AACVPR 2007 Affiliate Leadership Forum

Strategic Planning

Marie Bass

Bryan Finn

What is Strategic Planning• A management tool to help the

organization do a better job

• Focus energy and resources appropriately

• Assess and adjust the organizations direction in response to a changing environment

How Strategic planning Works

• Planning involves:• Setting goals• Understanding what we do now• Predicting future scenarios• Determining the best responses to the future• Understanding and prioritizing resources• Denial is the essence of strategic planning

How Strategic Planning Works• The process calls for an order and a

pattern to keep focused

• It implies that some decisions and actions are more important than others

• Can be challenging, complex and messy

Strategic planning vs. Long range planning

• Long range planning – stable environment (50’s and 60’s)

• Strategic planning – the ability to adapt, adjust and plan for a changing environment

Strategic Thinking• Are we asking the right questions

• Are we doing the right thing?

Strategic planning – 3 Elements

• Formulation of the mission in light of a changing external environment

• Development of a strategy to achieve the mission

• Creation of an organizational structure to deploy resources to accomplish goals

What Strategic Planning is not• Strive to understand the future but does

not attempt to make future decisions• Involves anticipating the future but

decisions are made in the present• SP is a tool to be used with the judgment of

good leadership• Creative process – the decisions made

today may alter those made yesterday

The Process may feel like a ride on a roller coaster – if you stay on track you’ll still get there.

Key concepts and definitions in SP

• Leads to action• Builds a shared vision – value based• All inclusive - participatory process• Externally focused – sensitive to the

eternal environment• Based on data• Openness to questioning the status quo• Key part of effective management

Mission, Purpose and Vision• Purpose – end result of why an

organization exists

• What the organization seeks to accomplish

Mission • A broader concept

• Includes the business of the organization to achieve its purpose

• Statement of values that guide the accomplishment of the mission

AACVPR’s Mission• To reduce morbidity, mortality, and

disability from cardiovascular and pulmonary diseases through education, prevention, rehabilitation, research, and aggressive disease management.

Vision• The most global concept

• The successful accomplishment of the mission

“promoting health and preventing disease”

Basic steps in the Strategic Planning Process

• 1. Getting ready

• 2. Articulating the mission/vision

• 3. Assessing the situation

• 4. Developing strategies goals and obj

• 5. Writing the plan

Getting Ready• Is there time to plan?

• Who will participate?

• Will funds be needed?

• Gather data

• Identify the data to be collected

The Mission and Vision• Are they relevant for the work of the

organization?

• Do they reflect the work of the organization?

• Are the purpose and values still relevant?

Assessing the Situation• Clear eyed look at the current situation• A knowledge – based look at future

scenarios (can be messy)• An awareness of resources• SWOT• Highlighting critical issues• Prioritizing based on resources

Developing Strategies• Strategies – broad approaches

• Goals – general and specific results sought

• Objectives – who, how and when

Developing Strategies• Can take time and flexibility• Leadership must agree on priorities• New insights may emerge at this step• May change the thrust of the mission

statement• Overall outline of the organizations

directions

Writing it Down• Who drafts the plan?

• How long is it?

• Who agrees to the plan?

• The plan must provide sufficient detail to serve as a guide to getting results

AACVPR’s process• December Board meeting

• Strategic planning (oversight) is a part of every planning year

• Who participates?

• How is data gathered?

• What is the outcome of that meeting?

AACVPR’s process• What we accomplish

• Who writes the plan

• Who reviews the plan

• Who approves the plan

• What happens next

• Plan of work - budget

The Strategic Plan and Plan of Work• Reviewed annually

• Tweaked not revised

• Re-prioritized

• Sample plan

Illinois AffiliateStrategic Planning Process

Bryan Finn

Getting Started• Presented SP at BOD meeting in March

2007 (new Fiscal Year)

• Extension of previous initiatives – formalized plan

• Presented 3 key strategies for discussion – linked to quality and growth

• Brainstorm goals – means to achieve

Keep it Simple• Consistent with Affiliates Mission

• Engage Board members

• Keep goals achievable

• Share the fun!

Key Considerations• BOD discussions and approval – 2-3 meetings• Adjustments made based on BOD input• Strategic Plan revised by President and sent to BOD for

approval – on-line approval form• Tie Goal responsibility to appropriate Board member role

– Membership– Web site– RCP

• Build BOD Agenda around Goals – report progress• Recruit support from outside the Board• Adjust goals and timelines as necessary

Group Assignment• You are the Board of Directors

– 178 members minimal growth over past 5 years (21 are AACVPR members)

– Large state geographically– Committed Board – been around a while– State conference held annually averaging 100

attendees– Web Site is fair– Communication to members – as needed– Strategic planning has been informal

• Brainstorm 4 key Strategies

Goal Development • You are now independent Affiliates

• Elect a President

• Develop 3-4 goals around each strategy– Keep them simple/achievable– Establish timelines