Strategic Planning
Deb Koester, DNP, MSN, RN
Consultant to OSTLTS
Carter Consulting, Inc.
(770) 688-0430
[email protected]

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 òAction 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?
8 hours a month
4-6 hours a month
2-4 hours a month
Less than one hour per month
What percent of their time does the average employee spend on the organizations’ top priorities?
More than 70%
50%
30-40%
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.
Introduction to strategic planning
There’ s No One Way to Conduct Strategic Planning
A Framework For Strategic Planning
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
Implementation
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).
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.
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.
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.
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.

Crosswalk: PHAB & Strategic Planning Framework
PHAB Standards/Measures
5.3.1 Conduct a department strategic planning process.

5.3.2 Adopt a department strategic plan

5.3. Implement the department strategic plan.

7 Step Framework
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

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

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

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

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 òlevel-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 Analysis
Strengths/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
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?

Developing your written 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 òFirst 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 plan

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
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, RN
Consultant to OSTLTS Carter Consulting, Inc
(770) 688-0430
[email protected]

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