Strategic Planning

Deb Koester, DNP, MSN, RNConsultant to OSTLTSCarter Consulting, Inc.

(770) 688-0430iup5@cdc.gov

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

On average, how long do management teams spend each month discussing strategy?

A) 8 hours a monthB) 4-6 hours a monthC) 2-4 hours a monthD)Less than one hour per month

What percent of their time does the average employee spend on the organizations’ top priorities? A) More than 70%B) 50%C) 30-40%D)Less than 30%

What percent of effectively formatted strategies are successfully implemented?

A) More than 80%B) About 50%C) About 25%D) Less than 10%

Today, 85% of management teams spend less than one hour per month discussing strategy.

Employees spend about 30-40% of their time on the organization’s top priorities.

A survey of management consultants found that fewer than 10% of effectively formulated strategies are successfully implemented.

INTRODUCTION TO STRATEGIC PLANNING

There’s No One Way to Conduct Strategic Planning

A Framework For Strategic Planning

1) Organizing Your Strategic Planning Process2) Mission/Vision/Core Values3) Assessing Your Situation/Identifying Your

Priorities4) Writing Your Strategic Plan AND Action Plan5) Adopting Your Strategic Plan6) Implementation7) Monitoring and Evaluation

Strategic Planning (short/long term)

Action Plan, Monitoring and Evaluation

PHAB NATIONAL VOLUNTARY PUBLIC HEALTH ACCREDITATION AND STRATEGIC PLANNING

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

department’s 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 public’s 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 StandardsStandard 5.1: Serve As a Primary and Expert Resourcefor Establishing and Maintaining Public HealthPolicies, Practices, and Capacity.Standard 5.2: Conduct a Comprehensive Planning Process Resulting in a Tribal, State and CommunityHealth Improvement Plan.Standard 5.3: Develop and Implement a HealthDepartment Organizational Strategic Plan.Standard 5.4: Maintain an All Hazards EmergencyOperations Plan.

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Standard 5.3: Develop and Implement a Health Department Organizational Strategic Plan• Process for defining and determining an organization’s

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 department’s 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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Crosswalk:PHAB & Strategic Planning FrameworkPHAB Standards/Measures5.3.1 Conduct a department

strategic planning process.

5.3.2 Adopt a department strategic plan

5.3. Implement the department strategic plan.

7 Step Framework 1) Organizing Your Strategic Planning

Process2) Mission/Vision/Core Values3) Assessing Your Situation/Identifying

Your Priorities4) Writing Your Strategic Plan AND

Action Plan

5) Adopting Your Strategic Plan

6) Implementation7) Monitoring & Evaluation

PREPARING TO CONDUCT A STRATEGIC PLANNING PROCESS

How is strategic planning in public health different from non-profit or for profit organizations?

• Mission• Equity• Mandates• Accountability

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

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

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

ORGANIZING YOUR STRATEGIC PLANNING PROCESS

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?

Stakeholder Analysis: Power vs. Interest Grid

I N T E R E S T

POWER

05

5

10

10

Involve Collaborate Defend Monitor

Supportive

Mixed

Non-Supportive

Marginal

Stakeholder Analysis Tools

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.

Stakeholder Analysis Results

I N T E R E S T

POWER

0 5 10

5

10

Involve Collaborate Defend Monitor

Supportive

Mixed

Non-Supportive

Marginal

Stakeholder Analysis

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

ASSESSING YOUR ENVIRONMENT

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.

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

SWOT AnalysisStrengths/Weaknesses (Internal)

• 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

Opportunities/Threats (External)• 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

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?

Probability Significance

High Medium Low

High (A) (E)

Medium (B)

Low(D)

Critical IssuesA)B)C)D)E)F)G)H)

Prioritizing Identified Critical Issues

6 to 8 critical issuesCheck again for overlap of conceptsDoes it support Mission Statement

QI Tools: Prioritization

DEVELOPING YOUR WRITTEN PLAN

Strategic Planning (short/long term)

Action Plan

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

IMPLEMENTING THE PLAN

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

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

planQI Tools: 5-WHY, Fishbone

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?

REVIEWING STRATEGIC PLANS

Strategic Plan

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

THANK YOU Deb Koester, DNP, MSN, RNConsultant to OSTLTSCarter Consulting, Inc(770) 688-0430iup5@cdc.gov