StrategicPlanning

PATROGANANDGENNISASNETT

EFSLMPNATIONAL SUBJECT MATTEREXPERTS

EFSLMPPILOT PROVIDER TRANSFORMATIONWEBINAR #2

MAY24, 2017 1:00P– 2:30PEASTERN

PatRogan39yearsinthefieldStartedinSpecialEd/Transition&RehabilitationManynational&internationalpositionsprovidingtraining&TAFormerPresidentofNationalAPSEAuthoredmultiplebooksandarticlesrelatedtoorganizationalchangeandintegratedemployment

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GenniSasnettCOOofSJCS,headquarteredinWash.,DC

StartedworkinSEin1987

Collaboratedwithteamtoconceptualize,planandimplementtransformation

Agencybecame100%communitybasedacrossmultiplestatesandindifferentenvironments– urban,suburbanandrural

MorethanonetransformationexperienceatSJCS

Ledtoconsultancy,assistingagencieswithtransformationacrossthestates

AgendaAssessandAnalyzetheOrganization– Past&Present

ReviewtheValues,VisionandMissionStatements

ConductaSWOTAnalysis

DevelopaStrategicPlan

ConsiderAlternativestoStrategicPlans

CommunicatewithStakeholders

DevelopEvaluationProcedures

ImplementtheStrategicPlan

EvaluateResults

PollQuestion#1Whichcategorybestdescribesyou?DirectSupportProfessional- EmploymentDirectSupportProfessional– OtherJobDevelopmentProfessionalMiddleManagement– EmploymentMiddleManagement– OtherSeniorManagement– ServicesSeniorManagement– AdministrativeExecutiveDirector/President/CEOOther:

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IntroductionStrategicplanningmaybedefinedastheprocessofformulating,implementing,andevaluatingdecisionsthatenabletheorganizationtoachieveitsgoals.

FredC.LunenburgSamHoustonStateUniversity

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PollQuestion#2:Hasyourorganization undertakenStrategicPlanningforEmploymentFirst?

Ø YES:* Just started* In process – nearing completion* CompletedØ NO

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AssessandAnalyzetheOrganization– Past&Present:Whatisyourcurrent‘baseline’?

Takeadeep lookatwheretheagencyis- INTERNALENVIRONMENT:LeadershipFocus:Istheleadership adequatetomovetheorganizationforward?

CustomerFocus:Arethoseyouservelivingqualityadultlivesasfullmembersoftheircommunity?

WorkforceFocus:Arepersonnelwillingtochangetoimproveorganizationalperformance?Dotheyhaveneededskills?

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AssessandAnalyze theOrganization– INTERNALENVIRONMENT

OperationsFocus:~Doestheorganizationalstructurepromoteorinhibitgoalachievement?

~Doestheculturesupportpersonnel tobeinnovativeandmakepositivechanges (ormaintainthestatusquo)?

~Dodecisionmakingpracticesencouragegoalaccomplishment?

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AssessandAnalyze theOrganization– EXTERNALENVIRONMENT

Doexternalentitiesandstakeholders(e.g.,national,state,andlocalpolicies,practices,andfundingstructures)positivelyornegativelyimpactyourorganization?

FEDERALLAWS– OLMSTEAD,ADA,WIOA

FEDERAL&STATEEMPLOYMENTFIRSTPOLICIES

VOCATIONALREHABILITATIONSERVICES

DEVELOPMENTALDISABILITIESSERVICES

RESIDENTIALSERVICES

PUBLICTRANSPORTATION

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ReviewtheValues,Vision,&MissionStatements

Thepeopleweserve:•haveongoingexperiences,informationandexpectationsfromwhichtomakechoices;

• havetheexpectationforemploymentandmakingmeaningfulcontributions;

• areincluded,respectedandvalued;• liveandparticipateinthecommunityofhisorherchoice;

• haveavarietyofrelationshipsoftheirchoice.

DoyourValues,Vision&MissionStatementsreflecttheseQOLelements?

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AnalyzeStrengths,Weaknesses,OpportunitiesandThreats(SWOT)• PollQuestion#4:HasyourorganizationusedaSWOTanalysistoguideplanning?_____________________

• Strengthsandweaknessesareofteninternaltoyourorganization,whileopportunitiesandthreatsgenerallyrelatetoexternalfactors.

