strategy planning by dr shabon palcare 2011
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Dr Shabon Resouces 07 1
STRATEGY PLANNING
PALCARE
FACILITATOR
Dr Roohullah. Shabon
Oct 2011
2 Dr Shabon Resouces 07
Objectives:
-
• Introduction: Purpose and Process of strategy planning
• To review and build on our existing Palcare Vision, Mission, Value and SWOC analysis
• Discuss the strategic priorities • Discuss Operationalization of Strategies: Program
Operation Plan (POP) and Action plan (AP), Work Plan (WP) and Action Calendar;
• Next Steps
Why Consider a Change?
1. Board role dissatisfaction
2. Organizational problems
3. New phase in life-cycle
4. ED turnover
5. Board member turnover
6. Crisis of confidence
7. Changing political/economic environment
8. All of the above!!!
What type of Board you want to be? • Working Board – do all the work! Usually no staff / ED
• Managing Board (Traditional Board) – actively manage the organization keeping their hands on the wheel . Have staff and an ED
• Governing Board (Policy-based) – delegates responsibility to the ED, uses policies as a highly leveraged tool. Try to stay away from the operations and try not to micromanage the ED. Follow the Carver model or are highly influenced by it
• Ratifying Board – follows the lead of the ED who usually establishes the agenda, develops policies and even selects future Board members. Sometimes look like governing Boards – do not lead or provide accountability
• Failing Board – arguments, strife, disharmony
Twelve Principles of Exceptional Boards
1. Involved in Establishing
Constructive
Partnership*
2. Mission Driven
3. Strategic Thinkers
4. Invite a Culture of Inquiry
5. Made-up of Independent
Thinkers
6. Transparent
7. Maintain a High Level of
Integrity
8. Always thinking about
Sustaining Resources
9. Results and Quality Focused
10. Engage in Intentional Board
Practices
11. Are interested in Continuous
Learning
12. Understand the Importance
of Revitalization
What is Strategic Planning?
• Process to establish priorities on what you will accomplish in the future • Forces you to make choices on what you will do and what you will not do • Pulls the entire organization together around a single game plan for execution • Broad outline on where resources will get allocated
Why do Strategic Planning Now?
• If you fail to plan, then you plan to fail – be proactive about the future • Strategic planning improves performance
• Solve major issues at a macro level
• Communicate to everyone what is most important
Fundamental Questions to Ask
• Where are we now? (Assessment)
• Where do we need to be? (Gap / Future End
State)
• How will we close the gap (Strategic Plan)
• How will we monitor and measure our progress (Balanced
Scorecard)
A Good Strategic Plan should . . . • Create the right balance between what the organization is capable of doing vs. what the organization would like to do • Cover a sufficient time period to close the performance gap • Address critical performance issues • Visionary – convey a desired future end state
• Flexible – allow and accommodate change
• Guide decision making at lower levels –
Fundamental Questions to Ask
• Where are we now? (Assessment)
• Where do we need to be? (Gap / Future End
State)
• How will we close the gap (Strategic Plan)
• How will we monitor and measure our progress (Balanced
Scorecard)
Major Components of the
Strategic Plan / Down to Action
Mission
Vision
Goals
Objectives
Measures
Why we exist
What we want to be
Indicators and
Monitors of success
Desired level of
performance and
timelines
Actions Plan-what, how,
When and who
O1 O2
AI1 AI2 AI3
M1 M2 M3
T1 T1 T1
POP, WP,– objective, output, activities,
input, indicators and assumption
Strategic Plan
POP, WP Action Plans
Evaluate Progress
Targets
Initiatives
What we must achieve to be successful
12 Dr Shabon Resouces 07
MISSION & VISION STATEMENT:
State the mission, vision, values and strategic
priorities/directions
Mission for the organization (Who are we?) and
providing a vision for the future (What should
we be?)
Vision Final Draft
• Dedicated to awareness and easy access
to high quality, compassionate,
coordinated hospice palliative care
everywhere.
Final Draft: Mission
• PalCare for York Region is an alliance of service
providers and community members dedicated to
facilitating coordinated quality hospice-palliative
care for individuals, families and caregviers.
