Strategic Planning 101

Strategic Planning

The process of self-examination, the confrontation of difficult choices, and the establishment of priorities.

Strategic Planning

The process of self-examination, the confrontation of difficult choices, and the establishment of priorities.

It’s all about making decisions!

Strategic Planning

The process of self-examination, the confrontation of difficult choices, and the establishment of priorities.

It’s all about making decisions!

Staying relevant!

Strategic Planning

The process of self-examination, the confrontation of difficult choices, and the establishment of priorities.

It’s all about making decisions!

Staying relevant!

And planting the seeds for future success.

Strategic Planning“The lottery is great, because it's easy. Not certain, but easy. If you win, the belief goes, you're done. Medical school is great because it's certain. Not easy, but certain. If you graduate, the belief goes, you're done. Most people are searching for a path to success that is both easy and certain. Most paths are neither.”

- Seth Godin

Fundamentals of the Process• Structured• Inclusive• Transparent• Measurable• Flexible• Data-driven• Integrated – throughout the org.• Tied to Assessment and Budget

A continuous cycle

Situation Assessment

Plan

Evaluate

BELIEFSYSTEM

THEORY: It starts with strategic thinking

• The best executives have the clearest vision of where they are headed, and the greatest capability of communicating that vision, even if they don’t have all the answers on how to get there!

• Skills in reading the forces and how they are aligned, and controlling the forces to select an approach and guide the organization toward the goal.

Planning Requires Futuring Skills

• Consequential thinking

• Critical thinking• Creative thinking

Consequential thinking

• Long-term results rather than immediate benefit

• What will happen if…

Critical thinking

• Examine costs and benefits associated with particular activities

• Don’t do it just because “everyone else is doing it…”

• Rational

What Would YOU Do?

Runaway Train #1

A runaway trolley is racing down the track, with 5 people workingon the tracks straight ahead. You are in the switching booth and see that if you switch the trolley to the other track that there is only 1 personworking there. Thus 1 person would be killed instead of the 5 who will bekilled if you take no further action.

Runaway Train #2

A runaway trolley is racing down the track, with 5 people workingon the tracks straight ahead. You are on the overhead walkway next to a fat man with a backpack. You see that if you push the fat man to the tracks it will derail the trolley and only 1 person would be killed instead of the 5 who would be killed if you take no further action.

Runaway Train

1. A rational response: cost-benefit

2. An emotional response: reactive and visual

This is fought out in your Ventromedial Prefrontal Cortex

Creative thinking

• Leads to creative problem solving

• Everyone is involved• Most important in

dealing with change

Practice: Building the Plan

Build the Plan: Who Does It?

In the not-for-profit world, Boards areintimately involved in long-range planningwhile the staff are more strategic/tactical.Generally they work together.

Create ContextUnderstand the Environment

Situation Analysis–Strengths

–Weaknesses

–Opportunities

–Threats

Understand the Environment

Situation Analysis - Internal–Strengths

–Weaknesses

–Opportunities

–Threats

Understand the Environment

Situation Analysis - External–Strengths

–Weaknesses

–Opportunities

–Threats

Long-Range Planning (The Belief System)

• Where are we headed?

• What should we be addressing?

• What are the rules?• Requires

organizational stability Belief System

Conceptual Flow: Long-Range Plan

Externally Focused Vision

Mission

Internally FocusedVision

Goals Core Values

Belief System

Vision

• The expression of the ideal future that gives us purpose.

• A future that we have to create to be successful and relevant in a changing environment.

• A shared sense of direction.

Belief System

Vision – 2 types

Externally focused The gift of seeing clearly what may be. The more we

see, the more we can achieve. The more we can achieve, the grander our vision. Idealistic, emotional – unusual.

Steve Jobs: “A computer in every home.”

Internally focusedThe tangible expression of the future organization from the perspective of the present. Often included in the mission statement.

Belief System

Externally focused vision

• What is it that drives the organization?• What are we trying to accomplish?• What bigger thing are we a part of?

Through transformational service and civic responsibility, the Service Collaborative of WNY is designing a sustainable future for our nation’s communities.

Internally Focused Vision

Personal vision exercise

• The organization’s role in achieving the Vision.

• Describes what business we are in.

• Boundaries of operation – a guide to all policy development.

• The touchstone for every decision.

Belief System

The Service Collaborative of WNY, an independent non-profit organization, creates opportunities for all individuals to serve, challenging citizens to turn their ideals into action and their passion into positive change.

Core Values

• Core values are the beliefs we hold most closely.

• Knowledge of beliefs and values must come before policies, processes, goals and strategies.

• These statements serve as the "rules" of doing business and guides to strategy development; the fundamental ethical standards and the basis of the culture of the organization, or what should they be.

Belief System

Core Values

“The customer is always right”

Core Values: Strong Implications

“The customer is always right”

POSITIVE:1. Convince customers that they will get good service in this organization2. Convince employees to give customers good service

Core Values: Strong Implications

“The customer is always right”

NEGATIVE:1. Makes employees unhappy, and unhappy employees give bad customer service!2. Gives unfair advantage to abrasive customers; some customers are just bad for business.3. Sometimes customers are just plain wrong.

Discuss - Core Value

“All people have a right to full access to all levels of health care.”

What are the implications of this statementfrom a strategic point of view?

