strategy planning by dr shabon palcare 2011

Dr Shabon Resouces 07 1

STRATEGY PLANNING

PALCARE

FACILITATOR

Dr Roohullah. Shabon

Oct 2011

2 Dr Shabon Resouces 07

Objectives:

-

• Introduction: Purpose and Process of strategy planning

• To review and build on our existing Palcare Vision, Mission, Value and SWOC analysis

• Discuss the strategic priorities • Discuss Operationalization of Strategies: Program

Operation Plan (POP) and Action plan (AP), Work Plan (WP) and Action Calendar;

• Next Steps

Why Consider a Change?

1. Board role dissatisfaction

2. Organizational problems

3. New phase in life-cycle

4. ED turnover

5. Board member turnover

6. Crisis of confidence

7. Changing political/economic environment

8. All of the above!!!

What type of Board you want to be? • Working Board – do all the work! Usually no staff / ED

• Managing Board (Traditional Board) – actively manage the organization keeping their hands on the wheel . Have staff and an ED

• Governing Board (Policy-based) – delegates responsibility to the ED, uses policies as a highly leveraged tool. Try to stay away from the operations and try not to micromanage the ED. Follow the Carver model or are highly influenced by it

• Ratifying Board – follows the lead of the ED who usually establishes the agenda, develops policies and even selects future Board members. Sometimes look like governing Boards – do not lead or provide accountability

• Failing Board – arguments, strife, disharmony

Twelve Principles of Exceptional Boards

1. Involved in Establishing

Constructive

Partnership*

2. Mission Driven

3. Strategic Thinkers

4. Invite a Culture of Inquiry

5. Made-up of Independent

Thinkers

6. Transparent

7. Maintain a High Level of

Integrity

8. Always thinking about

Sustaining Resources

9. Results and Quality Focused

10. Engage in Intentional Board

Practices

11. Are interested in Continuous

Learning

12. Understand the Importance

of Revitalization

What is Strategic Planning?

• Process to establish priorities on what you will accomplish in the future • Forces you to make choices on what you will do and what you will not do • Pulls the entire organization together around a single game plan for execution • Broad outline on where resources will get allocated

Why do Strategic Planning Now?

• If you fail to plan, then you plan to fail – be proactive about the future • Strategic planning improves performance

• Solve major issues at a macro level

• Communicate to everyone what is most important

Fundamental Questions to Ask

• Where are we now? (Assessment)

• Where do we need to be? (Gap / Future End

State)

• How will we close the gap (Strategic Plan)

• How will we monitor and measure our progress (Balanced

Scorecard)

A Good Strategic Plan should . . . • Create the right balance between what the organization is capable of doing vs. what the organization would like to do • Cover a sufficient time period to close the performance gap • Address critical performance issues • Visionary – convey a desired future end state

• Flexible – allow and accommodate change

• Guide decision making at lower levels –

Fundamental Questions to Ask

• Where are we now? (Assessment)

• Where do we need to be? (Gap / Future End

State)

• How will we close the gap (Strategic Plan)

• How will we monitor and measure our progress (Balanced

Scorecard)

Major Components of the

Strategic Plan / Down to Action

Mission

Vision

Goals

Objectives

Measures

Why we exist

What we want to be

Indicators and

Monitors of success

Desired level of

performance and

timelines

Actions Plan-what, how,

When and who

O1 O2

AI1 AI2 AI3

M1 M2 M3

T1 T1 T1

POP, WP,– objective, output, activities,

input, indicators and assumption

Strategic Plan

POP, WP Action Plans

Evaluate Progress

Targets

Initiatives

What we must achieve to be successful


MISSION & VISION STATEMENT:

State the mission, vision, values and strategic

priorities/directions

Mission for the organization (Who are we?) and

providing a vision for the future (What should

we be?)

Vision Final Draft

• Dedicated to awareness and easy access

to high quality, compassionate,

coordinated hospice palliative care

everywhere.

