State Leaders Conference

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State Leaders Conference

• Strategic Planning Working Session
• 2/22/07

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Todays Agenda

• Strategic Planning Overview
• Case Study North Carolina
• Case Study Colorado
• Project Management Overview
• Questions and Answers

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Strategic Planning
Vision
Mission Values
Goals
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Vision Statement

• Definition of Vision
• An image of the future we seek to create.
• A vision statement describes in graphic terms
  where the goal-setters want to see themselves in
  the future.

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Vision Statement

• A few important facts . . .
• You have to have one
• Companies with vision statements are 8 times
  more effective
• Tells you where you want to go
• You have to share it
• Tell EVERYONE

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Vision Statement

• ENA's Vision Statement
• ENA leads the way in knowledge,
• resources, responsiveness
• for emergency nurses, their patients,
• families.

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Mission Statement

• Definition of Mission A purpose
  or reason for being.
• The Mission answers the BIG questions
• What is our business?
• Why do we exist?
• The Mission statement defines the purpose or
  broader goal for being in existence.

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Mission Statement

• A few important facts . . .
• Does NOT set for the concrete actions
• Does define the abstract concepts to be achieved
• It is the overall reason an organization exist
• It must be shared

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Mission Statement

• ENA's Mission Statement
• ENA is a professional member organization
• recognized internationally for promoting
• excellence in emergency nursing through
• leadership, research, education, advocacy.

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Organizational Values

• Definition of Values The central worth or
  important that an organization holds in highest
  esteem.
• Core values define who what you are.
• Values provide guiding principles when ethical
  issues arise.

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Goals

• Definition of Goals
• An objective or desired outcome the
  end-point you want to reach.
• Goals should be SMART
• Specific
• Measurable
• Achievable
• Realistic
• Timebound

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Goals

• A few things to consider . . .
• Do not make them too many or too lofty
• Do not worry if you have only 1, even if it seems
  small
• Do not sacrifice quality for speed, nor quality
  for quantity
• Be realistic about your resources limitations
• Focus on something you are passionate about
• Goals should be set by those who will ultimately
  achieve them

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Organizational Values

• ENAs Organizational Values
• In developing continually refining
• its strategic plan, ENA will keep in mind
• the need to be
• Fast and timely
• Agile responsive
• Proactive (anticipatory, not reactive)
• Visible to the profession the public
• An advocate for improved emergency
• care

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NCENA
Strategic Plan
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NCENA Strategic Plan
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NCENA Strategic Plan

• Strategic Plan functions are
• committee / workgroup based.

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NCENA Strategic Plan

• An action plan is scheduled for each
• defined committee / workgroup
• with tasks assigned with deadlines
• budgetary constraints.

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NCENA Strategic Plan

• Committees and Workgroups
• Member Communications Committee
• Education Committee
• Treasury Committee
• Government Affairs / Community Involvement
  Committee
• Awards Workgroup
• Executive Board Elections Workgroup
• Martha Wood Scholarship Workgroup
• Nurse Managers Workgroup
• Emergency Preparedness Workgroup
• 2008 SESS Site Workgroup

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NCENA Strategic Plan

• Member Communications Committee
• Maintains communication with ED Nurse Managers
• Keeps current NCENA member list
• Maintains standing executive board members
• e-mail accounts at NC-ENA.com Web site
• Promotes disperses information to NCENA
• members through
• NCENA e-mail
• NCENA Web site
• Conduct membership blitz from Jan 1, 2007
• through June 30, 2007

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NCENAStrategic Plan

• Education Committee
• Assess need for provide TNCC ENPC
• courses statewide
• Plan execute annual state educational
• conference
• Assist SESS committee with SESS conference
• Assess need for provide ENCARE courses
• statewide
• Keep NCENA members up to date in nursing
• research

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NCENA Strategic Plan

• Treasury Committee

• Implement 2007 NCENA budget
• Communicate with CPA issues with IRS
• Generate fund raising ideas
• Coordinate reimbursement to SESS
• NCENA participants delegates to the
• General Assembly

