Strategic Implementation Plan Development and Control

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Strategic Implementation Plan Development and
Control
Training
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History 1

• LRPP (Long Range Program Plan)
• Historical means of strategic planning
• Content and format mandated by the legislature
• Includes goals, objectives and outcomes
• Blueprint Commission
• Meetings across the state
• Feedback and comments from all stakeholders
• Report with recommendations
• Desire for concrete action to address issues

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History 2

• RTN for external facilitator
• Change Team selected by ELT
• 8 Meetings to develop Draft Strategic Plan
• Draft Plan reviewed by ELT
• Draft Plan vetted with stakeholders
• Goals and objectives revised by steering
  committee
• Final strategic plan approved
• Implementation is next
• Modifications may continue with it being a
  living document

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Implementation Timeline
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Definition of strategic plan

• An organized, method, or series of activities or
  maneuvers for obtaining a specific goal.

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Failure to Plan or Failure to Implement the plan
Oops!
Bang!
Bang!
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Two Major Issues

• Doing the correct thing.
• Doing what you do in the best possible way.

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The strategic plan sets the direction and major
goals of DJJ What we are working to achieve. It
sets the stage to align all department processes
in a way that fully supports the departments
goals.
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Strategic Plan
It lays out how we will achieve our mission

• Our Mission
• To increase public safety by reducing
  juvenile delinquency through effective
  prevention, intervention and treatment services
  that strengthen families and turn around the
  lives of troubled youth.

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Strategic Plan
Target Outcomes
Impact
Indicators
Participants
Tactics
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Strategic Plan Structure

• Priority Goal (Major DJJ Strategic Goal)
• Objective (Result needed to achieve Goal)
• Targets (measureable target that would come from
  achieving the objective how you know you did
  it)
• Tactics (what will be done to achieve the
  objective)
• Participants (who should play a part in the
  design and/or deployment of the tactics)
• Indicators (Measureable results that quantify the
  outcomes and indicate how well the tactics are
  being implemented)

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Outcomes and Indicators

• Goal 1 Strengthen prevention and Intervention
  Services
• Outcome Percentage of youth who remain crime
  free six months after receiving prevention
  services.

The number is the indicator of outcome performance
The baseline is the starting point from which you
track change
Target the desired indicator value for the
outcome
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Change Management
Any questions on history, or the strategic
plan? Next

• The strategy for implementing
• a new strategy

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Change Characteristics

• What is the scope of the change?
• How many people will be impacted?
• Who is being impacted?
• Are people being impacted the same or are they
  experiencing the change differently?
• What is being changed - processes, systems, job
  roles, etc?
• What is the timeframe for the change?

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Organizational attributes

• What is the perceived need for this change among
  employees and managers?
• How have past changes been managed?
• Is there a shared vision for the change?
• How much change is going on right now?
• Work to understand the people and groups being
  impacted by the change. The organizational
  attributes are related to the history and culture
  in the organization and describe the backdrop
  against which this particular change is being
  introduced.

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Impacted groups

• Map who is being impacted by the change and how
  they are being impacted. A single change can
  impact different groups very differently.
• Listing the impacted groups and showing how they
  will be impacted enables specific and customized
  plans later in the change management process.

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Team structure

• The change management team structure identifies
  who will be doing the change management work.
• The key in developing the strategy is to be
  specific and make an informed decision when
  assigning the change management responsibility
  and resources.

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Sponsor Coalition

• The sponsor coalition describes the leaders and
  managers that need to be on-board for the change
  to be successful.
• Starting with the primary sponsor (the person who
  authorized and funded the change), the sponsor
  model documents the leaders of the groups that
  are being impacted by the change.
• The change characteristics will determine who
  must be part of the coalition. Each member of the
  sponsor coalition has the responsibility to build
  support and communicate the change with their
  respective audiences.

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Risk Assessment

• The risk of not managing the people side of
  change on a particular change can be very high.
• Changes that are more 'dramatic' and farther
  reaching in the organization have a higher change
  management risk. Likewise, organizations and
  groups with histories and cultures that resist
  change face higher change management risk. In
  developing the strategy, overall risk and
  specific risk factors are documented.

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Anticipate Resistance

• Many times, after a project is introduced and
  meets resistance, members of the team reflect
  that "they saw that reaction coming." In creating
  the change management strategy, identify where
  resistance can be expected.
• Are particular regions, providers or departments
  impacted differently than others?
• Were certain groups advocating a different
  solution to the same problem?
• Are some groups heavily invested with how things
  are done today? Note particular anticipated
  resistance points depending on how each group is
  related to the change

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Special Tactics

• Identify any special tactics that will be
  required for each particular change.
• The special tactics address organizational
  knowledge or learning from the strategy
  development related to the change and how it
  impacts different audiences.
• Throughout the change implementation, special
  tactics may need to be revised.