Final Draft: Mission

• PalCare for York Region is an alliance of service

providers and community members dedicated to

facilitating coordinated quality hospice-palliative

care for individuals, families and caregviers.

• Our focus is:

• Planning and delivering high quality education

• Advocacy, innovation and awareness

• Collaboration and integration

• Quality and Dignity at end of life

Final Draft strategic directions

1: To maximize organizational effectiveness, efficiency and

sustainability.

2: Establish and strengthen PalCare Network for York Region’s role in

regional planning for palliative care in partnership with focus

partners, associations, networks and health care communities.

Increase membership, develop communications strategy and

diversify funding.

3: Increase Advocacy and Awareness of the value of hospice palliative

care in the community

4: Develop governance and operational policies and procedures for

attaining Accreditation

5: Measure Program outcomes and continue to improve.

Final Draft Values

• Equity and inclusion

• Quality and innovation

• Empowerment

• Integrity, honesty and ethics

• Assuming the best intentions

• Dignity, respect and compassion

Final draft Focus Partners

• Hospices

• LHIN

• LTC

• Hospital

• CCAC

• Nursing Agencies

• Transition St group

• HPCO

• Volunteers

Draft Strategy Direction

1. To maximize

organizational

effectiveness,

efficiency and

sustainability


Strategic Action

•Revision of governance

manual and bylaw

•Do strategic mapping

Develop communication

strategy

• Resource need

assessment and analysis

• Fund development strategy

Strategy Direction

2. Establish and strengthen

PalCare Network for York

Region’s role in regional

planning for palliative care in

partnership with focus

partners, association,

networks, and health care

communities. Increase

membership, develop

communications strategy

and diversify funding.


Strategic Action

• Develop partnership

strategy

•Reconfirm existing /

identify new partners

•Develop plan to increase

membership

•Develop communication

strategy

• Diversify funding

Strategy Direction

3. Increase advocacy

and awareness of the

value of hospice

palliative care in the

community


Strategic Action

•Develop advocacy

strategy and plan

•Develop awareness

strategy and plan

STRATEGY PRIORITIES

4. Develop governance

and operational

policies and

procedures for

attaining

accreditation


Strategic Actions:

•Create board sub-committee

•Review/establish board

policies and procedures

•Create ops sub-committee

•Review/establish ops

policies and procedures

•Identify accreditation body,

Collect requirements, Develop

plan/timelines

STRATEGY PRIORITIES

5. Measure program

outcomes and

continue to improve


Strategic Actions: •Develop evaluation framework

and Balanced Scorecard

•Review current Outcome

Evaluation systems

•Define Performance Areas we

want to improve e.g. Financial,

Customer, Process, Capabilities

•Map Performance Areas to

strategic intents

•Develop measures/KPI’s -key

performance indicators

•Create a data collection plan

•Create reports

•Monitor KPI’s and improve

Pre-Requisites to Operation

Planning

• Senior managment leadership commitment

• Who will do what?

• What will each group do?

• How will we do it?

• When is the best time?

Results flow chart

Inputs Processes

Activities

Outputs

Objectives

Outcomes Results

Indicators

The Strategy Map and Scorecard

• Why we exist

• Desired future state

• Where we want to be in 3-5 years

• What we must do well

• How we measure success

• Desired Results

• Projects to achieve objectives

Mission

Vision

Strategy

Objectives

Measures

Targets

Initiatives

OPERATIONALZING

STRATEGY PLAN • Any relevant historical information

• Existing Planning Tools

• Simple Guide for Elaborated Program

Operation Plan (POP), Action Plan (AP),

Work plan ( WP) and Action Calendar

(AC)


The Process For The Next Steps

• Although it will be a one year POP, as this is the first attempt, every thing will be reviewed and revised after every three months with PO team

• Timeline for completing POP – first draft end of Oct The time line depends on the process for first draft.

• Resources to be used: PalCare Project Plan budget 2011, Strategy Implementation Plan, Mission Reports, other recommendation and regions resources.


strategy planning by dr shabon palcare 2011

Health & Medicine