1. Strategic Planning Deb Koester, DNP, MSN, RN Consultant to OSTLTS Carter Consulting, Inc. (770) 688-0430 iup5@cdc.gov

2. Session Outline Creating A Framework for Strategic Planning – Background/Overview – Preparing to conduct a strategic planning process. – Assessing your environment – Analyzing your data/conducting SWOT – Developing a written strategic plan and ‘Action Plan’ – Implementing, monitoring and evaluating Strategic Plan Evaluation – As a group, review strategic plans – Sharing/Reporting out Open Dialogue & Discussion

3. On average, how long do management teams spend each month discussing strategy? A)8 hours a month B)4-6 hours a month C)2-4 hours a month D)Less than one hour per month

4. What percent of their time does the average employee spend on the organizations’ top priorities? A)More than 70% B)50% C)30-40% D)Less than 30%

5. What percent of effectively formatted strategies are successfully implemented? A) More than 80% B) About 50% C) About 25% D) Less than 10%

6. Today, 85% of management teams spend less than one hour per month discussing strategy. Employees spend about 30-40% of their time on the organization’s top priorities. A survey of management consultants found that fewer than 10% of effectively formulated strategies are successfully implemented.

7. INTRODUCTION TO STRATEGIC PLANNING

8. There’s No One Way to Conduct Strategic Planning

9. A Framework For Strategic Planning 1)Organizing Your Strategic Planning Process 2)Mission/Vision/Core Values 3)Assessing Your Situation/Identifying Your Priorities 4)Writing Your Strategic Plan AND Action Plan 5)Adopting Your Strategic Plan 6)Implementation 7)Monitoring and Evaluation

10. Mission Statement Strategic Objectives Strategic Goals Action Steps Strategic Planning (short/long term) Action Plan, Monitoring and Evaluation

11. PHAB NATIONAL VOLUNTARY PUBLIC HEALTH ACCREDITATION AND STRATEGIC PLANNING

12. PHAB Standards The Public Health Accreditation Board (PHAB) Standards and Measures document serves as the official standards, measures, required documentation, and guidance blueprint for PHAB National Public Health Department accreditation. These written guidelines are considered authoritative and are in effect for the application period indicated on the cover page (2011-2012). 12

13. Domain 5: Develop Public Health Policies and Plans Focuses on the development of public health policies and plans. Written policies and plans serve as tools to guide the health department’s work and bring structure and organization to the department. Written policies and plans provide a resource to health department staff as well as the public. Policies and plans help to orient and train staff, inform the public and partners, and serve as a key component of developing consistency in operations and noting areas for improvement. Policies and plans can be a vehicle for community engagement and shared responsibility for addressing population health improvement. Policies that are not public health specific may also impact the public’s health. Policy makers should be informed of the potential public health impact of policies that they are considering or that are already in place. Policy makers and the public should have sound, science-based, current public health information when policies are being considered or adopted. 13

14. Domain 5 Standards Standard 5.1: Serve As a Primary and Expert Resource for Establishing and Maintaining Public Health Policies, Practices, and Capacity. Standard 5.2: Conduct a Comprehensive Planning Process Resulting in a Tribal, State and Community Health Improvement Plan. Standard 5.3: Develop and Implement a Health Department Organizational Strategic Plan. Standard 5.4: Maintain an All Hazards Emergency Operations Plan. 14

15. Standard 5.3: Develop and Implement a Health Department Organizational Strategic Plan Process for defining and determining an organization’s roles, priorities, and direction over three to five years. Sets forth what an organization plans to achieve, how it will achieve it, and how it will know if it has achieved it. Provides a guide for making decisions on allocating resources and on taking action to pursue strategies and priorities. Focuses on the entire health department. Health department programs may have program-specific strategic plans that complement and support the health department’s organizational strategic plan. 15

16. Measures 5.3.1 A Conduct a department strategic planning process. 5.3.2 A Adopt a department strategic plan. 5.3.3 A Implement the department strategic plan. 16

17. Crosswalk: PHAB & Strategic Planning Framework PHAB Standards/Measures 5.3.1Conduct a department strategic planning process. 5.3.2 Adopt a department strategic plan 5.3. Implement the department strategic plan. 7 Step Framework 1)Organizing Your Strategic Planning Process 2)Mission/Vision/Core Values 3)Assessing Your Situation/Identifying Your Priorities 4)Writing Your Strategic Plan AND Action Plan 5)Adopting Your Strategic Plan 6) Implementation 7) Monitoring & Evaluation

18. PREPARING TO CONDUCT A STRATEGIC PLANNING PROCESS

19. How is strategic planning in public health different from non-profit or for profit organizations? Mission Equity Mandates Accountability

20. What is strategic planning? Where you want to be: – One year from now – Three years from now – Five years from now Answers fundamental questions – Why you exist – What your major goals are – What resources you need to be successful in the future – Who you want your customers to be

21. Why Do We Do Strategic Planning? Rapidly changing external environment Future-oriented Looks at the long term Enables continuous planning…… Benefits include: – Performance – Growth – Communication

22. Challenges of Strategic Planning It DOES require a different way of thinking – not always comfortable It DOES take time You CAN write a bad strategic plan It CAN be difficult to implement your plan – Leadership – Staff – Resources – Too many priorities

23. ORGANIZING YOUR STRATEGIC PLANNING PROCESS

24. Who Will Be Involved? Who will be involved? – Input from the right people – People who are interested – People who are committed to the process – No conflict of interest – People who will not derail the process How will you involve all staff?