• Our focus is:
• Planning and delivering high quality education
• Advocacy, innovation and awareness
• Collaboration and integration
• Quality and Dignity at end of life
Final Draft strategic directions
1: To maximize organizational effectiveness, efficiency and
sustainability.
2: Establish and strengthen PalCare Network for York Region’s role in
regional planning for palliative care in partnership with focus
partners, associations, networks and health care communities.
Increase membership, develop communications strategy and
diversify funding.
3: Increase Advocacy and Awareness of the value of hospice palliative
care in the community
4: Develop governance and operational policies and procedures for
attaining Accreditation
5: Measure Program outcomes and continue to improve.
Final Draft Values
• Equity and inclusion
• Quality and innovation
• Empowerment
• Integrity, honesty and ethics
• Assuming the best intentions
• Dignity, respect and compassion
Final draft Focus Partners
• Hospices
• LHIN
• LTC
• Hospital
• CCAC
• Nursing Agencies
• Transition St group
• HPCO
• Volunteers
Draft Strategy Direction
1. To maximize
organizational
effectiveness,
efficiency and
sustainability
18 Dr Shabon Resouces 07
Strategic Action
•Revision of governance
manual and bylaw
•Do strategic mapping
Develop communication
strategy
• Resource need
assessment and analysis
• Fund development strategy
Strategy Direction
2. Establish and strengthen
PalCare Network for York
Region’s role in regional
planning for palliative care in
partnership with focus
partners, association,
networks, and health care
communities. Increase
membership, develop
communications strategy
and diversify funding.
19 Dr Shabon Resouces 07
Strategic Action
• Develop partnership
strategy
•Reconfirm existing /
identify new partners
•Develop plan to increase
membership
•Develop communication
strategy
• Diversify funding
Strategy Direction
3. Increase advocacy
and awareness of the
value of hospice
palliative care in the
community
20 Dr Shabon Resouces 07
Strategic Action
•Develop advocacy
strategy and plan
•Develop awareness
strategy and plan
STRATEGY PRIORITIES
4. Develop governance
and operational
policies and
procedures for
attaining
accreditation
21 Dr Shabon Resouces 07
Strategic Actions:
•Create board sub-committee
•Review/establish board
policies and procedures
•Create ops sub-committee
•Review/establish ops
policies and procedures
•Identify accreditation body,
Collect requirements, Develop
plan/timelines
STRATEGY PRIORITIES
5. Measure program
outcomes and
continue to improve
22 Dr Shabon Resouces 07
Strategic Actions: •Develop evaluation framework
and Balanced Scorecard
•Review current Outcome
Evaluation systems
•Define Performance Areas we
want to improve e.g. Financial,
Customer, Process, Capabilities
•Map Performance Areas to
strategic intents
•Develop measures/KPI’s -key
performance indicators
•Create a data collection plan
•Create reports
•Monitor KPI’s and improve
Pre-Requisites to Operation
Planning
• Senior managment leadership commitment
• Who will do what?
• What will each group do?
• How will we do it?
• When is the best time?
Results flow chart
Inputs Processes
Activities
Outputs
Objectives
Outcomes Results
Indicators
The Strategy Map and Scorecard
• Why we exist
• Desired future state
• Where we want to be in 3-5 years
• What we must do well
• How we measure success
• Desired Results
• Projects to achieve objectives
Mission
Vision
Strategy
Objectives
Measures
Targets
Initiatives
OPERATIONALZING
STRATEGY PLAN • Any relevant historical information
• Existing Planning Tools
• Simple Guide for Elaborated Program
Operation Plan (POP), Action Plan (AP),
Work plan ( WP) and Action Calendar
(AC)
26 Dr Shabon Resouces 07
The Process For The Next Steps
• Although it will be a one year POP, as this is the first attempt, every thing will be reviewed and revised after every three months with PO team
• Timeline for completing POP – first draft end of Oct The time line depends on the process for first draft.
• Resources to be used: PalCare Project Plan budget 2011, Strategy Implementation Plan, Mission Reports, other recommendation and regions resources.
27 Dr Shabon Resouces 07
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