SWOTAnalysisWorksheet

Strengths

Whatdoyoudowell?Whatuniqueresourcescanyoudrawon?Whatdootherssee asyourstrengths?

Weaknesses

Whatcouldyouimprove?Wheredoyouhavefewer resourcesthanothers?Whatareotherslikelytoseeasweaknesses?

Opportunities

Whatopportunitiesareopentoyou?Whattrendscouldyoutakeadvantageof?Howcanyouturnyourstrengthsintoopportunities?

Threats

Whatthreatscouldharmyou?Whatisyourcompetitiondoing?Whatthreatsdoyourweaknesses exposeyouto?

©CopyrightMindToolsLtd,2006-2015

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ExampleSWOT(abbreviated)Strengths

•We have strong, committed leadership in the new Executive Director.

•New hires bring needed expertise regarding competitive integrated employment.

•New board members embrace new vision and mission.

Weaknesses

•Our organization has minimal expertise and success in competitive integrated employment.

•Our staff have a shallow skills base in many areas.

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ExampleSWOT(cont.)Opportunities• Our state has an Employment First policy.

• Our state agencies support our shift to competitive, integrated employment.

•A therapy provider is interested in renting or leasing space in our building.

Threats• Our cash flow will be unreliable in the early stages. No ‘bridge’ funding has been secured.

• Some board members and parents do not support integrated employment and community-based services.

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Q&AWhatquestionsdoyouhave?

Whatinformationdoyouneed?Whatexperiencecanyoushare

withothers?

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DevelopaStrategicPlan1. IdentifykeystakeholderstobeinvolvedinStrategicPlanning,including

repsfromstaffandBoard.Setasidetime(e.g.,ataretreat)forplanning.

2. Identifypriorityissuestobeaddressed– e.g.,Ø Newjobdescriptions, staffing,andtrainingØ Funding tosupport integratedemploymentØ ServicedeliveryprocessesØ PoliciesandproceduresØ Re-brandingandmarketingØ Datacollectionandevaluation

3. Identifyprioritygoals,actionsteps,personsresponsible,andtimelines.

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STEP1:IdentifykeystakeholdersandsetasidetimetoplanDeterminethecompositionofthestrategicplanningteam.

Possiblemembers:◦ Peoplereceivingservices◦ Familymembersorguardians◦ Boardmembers◦ Management◦ DirectSupportStaff

BoardmayhaveaStrategicPlanningorFutureDirectionsCommittee.Ifso,determinehowmanagementwillworkwiththeBoardCommittee.

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DeterminePlanTypeDeepandcomprehensivemulti-yearplan◦ Moreemphasisonresearch◦ Moreinvolvementofmultiplestakeholdergroups◦ WellsuitedtoagencyTransformationShortertermplan◦ Maybemoreappropriatewhenanagencyhasnewleadershiporisinatransitionalstate

◦ Couldbenecessarywhenonlyashorttimeforpreparationisavailable

Alternative

OrganicorSelf-Organizing- requirescontinualreferencetocommonvalues,dialoguingaroundthesevalues,andcontinuedsharedreflectionaroundthesystemscurrentprocessesSource: http://www.ncjp.org

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PollQuestion3

Whatkindofplanningprocesswillyouragencylikelyuse?

ØComprehensive,longertermplanning

ØShortertermplanning

ØOrganic

ØOther?

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StrategiesforPlanningPlanningcanbedoneinavarietyofways:◦ Fullteammeetingswithallmembersinvolvedinallaspectsofplanning◦ Sub-committeesmeetingsfocusedonspecificareas,culminatinginfullteammeetingtoagreeuponfinalgoalsandimplementationtimelines

◦ Retreat - adaylongorweekendretreat(awayfromtheagencyanddisruptions)◦ Internallyorexternallyfacilitated◦ Preparationdoneinadvance◦ Fullteamparticipation◦ Mayrequiredsomeadditionalworkaftersessiontoputintofinalformat

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Setasidetimeanddeterminelocationformeeting(s)

Besurethatthemeeting(s)placeandtimearegoodforallparticipants.Ifmultiplemeetingsareanticipated,besuretoaccommodateindividualswithdisabilitieswhoareparticipating,staffwhomayneedcoverage,andfamilieswhomayhavechallengestoparticipate.Keeprecordsofmeetingsforthosewhocannotattendeverytime.Maintaintransparencythroughouttheprocess.

