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STRATEGIC PLANNING: VISIONMISSION, GOALS & STRATEGY

Lisa WalkerJohn Burns

Program Directors 101 Pando ™ Workshop

Acknowledgements

Special thanks to these individuals who have contributed to this presentation:Lisa Mustone Alexander, EdD, MPH, PA-­‐CMatt Dane Baker, PhD PA-­‐CGrace P. Landel, M. Ed.

Objectives1.Define strategic planning 2. Contrast the older linear models and theories of strategic planning with newer models

3. Describe the benefits of strategic planning4. List and describe the steps of effective strategic planning

5. Perform a SWOT and PO analysis for your organization

6. Develop a strategic plan for your organization

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To achieve any big mission or audacious goal there must be a carefully thought out strategy.

What are your experiences with strategic planning?

“Have a core principle, everything else is just tactics.”

Nelson Mandela

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Definition

• A strategic plan is a tool that provides guidance in fulfilling a mission with maximum efficiency and impact.

A strategic plan should…

• Articulate specific goals

• Describe specific action steps

• Be reviewed every 3-­5 years

Other Types of Plans (Planning)

• Operating Plan– A set of tasks for carrying out the goals delineated in the strategic plan.

• Business Plan– A plan focused on the actions and investment necessary to generate income from a program or service.

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Strategic Planning vs. Long Range Planning

Strategic Planning • More consideration of the external environment

• Relies on input from internal and external stakeholders

• Focused on change and adapting to actual or perceived changes

• Vision of the future is essential

Long Range Planning• Looks inwardly at what we want/where we want to be

• Often fiscal/budget driven• Minimal involvement form external stakeholders

• Focused on maintaining the status quo

Important Terms

• Vision (Statement)• Mission (Statement)• Strategy• Tactics• Goals• Objectives

Strategic Planning and your Mission

• Your mission is what your program is there to do. It should be the cornerstone of your planning process.

• You should not have goals, objectives, tactics, or a strategy that do not align with your mission.

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Perspective on Strategic Planning

“..few tools are better suited to help address the staggering array of challenges brought about by a changing environment.”Richard A. Mittenthal

How is the PA education environment changing?

Why Plan?“If you don’t know where you’re going, it doesn't matter which way you go”Cheshire Cat ;; Lewis Carroll

“If you don’t have a plan, your budget is your plan”Putnam;; NEU

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Benefits of Strategic Planning• Promotes proactivity• Involves internal and external stakeholders in the process

• Involvement of external stakeholders creates advocacy for the program

• Promotes stability over time• Assists with planning for assessment, resource allocation, and accreditation

• Better prepare the program to evolve with changes

Why Do Strategic Planning?

• Keeps organization competitive in a dynamic and often unpredictableenvironment

• Promotes a clearly defined direction

• Promotes buy-­in, ownership, and commitment

• Prevents disenfranchised employees

• Sets priorities for resource allocation

• Leads to positive action and change

• Helps in changing direction

• Can accelerate growth

• Promotes innovation and creativity

• Promotes communication & teambuilding

• Expands data and intuition

• Brings external factors to light

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Risks and Pitfalls of Strategic Planning

• Not planning to plan– Not knowing or having a planning process– Not allotting enough time to plan

• Strategic planning costs money• The risk of switching directions

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When Not to Do Strategic Planning

• No time• No resources• No commitment from leadership• In an acute crisis or transition

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Results of a poor planning process

• Disillusioned stakeholders• Poor use of resources– Fiscal– Physical– Human

• Failed accreditation reviews

General Principles• There is no one absolute process• There are specific principles and required steps

• Should be treated as an ongoing process• Must evolve and change as the “market” (environment) changes

• Must reflect the vision, mission, and values of the organization

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Steps to a Comprehensive Strategic Planning Process

• Situational assessment and analysis• External competitive analysis• Identify strategic or critical issues – SWOT and/or PO analysis

• Design your strategic plan• Write up your plan• Implement the plan• Measure the success of the plan

SITUATIONAL ASSESSMENT & ANALYSIS• Determine distinct competencies:

• What makes us unique? What words come to mind when you think about us?

• Marketing evaluation: The four Ps (Product, Price, Place & Promotion) • Make that seven Ps for PA education

– Hayes adds Physical Evidence, Processes, & People for higher education

• Estimation of product/service life• Cycle: Emergence-­Growth-­Maturity-­Decline

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SITUATIONAL ASSESSMENT & ANALYSIS• External: Client or customer’s perceptions– Surveys, focus groups, interviews, observation research

– In PA education who are our clients?• Students• Preceptors/employers and “the” healthcare system• Patients • Others?

– Expectations, satisfaction & future needs• What do they value? • How do they think we are doing?• How are their needs changing/evolving?

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EXTERNAL COMPETITIVE ANALYSIS• Scanning• Benchmarking• Survey, interviews, focus groups & observational research – Who else is providing the service?– Are we spreading ourselves to thin?– How is our “product” performing in the marketplace?