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More Special Tactics

• The groups identified in the strategy should each
  be addressed specifically in the communication
  plan.
• Steps for building and maintaining the support of
  those impacted and implementing change should be
  planned from the beginning.
• Each of the subsequent change management plans
  and activities should be guided by the findings
  in the change management strategy.

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Important Keys To Success

• Think it through in advance. (be specific)
• Involve those who must implement or who could
  resist the change in the development of the
  change.
• People tend to resist change that they have not
  been part of developing, so BUILD SHARED
  OWNERSHIP THROUGH MEANINGFUL PARTICIPATION.

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Change Management Plans

• Communication plan
• Sponsorship roadmap
• Coaching plan
• Training plan
• Resistance management plan
• Reinforcement planning

Develop Collaboratively
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Any Questions on Change Management?
Next Purpose of Implementation Plan
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Why do an Implementation Plan?

• Strategic planning can be exhilarating when
  coming up with new visions and missions and
  values, talking about long-standing issues in the
  workplace and coming up with new and exciting
  opportunities.
• Without careful implementation planning and
  diligently ensuring actions are carried out --
  the plan ends up collecting dust on a shelf.

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Strategy Goal Target Tactics Task
Target Outcomes
Impact
Indicators
Strategic Plan
Implementation Plan
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The Logic for an Implementation Plan

• Strategic Planning is thinking through the right
  things to do.
• Implementation Planning is thinking through the
  best way to do the right things.
• All the planning in the world will accomplish
  nothing unless you take action.
• Taking action is implementing a series of
  processes according to the plan.
• Change happens, so you must manage the action in
  accord with the plan.

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The Implementation Plan specifies how DJJs major
goals are to be met. It specifies what will be
done, including who, when, how, where, and how
success will be known. It is process and
management detail.
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Any Questions on Purpose of Implementation Plan?
Next How to develop an implementation plan
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Some basic concepts in Strategic Planning and
process Development

• You will need to take generic directional
  information as well as specific goal and
  objective related detail, put them in context of
  the reality of daily work, budgets, resistance,
  and change. Then decide who does what, when, how,
  and how it all fits together and, you have to do
  it in a collaborative way that builds support.
• Finally you need to identify the early warning
  and end result measures to manage it.

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Basic Plan Development Rules

• Meaningfully involve those who will have to carry
  out the plan and those who will need to supply
  something needed for successful implementation.
• Identify alternatives that meet the needs of
  those who serve your area as well as those who
  you serve.
• Use the Strategic Plan as your guide.
• Use data, use knowledge, for early warning and
  end result management.
• If you need help, ask for it.

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Planning
Priority Goal
Work
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• "Process"

Focus on the generic way work gets done first
Then plan tasks, jobs, who does the work, and how
you know success (data). The process must be
supported by the structure of the organization.
Its the process that causes the results.
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Strategy to Objective to Tactics
Tasks
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How it fits together
Work Flow and Time
Result
Result
Result
Result
The Implementation Plan
The Strategic Plan
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• Boundary Analysis

Expectations
Requirements
Requirements
Next Process
Supplier Process
Expectations
Task Process
Information
Information
Deliverables
Deliverables
Training
Procedure
Budget
Resources
People
Environment
Equipment
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Gantt Chart

• A Gantt chart allows you to assess how long a
  project should take.      
• A Gantt chart lays out the order in which tasks
  need to be carried out.      
• A Gantt chart helps manage the dependencies
  between tasks.
• A Gantt chart allows you to see immediately what
  should have been achieved at a point in time.    
   
• A Gantt chart allows you to see how remedial
  action may bring the project back on course.

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Gantt Chart
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Document the Order Timing
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Look For

• Gaps Objectives with no process to meet them
• Duplication Objectives with multiple processes
  in place to meet them
• Waste Processes being done for which there is no
  objective

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The significant problems we face cannot be
solved by the same level of thinking which
created them.
Albert Einstein
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Kano Model
Attractive
Unitary
Insufficient (not doing it)
Sufficient (do it a lot)
Expected
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Force Field Analysis
Driving Forces
Restraining Forces
1 Alternative funding
Budget Cuts 10
Untrained Personnel 5
5 Sr. Management support
Today
Objective
Unclear Policies4
2 Communication
Employee Turnover 3
10 Safety of youth
(___________________________)
(___________________________)
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Force Field Analysis

• Draw two columns, with one header running across
  both.
• Write the planned change in the header area.
• Label the left column "driving forces", and the
  right one "restraining forces".
• List the forces in the two columns.
• Encourage creative but realistic thinking.
• Forces seek equilibrium. To encourage change,
  create asymmetry between forces.
• Which of the restraining forces can be removed or
  weakened?

