Strategic Planning: How To’s & Links to Other Types of Planning

1. Strategic Planning: How To’s & 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 > 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 > 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 > 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 > 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 > 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 > 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 Strategic Planning • 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 Program Planning Operational Planning

27. Strategic Plan:The 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

28. 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 > Edit Slide Properties... to edit.] • 1 • 2 • 3

30. 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.

32. 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 Approach:Balanced Scorecard(MOHLTC, LHIN Planning Toolkits)

34. 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. 8 – 15 Balanced representation Different perspectives Inside and outside organization Board and staff Volunteers, members, clients Overall Planning Team

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

39. ADVANTAGES Experience Time Skills Interest Objectivity Full participation ? DISADVANTAGES Costs Organizational knowledge Real experience Unrealistic expectations (of and by consultant) ? Engaging a Consultant

40. What is a Situational Assessment? A snapshot of the 'present' used to plan for the future. "I think there is a world market for maybe five computers.” -Thomas Watson, Chair of IBM, 1958 • Potential Components • SWOT Analysis • Environmental Scan • Relevant Theories • Key Informant Interviews • Broad Stakeholder Input

41. 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 organization’s 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 plan’s 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 plan’s 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 they’re 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.

45. Increasing the Likelihood the Plan will be Implemented (3) 10. The chief executive’s support of the plan is a major driver to the plan’s implementation. Integrate the plan’s goals and objectives into the chief executive’s performance reviews. 11. Place huge emphasis on feedback to the board’s 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 other’s 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

48. http://www.planware.org/strategicsample.htm • [Live Meeting Web Page. Use Live Meeting > 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/pdf/MasterTempStrategicPlan.pdf • Others?

50. AGENDA • Program Planning • Linking to Strategic Planning • Logic Model Connections • Timing • Roles