TOC 2012: ICF Strategic Planning Presentation 04.2012

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These slides provide the basis for a workshop that teaches the key points of the Strategic and Implementation Planning Model created by Ethan Sanders and me.

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  • Lead: EthanSpeak: AllEach person introduces themselves with just two or three sentences on organizational role, experience summary, and role in strategic planning effort at NHI.Ethan:- How many of you belong to organizations that have strategic plans?- How many of you have read your organization’s strategic plan?- How many of you would consider that strategic plan to be successful?
  • Lead: Ethan
  • Lead: Ethan- Note the stickers handed out and that some activities will be done in those groups
  • Lead: Ethan- Josh may elaborate on some points around tactical planning
  • Lead: Ethan- Josh may elaborate on some points around implementation and context
  • Lead: HeatherActivity support: Ethan and Josh
  • Lead: HeatherActivity support: Ethan and Josh
  • Lead: HeatherActivity support: Ethan and Josh
  • Lead: Heather
  • Lead: Ethan- Give a summary version of the project from conception to completion and note that the rest of the workshop will highlight key points of the project with activities, demonstrations, and useful detailsHeather and Josh will contribute details in this overviewNotes for “How did it work” point:1. Not just focused on making plans with great ideas- Emphasized successful implementation through contextual awareness from the beginning- Utilized support team that combined expertise in strategic planning, facilitation, analysis, project management, change management and communications- Built long-term management techniques into the planning process to teach skills to participants2. Incorporated effective group facilitation techniques and decision-making processesCollaboration!Activities that teach and reinforce key concepts!Baseline information as reference points!Group approvals and ownership!Individual responsibility and accountability!
  • Lead: Ethan- Josh may elaborate on points
  • Lead: EthanElaboration on points: JoshVoice of the NHI participants: HeatherHighlight progress through stagesShow how Stage 2 processes are parallel to make transition to implementation smoothExplain that we will highlight key points from each of the five process arrowsDivergent and Convergent Thinking
  • Lead: EthanElaboration on points: JoshVoice of the NHI participants: HeatherHighlight progress through stagesShow how Stage 2 processes are parallel to make transition to implementation smoothExplain that we will highlight key points from each of the five process arrows
  • Lead: EthanElaboration: JoshVoice of the NHI Participant: Heather
  • Lead: EthanElaboration: JoshVoice of the NHI Participant: Heather
  • Lead: EthanElaboration: JoshVoice of the NHI Participant: Heather
  • Activity Lead: JoshElaboration: EthanVoice of the NHI Participant: Heather
  • Activity Lead: JoshElaboration: EthanVoice of the NHI Participant: HeatherStart with the following note:- Challenge: how do you efficiently determine common and unique ideas across hundreds of qualitative responses from multiple interviewees while maintaining their original perspectives and intent?
  • Activity Lead: JoshElaboration: EthanVoice of the NHI Participant: Heather
  • Activity Lead: JoshElaboration: EthanVoice of the NHI Participant: Heather
  • Activity Lead: JoshElaboration: EthanVoice of the NHI Participant: Heather
  • Activity Lead: JoshElaboration: EthanVoice of the NHI Participant: Heather
  • Activity Lead: JoshElaboration: EthanVoice of the NHI Participant: Heather
  • Activity Lead: JoshElaboration: EthanVoice of the NHI Participant: Heather
  • Activity Lead: JoshElaboration: EthanVoice of the NHI Participant: Heather
  • Lead: EthanElaboration on points: JoshVoice of the NHI participants: HeatherHighlight progress through stagesShow how Stage 2 processes are parallel to make transition to implementation smoothExplain that we will highlight key points from each of the five process arrows
  • Lead: EthanElaboration on points: JoshVoice of the NHI participants: Heather
  • Lead: EthanElaboration on points: JoshVoice of the NHI participants: Heather
  • Lead: EthanElaboration on points: JoshVoice of the NHI participants: Heather
  • Lead: EthanElaboration on points: JoshVoice of the NHI participants: Heather
  • Lead: EthanElaboration on points: JoshVoice of the NHI participants: Heather
  • Lead: EthanElaboration on points: JoshVoice of the NHI participants: Heather
  • Lead: EthanElaboration on points: JoshVoice of the NHI participants: Heather
  • Activity Lead: EthanElaboration on points: JoshVoice of the NHI participants: Heather
  • Activity Lead: EthanElaboration on points: JoshVoice of the NHI participants: Heather
  • Activity Lead: EthanElaboration on points: JoshVoice of the NHI participants: Heather
  • Lead: JoshElaboration: EthanVoice of the NHI Participants: Heather
  • Lead: JoshElaboration: EthanVoice of the NHI Participants: HeatherNotes for intro to this section:- Challenge: Moving from Strategies to Tactics- Now you have a full list of strategies and objectives in a drafted plan- How do you: - Effectively transition from developing strategic ideas to creating tactical plans that will succeed?- Select from the complete list of strategies to an amount that can be accomplished in a single year?
