Strategy planning by dr shabon palcare 2011


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Strategy planning by dr shabon palcare 2011

  1. 1. STRATEGY PLANNING PALCAREFACILITATORDr Roohullah. ShabonOct 2011 Dr Shabon Resouces 07 1
  2. 2. Objectives:-• Introduction: Purpose and Process of strategy planning• To review and build on our existing Palcare Vision, Mission, Value and SWOC analysis• Discuss the strategic priorities• Discuss Operationalization of Strategies: Program Operation Plan (POP) and Action plan (AP), Work Plan (WP) and Action Calendar;• Next Steps Dr Shabon Resouces 07 2
  3. 3. Why Consider a Change?1. Board role dissatisfaction2. Organizational problems3. New phase in life-cycle4. ED turnover5. Board member turnover6. Crisis of confidence7. Changing political/economic environment8. All of the above!!!
  4. 4. What type of Board you want to be?• Working Board – do all the work! Usually no staff / ED• Managing Board (Traditional Board) – actively manage the organization keeping their hands on the wheel . Have staff and an ED• Governing Board (Policy-based) – delegates responsibility to the ED, uses policies as a highly leveraged tool. Try to stay away from the operations and try not to micromanage the ED. Follow the Carver model or are highly influenced by it• Ratifying Board – follows the lead of the ED who usually establishes the agenda, develops policies and even selects future Board members. Sometimes look like governing Boards – do not lead or provide accountability• Failing Board – arguments, strife, disharmony
  5. 5. Twelve Principles of Exceptional Boards1. Involved in Establishing 7. Maintain a High Level of Constructive Integrity Partnership* 8. Always thinking about Sustaining Resources2. Mission Driven 9. Results and Quality Focused3. Strategic Thinkers 10. Engage in Intentional Board Practices4. Invite a Culture of Inquiry 11. Are interested in Continuous Learning5. Made-up of Independent Thinkers 12. Understand the Importance of Revitalization6. Transparent
  6. 6. What is Strategic Planning?• Process to establish priorities on what you will accomplish in the future• Forces you to make choices on what you will do and what you will not do• Pulls the entire organization together around a single game plan for execution• Broad outline on where resources will get allocated
  7. 7. Why do Strategic Planning Now?• If you fail to plan, then you plan to fail – be proactive about the future• Strategic planning improves performance• Solve major issues at a macro level• Communicate to everyone what is most important
  8. 8. Fundamental Questions to Ask• Where are we now? (Assessment)• Where do we need to be? (Gap / Future End State)• How will we close the gap (Strategic Plan)• How will we monitor and measure our progress (BalancedScorecard)
  9. 9. A Good Strategic Plan should . . .• Create the right balance between what the organization is capable of doing vs. what the organization would like to do• Cover a sufficient time period to close the performance gap• Address critical performance issues• Visionary – convey a desired future end state• Flexible – allow and accommodate change• Guide decision making at lower levels –
  10. 10. Fundamental Questions to Ask• Where are we now? (Assessment)• Where do we need to be? (Gap / Future End State)• How will we close the gap (Strategic Plan)• How will we monitor and measure our progress (BalancedScorecard)
  11. 11. Major Components of the Strategic Plan / Down to Action Strategic Plan POP, WP Action Plans Mission Why we exist Evaluate Progress Vision What we want to be Goals What we must achieve to be successful Objectives POP, WP,– objective, output, activities, O1 O2 input, indicators and assumption Initiatives Actions Plan-what, how, AI1 AI2 AI3 When and whoMeasures Indicators and M1 M2 M3 Monitors of successTargets T1 T1 T1 Desired level of performance and timelines
  12. 12. MISSION & VISION STATEMENT:State the mission, vision, values and strategic priorities/directionsMission for the organization (Who are we?) and providing a vision for the future (What should we be?) Dr Shabon Resouces 07 12
  13. 13. Vision Final Draft• Dedicated to awareness and easy access to high quality, compassionate, coordinated hospice palliative care everywhere.
