Strategic Planning: How Tos

1
Strategic Planning How Tos Links to Other
Types of Planning

• October, 2007
• Nancy Dubois /
• Robb MacDonald
• Brought to the OHHP-TAHL Partnerships in
  conjunction with

2
Purpose/objectives

• Increase knowledge regarding a typical approach
  to strategic planning
• Share experiences within OHHP context
• Understand links between S.P. and other types of
  planning
• Be aware of supports available

3
Overview of Session

• Process review of the Agenda
• People (roll call of participants any groups
  joining in?)
• Procedure (LiveMeeting features)
• Muting your line as long as no beep feature
• Raise your hand with a question
• Specific questions through chat function to
  Ali/Jessica
• Materials
• Follow-up materials
• post the audio files within a week
• within 6-8 weeks, add to our proceedings (from
  the last webinar) adding new/different info from
  these two sessions
• responses to issues arising during the call

4
Poll Are you currently or are you planning in
the next year to be involved in a strategic
planning process with your Heart Health
partnership?

• Live Meeting Yes/No Poll. Use Live Meeting gt
  Edit Slide Properties... to edit.
• Yes
• No
• Not sure yet / considering

5
Poll Result Probe

• Yes
• To what end? Why? Why now?
• No
• Why participating today?
• Not sure
• What will your decision be based on?
• Consider your support needs and how the OHPRS can
  be involved.

6
Types of Planning

• Strategic, Program Operational Planning
• Strategic Planning
• Terminology
• Multiple Visions to connect to
• Processes Approaches
• Incorporating Evidence
• Tips from the group
• Recommended Resources

7
What is Planning?

• Planning is a series of decisions,
• from general strategic decisions
• (e.g., identifying long-term changes)
• to specific operational details
• (e.g., program implementation timelines costs)
  ,
• based on the collection and analysis
• of a wide range of information.

8
Levels of Planning
Strategic

• Program

Operational / Work / Action
9
Sorting out the terms

• Strategic plan
• Long-term plan
• Program plan
• Action plan, operational plan, workplan
• Business plan

10
You name it (go through all 5 first)

• x planning is generally considered to mean the
  development of a plan of action to accomplish a
  goal or set of goals over a period of several
  years. The major assumption in this type of
  planning is that current knowledge about future
  conditions is sufficiently reliable to enable the
  development of these plans.
• For example, in the late fifties and early
  sixties, the economy was relatively stable and
  therefore predictable. This form of planning was
  very much in fashion, and it was a useful
  exercise. Because the environment is assumed to
  be predictable, the emphasis is on the
  articulation of internally focused plans to
  accomplish agreed upon goals.

11
You name it

• A c plan is a document that summarizes the
  operational and financial objectives of an
  organization and contains the detailed plans and
  budgets showing how the objectives are to be
  realized.
• This plan contains detailed financial
  projections, forecasts about your performance,
  and usually a marketing plan. It is often used
  to justify a request for support/investment.

12
You name it

• The focus of a y plan is usually on the entire
  organization.
• The major assumption in this type of planning is
  that an organization must be responsive to a
  dynamic, changing environment. Thus, the emphasis
  in y planning is on understanding how the
  environment is changing and will change, and in
  developing organizational decisions which are
  responsive to these changes. (Alliance for
  Non-Profit Management)

13
You name it

• A b plan is an annual plan that describes
  short-term initiatives it explains how a broader
  plan will be put into operation (or what portion
  of a broader plan will be addressed) during a
  given operational period (fiscal year).
• A b plan is the basis for and justification of
  an annual operating budget request. Therefore, a
  strategic plan that has a five-year lifetime
  would drive five b plans funded by five
  operating budgets.

14
You name it

• An organization typically undertakes several
  services in order to achieve their goals. Each
  one of these requires a specific plan that when
  all rolled together describe the work of the
  organization.
• a plans typically identify the goals,
  objectives and activities as well as the
  indicators and outcomes related to evaluation.