  • Lead: JoshElaboration: EthanVoice of the NHI Participants: Heather
  • Lead: JoshElaboration: EthanVoice of the NHI Participants: Heather
  • Lead: JoshElaboration: EthanVoice of the NHI Participants: HeatherNotes for intro to this section:- Challenge: Moving from Strategies to Tactics- Now you have a full list of strategies and objectives in a drafted plan- How do you: - Effectively transition from developing strategic ideas to creating tactical plans that will succeed?- Select from the complete list of strategies to an amount that can be accomplished in a single year?
  • Lead: JoshElaboration: EthanVoice of the NHI Participants: HeatherNotes for intro to this section:- Challenge: Moving from Strategies to Tactics- Now you have a full list of strategies and objectives in a drafted plan- How do you: - Effectively transition from developing strategic ideas to creating tactical plans that will succeed?- Select from the complete list of strategies to an amount that can be accomplished in a single year?
  • Lead: JoshElaboration: EthanVoice of the NHI Participants: HeatherNotes for intro to this section:- Challenge: Moving from Strategies to Tactics- Now you have a full list of strategies and objectives in a drafted plan- How do you: - Effectively transition from developing strategic ideas to creating tactical plans that will succeed?- Select from the complete list of strategies to an amount that can be accomplished in a single year?
  • Lead: JoshElaboration: EthanVoice of the NHI Participants: Heather
  • Lead: JoshElaboration: EthanVoice of the NHI Participants: Heather
  • Lead: JoshElaboration: EthanVoice of the NHI Participants: Heather
  • Activity Lead: EthanElaboration on points: JoshVoice of the NHI participants: Heather
  • Activity Lead: EthanElaboration on points: JoshVoice of the NHI participants: Heather
  • Lead: JoshElaboration: EthanVoice of the NHI Participants: Heather
  • Lead: JoshElaboration: EthanVoice of the NHI Participants: Heather
  • Lead: JoshElaboration: EthanVoice of the NHI Participants: Heather
  • Lead: JoshElaboration: EthanVoice of the NHI Participants: Heather
  • Lead: JoshElaboration: EthanVoice of the NHI Participants: Heather
  • Lead: JoshElaboration: EthanVoice of the NHI Participants: Heather
  • Lead: JoshElaboration: EthanVoice of the NHI Participants: Heather
  • Lead: HeatherElaboration on points: Josh/EthanHighlight progress through stagesShow how Stage 2 processes are parallel to make transition to implementation smoothExplain that we will highlight key points from each of the five process arrows
  • Lead: HeatherElaboration: JoshComparison with other strategic planning projects: Ethan
  • Lead: HeatherElaboration: JoshComparison with other strategic planning projects: Ethan
  • Lead: HeatherElaboration: JoshComparison with other strategic planning projects: Ethan
  • Lead: HeatherElaboration: JoshComparison with other strategic planning projects: Ethan
  • Lead: HeatherElaboration: JoshComparison with other strategic planning projects: Ethan
  • Lead: HeatherElaboration: JoshComparison with other strategic planning projects: Ethan
  • Lead: HeatherElaboration: JoshComparison with other strategic planning projects: Ethan
  • Lead: Ethan- Josh may elaborate on points
  • Lead: Ethan
  • Lead: Ethan
  • Lead: Ethan
  • TOC 2012: ICF Strategic Planning Presentation 04.2012

    1. 1. Strategic PlanningFrom Tactical to PracticalPrepared for:Training Officers Consortium2012 Annual InstituteApril 23, 2012
    2. 2. Who Are We? Ethan Sanders, Fellow at ICF International Joshua Kersey, Senior Associate at ICF International Heather Shelsta, Program Manager at the Federal Highway Administration 1
    3. 3. Objectives The two goals of this session are to help you: – Envision a strategic planning process that is both visionary and practical – Assess the implementation factors that must be addressed in order to improve the likelihood of the plan being successful in the short and long terms 2
    4. 4. Workshop Overview Introduction and Key Terms Starting a Strategic Planning Initiative The Art and Science of Strategic Planning NHI’s Experience and Implementation Results To Date There will be examples, activities, and discussions throughout! 3
