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CSO Role and Strategy Process Discussion

CSO Role and Strategy Process Discussion. CSO Role in Eckerd. Reports to the CEO and is a member of the Executive Team Drives the creation and execution of the strategic plan and supporting tactical plans with focus on overcoming challenges and preventing drift

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CSO Role and Strategy Process Discussion

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  1. CSO Role and Strategy ProcessDiscussion

  2. CSO Role in Eckerd • Reports to the CEO and is a member of the Executive Team • Drives the creation and execution of the strategic plan and supporting tactical plans with focus on overcoming challenges and preventing drift • Performance measurement is a direct report • Chief of Staff functionin several aspects

  3. Eckerd CSO “Week in a Life” • Lead Executive Team performance meetings • Produce organizational and program strategic and tactical performance scorecards/reports • Work one-on-one and in small groups with Executive, Support and Program leadership to advance initiatives, solve problems and resolve drift • Evaluate growth and transformation opportunities • Partner with the CEO to evaluate the organization and identify innovation insertion points

  4. Eckerd CSO Characteristics • Trusted by the CEO • Comfortable in disparate organizational areas • Can drive progress toward the nearest hill while never losing sight of the big flag in the distance • Patient • Empathetic and tactful • Objective • Resourceful • Able and willing to execute (plan has to happen)

  5. Strategic & Tactical Planning and Execution Process • Mission and Vision • Values • Review the Past and the Present • 2020 Vision: Staking a Tangible, Very Real Flag in the Future • Execution Approach/Structure: The Eckerd Wheel • Strategic Building Blocks • Strategic Milestones and Execution Path • Strategic Resource Requirements • Annual (Tactical) Operating Plans • Staff Annual Performance Goals • Execute (collect data  produce scorecards/status  review scorecards/status  improvement actions  collect data)

  6. Mission and VisionOur passion…why we do what we do • “There has to be something this organization stands for, or else it degenerates into disorganization, confusion, and paralysis…” • – Peter F. Drucker Mission Provide and share solutions that promote the well-being of children and families in need of a second chance. VisionEnsure that each child has the opportunity to succeed. “It’s the kids” Jack & Ruth Eckerd Our Founders

  7. ValuesOur principles…who we are • We base our concepts upon a belief in God and respectfor all. • Childrenalways comes first (their safety and success). • We have the courage to innovate and change. • We engage people from a strength-based perspective. • Services should focus on the family. • Local communities must be engaged and empowered. • We build strong and lasting partnerships. • We hold ourselves accountable for achievingsuperior outcomes. • We are good financial stewards. • “Any organization needs a commitment to values and their constant reaffirmation, as a human body needs vitamins and minerals.” • – Peter F. Drucker

  8. Review the Past & Present • Where is the industry going? • Where are our customers going? • Who and where are we right now? • What does our SWOT look like? • What is best for children and families? • Etc…

  9. Eckerd’s 2020 Vision Eckerd’s 2020 Vision is to serve 20,020 youth annually by the year 2020.

  10. Execution Structure: The Eckerd Wheel and Its 5 Spokes The Eckerd Wheel is how we execute our Mission, Vision and Values. • QUALITY:Ensures we KEEP THE PROMISE of our Mission and Vision. • STAFF:Ensures we HAVE THE PEOPLE TO PERFORM our Mission and Vision. • FINANCE:Ensures we HAVE THE MARGIN to fund our Mission and Vision. • EXTERNAL RELATIONS: Ensures we TELL AND SELL our story to those who can help us advance our Mission and Vision. • GROWTH AND TRANSFORMATION: Ensures we CARRY OUT our Mission and Vision. CHILDREN, FAMILIES & COMMUNITIES WE SERVE

  11. Supported by Five Strategic Building Blocks • Quality – Operating family-focused and data-driven services that deliver cost-effective outcomes. • Staff– Attracting, developing and retaining “5-Dimensional” leaders. • Finance – Maximizing the utilization of our existing service capacity and minimizing overhead. • External Relations – Ensuring public relations and fund development are embraced throughout Eckerd. • Growth & Transformation – Providing national thought leadership for system of care reform and partnering locally with customers to develop innovative community-based solutions.

  12. Strategic Milestones, Execution Paths and Resource Requirements • Each Spoke has measurable Near, Medium and Long-term Strategic Milestones • Milestones supported by succinct Near-Term Execution Paths that identify the execution rules of engagement for the next 12-24 months that are then used in the formulation of the annual (tactical) organization and program operating plans • Execution Paths supported by defined Resource Requirements to include funding and staff needs

  13. Eckerd’s Recent TransformationCommunity Focused Change

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