15
You name it (Polling)

• x planning is generally considered to mean the
  development of a plan of action to accomplish a
  goal or set of goals over a period of several
  years. The major assumption in this type of
  planning is that current knowledge about future
  conditions is sufficiently reliable to enable the
  development of these plans.
• For example, in the late fifties and early
  sixties, the economy was relatively stable and
  therefore predictable. This form of planning was
  very much in fashion, and it was a useful
  exercise. Because the environment is assumed to
  be predictable, the emphasis is on the
  articulation of internally focused plans to
  accomplish agreed upon goals.

16
Poll What kind of planning is this?

• Live Meeting Multiple Choice Poll. Use Live
  Meeting gt Edit Slide Properties... to edit.
• Strategic
• Long-term
• Program
• Operational
• Business
• None of the above

17
You name it

• A c plan is a document that summarizes the
  operational and financial objectives of an
  organization and contains the detailed plans and
  budgets showing how the objectives are to be
  realized.
• This plan contains detailed financial
  projections, forecasts about your performance,
  and usually a marketing plan. It is often used
  to justify a request for support/investment.

18
Poll What kind of planning is this?

• Live Meeting Multiple Choice Poll. Use Live
  Meeting gt Edit Slide Properties... to edit.
• Strategic
• Long-term
• Program
• Business
• Operational
• None of the above

19
You name it

• The focus of a y plan is usually on the entire
  organization.
• The major assumption in this type of planning is
  that an organization must be responsive to a
  dynamic, changing environment. Thus, the emphasis
  in y planning is on understanding how the
  environment is changing and will change, and in
  developing organizational decisions which are
  responsive to these changes. (Alliance for
  Non-Profit Management)

20
Poll What kind of planning is this?

• Live Meeting Multiple Choice Poll. Use Live
  Meeting gt Edit Slide Properties... to edit.
• Strategic
• Long-term
• Program
• Business
• Operational
• None of the above

21
You name it

• A b plan is an annual plan that describes
  short-term initiatives it explains how a broader
  plan will be put into operation (or what portion
  of a broader plan will be addressed) during a
  given operational period (fiscal year).
• A b plan is the basis for and justification of
  an annual operating budget request. Therefore, a
  strategic plan that has a five-year lifetime
  would drive five b plans funded by five
  operating budgets.

22
Poll What kind of planning is this?

• Live Meeting Multiple Choice Poll. Use Live
  Meeting gt Edit Slide Properties... to edit.
• Strategic
• Long-term
• Program
• Business
• Operational
• None of the above

23
You name it

• An organization typically undertakes several
  services in order to achieve their goals. Each
  one of these requires a specific plan that when
  all rolled together describe the work of the
  organization.
• a plans typically identify the goals,
  objectives and activities as well as the
  indicators and outcomes related to evaluation.

24
Poll What kind of planning is this?

• Live Meeting Multiple Choice Poll. Use Live
  Meeting gt Edit Slide Properties... to edit.
• Strategic
• Long-term
• Program
• Business
• Operational
• None of the above

25
Poll Result Probe

• Any questions or comments about these terms in
  general?
• Ready to proceed?

26
COMPONENTS of a Plan

• Vision
• Mission
• Values / Beliefs / Guiding Principles
• Strategic Issues Priorities
• Long-term Goals
• Vision
• Mission
• Strategy
• Short-term Goals
• Outcome Objectives (short, medium, long)
• Indicators
• Process Objectives / Activities
• Details - , timeframe, roles

Strategic Planning
Program Planning
Operational Planning
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Strategic PlanThe Components

• a vision for your future
• a mission that defines what you are doing that
  all in your group share, but that sets you apart
  from others
• values that shape your actions
• strategies that zero in on your key success
  approaches
• goals, objectives and action plans to guide your
  daily, weekly and monthly actions
• indicators that will indicate progress towards
  objectives
• QUESTIONS with the terms raise your electronic
  hand

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Which one do you prefer?VISION

• "Year after year, Westin and its people will be
  regarded as the best and most sought after hotel
  and resort management group in North America.
• "To solve unsolved problems innovatively." (3M)
• "Within ten years, support and process ten
  million risk and error free investment
  transactions per year for a million customers"

