155 College Street Room 400 Public Health Science University of Toronto Toronto, Ontario M5T 3M7 Tel (416) 978-0522 Fax (416) 971-1365 E-mail: [email protected]

155 College Street

Room 400

Public Health Science

University of Toronto

Toronto, Ontario

M5T 3M7

Tel (416) 978-0522

Fax (416) 971-1365

E-mail: [email protected]

www.thcu.ca

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

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

[Live Meeting Yes/No Poll. Use Live Meeting > Edit Slide Properties... to edit.]

Yes No Not sure yet / considering

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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.

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Types of Planning

1. Strategic, Program & Operational Planning

2. Strategic Planning1. Terminology2. Multiple Visions to connect to3. Processes & Approaches4. Incorporating Evidence5. Tips – from the group6. Recommended Resources

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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.

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Levels of Planning

Strategic

Program

Operational / Work / Action

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Sorting out the terms …

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

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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.

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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.

http://sbinfocanada.about.com/cs/marketing/g/marketplan.htm

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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)

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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.

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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.

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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.

Poll: What kind of Poll: What kind of planning is this?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

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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.

http://sbinfocanada.about.com/cs/marketing/g/marketplan.htm



Strategic Long-term Program Business Operational None of the above

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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)




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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.




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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.




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Poll Result Probe

Any questions or comments about these terms in general?

Ready to proceed?

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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 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

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Which one do you prefer?VISION

1. "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.”

2. "To solve unsolved problems innovatively." (3M)

3. "Within ten years, support and process ten million risk and error free investment transactions per year for a million customers"

Poll: Which Vision do you Poll: Which Vision do you prefer?prefer?


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

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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.

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Another Approach:Balanced 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

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Who to be involved

Overall Planning Team

Process Planning Committee

Stakeholders Consultant/

Facilitator

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Overall Planning Team

8 – 15 Balanced

representation Different perspectives Inside and outside

organization Board and staff Volunteers, members,

clients

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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

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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)

?

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What is a Situational Assessment?

"I think there is a world market for maybe five computers.”

-Thomas Watson, Chair of IBM, 1958

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

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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.

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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

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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.

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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.

6. Translate the strategic plan’s actions into job descriptions and personnel performance reviews.

7. 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.

8. Be sure to document and distribute the plan, including inviting review input from all.

9. 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 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.

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Additional Tips & Discussion

Process of strategic planning Products of strategic planning

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Recommended Resources

Planning “At a Glance”

http://www.thcu.ca/infoandresources/publications/planaagtablev0.3.pdf



http://http://www.planware.org/www.planware.org/strategicsample.htmstrategicsample.htm [Live Meeting Web Page. Use Live Meeting > Edit Slide

Properties... to edit.]

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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?

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AGENDA

3. Program Planning1. Linking to Strategic Planning

1. Logic Model Connections2. Timing3. Roles

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THCU’s Health Promotion Program Planning Model1. Preplanning and Project Management2. Conduct a Situational Assessment3. Identify Goals, Populations of Interest and

Objectives4. Identify Strategies, Activities and Resources5. Develop Indicators6. Review the Program Plan7. Implement the Plan8. Results/Impact

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Where does strategic planning end and program planning begin?

1. Preplanning and Project Management2. Conduct a Situational Assessment3. Identify Goals, Populations of Interest and

Objectives4. Identify Strategies, Activities and Resources5. Develop Indicators6. Review the Program Plan7. Implement the Plan8. Results/Impact

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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 Planner’s Toolkit, Health System Intelligence Project, 2006

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Nested Logic Models

One overall LM for the overall strategic plan

One for each Strategy One for each Program?

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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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Roles

Omit – discussed earlier under Strategic Planning

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AGENDA

4. Summary and Wrap-up1. Q&A2. Follow-up Supports (OHPRS)

www.hhrc.net www.thcu.ca www.ohprs.ca

Documents

155 College Street Room 400 Public Health Science University of Toronto Toronto, Ontario M5T 3M7 Tel (416) 978-0522 Fax (416) 971-1365 E-mail: [email protected]