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NCENA Strategic Plan

• Government Affair / Community
• Involvement Committee
• Provide updates from National ENA government
• affairs into the NCENA Web site
• Provide support for the AED legislation
• Act as a resource liaison to members who want to
• initiate injury prevention programs in their
  areas
• Coordinate Saturn National Donor Day events with
• Saturn dealerships in NC

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NCENA Strategic Plan

• Awards Workgroup
• Conduct call for NCENA award nominees
• Review nominations select award winners
• Provide nominations for national ENA awards

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NCENA Strategic Plan

• Executive Board Elections Workgroup
• Conduct call for review eligibility of
• nominees for election to NCENA
• executive board
• Conduct NCENA election process

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NCENA Strategic Plan

• Martha Wood Scholarship Workgroup
• Update application for Martha Wood
• scholarship
• Disperse applications solicit applicants
• Review applications select scholarship winners
• Solicit funds to maintain scholarship

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NCENA Strategic Plan

• Nurse Managers Workgroup
• Maintain a contact list of all nurse managers
• in all NC EDs
• Maintain contact with above stated nurse managers
• Generate support of NCENA from nurse
• managers

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NCENA Strategic Plan

• Emergency Preparedness Workgroup
• Obtain disperse information on emergency
  preparedness
• Act as a liaison between NCENA the NC
• office of EMS concerning emergency
  preparedness
• Be a resource to any NC EDs regarding emergency
  preparedness

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NCENA Strategic Plan

• 2008 SESS Site Workgroup
• Work with SESS chair on all aspects of
• planning 2008 SESS
• Plan arrange for on-site clinical visits
• to MED-1 Lowes Motor Speedway

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NCENA Strategic Plan

• Summary
• Set reachable goals
• Thoroughly document plan
• Set maintain deadlines
• Function within your budget
• Conduct monthly review of progress
• amend plan as necessary
• Decide mid-year what needs to carry over
• to following year

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NCENA Strategic Plan
NC-ENA.com Jason Moretz, NCENA
President jmoretz_at_bellsouth.net Dianne Steele,
NCENA President-Elect errn16183_at_aol.com
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Strategic Planning
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STRATEGIC PLANNING
WHO IS INVOLVED?

• Board of Directors
• Committee Members
• Open to any interested members

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Roles Played By Each Member

• President
• Organizes meeting
• Reviews Goals Direction
• Secretary Treasurer
• Brings prior plan for reference
• Documents new changes
• Brings prior expenditures for reference in
  setting new plan / budget
• Committee Chairs Interested Members
• Asked to review prior plan brainstorm new ideas

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STEPS FOR SUCCESS

• Set Dates Location in Advance
• Do you have a mission, vision, values?
• BRAINSTORM PRIOR TO THE PLANNING MEETING
• Know Your Budget Goals

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• There is nothing like being the richest man in
  the cemetery

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Making It Work

• Your plan must be easy to follow.
• Does it meet your goals?
• Will it take you where you want to go?
• Can your members read navigate the plan?
• Post it Early / Talk About it Often
• Make sure to have all your backup forms
• Scholarship Applications, Registration /
  Reimbursement Forms, Grant Requests

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AVOID THE PITFALLS

• Communication Between Board Members
• Missed Deadlines
• IE Scholarship Selection Process
• Memberships Must Be Current
• Scholarships
• Reimbursed vs. Purchased
• Travel Insurance
• Pre-selecting Runner Ups

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You must get good at one of two things Planting
in the spring or Begging in the fall
Jim Rohn, Business Philosopher
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PROJECT MANAGEMENT The Ultimate Key to Strategic
Planning Success

• Strategic plans can be perfectly designed, BUT .
  . .
• Many fantastic plans gather dust on shelves
• Impacts
• High value initiatives arent accomplished
• The planning process itself is de-valued
• a perceived waste of time for participants
• The organization ultimately suffers

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PROJECT MANAGEMENT Definitions

• Project
• Temporary endeavor undertaken to create a unique
• product, service, or result. Projects are NOT
  ongoing
• efforts.
• Project Management
• Application of knowledge, skills, tools,
  techniques to
• project activities to meet project requirements.
• Involves
• Establishing clear achievable objectives
• Identifying requirements to attain the objectives
• Balancing competing demands of quality, scope,
• time, cost
• Adapting the specifications, plans, approaches
• to different concerns expectations of
  various
• stakeholders