– Is our service and product congruent with our vision, mission, and goals?

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IDENTIFY STRATEGIC OR CRITICAL ISSUES

Definition: An issue (problem or opportunity) that can potentially have a large impact on the organization. Something that should not be ignored….ØBrainstorm (post-­it notes) ØRank prioritiesØList-­ Five to tenØBalloting (secret)

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SWOT and PO Analysis• SWOT– Successes (internal)– Weaknesses (internal)– Opportunities (external)– Threats (external)

• Using your OT, consider the PO– Possibilities (Any Opportunities that you have influence over, move to Possibilities)

– Obstacles (Any Threats that you can have influence over, move to Obstacles)

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Designing Your Strategic Plan• https://www.youtube.com/watch?v=TD7WSLeQtVw

• With your program in mind, discuss how you might answer the four questions outlined in this talk.

• A strategy should provide clear and concise answers to the following– Where do we compete?– What unique value do we bring to those markets?– What resources and capabilities do we utilize to deliver that value?

– How do we sustain our unique value?

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Designing Your Strategic Plan

• In addition to the answering the four questions, a strategy should– Be flexible

• Intended, emergent, and realized strategy– Address critical issues – Address issues that are within your control– Be in line with vision, mission and goals

– Misalignment, mission creep or strategic drift– Be modeled around best practices– Encourage innovation and creativity– Be appropriately timed

SURVIVE AND THRIVE•“I skate to where I think the puck will be, not where it has been”-­Wayne Gretzky

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Writing up your plan• Process:– Use only one or two people as writers for a consistent voice

– Circulate draft broadly for review and comment• Establish a firm deadline for feedback• Seek feedback from stakeholders and leadership

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CONTENT AND FORMAT OF PLAN• Not too much detail,

– Use visuals: bullets, charts & graphs, when possible • Sections of comprehensiv e plan:– Table of Contents– Introduction: Describe the planning philosophy and process. Who was involved? How? Why now and when again?

– Program’s Vision and Mission statement– Program goals– Overview of Organization:

• History• Where are we now? • Important metrics: trends, again use tables, graphs & charts

– Situation Analysis: SWOT or PO Analysis (can use table or grid)– Strategies

• Connected to Vis ion, Mission, Goals• Implementation plan with timeline and responsibilities• Execution: How will you know the strategy succeeded?

– Appendices

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IMPLEMENTATION• Communicate the strategic plan • Influence achievement of needed

changes as quickly as possible;; “quick wins”

• Keep strategic priorities up front• Build & maintain a sense of high

urgency• Show your enthusiasm for the plan• Sell the benefits• Maintain a constant two-­way

information exchange• Widely and frequently praise

significant accomplishments and those responsible for them

• Own up to your failures, focusing on lessons learned

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IMPLEMENTATION FAILURE

• Lack of participation • Lack of communication• Poorly thought-­out strategy• Failure to hold people accountable– Doug Thompson

• Picking the wrong people for the tasks– Baker

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EXECUTION “Vision without execution is hallucination.” -­Thomas Edison

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NEW MODELS

•Expeditionary: Flexible•Avoid prescriptive models•Less structured •Blend formal process using hard quantitative data with a more dynamic vision-­driven process that considers soft data and intuition (Mintzberg)

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References and Resources• Hinton, K;; Society for College and University Planning. A Practical Guide to Strategic Planning in Higher

Education.http://oira.cortland.edu/webpage/planningandassessmentresources/planningreso urces/SocietyforCollegeUniversityPlanning.pdf. Published 2012. Accessed June 24, 2016.

• Paris, K;; Office of Quality Improvement University of Wisconsin-­Madison. Strategic Planning in the University. http://www.cuhk.edu.hk/u-­planning-­office/documents/other-­strategic-­planning/paris-­200 3_strat-­ plan-­in-­u.p df. Published November 2003. Accessed June 24, 2016.

• Business Development Index Ltd. and the Ohio State University. The Process of Strategic Planning. http://fisher.osu.edu/supplements/10/1470/All_Articles.pdf. Accessed June 24, 2016

• Mittenthal, R;; TCC Group. Ten Keys to Strategic Planning for Nonprofit and Foundation Leaders. http://www.tccgrp.com/pdfs/per_brief_tenkeys.pdf. Published 2002. Accessed June 24, 2016

• Dynamic Business Plan. SWOT Analysis and PO. http://www.dynamicbusinessplan.com/swot-­analysis . Accessed June 27, 2016

• Kryscynski, D;; BYU Marriott School of Management and the Center for Teaching and Learning. https://www.youtube.com/watch?v=TD7WSLeQtVw Published 2012. Accessed June 27, 2016

• Panet, K. Team-­based Strategic Planning: A facilitator’s guide. http://www.kevinpanet.com/documents/samples/Strategic_Planning_Guide.pdf Published 2011. Accessed June 27, 2016