25. Stakeholder Analysis: Power vs. Interest Grid I N T E R E S T POWERPOWER 0 5 5 10

26. InvolveCollaborateDefendMonitor Supportive Mixed Non- Supportive Marginal Stakeholder Analysis Tools

27. Stakeholder Analysis Exercise Using the worksheet provided, spend five minutes brainstorming who you would include in your strategic planning process. Now spend five minutes plotting the names on your list on each grid.

28. Stakeholder Analysis Results I N T E R E S T POWERPOWER 0 510 5

29. InvolveCollaborateDefendMonitor Supportive Mixed Non- Supportive Marginal Stakeholder Analysis

30. How Do You Know You Are Ready? Leadership support Communication Define your planning period (scope) Who will manage the process? Develop a timeline for each step Finalize your planning group Identify data needs Define who will adopt/approve the plan Strategic Planning Checklist

31. ASSESSING YOUR ENVIRONMENT

32. Kick-Off Meeting: A Time for Reflection Brief history of your organization with a timeline of significant events. Mission statement, vision statement and core values. – Does it provide overall direction? – Does it convey an image of success? – Does it clearly define your organization/what you do? – Is it written to define the population you serve? – Is it broad enough to enable you to grow? Review overall process. Enables the planning group to ‘level-set’ and move forward from the same place together.

33. Preparing For Your SWOT/SOAR Data-driven and evidence-based process. Directly informs your results – the conclusions you draw – the critical issues you identify. Identify data/information can you provide to your planning team – Internal environment (Internal Mandates, other doc) – External environment (NPHPSP/CHA) Create new data – Internal key informant interviews – External key informant interviews – Customer surveys

34. SWOT Analysis Strengths/Weaknesses (Internal) Scope: Looking internally at the agency Goal: To identify most significant issues Evidence-based Identify all issues Determine final list List will be used to develop strategic objectives Opportunities/Threats (External) Scope: Looking external to the agency Goal: To identify most significant issues Consider customers, social trends, political environment, partnerships, competition, etc. Evidence-based Identify all issues Determine final list List will be used to develop strategic objectives QI Tools: Brainstorming, Affinity Diagram, Voting, Consensus

35. Revisiting Your Mission Statement With draft critical issues in hand, compare SWOT results with mission statement – Do the issues you selected fit? – Is your Mission Statement still right? – Do you need to revise it? – Should it be broader or more narrow?

36. ProbabilitySignificance HighMediumLow High(A) (E) Medium(B) Low (D) Critical Issues A) B) C) D) E) F) G) H) Prioritizing Identified Critical Issues 6 to 8 critical issues Check again for overlap of concepts Does it support Mission Statement QI Tools: Prioritization

37. DEVELOPING YOUR WRITTEN PLAN

38. Mission Statement Strategic Objectives Strategic Goals Action Steps Strategic Planning (short/long term) Action Plan

39. Translating Critical Issues Into a Plan Consider: – Resources will impact what you can do – Management establishes strategic objectives – Front line staff carry out the activities As you write Strategic Objectives and Goals use a checklist: – Supports the Mission Statement, Vision and Core Values – Realistic and achievable – Acceptable to those who have to implement them – Not too rigid, allow for flexibility in a changing environment – Specific enough to be measurable – Written concisely and are understandable

40. IMPLEMENTING THE PLAN

41. Moving From Strategic Planning to Strategic Management Implementation – Approval – Finalize ‘First Year Action Plan’ (action, who is responsible, completion date, resources required, how it will be evaluated) – Determine/align resources needed

42. Implementing the Plan Measurement – Be sure there is a plan to measure – Evaluate if measurement is working Monitoring/Evaluation (monthly/quarterly) – How much progress has been made? – What is keeping us from accomplishing this? – Should the strategic objective be revised? – What changes should be made to the Action Plan? – Annually, strategic planning group reviews entire plan QI Tools: 5-WHY, Fishbone

43. Communication Plan How and when will you involve staff in the planning process? How will you vet your plan across the agency? How will you gain staff buy-in to carry out the plan? How will you update staff on progress and accomplishments? What partners need to know about your plan? How will you make your plan readily visible?

44. REVIEWING STRATEGIC PLANS Strategic Plan

45. Reviewing Strategic Plans Using the plans at your table and the checklist provided: – Briefly review the plan – Identify recorder/reporter – Discuss what you note about it/why important – Is anything missing? – What is helpful? Report out and share findings

46. THANK YOU Deb Koester, DNP, MSN, RN Consultant to OSTLTS Carter Consulting, Inc (770) 688-0430 iup5@cdc.gov