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  • 1. Readiness for Strategic Planning:Critical questions for getting started Beverly Triana-Tremain, PhD Public Health Consulting, LLC www.publichealthconsulting.net 1
  • 2. Purpose of today’spresentation• Understand the purpose of strategic planning.• Understand if you (and your organization) are ready for strategic planning?• Learn about tools to enhance the likelihood that strategic planning will become a cultural change.• Learn how to think like Leonardo Da Vinci. 2
  • 3. Critical question #1: Do you understand the intent ofstrategic planning? • Strategic planning enables you to answer the following questions: 1. Who are we? 2. What capacity do we have/what can we do? 3. What problems are we addressing? 4. What difference do we want to make? 5. Which critical issues must we respond to? 6. Where should we allocate our resources?/what should our priorities be? • Only once these questions are answered, is it possible to know: 1. What should our immediate objective be? 2. How should we organize ourselves to achieve this objective? 3. Who will do what when? 3
  • 4. CRITICAL QUESTION #2: DO YOU KNOW WHAT YOUDO AND WHAT YOU DO IT WITH?LOGIC MODEL PROCESS 4
  • 5. Critical question #3: Do youmeasure what you do? • There is no need to plan if you don’t measure what you do to know if the plan worked. • Do you have an evaluation culture? 5
  • 6. Critical question #4:are you ready? 6
  • 7. CRITICAL QUESTION #5: HOW CONNECTED AREYOU TO OTHERS WHO HAVE THE SAME MISSION 7
  • 8. CRITICAL QUESTION #6: WILL THIS BEAN ACTIVITY OR A CULTURAL CHANGE?• Quality Improvement• Balanced Scorecard• My Strategic Planning 8
  • 9. The cycles build on each other… Changes That Result A P in Improvement S D Implementation of change Wide-scale tests of change A P S D Follow-up tests HunchesTheories Ideas Very small scale test 9
  • 10. PDCA 10
  • 11. PDSA Cycle to incorporate the use of a new CM form Improve Access to HIV A P Primary Care S D Cycle 1E: Implement and monitor the standards Cycle 1D: Revise and test tool with all clients for one week A P Cycle 1C: Present refined tool to all 3Introduce new CM S D case managers and document feedback Intake/Assessment Form Cycle 1B: Revise tool and test with Karl’s clients next Monday Cycle 1A: Adapt new CM form and test with one of Joanne’s patients 11
  • 12. 5 WhysCase Example: Auto Repair Shop 12
  • 13. • Quality is free, but it is not a gift. It is hard work.• Quality improvement has as much to do with converting people as solving problems. by Phillip Crosby. Quality is free. 13
  • 14. The Performance Equation 14
  • 15. What is it you want?“Most of what we say and do is not essential. Ifyou can eliminate it, you’ll have more time, andmore tranquility. Ask yourself at every moment,‘Is this necessary?”– Marcus Aurelius 15
  • 16. Tools• Balanced Scorecard• My Strategic Plan (www.mystrategicplan.com) 16
  • 17. CRITICAL QUESTION # 7: CAN YOU THINKLIKE LEONARDO DAVINCI? • Curiosita • Sfumato • Dimostrazione • Arte/Scienza • Sensazione • Corporalita’ • Connessione Based on the work by Michael J. Gelb, How to think like Leonardo da Vinci: Seven steps to genius every day. Delta Press, New York: NY, p. 9. 17
  • 18. Curiosita’ – An Insatiable CuriosityDimostrazione – Testing Knowledge Through ExperienceSensazione – Continued Refinement Of The SensesSfumato – A Willingness To Embrace AmbiguityArte/Scienza – Developing A Balance Between Art And ScienceCorporalita’ – Cultivating Fitness And PoiseConnessione – Recognizing And Appreciating That All PhenomenaAre Connected. 18.
  • 19. Building an organization is a lot like raising children… put the hard work in at firstand you will berewarded… 19
  • 20. •Thank you! 20