Strategic Plan: Wisconsin

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Strategic PlanWisconsin

• November 2006

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Strategic Planningall the moving parts

• Vision a destination we want to reach in 3-5
  years
• Mission the vehicle we will drive day to day to
  get there
• Strategic Priorities the routes we will choose
  (and the ones we wont take any longer)
• S.M.A.R.T. Goals specific achievements
  necessary to move us as directly as possible
  along the route
• Action Plans detailed maps with incremental
  steps, point persons, measures, timelines
  (SMART)
• Strategic Alignment implementation managed by
  key staff and stakeholders who understand
  strategic intent in their work

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Strategic Planningwhats working today

• A muscular process brief, inclusive, thorough
  and useful.
• Planning Team that is passionate, powerful and
  stable.
• Stakeholders who are related to emerging
  priorities and resources that will support
  implementation.
• Data that is focused, manageable and will
  verify or refine strategic direction.
• Perspective that includes equal input from
  tribal elders and new talent.
• Implementation that uses the Strategic Plan
  (brief, compelling) as a continuous reference
  point for decisions, communications, work
  alignment.

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An Effective Strategic Planning Process

• Involves primary stakeholders, clients, etc.
• Is dynamica continuous give and take of
  information, data and reflection
• Takes the organization outside of its traditional
  boundaries of both time and place stretch!
• Celebrates the past, but looks to the future
• Uses data to inform priority setting and targets
  for improvement

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One Last Tip

• Dont rely on administrative policies to greatly
  change and improve systems. Think about how the
  systems and processes can be redesigned or
  reconfigured. Be visionary!
• Do think ahead (before implementation) about
  possible unintended and/or counter productive
  consequences.

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How were the priorities selected to start the
process?

• SP1 Support for the principles of Universal
  Design and the creation and use of assistive
  technologies to enhance independence and
  productivity for people with disabilities.
• SP2 The number of exceptionally prepared and
  qualified employees available for the workforce
  of the 21st century through the development and
  implementation of a seamless system of education
  and training for students with disabilities at
  all levels, from pre-kindergarten to
  post-secondary education.
• SP3 A system of unprecedented collaboration
  among all service providers, with a
  person-centered focus and a specific plan for a
  unified system which serves both employers and
  people with disabilities, resulting in a more
  productive work environment.

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How were the priorities selected to start the
process?

• SP4 The extent to which employers, policymakers,
  insurers and people with disabilities are engaged
  in increasing access to long-term care and other
  employee benefits.
• SP5 The creation and provision of effective and
  practical technical assistance and accessible,
  on-going supports for employers who intentionally
  and successfully employ and accommodate people
  with disabilities.
• SP6 The level to which employers and the public
  are informed and educated about the contributions
  of people with disabilities, their economic
  potential and positive impacts on the labor
  force.

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How were the priorities selected to start the
process?

• Sufficient capable staff Staffing permits
  attention to entire set of priorities.
• Catch a wave Add value to state programs with
  momentum that are consistent with priorities.

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How were the priorities selected to start the
process?

• Assist and be creative Use grant resources to
  develop presentations for other programs that
  intersect with strategic planning-integrate the
  relevant priorities.
• Dont reinvent the wheel Build on past success
  by adding to existing projects, even if a course
  correction is necessary.

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How will we measure success?

• Strategic and Tactical
• Performance Measures
• Strategic-high level outcomes broad indications
  of directions longer time periods
• Tactical-working level outcomes and outputs
  shorter time periods

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Implementation Plans
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Strategic 2007 and Beyond

• Adoption of strategic priorities by other
  disability or employment councils.
• Action steps by other state councils that reflect
  the six priorities.
• Capacity for stakeholders to understand and
  articulate the priorities as evidenced through
  contacts, meeting invitations to discuss the
  Strategic Plan.
• Stakeholder requests for Strategic Plan materials
  (brochure, papers, Power Point presentations).

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Tactical 2007

• Increase in the number of individualized
  employment outcomes in managed LTC.
• Number of contacts by employers with WorkSource
  Wisconsin.
• Increase by Wisconsin schools in Youth Benefits
  Counseling services.
• Positive growth trends in Regional Coalitions
  participation.