    5. 5. A Few Terms Strategy – A long term, systematic plan of action designed to achieve particular goals, requiring directional decisions, purposes and mission Strategic Thinking – The act of considering multiple variables that are (or may) have an affect on an organization and deciding the best course of action to meet long-term goals Tactical – The concrete steps for implementing strategic goals, including the consideration of resources and priorities 4
    6. 6. A Few Terms Implementation – The execution of the strategic and tactical plans and the management and communication processes used to ensure long-term success Context – The situation-specific factors in which an organization operates 5
    7. 7. Before You Get Started… What do you need to consider when beginning a strategic planning initiative? Turn to your neighbor and discuss any factors you would consider when beginning to design a strategic planning initiative in your (or any) organization After three minutes, we will ask groups to share ideas 6
    8. 8. Before NHI Started… Consider the time horizon for the research and planning stages (longer is actually better) Ensure alignment with parent agencies, partner offices, and other organizational units Understand team dynamics and learning styles for effective activities 7
    9. 9. Before NHI Started… Decide if you need external help – Research and analysis – Facilitation – Executing strategic action plans Define roles, responsibilities, and boundaries in each stage of the process 8
    10. 10. The NHI Story: Background The National Highway Institute (NHI) is a unit of the Office of Technical Services (OTS) in the Federal Highway Administration (FHWA) NHI strives to improve the performance of the transportation industry through the development and delivery of technical training in a variety of formats Encompasses 16 subject areas within FHWA Resembles a non-profit business model with customers, vendors, logistics, and revenue streams For more information on the organization, visit the NHI Web site at www.nhi.fhwa.dot.gov 9
    11. 11. The NHI Story: Strategic Planning Why strategic planning? How did the project unfold? How well did it work? 10
    12. 12. Five Key Principles1. Begin planning for implementation from the very beginning, not as an afterthought2. It’s not really about the strategic plan document! It’s about building and integrating the capacity to think and act strategically3. Strategic planning requires thorough preparation to understand contextual factors such as culture, mandates, resources, and processes4. The people really matter! This includes group dynamics, leadership commitment, team capabilities, and stakeholder expectations5. Strategic planning requires honest analysis and deep reflection to result in improvements 11
    13. 13. So, What Makes This Model Different? ICF Strategic and Implementation Planning Process Stage 1 Stage 2 Stage 3 Strategic Planning Tactical Planning Analysis and Project Implementation Planning Information, Context, and Constraints Management Shared between Processes to Inform Decisions Implementation Planning 12
    14. 14. Stage 1: Analysis and Project Planning ICF Strategic and Implementation Planning Process Stage 1 Stage 2 Stage 3 Strategic Planning Tactical Planning Analysis and Project Implementation Planning Information, Context, and Constraints Management Shared between Processes to Inform Decisions Implementation Planning 13
    15. 15. STAGE 1 Analysis and ProjectGoals of this Process Planning Establish baselines for organizational context and expected plan content Discover common and unique themes to use as a frame of reference in the planning stage Set participant expectations for the planning stage Identify important challenges and opportunities for plan development and implementation Determine effective activities, tools, and schedule for planning stage 14
    16. 16. STAGE 1 Analysis and ProjectSteps in this Process Planning Review agency documentation Design data collection approach Conduct Individual interviews with each participant – Information remained anonymous Analyze themes from interview content Collect additional data on mandates, stakeholders, and other factors Develop Activities for Strategic Planning and Implementation Workshops 15