  14. 14. Final Draft: Mission• PalCare for York Region is an alliance of service providers and community members dedicated to facilitating coordinated quality hospice-palliative care for individuals, families and caregviers.• Our focus is:• Planning and delivering high quality education• Advocacy, innovation and awareness• Collaboration and integration• Quality and Dignity at end of life
  15. 15. Final Draft strategic directions1: To maximize organizational effectiveness, efficiency and sustainability.2: Establish and strengthen PalCare Network for York Region’s role in regional planning for palliative care in partnership with focus partners, associations, networks and health care communities. Increase membership, develop communications strategy and diversify funding.3: Increase Advocacy and Awareness of the value of hospice palliative care in the community4: Develop governance and operational policies and procedures for attaining Accreditation5: Measure Program outcomes and continue to improve.
  16. 16. Final Draft Values• Equity and inclusion• Quality and innovation• Empowerment• Integrity, honesty and ethics• Assuming the best intentions• Dignity, respect and compassion
  17. 17. Final draft Focus Partners• Hospices• LHIN• LTC• Hospital• CCAC• Nursing Agencies• Transition St group• HPCO• Volunteers
  18. 18. Draft Strategy Direction1. To maximize Strategic Action organizational •Revision of governance effectiveness, manual and bylaw efficiency and •Do strategic mapping Develop communication sustainability strategy • Resource need assessment and analysis • Fund development strategy Dr Shabon Resouces 07 18
  19. 19. Strategy Direction2. Establish and strengthen PalCare Network for York Strategic Action • Develop partnership Region’s role in regional strategy planning for palliative care in •Reconfirm existing / partnership with focus identify new partners •Develop plan to increase partners, association, membership networks, and health care •Develop communication communities. Increase strategy • Diversify funding membership, develop communications strategy and diversify funding. Dr Shabon Resouces 07 19
  20. 20. Strategy Direction3. Increase advocacy Strategic Action and awareness of the •Develop advocacy strategy and plan value of hospice •Develop awareness palliative care in the strategy and plan community Dr Shabon Resouces 07 20
  21. 21. STRATEGY PRIORITIES4. Develop governance Strategic Actions: and operational •Create board sub-committee •Review/establish board policies and policies and procedures •Create ops sub-committee procedures for •Review/establish ops policies and procedures attaining •Identify accreditation body, Collect requirements, Develop accreditation plan/timelines Dr Shabon Resouces 07 21
  22. 22. STRATEGY PRIORITIES5. Measure program Strategic Actions: outcomes and •Develop evaluation framework and Balanced Scorecard continue to improve •Review current Outcome Evaluation systems •Define Performance Areas we want to improve e.g. Financial, Customer, Process, Capabilities •Map Performance Areas to strategic intents •Develop measures/KPI’s -key performance indicators •Create a data collection plan •Create reports •Monitor KPI’s and improve Dr Shabon Resouces 07 22
  23. 23. Pre-Requisites to Operation Planning• Senior managment leadership commitment• Who will do what?• What will each group do?• How will we do it?• When is the best time?
  24. 24. Results flow chart Activities ObjectivesInputs Processes Outputs Outcomes Results Indicators
  25. 25. The Strategy Map and Scorecard• Why we exist Mission• Desired future state Vision• Where we want to be in 3-5 years Strategy• What we must do well Objectives• How we measure success Measures• Desired Results Targets• Projects to achieve objectives Initiatives
  26. 26. OPERATIONALZING STRATEGY PLAN• Any relevant historical information• Existing Planning Tools• Simple Guide for Elaborated Program Operation Plan (POP), Action Plan (AP), Work plan ( WP) and Action Calendar (AC) Dr Shabon Resouces 07 26
  27. 27. The Process For The Next Steps• Although it will be a one year POP, as this is the first attempt, every thing will be reviewed and revised after every three months with PO team• Timeline for completing POP – first draft end of Oct The time line depends on the process for first draft.• Resources to be used: PalCare Project Plan budget 2011, Strategy Implementation Plan, Mission Reports, other recommendation and regions resources. Dr Shabon Resouces 07 27