Sustaining Your Vision

1
Sustaining Your Vision

• Presentation to the
• Center for Workers with Disabilities Fall
  Conference
• November 17, 2004

2
Outline of Presentation

• Planning to Plan
• Building a Sustainable Medicaid Buy-In Program

3
Sustainability Planning

• Planning to Plan
• Building a Sustainable Initiative
• Developing a Vision and Results Orientation

4
Sustainability Planning

• Creating a Strategic Financing Plan
• Building Organizational Capacity and Community
  Support
• Developing and Writing the Plan

5
Why are we doing this?

• Clarify where you are and where you want to go
• Develop strategies for long-term success
• Provide benchmarks to measure progress
• Demonstrate to partners and other stakeholders
  the value of your work

6
Getting Started

• Clarify the focus of the plan upfront

7
Clarify planning parameters

• How much time do you need?
• What resources can you commit?

8
Decide whose input you need

• The quality of the plan you produce, as well as
  the feasibility of its implementation, depends in
  large part on the range of stakeholders you
  involve in its development.

9
Recommendation

• Internal stakeholders
• Members of your governance or advisory group
• People involved in the management of your
  initiative
• Staff who carry out the activities of your
  initiative

10
External stakeholders

• Those with information
• Those with influence
• Potential partners

11
Consider including the following individuals.

• Those with historical perspective
• Those with on the ground experience
• Those with knowledge of the political landscape
• Those with the power to adopt the plan
• Those with the power to implement the plan

12
Decide how to structure the process

• If you decide to use your existing governing
  body, do they have enough time and resources?
• Double check that your advisory group has the
  representatives listed above.
• Consider a Sustainability Planning Task Force

13
Decide how you will manage the process

• Full group participation
• Subcommittee structure
• Staff-driven model

14
Collect needed information

• Previous strategic planning documents
• Mission/vision statements
• Planned evaluations
• Budget information/data on costs
• Information about funding streams
• Information and analysis about political and
  economic environment

15
Collect documents

• Information on community needs
• Previous proposals
• Organizational charts
• Recent audit statements

16
Develop a workplan

• Review the modules
• Consider the planning work that you have already
  done
• Consider what combination of group meetings,
  smaller group meetings, and staff work makes
  sense

17
Building a Sustainable Medicaid Buy-In Program
18
8 key elements

• Vision
• Results Orientation
• Strategic Financing Orientation
• Broad-Based Support
• Key Champions
• Adaptability to Changing Conditions
• Strong Internal Systems
• Sustainability Plan

19
Vision

• If your vision is well conceived, and if there
  is buy-in from within the state and throughout
  the disability community, supporters will go to
  great lengths to bring it to realization.

20
Vision

• Articulate a concise statement that captures what
  you are trying to achieve
• Identify the results you are trying to achieve
  and the strategies and activities that will lead
  to those results
• Analyze what your niche is, or how you fit into
  the states structure

21
Results Orientation

• Clearly identifying the results that you want to
  achieve
• Identifying and implementing strategies and
  activities you can reasonably expect to lead to
  your desired results, based on research, best
  practices, and experience

22
Results Orientation

• Identifying appropriate measures and collecting
  data to determine the progress you are making
  toward the results you want
• Using the information you gather to manage your
  work and make adjustments in what you are doing
  to be more effective

23
Strategic Financing Orientation

• Making the best possible use of existing
  resources
• Tracking and maximizing funding
• Identifying and pursuing opportunities with more
  flexibility in existing categorical funding

24
Strategic Financing Orientation

• Generating new resources by engaging
  public-private partnerships
• Advocating for new state and local revenue sources

25
Broad-based Support

• Identify stakeholders whose support is critical
  to achieving your vision
• Consider what vehicle is appropriate for
  involving those stakeholders in your effort
• Devise and undertake outreach efforts that are
  appropriate

26
Key Champions

• Help engage political champions who are
  interested in building broad constituencies.
• Focus on champions who have shown some affinity
  for workers with disabilities.

27
Adaptability to Changing Conditions

• Ability to track, contribute to, and adapt to
  changing policy environments
• Ability to respond to national and state decision
  makers priorities

28
Strong Internal Systems

• Fiscal systemsaccounting, premium collection,
  and auditing
• Human Resource systems
• Information systemsincluding systems to track
  evaluation data
• Communication systemswithin the program and
  within the state

29
Sustainability Plan

• A written plan demonstrates that you have
  dedicated time and effort to planning for the
  future of your initiative and that you know where
  you are going and how you will get there.

30
Use the Sustainability Plan to

• Market your vision and help key stakeholders
  buy-in to the buy-in
• Guide ongoing management and workplan development
• Contain key information on resources you need to
  achieve your vision and how you intend to garner
  those resources

31
First step.Self Assessment

• Decide you want to include in your self
  assessment. Do you want to include more than the
  Medicaid Buy In program?
• Decide who you want to have at the table for the
  discussion.
• Inform the participants.

32
Self-Assessment

• Introduce the framework
• Complete the ranking process
• Debrief