    17. 17. STAGE 1 Analysis and ProjectInnovative Approaches Planning PEST framework for interviews Thematic analysis of interview content – Results coded and analyzed across multiple dimensions to discover key themes Combined interview data with information from NHI Web site and policy sources for stakeholders, mandates, and other factors Used all results to plan effective activities and predict key areas of focus in Stage 2 16
    18. 18. STAGE 1 Analysis and ProjectCheck It Out: Interview Analysis Planning On the paper provided, take a moment to provide a short answer to these two questions: – What is the most pressing challenge facing your agency today? – What is the greatest opportunity for your agency today? A few volunteers will be asked to read answers aloud * Note, our interviewees answered 36 questions like these! 17
    19. 19. STAGE 1 Analysis and ProjectCheck It Out: Interview Analysis Planning What themes did you hear in the responses today? – Challenges – Opportunities The Challenge: How do you make sense of complex answers to dozens of questions by multiple interviewees efficiently? 18
    20. 20. STAGE 1 Analysis and ProjectCheck It Out: Interview Analysis Planning Analysis team observed the interviews to better understand the meaning of each response in the final notes Obtained approval of all written interview notes from each interviewee to establish accuracy and trust in the process Separated each comment (541 total) in an Excel list and labeled with all relevant category tags (anonymous interviewee number, interview question number, PEST category, etc.) 19
    21. 21. STAGE 1 Analysis and ProjectCheck It Out: Interview Analysis Planning Conducted paraphrasing, sentiment labeling, general topic categorization, and theme identification exercises with a team of analysts Utilized Excel tools on the resulting “interview database” table to rapidly analyze trends in responses, find commonalities across interviewees, and uncover unique but possibly important ideas 20
    22. 22. STAGE 1 Analysis and ProjectCheck It Out: Interview Analysis Planning Number of Total Response Interviewee Distribution Area of Focus Themes Frequency (# Interviewees)Customer Demand and Market 5 107 High (7-8)Federal Mandate/Support 3 20 High (7-8)Group Dynamics and Culture 2 34 High (7-8)Individual KSAs/Capability 3 26 High (7-8)Individual Performance 2 5 Moderate (4-6)Leadership 6 20 High (7-8)Organizational Capability 4 40 High (7-8)Organizational Structure 2 7 Moderate (4-6)Process and Procedures 8 68 High (7-8)Quality 6 46 High (7-8)Resources 10 55 High (7-8)Strategy and Priorities 11 101 High (7-8)Workload 1 12 Moderate (4-6)Grand Total 63 541 21
    23. 23. STAGE 1 Analysis and ProjectCheck It Out: Interview Analysis Planning Interviewee Positive/ Theme Internal/ Theme Distribution Negative # External (# Interviewees) Sentiment Contract staff are essential to achieving organizational 2 goals, but their allocation and utilization should be Low (1-3) Negative Internal adjusted to improve performance Demand for NHI training will remain steady or increase due to various external market factors and the 5 High (7-8) Positive Both organizations capability to deliver high-quality, low-cost training through new delivery methods Increased funding would allow NHI to improve services, 6 Moderate (4-6) Positive External meet new program needs, and maintain quality standards Instability and inefficiencies in funding and authorization 8 High (7-8) Negative External limit NHIs ability to operate effectively 22
    24. 24. STAGE 1 Analysis and ProjectCheck It Out: Interview Analysis Planning Area of Area of Area of Area of Area of # Theme Focus Focus Focus Focus Focus Category 1 Category 2 Category 3 Category 4 Category 5 Contract staff are essential to achieving organizational goals, but their allocation 2 Resources and utilization should be adjusted to improve performance Demand for NHI training will remain steady or increase due to various Customer Federal Process Strategy external market factors and the 5 Demand Mandate/ and Quality and organizations capability to deliver high- and Market Support Procedures Priorities quality, low-cost training through new delivery methods Increased funding would allow NHI to 6 improve services, meet new program Resources needs, and maintain quality standards Instability and inefficiencies in funding 8 and authorization limit NHIs ability to Resources operate effectively 23
