strategic planning implementation - naspd park managers forum 2002 1 strategic planning...

Strategic Planning Implementation - NASPD Park Managers Forum 2002Strategic Planning Implementation - NASPD Park Managers Forum 2002 11

Strategic Planning• Implementation

Strategic Planning• Implementation

Daniel D. McLean, Ph.D., Daniel D. McLean, Ph.D., CPRPCPRP

Indiana State UniversityIndiana State UniversityCenter for State Park Center for State Park

ResearchResearch


Strategic planning is

above all else about creating and facilitating

change!

Strategic planning is

above all else about creating and facilitating

change!


A Strategic Planning ModelA Strategic Planning Model

Phase 5

• Responsibilities & Time-lines

• Implementation

Phase 4

•Strategic Issues•Operational Planning•Capability & Contradiction•Vision Validation

Phase 3

• Influence Scanning•Stakeholder Analysis•Evaluation & Monitoring

Phase 2

•Values Clarification•Stakeholder Identification•Vision Creation•Mission Statement

Phase I

Need and Readiness to Engage in Strategic

Planning.

Community NeedsAssessment

Management Strategies

Measurement Processes

Focus on “DoingFocus on “Doingthe Right Things.”the Right Things.”

Focus on “Doing things Right “ Focus on “Doing things Right “ through Strategic Issues through Strategic Issues

resulting resulting In goals and output andIn goals and output and

outcome objectivesoutcome objectives

Management Strategies

3


Conflicts in PlanningConflicts in Planning

Strategic IssuesStrategic Issues

EnvironmentEnvironment

MandatesMandates PolicyPolicyObjectivesObjectives



Significant programSignificant programgrowth predictedgrowth predicted

Existing servicesExisting servicesscattered in communityscattered in community

Overcrowding ofOvercrowding ofexisting facilitiesexisting facilities









Provision ofProvision ofSport/Recreation ProgramsSport/Recreation Programs

Provision ofProvision ofRecreation ServicesRecreation Services

Impact on PositiveImpact on PositiveQuality of LifeQuality of Life






Resource DevelopmentResource Development




Provision ofProvision ofSport/Recreation ProgramsSport/Recreation Programs

Provision ofProvision ofRecreation ServicesRecreation Services Impact on PositiveImpact on Positive

Quality of LifeQuality of Life

Convenience &Convenience &Quality of ServicesQuality of Services

Facility CostFacility CostContainmentContainment

Efficiency ofEfficiency ofOperationsOperations




Strategic Planning…Strategic Planning…The focus of strategic planning is

to cause individuals and the organization to:

1) Think strategically,

2) Learn to deal with change, and

3) Become innovative in individual approaches to focusing on the future.

The focus of strategic planning is to cause individuals and the organization to:

1) Think strategically,

2) Learn to deal with change, and

3) Become innovative in individual approaches to focusing on the future.


Setting the StageSetting the Stage Establishing working timelines Contradiction analysis Determining resource requirements Prioritizing and aligning goals and

objectives Assigning responsibilities Negotiating timelines Determining outputs & outcomes

Establishing working timelines Contradiction analysis Determining resource requirements Prioritizing and aligning goals and

objectives Assigning responsibilities Negotiating timelines Determining outputs & outcomes


PrinciplePrinciple


Working TimelinesWorking Timelines Establish working timeline for

each goal Identify expectation problems

Establish working timeline for each goal

Identify expectation problems

Strategic IssueGoal 1Goal 2Goal 3Goal 4Goal 5

0 1 2 3 4 50 1 2 3 4 5


Implementation…Implementation…It involves rethinking… Governing Body use of

strategic plan Staff perceptions & realities Organizational structure Individual accountability Budgeting processes

It involves rethinking… Governing Body use of

strategic plan Staff perceptions & realities Organizational structure Individual accountability Budgeting processes


Staff Perceptions & Realities


Individual Concerns about implementation• Anticipated increased workloads

• Fear of unknown

• Fear of change

• Lack of skills

• Too little time to adjust

Individual Concerns about implementation• Anticipated increased workloads

• Fear of unknown

• Fear of change

• Lack of skills

• Too little time to adjust


Realities of implementation•Shifting (and maybe increased)

workloads•Change in duties and requisite

skills and knowledge base• Individual and group

frustration• Increased organizational

awareness of future

Realities of implementation•Shifting (and maybe increased)

workloads•Change in duties and requisite

skills and knowledge base• Individual and group

frustration• Increased organizational

awareness of future




Organizational Structure

Organizational Structure

Strategic planning assumes that the old structure may not work in the new realities

It demands the organization think in terms of new approaches to solving existing and potential issues

Business as usual is not acceptable

Strategic planning assumes that the old structure may not work in the new realities

It demands the organization think in terms of new approaches to solving existing and potential issues