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STEP2:IdentifyPriorityIssues tobeAddressed

Reviewthevisionfortheagencybasedonbestpractice◦ “LearningOrganization”ModuleOne– makesureeveryonehasinformationoncompetitiveintegratedemploymentforpeoplewithdisabilities.

◦ Additionalresearchconductedforplanningprocess

Summarizewhereagencyisperformingcurrently◦ Resultsofself-assessment◦ Resultsofsatisfactionsurveysandotherqualityindicators◦ StrengthsandweaknessesfromSWOTanalysis

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IdentifytheGapbetweentheBaselineandtheVision

MayuseODEP’sCriteriaforPerformanceExcellenceinSystemsChangeandProviderTransformationtoorganize:Leadership - Keyleadershipgoalsnecessaryforshiftingtheorganization’sfocusfromfacility-basedservicedeliverymodelstoexpandeddeliveryofcommunity-basedservicesthatleadtoCIEandotherindividual,integratedoutcomes(outreach,mission,marketing,communication)

StrategicPlanning- Planningobjectivesthatmusttakeplaceinordertomovetheorganizationtowardcompletingitslong-termprovidertransformationgoals.

CustomerFocus- Customer-focusedobjectivesrelatedtoaccomplishingE1stprovidertransformationgoals. (referralsandin-takeprocess,person-centeredplanning)

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IdentifyGap(cont.)ØWorkforceFocus- objectivesfocusedonbuildingthecapacityoftheorganization’sworkforcenecessarytoaccomplishingE1stprovidertransformationgoals.(Recruitment,hiring,trainingandmanagementsupport,deployment)

ØOperationsFocusOperations-focusedobjectivesgoalsrelatedtoaccomplishingE1stprovidertransformationgoals.(servicesprovided,peopleserved,fundingandrelationships,transitionservices,financeandfundraising)

ØResults -Targeted,quantitativemetricsforprojectedoutcomeswithintargetedtimeframe (datacollectionandmanagement,ITcapacity)

ØMeasurement,Analysis&KnowledgeManagement- Ongoingmeasurement,qualityassurance,andknowledgemanagementprotocolstoevaluateprogressovertimeandmakesystematicadjustmentsasneeded(qualityassuranceandbenchmarking)

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STEP3:IdentifyPriorityGoals,Actions,PeopleResponsible,andTimelines

Leadership- OutreachGoal:Allstakeholderswillhaveawarenessofcurrentbestpracticesinemploymentforpeoplewithdisabilities(competitiveintegratedemployment).Actions:

IdentifystakeholdergroupsDeterminetypesofinformationtodeliverIdentifyeducationalmaterials,methodsandmodesfordeliveringinformationtoeachgroupEnsurethatresourcesareavailabledeliverinformation

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AdditionalInformation

Responsibleparty(ies)– Whowillbetheleadondifferentitems?Resourcerequirements– Whatadditionalresourceswillberequiredtoachievegoals?Timelines – Whatareyourmilestoneswithexpectedcompletiondates?

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PossibleSubsidiaryPlansYoumayfindthatwhencertainitemsaregroupedtheyfallintosubsidiaryplanstotheoverallstrategicplan.Someexamples:v CommunicationPlanv HumanResourcesPlanv Branding/MarketingPlanvOperations(Pilot)Planv Finance– funding/resourcereallocationv AdvocacyPlan

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FinancialAnalysisAnalyzefinancesthroughouttheprocessForecastbudgetstoaccompanycompletedplan◦ Revenueasservicesshiftovertime◦ Newcoststofacilitatenewservicedeliverydesign◦ Personnel(additionalstaff,stafftraining)◦ Transportation

◦ Resourcereallocationstrategies◦ Assessmentofresourcerequirementforfuturevscurrent

◦ Determinationofnecessaryresourceallocation◦ Financialimpact

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CommunicatingthePlan

ØCommunicatewithstakeholdersabouttheplan.Developashortsummaryofkeypoints.Ø Determinestrategiesforsharingtheplan(keyitems).ØDeterminehowyouwillkeepeveryoneupdated.

