

· Expresses commitment to specific values

Mission Statement Development

1. Individually fill in a phrase or 2 answering each of the following:

What your organization (agency/division/department/unit) does:

“Your enterprise” (verb) (adjective and noun) and (adjective and noun)

Example: XYZ unit delivers performance technologies and profitability systems

2. What are the results to/for your customers, organization or others?

Resulting in (noun benefit) “for” (first constituency) and (noun benefit) “for” (second constituency) Example: “resulting in enhanced performance for our clients and proper returns for our shareholders.

3. Optional: What are the underlying values or beliefs upon which the above is made? [Based on a foundation of (value # 1) and (value # 2). Example: “based on a foundation of integrity and respect for the individual.” Addressing An Unmet Need Through Strategic Planning

Step 2: In each category, gather all the individual phrases on a flip chart. Discuss what each means; then narrow them down to three statements in each category.

1. Good “What your organization does” phrases:

2. Good “What are the results…” phrases

3. Good “What are the underlying values” phrases

Step 3: Write a statement that captures the best ideas in one statement.

Try to keep it less than 25 words!

Mission statement checklist image2.wmf

YES

NO

Does the mission statement reflect the work and unique character of your team/organization…?

Is it brief and to the point?

Is it easy to understand?

Can you easily remember it?

Is it broad enough to include some growth of your products, services or customer base?

Are you proud of it? Would you frame it? Hand it out to others?

Vision Statement

A vision statement describes what the organization wants to be in the future. It is a little lofty and grand. A vision statement represents what the future could or should be. It provides a picture of the future as seen through the eyes of employees, customers, stakeholders. A great vision statement will inspire and challenge and every employee will be able to see themselves in that future.

Characteristics of a vision statement:

· What we want to create

· Not bound by time and not quantified

· Inspires and challenges

· Brief and memorable

· Provides meaning to the work

· Appealing to all stakeholders

Vision Development – The Cover Story Vision

It is now the year 2012 and we have accomplished everything that we most wanted. We have become so successful that TIME magazine featured us as its cover story in this week’s issue. Describe what this cover story says. What picture is on the cover? What are the headlines? What are the human interest stories and quotes? Remember, the story has already been written. If you find you can’t recall the details, just make it up! (work in small groups and then compile everyone’s work)

From the visioning exercise, identify common themes and phrases. Use these items to develop a vision statement. Verify your vision statement with others in the organization. Get people committed to it!

Vision Statement Checklist image3.wmf

YES

NO

Does the vision statement provide a clear picture of the organization’s ideal future?

IS the vision statement inspiring and challenging?

Is the vision statement brief enough to be remembered?

Will achievement of the mission help make the vision a reality?

Values Statements

Whether you call them values, guiding principles or beliefs, these are the core philosophies describing how an organization conducts itself in carrying out its mission. Values or Guiding principles are the beliefs supporting the mission and vision. Values are most obvious in how the organization does things and with whom it does them, not necessarily what it does.

A values statement articulates how the organization will conduct itself.

Guiding principles/core values: What do we stand for?

Guiding principles/Core values must guide the day-to-day behavior of everyone in the organization, if it is to be successful in achieving its mission. They are our most basic beliefs – our credo – that guides everything we do.

 

 

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Criteria for guiding principles/values

The best statements of guiding principles express the organization’s attitude and values about three things:

· People: The way people inside and outside the organization are treated.

· Process: The way the organization is managed, decisions are made and products or services are provided.

· Performance: Expectations concerning the organization’s responsibilities and the quality of its products and services.

Guiding principles/values exercise:

1. Each participant takes 3 -5 post-it notes and writes one of their guiding principles/values (a word or phrase) for the organization on each post-it.

2. Each participant places their post-its on the board at the front of the room.

3. Without talking, delete duplicates and sort the ideas into categories – things that seem to fit together.

4. As a group, create headings for each category grouping.

5. For each category, write a values statement.

6. Review the values with everyone to assure understanding and agreement.

7. Decide how these will be reflected in the organization and in the strategic plan

Some examples:

Ohio State University Medical Center

Vision:

Working as a team we will shape the future of medicine by creating, disseminating, and applying new knowledge and by personalizing health care to meet the needs of each individual

Mission:

To improve people’s lives through innovation, research and patient care. Addressing An Unmet Need Through Strategic Planning

Values

· Excellence

· Collaborating as one university

· Acting with integrity and personal accountability

· Openness and trust

· Diversity in people and ideas

· Change and innovation

· Simplicity in our work

· Empathy and compassion

· Leadership

Sierra Technology Solutions

Mission

The mission of Sierra technology Solution s is to create technology solutions for forward-thinking organizations

Vision

To be known as the technology experts and resource center for small to medium-sized organizations

Values

· To empower and inspire entrepreneurial leaders

· To be professional in our actions to our clients, partners and each other

· To effectively impact the marketplace

· To help all of organizations regardless of their resource constraints

· To have honesty, integrity and respect for all individuals

· To continually pursue knowledge and learn

· To practice what we teach

· To have enjoyment and fulfillment in our work

Stakeholder Analysis

Stakeholder

What do they want/need/expect from us?

What criteria does stakeholder use to assess our performance?

How are we doing with them?

How do we know?

What can we do to improve?

Review Organizational Mandates

Mandate

Source (law, rule, policy, grant requirement)

Key requirements

Effects on the organization and its services or products

Evaluation Criteria: (develop your own)

· Funded

· Still appropriate

· Out of date Addressing  Health History Report Document Help