Business as usual is not acceptable


Individual Accountability

Individual Accountability

Performance appraisal systems may need to change

Outputs and outcomes tied to strategic plans

Accountability reviews frequent• At least once a quarter

Establish new reporting methods for accountability

Performance appraisal systems may need to change

Outputs and outcomes tied to strategic plans

Accountability reviews frequent• At least once a quarter

Establish new reporting methods for accountability


Implementation Responsibility Matrix

Implementation Responsibility Matrix

Strategic Planning Team

Governing Body

Administration

Staff

Strategic Planning Team

Governing Body

Administration

Staff

Presentation to BoardMonitor implementation and progressAdopt strategic planReceive progress reportsInterpret & Implement PlanAssign responsibilities Administer planMonitor & prepare progress reportsEstablish work-plansFunctionalize operational plan

Presentation to BoardMonitor implementation and progressAdopt strategic planReceive progress reportsInterpret & Implement PlanAssign responsibilities Administer planMonitor & prepare progress reportsEstablish work-plansFunctionalize operational plan


Implementation…Implementation…At the stage of implementation 3

things must occur Target dates established for

objectives (and some goals) Responsibilities assigned for

completion of goals and objectives

Budget allocated for achievement of goals and objectives

At the stage of implementation 3 things must occur

Target dates established for objectives (and some goals)

Responsibilities assigned for completion of goals and objectives

Budget allocated for achievement of goals and objectives


Relationships of Goals & Objectives

Relationships of Goals & Objectives

Strategic Planning Strategic Planning GoalsGoals and and objectivesobjectives are are translated as goals at the translated as goals at the DivisionDivision and and IndividualIndividual levellevel

Action PlanAction Plan


GoalsGoals

ObjectivesObjectivesStrategic Plan GoalStrategic Plan Goal

Division GoalsDivision Goals

Division ObjectivesDivision Objectives

Detail increases asDetail increases asthe process moves the process moves through the through the organizationorganization

Division Plan GoalDivision Plan Goal

Individual GoalsIndividual Goals

Individual ObjectivesIndividual Objectives


Establishing Target Dates

Establishing Target Dates

Set target dates for each task Establish a matrix depicting when

all tasks are:

• In process

• Due to be completed

Resolve conflicts Return to after responsibilities

assigned

Set target dates for each task Establish a matrix depicting when

all tasks are:

• In process

• Due to be completed

Resolve conflicts Return to after responsibilities

assigned


Establishing ResponsibilityEstablishing

Responsibility Assign responsibility for each task

to an individual or to a team (group)

Identify what outcomes should look like (not processes)

Identify specific parameters Identify target dates Negotiate existing responsibilities

Assign responsibility for each task to an individual or to a team (group)

Identify what outcomes should look like (not processes)

Identify specific parameters Identify target dates Negotiate existing responsibilities


Performance Measures


Involves… Relating organizational roles to

performance Fixing time frames for

accomplishment Identifying performance

measures

Involves… Relating organizational roles to

performance Fixing time frames for

accomplishment Identifying performance

measures




Operational measures•Focus on operations outputs

(e.g., budgeting, personnel administration, maintenance, etc.)

Programmatic measures•Focus on program outcomes

(e.g., program offerings, special events, site usage, etc.)

Operational measures•Focus on operations outputs

(e.g., budgeting, personnel administration, maintenance, etc.)

Programmatic measures•Focus on program outcomes

(e.g., program offerings, special events, site usage, etc.)




Performance measures may be the most

misunderstood aspect of Strategic Planning

— and the most dramatically changing

Performance measures may be the most

misunderstood aspect of Strategic Planning

— and the most dramatically changing


Program Outcome Model


InputsInputs ActivitiesActivities OutputsOutputs

Services / Services / ProgramsPrograms

AquaticsAquaticsInterpretive Interpretive

ServicesServicesParksParksLodge Lodge

OperationsOperationsMaintenanceMaintenance

ProductsProductsPrograms Programs

offeredofferedNumber of Number of

ParticipantsParticipantsMedia Media

ExposureExposureHours of Hours of

serviceserviceMaintenance Maintenance

hourshours

Outcomes

Outcomes

ResourcesResources MoneyMoney StaffStaff VolunteersVolunteers Equipment & Equipment &

suppliessupplies ConstraintsConstraints LawsLaws RegulationsRegulations Funders’ Funders’

requirementsrequirements

ResourcesResourcesQuality of Quality of

experiencesexperiencesDesire to Desire to

returnreturnNew New

KnowledgeKnowledgeChanged Changed

AttitudesAttitudesModified Modified

BehaviorBehaviorImproved Improved

ConditionCondition


General categories of information to be collected on individual and program performance

• Establishes baseline data

• Allows for trend analysis

• Allows for comparative analysis

General categories of information to be collected on individual and program performance