    25. 25. STAGE 1 Analysis and ProjectLessons Learned: Interview Analysis Planning Follow an analysis process that maintains interview response meaning and integrity – Otherwise, participants will not trust the results Spend the time up front to structure the interview note-taking tools to match your intended analysis structure – It will save you significant effort later on! 24
    26. 26. STAGE 1 Analysis and ProjectLessons Learned: Interview Analysis Planning Look at the responses from multiple angles to find results that may not be obvious to the interviewee group – These will be highly valuable in the planning stage Use the results as means of framing planning stage activities, such as SWOT analysis Reference the results as a reminder of the bigger picture and diverse viewpoints while navigating through the weeds of specific strategic issues 25
    27. 27. Stage 2 ICF Strategic and Implementation Planning Process Stage 1 Stage 2 Stage 3 Strategic Planning Tactical Planning Analysis and Project Implementation Planning Information, Context, and Constraints Management Shared between Processes to Inform Decisions Implementation Planning 26
    28. 28. STAGE 2Part 1: Strategic Planning Begins at the end of Stage 1 Occurs in parallel with implementation planning Strategic Planning 27
    29. 29. STAGE 2 StrategicGoals of this Process Planning Develop a visionary and effective strategic plan! Generate and capture strategic ideas Develop clear mission, vision, and values Align with stakeholder needs, mandates, and other factors Set the stage for successful tactical planning and execution 28
    30. 30. STAGE 2 StrategicSteps in this Process Planning Run Vision Exercises Generate Values with Behavioral Anchors Refine Stakeholders and Mandates Conduct SWOT Analysis and Create SWOT Matrix – Review Thematic Analysis Results Craft Strategic Issues and Strategic Questions Develop Strategies and Goals Write Vision and Mission Statements Begin Tactical Planning Activities 29
    31. 31. STAGE 2 StrategicStrategic Planning Process Planning Environ- mental Market Factors Factors Internal SWOT Contextual Factors Funneling Down to Strategic Issues and Strategies Questions and Goals Strategies and Goals 30
    32. 32. STAGE 2 StrategicInnovative Approaches Planning Visioning Exercises – “Govies” Award – From-To Values Voting Stakeholder Matrix SWOT Matrix Nominal Group Technique Small Group Strategy and Goal Worksheets 31
    33. 33. STAGE 2 StrategicCheck It Out: Stakeholder Matrix Planning Direct Interest Indirect Interest High Stakeholder Group A Individual Stakeholder 1 Power Low Stakeholder Group B Stakeholder Group D Power Stakeholder Group C Individual Stakeholder 2 32
    34. 34. STAGE 2 StrategicCheck It Out: SWOT Matrix Planning Future Quadrant Internal Fix-It Quadrant (External Opportunities and (External Opportunities and Internal Strengths) Internal Weaknesses) External Fix-It Quadrant Survival Quadrant (External Threats and (External Threats and Internal Strengths) Internal Weaknesses) 33
    35. 35. STAGE 2 StrategicTry It Out: Govies Award Planning The year is 2020 Your organization has been nominated for the federal agency (or private organization) of the year award. This award is given to organizations who have dramatically increased the efficiency and effectiveness of their operations. On your scrap paper, take just a few minutes to write a short acceptance speech (1 minute or less in length). Be sure to cover… – What specifically has the organization accomplished? – What did it take to reach these accomplishments? – What is the impact of these accomplishment for the organization and its customers? 34
