Strategic Strategic PlanningPlanning

RESNA/NATTAPRESNA/NATTAPJune 16, 2009June 16, 2009

Strategic Planning SeriesStrategic Planning Series

Session 1 – Preparing for the Session 1 – Preparing for the Strategic Planning ProcessStrategic Planning Process

Session 2 – Developing the Plan: Session 2 – Developing the Plan: Analysis to ImplementationAnalysis to Implementation

Session 3 – Writing the Strategic Session 3 – Writing the Strategic PlanPlan

Each of our programs are Each of our programs are moving targetsmoving targets

Your Plan is your PlanYour Plan is your Plan

We are all in a different place and phase:We are all in a different place and phase:

(Start up, operational, growth)(Start up, operational, growth)

Try to pick the priorities and areas most relevant Try to pick the priorities and areas most relevant and return with several objectives to work onand return with several objectives to work on

Why develop a planWhy develop a plan??

- SustainabilitySustainability

- Anticipate economic and financial pressuresAnticipate economic and financial pressures

- Develop a shared visionDevelop a shared vision

- Create organization alignmentCreate organization alignment

- To analyze data and plan for the futureTo analyze data and plan for the future

- To provide a roadmap with a route to the To provide a roadmap with a route to the futurefuture

Strategic Plan Benefits Strategic Plan Benefits - Potential for improved resultsPotential for improved results

- Creates the mindset for future thinkingCreates the mindset for future thinking

- Promotes an organizational focus on most critical Promotes an organizational focus on most critical problems, choice making and prioritizationproblems, choice making and prioritization

- Fosters teamwork and commitment across participantsFosters teamwork and commitment across participants

- Establishes a document for distribution and self Establishes a document for distribution and self promotionpromotion

- Self control and self directionSelf control and self direction

Strategic PlanStrategic Plan Concerns Concerns

- Poor preparation and faulty assumptionsPoor preparation and faulty assumptions

- Lack of commitment by participantsLack of commitment by participants

- Concerns over cost effectiveness of the processConcerns over cost effectiveness of the process

- Crisis management overrides or interrupts the Crisis management overrides or interrupts the need for plan developmentneed for plan development

- Implementation seems unlikelyImplementation seems unlikely

- staff time, past experiences, organizational timingstaff time, past experiences, organizational timing

Plan ParticipationPlan Participation

- Consider a Steering Group or person to Consider a Steering Group or person to coordinate the activitycoordinate the activity

- Determine the need for outside facilitation, Determine the need for outside facilitation, consultant, or advisorconsultant, or advisor

- How large is your strategic plan How large is your strategic plan development group?development group?

- Characteristics of a participatory - Characteristics of a participatory Board/Council/Steering GroupBoard/Council/Steering Group

Plan ParticipantsPlan ParticipantsConsumerConsumer – CIL, Aging, medical community – CIL, Aging, medical community

Marketing : Contacts within the industry, experience developing Marketing Plan, media contacts, press releases, web page, etc

Legislative – Connections with elected officials at federal, state and local level, lobbyists,

VendorVendor – Association memberships, lobbying – Association memberships, lobbying

Legal perspectivesLegal perspectives – contracts, agreements, etc – contracts, agreements, etc

Additional Preparation Additional Preparation ConsiderationsConsiderations

- Gather background information for baseline Gather background information for baseline purposespurposes

- Be sure to have adequate organizational Be sure to have adequate organizational memory representedmemory represented

- Project some specific areas of critical Project some specific areas of critical agreement for discussion agreement for discussion

- Identify shared goals across those areas of Identify shared goals across those areas of critical agreementcritical agreement

Outline Steps for Plan Outline Steps for Plan DevelopmentDevelopment

- Mission and Values StatementMission and Values Statement

- Values or Guiding PrinciplesValues or Guiding Principles

- HistoryHistory

- SWOT AnalysisSWOT Analysis

- Goals and StrategiesGoals and Strategies

- Steps for ImplementationSteps for Implementation

Put the Plan to WorkPut the Plan to Work

ImplementImplement – develop yearly workplans – develop yearly workplans

RefineRefine – adjust as factors dictate – adjust as factors dictate

ReviewReview – bring to Board semi-annually – bring to Board semi-annually