29
Poll Which Vision do you prefer?

• Live Meeting Multiple Choice Poll. Use Live
  Meeting gt Edit Slide Properties... to edit.
• 1
• 2
• 3

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A challenge with multiple Visions

• The OHHP-TAHL program operates within a complex
  system
• Several strategic directions to which you link
• name some
• Unlikely that you need your own unique Vision but
  rather, the challenge is which of the existing
  one(s) do you want to identify that you
  contribute to
• Shared visions are a key component of successful
  collaborations

31
Strategic planning process

• The way that a strategic plan is developed
  depends on the nature of the organization's
  leadership, culture of the organization,
  complexity of the organization's environment,
  size of the organization, expertise of planners,
  etc.

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Approaches to Strategic Planning (Carter McNamara)

• Goals-based planning is probably the most common
  and starts with focus on the organization's
  mission (and vision and/or values), goals to work
  toward the mission, strategies to achieve the
  goals, and action planning (who will do what and
  by when).
• Issues-based strategic planning often starts by
  examining issues facing the organization,
  strategies to address those issues, and action
  plans.
• Organic strategic planning might start by
  articulating the organization's vision and values
  and then action plans to achieve the vision while
  adhering to those values.
• Some planners prefer a particular approach to
  planning (e.g., appreciative inquiry).
• Some plans are scoped to one year, many to three
  years, and some to five to ten years into the
  future.
• Some plans include only top-level information and
  no action plans. Some plans are five to eight
  pages long, while others can be considerably
  longer.

33
Another ApproachBalanced Scorecard (MOHLTC,
LHIN Planning Toolkits)
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Planning Project Management

• Time to plan implement
• Resources to plan implement
• Decision-making who when
• Data gathering what when
• Stakeholder involvement
• Participation Wheel tool

35
Who to be involved

• Overall Planning Team
• Process Planning Committee
• Stakeholders
• Consultant/Facilitator

36
Overall Planning Team

• 8 15
• Balanced representation
• Different perspectives
• Inside and outside organization
• Board and staff
• Volunteers, members, clients

37
Process Planning Committee

• Champions of the process
• To determine
• Timelines
• Who to be involved
• Decision-makers
• Coordinators/logistics
• Writing the plan
• Reviewing the plan
• Authorizing document

38
Stakeholders
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Engaging a Consultant

• ADVANTAGES
• Experience
• Time
• Skills
• Interest
• Objectivity
• Full participation
• ?

• DISADVANTAGES
• Costs
• Organizational knowledge
• Real experience
• Unrealistic expectations (of and by consultant)
• ?

40
What is a Situational Assessment?
A snapshot of the 'present' used to plan for the
future.

• Potential Components
• SWOT Analysis
• Environmental Scan
• Relevant Theories
• Key Informant Interviews
• Broad Stakeholder Input

• "I think there is a world market for maybe five
  computers.
• -Thomas Watson, Chair of IBM, 1958

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Fundamental Essence of Strategic Planning

• Situational Assessment
• Identified Priorities
• How to best address them
• variety of types of specific plans
• Communication, Evaluation, Program etc.

42
Incorporating Evidence into your Planning Process

• OHHP-TAHL requirement to utilize best practices
  (separate process for innovative practices)
• One form of evidence is best practices what
  are other forms of evidence?
• This is part of the data-gathering aspect of
  project management
• Lots of supports across OHPRS regarding this
  aspect, if needed

43
TIPS Increasing the Likelihood the Plan will be
Implemented (McNamara)

• 1. When conducting the planning process, involve
  the people who will be responsible for
  implementing the plan. Use a cross-functional
  team (representatives from each of the major
  organizations products or service) to ensure the
  plan is realistic and collaborative.
• 2. Ensure the plan is realistic. Continue asking
  planning participants Is this realistic? Can you
  really do this?
• 3. Organize the overall strategic plan into
  smaller action plans, often including an action
  plan (or work plan) for each committee on the
  board.
• 4. In the overall planning document, specify who
  is doing what and by when (action plans are often
  referenced in the implementation section of the
  overall strategic plan). Some organizations may
  elect to include the action plans in a separate
  document from the strategic plan, which would
  include only the mission, vision, values, key
  issues and goals, and strategies. This approach
  carries some risk that the board will lose focus
  on the action plans.