    36. 36. STAGE 2 StrategicDebrief: Govies Award Planning What themes did you hear as you listened to other speeches? Were there any speeches that resonated with you? Why? How do you think this activity or other visioning exercises could be applied? 35
    37. 37. STAGE 2 StrategicLessons Learned: Govies Award Planning Don’t rush the big picture pieces of the strategic plan – Clear, effective mission, vision, values, and stakeholder components are essential points of alignment, guidance, and motivation for strategies and tactical action plans Incorporate visioning early in the strategic planning process to establish an aspirational tone Allow individuals to work independently in a visioning activity to get every perspective on the table and create confidence in participants It’s the ideas behind the vision that matter, not the wordsmithing Focus on transitioning to the next step of “how do we get there?” smoothly 36
    38. 38. STAGE 2Part 2: Tactical Planning Begins at the end of the strategic planning process in Stage 2 Occurs in parallel with implementation planning Tactical Planning 37
    39. 39. STAGE 2 TacticalGoals of this Process Planning Develop an actionable and achievable annual tactical plan Focus on only as many strategies as the organization can complete in a year based on contextual factors Prioritize the most important strategies Establish shared interpretations and understanding of tactical-level factors (definition of success, metrics, approach, deadlines, etc.) Create comprehensive action plans that both maximize the potential for successful execution and maintain alignment with strategic plan Establish group ownership of the strategic and tactical plans and individual responsibility for each strategy 38
    40. 40. STAGE 2: PLAN DEVELOPMENT TacticalSteps in this Process Planning From Strategies to Tactical Priorities Assign criticality and Level of Effort (LoE) 1. Estimate time and effort estimate rankings to each strategy and goal Tactical Planning “Funnel” Process Steps Identify a champion 2. Assign responsibility to take responsibility of achieving a strategy Individual champions develop 3. Develop tactical approaches tactical approach ideas and refine LoE estimates Determine annual “Bank Account” of 4. Define organizational capacity organizational time and effort capacity 5. Assess relationships Assess strategy interdependencies between strategies 6. Establish annual priorities Vote on Top-Priority Strategies within Bank Account Limit and tactical plan and interdependency requirements 39
    41. 41. STAGE 2 TacticalInnovative Approaches Planning At the end of the strategic planning process: – Create “Strategy Database” in Excel during workshop – Initial estimates of “criticality” for strategies and “level of effort” for each individual goal on clear 5-point scales – Establish “Champions” responsible for the management and completion of individual strategies Category Criticality Category Level of Effort (LoE) (Strategy Level) (Goal Level) 5 Must Complete within 3 Months 5 Less than 100 hours 4 Must Complete within 6 Months 4 100 - 1,000 hours 3 Must Complete within 1 Year 3 1,000 - 2,000 hours 2 Must Complete within 2 Years 2 2,000 - 4,000 hours 1 Must Complete within 3 - 5 Years 1 4,000+ hours 40
    42. 42. STAGE 2 TacticalInnovative Approaches (continued) Planning Tactical Action Plan forms – Champions independently complete thorough questionnaires for all strategies and goals before next workshop – Forms contain initial estimate data as reference points – “Covert” method of creating project charters (strategies) and project phase charters (goals) – Data from tactical action forms input into Strategy Database to refine estimates and reports 41
    43. 43. STAGE 2 TacticalInnovative Approaches (continued) Planning “Picturing Success” drawings Strategy Database report review Level of Effort Capacity “Bank Account” Strategy interdependencies “Builder Roles” activity Strategy priority voting Communication relay drawings Tactical action plan detailed review and approval Brain-teaser puzzles 42
    44. 44. STAGE 2 TacticalCheck It Out: Strategy Reports Planning A key point to reinforce was the need to select only as many tactical efforts as the organization could support in one year… 43
