Strategic Planning

1
Strategic Planning

• Deb Koester, DNP, MSN, RN
• Consultant to OSTLTS
• Carter Consulting, Inc.
• [phone]
• 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
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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).

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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.

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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.

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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.

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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.

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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

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Preparing to conduct a strategic planning process
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How is strategic planning in public health
different from non-profit or for profit
organizations?

• Mission
• Equity
• Mandates
• Accountability

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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
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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
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Stakeholder Analysis Tools
Involve Collaborate Defend Monitor
Supportive
Mixed
Non-Supportive
Marginal
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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.

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Stakeholder Analysis Results
10


P O W E R
5
0
5
10
I N T E R E S T
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Stakeholder Analysis
Involve Collaborate Defend Monitor
Supportive
Mixed
Non-Supportive
Marginal
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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
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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

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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
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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?

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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
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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
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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
• [phone]
• iup5_at_cdc.gov