Ballweg John Burns Program Directors 101 Pando Workshop Objectives Define strategic planning and strategic management Describe the benefits of strategic planning List and describe the steps of effective strategic ID: 674187
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STRATEGIC PLANNING
Ruth BallwegJohn Burns
Program Directors 101 Pando ™ WorkshopSlide2
ObjectivesDefine strategic planning and strategic management
Describe the benefits of strategic planningList and describe the steps of effective strategic planningPerform a SWOT and PO analysis for your organizationSlide3
What are your experiences with strategic planning?Slide4
“Have a core principle, everything else is just tactics.”
- Nelson MandelaSlide5
DefinitionA strategic plan is a tool that provides guidance in fulfilling a mission with maximum efficiency and impact.Slide6
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
6Slide7
A strategic plan should…Articulate specific goalsDescribe specific action steps
Be reviewed every 3-5 yearsSlide8
Other Types of Plans (Planning)Operating PlanA set of tasks for carrying out the goals delineated in the strategic plan.
Business PlanA plan focused on the actions and investment necessary to generate income from a program or service.Slide9
Strategic Planning vs. Long Range PlanningStrategic Planning
More consideration of the external environmentRelies on input from internal and external stakeholdersFocused on change and adapting to actual or perceived changesVision of the future is essentialLong 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 quoSlide10
Important TermsVision (Statement)
Mission (Statement)StrategyTacticsGoalsObjectivesSlide11
Strategic Planning and your MissionYour 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.Slide12
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. MittenthalSlide13
How is the PA education environment changing?Slide14
Benefits of Strategic PlanningPromotes proactivity
Involves internal and external stakeholders in the processInvolvement of external stakeholders creates advocacy for the programPromotes stability over timeAssists with planning for assessment, resource allocation, and accreditation
Better prepare the program to evolve with changesSlide15
Why Do Strategic Planning?
Keeps organization competitive in a dynamic and often
unpredictable
environment
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
15Slide16
Risks and Pitfalls of Strategic PlanningNot planning to planNot knowing or having a planning process
Not allotting enough time to planStrategic planning costs moneyThe risk of switching directionsSlide17
When Not
to Do Strategic PlanningNo
time
No
resources
No commitment from
leadership
In an acute crisis or transition
17Slide18
Results of a poor planning processDisillusioned stakeholdersPoor use of resources
FiscalPhysicalHumanFailed accreditation reviewsSlide19
General PrinciplesThere is no one absolute process
There are specific principles and required stepsShould be treated as an ongoing processMust evolve and change as the “market” (environment) changesMust reflect the vision, mission, and values of the organizationSlide20
Steps to a Comprehensive Strategic Planning Process
Situational assessment and analysisExternal competitive analysisIdentify strategic or critical issues
SWOT and
PO
analysis
Design
the
strategic
plan
Write up the plan
Implement the
planMeasure success of the planSlide21
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
For
higher
education,
Hayes adds
Physical Evidence
ProcessesPeople
Estimation of product/service lifeCycle: Emergence-Growth-Maturity-Decline
21Slide22
SITUATIONAL ASSESSMENT & ANALYSIS
External: Client or customer’s perceptionsMethodsSurveys
, 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?
22Slide23
EXTERNAL COMPETITIVE ANALYSIS
ScanningBenchmarking
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?
23Slide24
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….
Brainstorm (post-it notes)
Rank
priorities
List- Five to
ten
Balloting (secret)
24Slide25
SWOT and PO AnalysisSWOTSuccesses (internal
)Weaknesses (internal)Opportunities (external)Threats (external)Using your OT, consider the POPossibilities (Any Opportunities that you have influence over, move to Possibilities
)
Obstacles (Any Threats that you can have influence over, move to Obstacles)Slide26
Designing Your Strategic Plan
A strategy should provide clear and concise answers to the followingWhere 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?
26Slide27
Designing Your Strategic PlanIn addition to the answering the four questions, a strategy should
Be flexibleIntended, emergent, and realized strategyAddress 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 timedSlide28
SURVIVE AND THRIVE
“I skate to where I think the puck will be, not where it has been”-Wayne Gretzky
28Slide29
Writing up your plan
Use only one or two people as writers for a consistent voiceCirculate draft broadly for review and comment
Establish a firm deadline for feedback
Seek feedback from stakeholders and leadership
29Slide30
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
30Slide31
IMPLEMENTATION FAILURE
Lack of participation
Lack of
communication
Poorly thought-out
strategy
Failure to hold people
accountable
Picking
the wrong people for the
tasks
31Slide32
EXECUTION
“Vision without execution is hallucination.” -Thomas Edison
32Slide33
References and ResourcesHinton, K; Society for College and University Planning. A Practical Guide to Strategic Planning in Higher Education.
http://oira.cortland.edu/webpage/planningandassessmentresources/planningresources/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-2003_strat-plan-in-u.pdf
. 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, 2016Dynamic 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, 2016Panet, 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