44
Increasing the Likelihood the Plan will be
Implemented (2)

• 5. In an implementation section in the plan,
  specify and clarify the plans implementation
  roles and responsibilities. Be sure to detail
  particularly the first 90 days of the
  implementation of the plan. Build in regular
  reviews of status of the implementation of the
  plan.
• Translate the strategic plans actions into job
  descriptions and personnel performance reviews.
• Communicate the role of follow-ups to the plan.
  If people know the action plans will be regularly
  reviewed, implementers tend to do their jobs
  before theyre checked on.
• Be sure to document and distribute the plan,
  including inviting review input from all.
• Be sure that one internal person has ultimate
  responsibility that the plan is enacted in a
  timely fashion.

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Increasing the Likelihood the Plan will be
Implemented (3)

• 10. The chief executives support of the plan is
  a major driver to the plans implementation.
  Integrate the plans goals and objectives into
  the chief executives performance reviews.
• 11. Place huge emphasis on feedback to the
  boards executive committee from the planning
  participants.
• 12. Have designated rotating checkers to
  verify, e.g., every quarter, if each implementer
  completed their assigned tasks.
• 13. Have pairs of people be responsible for
  tasks. Have each partner commit to helping the
  other to finish the others tasks on time.

46
Additional Tips Discussion

• Process of strategic planning
• Products of strategic planning

47
Recommended Resources

• Planning At a Glance
• http//www.thcu.ca/infoandresources/publications/
  planaagtablev0.3.pdf

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http//www.planware.org/strategicsample.htm

• Live Meeting Web Page. Use Live Meeting gt Edit
  Slide Properties... to edit.

49
Recommended Resources

• Charity Village http//www.charityvillage.com/cv/
  research/rstrat.html
• Strategic Planning Templates http//www2.fhs.usyd
  .edu.au/arow/o/m05/pp05.htm
• Excellence in Strategic Planning a workbook and
  on-line template for government agencies at
  http//www.exec.gov.nl.ca/exec/cabinet/transacc/pd
  f/MasterTempStrategicPlan.pdf
• Others?

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AGENDA

• Program Planning
• Linking to Strategic Planning
• Logic Model Connections
• Timing
• Roles

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THCUs Health Promotion Program Planning Model

• Preplanning and Project Management
• Conduct a Situational Assessment
• Identify Goals, Populations of Interest and
  Objectives
• Identify Strategies, Activities and Resources
• Develop Indicators
• Review the Program Plan
• Implement the Plan
• Results/Impact

52
Where does strategic planning end and program
planning begin?

• Preplanning and Project Management
• Conduct a Situational Assessment
• Identify Goals, Populations of Interest and
  Objectives
• Identify Strategies, Activities and Resources
• Develop Indicators
• Review the Program Plan
• Implement the Plan
• Results/Impact

53
Logic Model

• An overall strategic map for the organization
• A visual executive summary showing logical
  connections among different planning levels
• Shows gaps within programs that may affect
  reaching strategic goals
• Shows how different program plans contribute to
  organizational strategic plan

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The Health Communication Unit Logic Model
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From The Health Planners Toolkit, Health System
Intelligence Project, 2006
56
Nested Logic Models

• One overall LM for the overall strategic plan
• One for each Strategy
• One for each Program?

57
Timing

• Given the coming phase for OHHP-TAHL, when will
  you be undertaking PROGRAM planning? (based on
  required AAP submissions)
• Back up the schedule from there to determine when
  you need to start Strategic Planning
• the SA will likely take the longest (2-6 months)

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(No Transcript)
59
Roles

• Omit discussed earlier under Strategic Planning

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AGENDA

• Summary and Wrap-up
• QA
• Follow-up Supports (OHPRS)
• www.hhrc.net
• www.thcu.ca
• www.ohprs.ca