• Establishes baseline data

• Allows for trend analysis

• Allows for comparative analysis




Output Measures - immediate

results of activity (quantitative)

(efficiency)

• Number of participants

• Contacts at Visitors Center

• Programs offered

• Complaints received

Output Measures - immediate

results of activity (quantitative)

(efficiency)

• Number of participants

• Contacts at Visitors Center

• Programs offered

• Complaints received




California ExampleCalifornia Example Interpretive Walks

•Output focused on number of participants

•Number of participants per walk rose from 15 to 45 to 60

•Number of people returning (retention) declined

Interpretive Walks•Output focused on number of

participants•Number of participants per

walk rose from 15 to 45 to 60•Number of people returning

(retention) declined


Outcome Measures - ultimate benefits from organization’s activities & participant involvement (quantitative & qualitative)(effectiveness)

• Participant perceptions of experience

• Quality of maintenance operations• Performance of Programmers

Outcome Measures - ultimate benefits from organization’s activities & participant involvement (quantitative & qualitative)(effectiveness)

• Participant perceptions of experience

• Quality of maintenance operations• Performance of Programmers




California ExampleCalifornia Example Interpretive Walks - Decision Mode

•Assessment showed that MOST participants did not enjoy the experience

•Determination that experience more important than numbers

•Experience measures Learn something? Enjoy the

experience? Do it again? Family activity?

Interpretive Walks - Decision Mode•Assessment showed that MOST

participants did not enjoy the experience

•Determination that experience more important than numbers

•Experience measures Learn something? Enjoy the

experience? Do it again? Family activity?


California ExampleCalifornia Example

Interpretive Walks - Results• Interpreters felt connected

with participants

•Participant satisfaction raised to an acceptable level

•Users reported stronger feelings towards environment

Interpretive Walks - Results• Interpreters felt connected

with participants

•Participant satisfaction raised to an acceptable level

•Users reported stronger feelings towards environment




InputsInputs Activities

Activities

Outputs

Outputs

Services / Services / ProgramsPrograms

AquaticsAquaticsYouth Youth

ActivitiesActivitiesParksParksSeniorsSeniorsMarketingMarketing

ProductsProductsClasses Classes

taughttaughtNumber of Number of

ParticipanParticipantsts

Media Media ExposureExposure

Hours of Hours of serviceservice

Number of Number of advisory advisory meetingsmeetings

Outcomes

Outcomes

ResourcesResources MoneyMoney StaffStaff VolunteersVolunteers Equipment Equipment

& supplies& supplies ConstraintsConstraints LawsLaws RegulationsRegulations Funders’ Funders’

requiremenrequirementsts

ResourcesResourcesFeelings of Feelings of

LeisureLeisureSocial Social

BelongingBelongingNew New

KnowledgKnowledgee

Changed Changed AttitudesAttitudes

Modified Modified BehaviorBehavior

Improved Improved ConditionCondition


In Ohio…In Ohio… Vehicles parked in boat trailer areas:

•Designed a database to track (outputs)Citations Warnings

•Worked the area for educating the public (output)

•Track number of repeat offenders (output)

•Ranger time spend (output)

and…

Vehicles parked in boat trailer areas:•Designed a database to track (outputs)

Citations Warnings

•Worked the area for educating the public (output)

•Track number of repeat offenders (output)

•Ranger time spend (output)

and…


In Ohio…In Ohio… Number of warnings and

citations down 62% (outcome)

Enforcement time spent at site down 36% (outcome)

Number of warnings and citations down 62% (outcome)

Enforcement time spent at site down 36% (outcome)


Example Goal & Objectives


GOAL Provide support to enhance

visitor experiences•OUTPUT OBJECTIVE

• Increase the number of visitors park staff come into contact with to provide service

Target: 15% increase


visitor experiences•OUTPUT OBJECTIVE

• Increase the number of visitors park staff come into contact with to provide service

Target: 15% increase





visitor experiences•OUTCOME OBJECTIVE

• Increase exposure of visitors to opportunities for individual and family recreation


visitor experiences•OUTCOME OBJECTIVE

• Increase exposure of visitors to opportunities for individual and family recreation




OUTPUT• Number of

contacts

MEASURE• Count contacts

OUTPUT• Number of

contacts

MEASURE• Count contacts

OUTCOME• Quality of

contacts from visitor view

• Enhanced experiences in park

MEASURE• Questionnaires • Exit interviews

OUTCOME• Quality of

contacts from visitor view

• Enhanced experiences in park

MEASURE• Questionnaires • Exit interviews

End…End…Questions…Comments…

Experiences…

Questions…Comments…

Experiences…

Center for Center for

State Park State Park

ResearchResearch

http:naspd.indstate.edu/research/forum2002/

index.html

http:naspd.indstate.edu/research/forum2002/

index.html

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