Goals

• Broad statements of proposed achievement that, when accomplished, significantly contribute toward the achievement of an organization’s mission.

• Broad enough aims to be something toward which the organization is always moving.

Belief System

1. The quality of health care provided at all levels of service will meet or exceed community expectations.

2. Our organization will attract and retain the most capable and supportive professionals to ensure its continued excellence in serving the region above expectations.

3. Residents of the region will value our agency as an important partner in maintaining the quality of life in the region.

4. Human service professionals will perceive our agency and the community as an environment supportive of personal and professional growth.

5. Consumers will have a high level of satisfaction with their experiences at our agency.

6. We will generate sufficient working capital and contributed income to ensure the continuing ability to re-invest in our facilities and new services that benefit the region.

Goals

1. The quality of health care provided at all levels of service will meet or exceed community expectations.

2. Our organization will attract and retain the most capable and supportive professionals to ensure its continued excellence in serving the region above expectations.

3. Residents of the region will value our agency as an important partner in maintaining the quality of life in the region.

4. Human service professionals will perceive our agency and the community as an environment supportive of personal and professional growth.

5. Consumers will have a high level of satisfaction with their experiences at our agency.

6. We will generate sufficient working capital and contributed income to ensure the continuing ability to re-invest in our facilities and new services that benefit the region.

Goals

Strategic Planning

Vision Mission Core Values Goals Long-Range Plan

where we are heading

Strategic PlanHow we will get there

Strategic Intent

Vision Mission Core Values Goals Long-Range Plan

(where are we heading)

Strategic PlanHow will we get there?

Strategic Intent

Strategic Intent

Strategic Intent

• What our strategies are going to accomplish in real and measurable terms

• An inspiration along the way to overall success

• Unambiguous, clear and simple

Strategic Intent

• Roswell Park Cancer Institute:– Be a top 10 cancer center

• University at Buffalo – Be a great public research university with

10,000 more students and 250 more faculty• Kaleida Health

– Become the area’s university teaching system

Strategic Plan

Vision Mission Core Values Goals Long-Range Plan

Where we are heading

Strategic PlanHow we will get there?

Strategic Intent

Driving Strategies Imperatives Objectives Strategies Tactics

Strategy• A plan to get from some point in the

present to some point in the future.– More art than science

• An intuitive process • Alternatives• Based on knowledge of the customer, the

competition, and the environment• Resources

Good strategy

• Only as good as its assumptions• Flexible enough to be modified if the

market or competitors demand that it be changed

• Connects with the market

Driving Strategies• Broad approaches to achieve the intent• Lowest cost provider, highest quality

provider, most flexible in meeting consumer needs, shape the market, react to competitors, etc.

• Should clearly differentiate from competitors and potential alternatives

Imperatives

• Issues, concerns or problems that confront the organization now, or will soon;

• Will affect several major components of the organization;

• Will require strategic rather than administrative or short-term action to resolve;

• Will have serious consequences if not resolved;• Has not yet been resolved.

Develop the strategic plan around the imperatives

Implicit that we make resource decisionswithin this construct.

Implicit that we hold people accountablefor success within each imperative.

Planning around imperatives

• Define the problem or issue that must be addressed;

• Consensus on a definition of success, and how we will know if we are successful;

• Strategies for overall success of the initiative;

• Measurable objectives with time frames;• Action plans for objectives.

Core Values• Person-centered• Recovery• Respect• Quality• Integrity• Personal Growth• Fiscal Responsibility• Diversity• Personal Health and Wellness

VisionThe XXXX Group of Companies is working toward a future where the behavioral health system is providing effective treatment to anyone in WNY who needs and wants it, and where people can access the system without fear of stigma or stereotype.In this future individuals with behavioral health issues are included within their communities, and with the help of effective recovery and rehabilitation programs, are living renewed and productive lives.

Mission XXXX provides an array of comprehensive services that assists individuals with mental health problems and/or addictions to make choices that improve their quality of life and achieve their personal recovery goals.

Strategic Plan

Strategic Intent Building on our shared passion for helping people change and make a difference in their lives, our intent is to become the preferred system of care for our consumer population, and a place where people feel good receiving services and enjoy working. Everyone will take pride in their association with XXX and will be supporting the organization privately and publicly.

Goals 1. The Best Quality and Measurable OutcomesEveryone associated with the XXXX Group of Companies will have a commitment to excellence and professionalism. Customer service and achievement of consumer goals define our success. We will be accountable for our clinical and service outcomes. 2. Recovery: Every person served by XXX will have an opportunity to achieve his or her personal recovery goals.3. Recognition/Awareness: XXX will be recognized and valued in every community as a trusted resource for consumers and their families. We will be viewed as experts in the behavioral health field, and an agency to which anyone would feel comfortable referring a family member.4. Financial Stability: XXXX will have the financial resources to support its growth and develop/ improve its services. 5. Seamless, Person-Centered Services: XXX’s integrated service delivery system will empower consumers and support their pursuing their hopes and dreams for recovery. 6. Human Resource Development: The most capable and responsible individuals will be attracted to XXXs professional atmosphere.

Imperatives1.2.3.4.5.

Driving Strategies• Most nimble• Newest programs• Best people delivering services

Learnings over 35 years

• Narrow the agenda• Measure outcomes• Accountability• Don’t plan to plan – make

decisions• Making decisions is a

process that includes understanding alternatives