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PROJECT MANAGEMENT Definitions (continued)

• Project Life Cycle
• Defines the phases that connect the
• beginning of a project to its end and are
• generally sequential
• Project initiation
• Project planning
• Project execution
• Monitoring control
• Closeout

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PROJECT MANAGEMENT Initiation Key Tips

• Clarify project objectives / summarize
• descriptions of outputs
• Identify project roles, responsibilities,
  assignments
• Identify stakeholders relative to project
• outputs
• Document assumptions constraints to
• project completion
• Define a communication plan (i.e., who
• needs to know what when)
• Document the above items in the form of
• a project charter

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PROJECT MANAGEMENT Planning Key Tips

• Address
• What (requirements)
• How (work breakdown structure)
• Need to determine what level to plan at
• (e.g., down to the task level)
• When (schedule)
• Who (skilled resources)
• How much (budget)
• Identify
• Project roles, responsibilities, and assignments

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PROJECT MANAGEMENT Planning -- Activity Sequencing

• Precedence Diagramming Method
• Used to construct a project schedule
• Relies on Post-It notes or similar tools to lay
  out a process from start to finish
• Arrows used to connect activities and show
  dependencies

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PROJECT MANAGEMENT Planning -- Activity
Sequencing (continued)

• Group Exercise Planning the education
• program for a state conference
• Select conference speakers
• Determine educational topics to address
• Negotiate speaker contracts
• Finalize budget for conference speakers
• Finalize program agenda, including timeslots for
• each presentation
• Determine room allocations for various speakers
• Accumulate speaker PowerPoint presentations for
• program book
• Make hotel arrangements for speakers
• Determine speaker needs for AV and other
• requirements
• Cut / distribute checks to speakers
• Investigate potential speakers / check references

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PROJECT MANAGEMENT Planning Activity Resource
Estimating

• Effort
• Number of labor units required to complete an
  activity.
• Effort is typically expressed in hours.
• Duration
• Total number of work periods (not including
  holidays
• or other non-working periods) required to
  complete an
• activity. Duration is usually expressed in work
  days or
• work weeks.

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• PROJECT MANAGEMENT
• Planning Activity Resource Worksheet

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• PROJECT MANAGEMENT
• Planning Identifying the Critical Path

• CRITICAL PATH
• Determines the length of a project by calculating
  early and late start and finish dates for each
  activity
• Calculation is based on duration estimates
• Is simply a mathematical calculation of duration
  estimates along every path within the network to
  reveal the longest path and the end time / date
  of the project
• Is critical only to time, because a delay in any
  activity on the critical path will delay the
  entire project
• Focusing on critical path activities will help
  assure projects are completed on time and as
  planned

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PROJECT MANAGEMENTPlanning Identifying the
Critical Path (continued)

• Determining the critical path involves
  identifying the following for each activity
• Early Start 0 for beginning Activity, or
  Early Finish of preceding Activity (the
  activitys earliest scheduled start date)
• Early Finish Early start plus Activity Duration
  (the activitys earliest scheduled finish date)
• Late Finish End of project for ending
  activities or late start of succeeding activity
  (the activitys latest scheduled finish date)
• Float or Slack Late start minus early start
  (the amount of flexibility for the scheduled
  activity)
• Late Start Late finish minus Activity Duration
  (the activitys latest scheduled start date)

Early Start
Duration
Early Finish
Activity Description ID Number
Late Finish
Late Start
Float
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Critical Path Example
3
2
5
Activity 2
9
12
14
0
3
3
3
4
7
7
1
8
8
2
2
10
16
14
Activity 5
Activity 7
Activity 1
Activity 3
Activity 8
0
0
3
7
4
11
4
4
0
11
12
12
14
14
16
Start
End
3
1
4
4
14
10
Activity 4
Activity 6
3
0
4
4
0
14
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PROJECT MANAGEMENTRecap

• Many techniques / tools beyond what was discussed
  today
• Involves an upfront investment of time for
  analysis and planning
• Requires practice to do well and efficiently
• Will pay big dividends in successful projects
  down the road
• Indirectly builds credibility to strategic
  planning and for your state council

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Questions Answers