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Force Field Analysis

• Draw two columns, with one header running across
  both.
• Write the planned change in the header area.
• Label the left column "driving forces", and the
  right one "restraining forces".
• List the forces in the two columns.
• Encourage creative but realistic thinking.
• Forces seek equilibrium. To encourage change,
  create asymmetry between forces.
• Which of the restraining forces can be removed or
  weakened?

Try It
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Relationship Diagraph

• Use to Understand Cause and effect relationships
• Helps to prioritize and focus effort for the
  largest impact

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Relationship Digraph
Don't want to change
Lack of Rewards

• Communication

Fear
Training
Politics
Empowerment
Need resources
Lack of S.O.P.
No one accountable
Involve more people
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• Relationship Digraph Results

Causes
Effects

• Don't want to change
• Fear
• Politics
• Need resources
• No one accountable
• Involve more people
• Lack of S.O.P.

• Communication
• Training
• Rewards

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• Breakthroughs Often Focus On

• Technology
• Organization
• Culture

and how they can impact process what's actually
done
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• Dynamics of Breakthrough Thinking

• Issue The specific reason you need to
  reengineer the process. (High Cost)

• Conclusion An aspect of the process
  contributing to the issue. (College Graduates
  must do the work)

• Presumption A view or opinion about conditions
  that underlie the conclusion which lead to the
  issue. (The job requires elaborate analysis)

Breakthroughs can have a "domino effect"!
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• Breakthrough Idea Example

• Old "Law" You need to go to college to get a
  degree.

• Disruptive Idea The Internet

• New "Law" The college will go to you.

What is the Disruptive Idea "domino effect"?
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• Breakthrough Idea Example

• Old "Law" Employees need to commute to the
  office.

• Disruptive Ideas Fax machines, distributed
  computing, telecommunication, multi-media
  conferences.

• New "Law" Who needs to commute? Sell the
  office park!

What is the Disruptive Idea "domino effect"?
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Morphological Box

• This helps teams identify all practical
  alternatives for a solution.
• It promotes divergent thinking.
• It assists with convergent thinking.
• It requires the input of experts.
• It helps a team see how the potential
  alternatives fit.
• It documents key steps, alternatives for each
  step and the chosen path.

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Morphological Box
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Morphological Box
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Morphological Box

• With a 10 parameter by 10 option
• Morphological Box
• You can evaluate 10 billion combinations.
• A brainstorming team generating 5 ideas per
  minute, working 24 hours a day, would take 3,800
  years to match this productivity!

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Document Your Plan

• The Goal
• The Goal Leader
• The Objective
• The Objective Leader
• The Task
• The Sub-Task
• The Timeframe
• Track progress against the plan.

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Review how to design an Implementation Plan

• Keep the goal in mind
• Identify stakeholders and involve them
• Think through change management issues
• Review the Objective in its relationship with the
  current situation (Force Field Analysis)
• Think through driving and restraining forces
• Explore cause and effect relationships
  (Interrelationship diagraph)
• Be creative and look for breakthrough ideas
• Think through alternatives (Morphological Box)
• Plan and document an implementation process

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Example
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Goal Leader Beth Davis
Objective Leader John Criswell
Objective 40 Develop and implement performance
incentives to promote program accountability and
quality.
Objective Leader John Criswell
Objective 41 Implement evidence based programs
and services that are proven effective in
achieving program performance outcomes.
Objective Leader Jennifer Rechichi
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Objective 41 Implementation Plan to Implement
evidence based programs and services that are
proven effective in achieving program performance
outcomes.
What would you do?
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Objective 41 Implementation Plan to Implement
evidence based programs and services that are
proven effective in achieving program performance
outcomes.
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Objective 41 Implementation Plan to Implement
evidence based programs and services that are
proven effective in achieving program performance
outcomes.
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Objective 41 Implementation Plan to Implement
evidence based programs and services that are
proven effective in achieving program performance
outcomes.
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Objective 41 Implementation Plan to Implement
evidence based programs and services that are
proven effective in achieving program performance
outcomes.
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Use the Excel Spread Sheet
Track Progress
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Implementation Timeline
Any Questions?
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Help and consultation isa phone call away

• Bob Dale
• [phone]
• Email robert.dale_at_djj.state.fl.us