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StrategicPlanning
PATROGANANDGENNISASNETT
EFSLMPNATIONAL SUBJECT MATTEREXPERTS
EFSLMPPILOT PROVIDER TRANSFORMATIONWEBINAR #2
MAY24, 2017 1:00P– 2:30PEASTERN
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PatRogan39yearsinthefieldStartedinSpecialEd/Transition&RehabilitationManynational&internationalpositionsprovidingtraining&TAFormerPresidentofNationalAPSEAuthoredmultiplebooksandarticlesrelatedtoorganizationalchangeandintegratedemployment
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GenniSasnettCOOofSJCS,headquarteredinWash.,DC
StartedworkinSEin1987
Collaboratedwithteamtoconceptualize,planandimplementtransformation
Agencybecame100%communitybasedacrossmultiplestatesandindifferentenvironments– urban,suburbanandrural
MorethanonetransformationexperienceatSJCS
Ledtoconsultancy,assistingagencieswithtransformationacrossthestates
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AgendaAssessandAnalyzetheOrganization– Past&Present
ReviewtheValues,VisionandMissionStatements
ConductaSWOTAnalysis
DevelopaStrategicPlan
ConsiderAlternativestoStrategicPlans
CommunicatewithStakeholders
DevelopEvaluationProcedures
ImplementtheStrategicPlan
EvaluateResults
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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!
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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