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AdjustPlanasNeeded

Ifplansarenotaffordablethereareseveralstrategiestoaddress:

§ Adjustsomeelementsoftheplan– timeframes,targets,

§ Determinehowresourceswillbeacquired(bridgefunding,grants,fundraising,advocacy)

§ Reviewresourceallocation

BUTstaythecourse!Keepaimingfortheoveralltransformationgoal.

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FromStrategicPlanningtoImplementationo Someorganizationsplantoplantoplan,withouttakingaction.o Announcetheplaninitiationandthestrategiesthatwillbeusedtocommunicateaboutprogress.o Considertyingsomestaffperformancegoalstokeyitemsintheplan.Note:Thisonlyworksifnecessaryresourcesaremadeavailable.o Usegraphicrepresentations(e.g.,#sofpeopleworkingincommunityintegratedemployment,#sofstaffachievingCESPcertification)toshareprogress.

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Piloting(ThinkBig,StartSmall, ScaleQuickly)

Module3discussesinmoredetail

Agreatwaytogetstarted

Lessrisk,morecontrolledcircumstances,opportunitytoworkoutbugs,identifychallengesandresourceneeds

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Identifyingthechallengesinadvanceü Therewillalwaysbesomechallengestoimplementingtheplan.ü Identifyingtheminadvancewillallowyoutheopportunitytoaddressorworkaroundthemwithoutgettingstalled.ü Usevarioustechniquestoaddresschallenges:

Focusgroups– smallgroupsofstakeholdersInformationalinterviews– structuredinterviewswithknowledgeablepartiesPublicforums– carefullymanaged

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MeasuringProgressDevelopaprocessforreviewofprogress◦ Peopleserved– Shareinfoinunderstandableformats&celebrateprogress.

◦ Staffmeetings– Reviewactionitemswithdirectsupportstaffanddiscussprogressoneachgoal,obstacles,andsupportneeds.

◦ Managementmeetings– Standardagendaiteminmeetingswithmanagerswhoreportontheirareasofresponsibility.

◦ Boardmeetings– Provideprogressreportsatregular,agreeduponjunctures.

◦ Parent/guardian/familycommunication– Individuallyinrelationtopersonserved,viawebsiteandnewsletters,atfundraisers,etc.

◦ Funders – Engagefundersbysharingyourprogressaccompaniedbydataandanecdotalinformation.

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RevisitingthePlan

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SummaryAssessagencyandestablishbaselineReviewvalues,visionandmissionConductaSWOTanalysisIdentify“thegapand”developpriorityareasEstablishyourplanningprocessanddevelopgoals,actionsteps,andtimelinestoaddresspriorityareasDevelopcommunicationstrategiestoshareplanImplementplan(pilots)MeasureprogressRevisitoften,reviseasneeded– STICKTOTHEPLAN!

ResourcesBourne,M.(2012).Successfulchangemanagement.NewYork,NY:McGraw-Hill.

Ewy,R.(2010).Stakeholder-drivenstrategicplanningineducation:Apracticalguidefordevelopinganddeployingsuccessfullongrangeplans.Milwaukee,WI:ASQPress.

Goodstein,L.(2011).Strategicplanning:Aleadershipimperative.Alexandria,VA:AmericanSocietyforTrainingandDevelopment.

Grieves,J.(2011).Organizationalchange:Themesandissues.NewYork,NY:OxfordUniversityPress

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CompleteSurveysforWebinar#2Pre:https://www.surveymonkey.com/r/ZR8HRL8Post:https://www.surveymonkey.com/r/ZRCHVSF

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HomeworkforWebinar#3June7,2017:Making itHappen(OperationsFocus)&FundingWebinar#3:OperationsandFunding1.Doesyouragencycurrentlyuseasystematicapproachtonetworkingwithemployers?Ifso,whatisthatapproach?

2.Whatisyouragency'splanforsustainabilityofqualityservices?3.TakeaninventoryofthefundingyouuseormaybeabletouseinyourstateorregiontosupportcompetitiveIntegratedemploymentandcommunityIntegratedactivities.Indicatewhichfundingsourcesyouneedtoresearchmore.4.Thinkofoneexamplewhereyouhaveormightbraidseveralfundingsourcestogethertohelpyoufundmoreintegratedemploymentandcommunityservices.Pre/PostSurveysPre:https://www.surveymonkey.com/r/ZX9RPQ3Post:https://www.surveymonkey.com/r/ZXG97BD