    45. 45. STAGE 2 TacticalCheck It Out: Strategy Reports and Bank Account Planning Similar to the interview analysis report in strategic planning, the strategy reports provided a point of reference for tactical planning activities Total Effort (in Hours) for Total Effort (FTE Equivalent) for First-Year Strategies First-Year Strategies 40000 20 36327.5 18 17 35000 16 30000 14 25000 12 Level of Effort Level of Effort (Hours) 20000 10 (FTE Equivalent) 8 15000 6 10000 4 5000 2 0 0 Total Total 44
    46. 46. STAGE 2 TacticalCheck It Out: Interdependencies Planning Short-term Long-term Strategic S-1.1 S-1.2 Question #1 S-2.3 Strategic S-2.1 S-2.2 Question #2 S-2.4 Strategic S-3.2 S-3.1 S-3.3 Question #3 Strategic S-4.1 S-4.2 Question #4 45
    47. 47. STAGE 2 TacticalCheck It Out: Bank Account Voting Calculator Planning Vote Count Strategy Number LoE 6 3.1 2,600 6 5.1* 2,000 6 5.2 2,150 6 3.2 600 4 2.2 400 4 3.6 550 4 6.2 1,750 4 8.2 1,225 Total Spent 11,275 Bank Account Remaining 225 *Only complete Goal 5.1.1 Bank Account Total: 11,500 Status: Strategy Funds Remaining 46
    48. 48. STAGE 2 TacticalTry It Out: Builder Roles Planning How is building a tactical plan similar to building a house? If you were about to build a house, what role would you be most likely to play? The options are: – Architect – Tradesman (Carpenter, electrician, etc..) – Foreman – Decorator Gather under the wall graphic that represents your choice If you find yourself alone, find a group that best represents you In your groups, take 5 minutes to discuss the following questions: – What is it about this role that you like doing? – What do you want people in the other roles to understand about you? 47
    49. 49. STAGE 2 TacticalDebrief: Builder Roles Planning What is it about this role that you like doing? What do you want people in the other roles to understand about you? How would these insights be useful when developing tactical action plans? 48
    50. 50. STAGE 2 TacticalLessons Learned: Builder Roles Planning Identify the crucial skills required for the roles in each strategy and goal plan Match staff interests and talents to the diverse needs of the goal teams Not all strategies and goals are created equal – some will be more difficult to define and plan Set realistic roles and workloads for goal team members to set them up for success Define team roles in terms of skills rather than just individuals to allow for easier rotation or replacement of staff as needed 49
    51. 51. STAGE 2Part 3: Implementation Planning Begins at the end of Stage 1 Occurs in parallel with strategic and tactical planning processes Implementation Planning 50
    52. 52. STAGE 2 ImplementationGoals of this Process Planning Prepare the organization for effective implementation and long-term success Continue to inform strategic and tactical planning processes with contextual data Prepare the organization to execute the plans by managing change Develop communication, governance, and other management tools and practices 51
    53. 53. STAGE 2 ImplementationSteps in this Process Planning Gather additional contextual information from within and outside the organization Inform strategic and tactical planning processes with results of analyses Develop implementation framework for governance, communication, and progress reporting Refine implementation tools and processes based on strategic and tactical process outputs 52
    54. 54. STAGE 2 ImplementationInnovative Approaches Planning During strategic planning: – Identify and examine established management processes, communication channels, IT tools, and other factors – Gather outputs from workshop – Assess workload capacity and staff skills – Begin developing implementation plan and tools • Leverage current organizational capabilities • Design new tools and processes to fill in gaps 53
    55. 55. STAGE 2 ImplementationInnovative Approaches (continued) Planning During tactical planning: – Use workload and skill information as starting points for tactical planning activities – Determine stakeholder interests and develop communication plan for each strategy as well as the overall plan – Finish building implementation tools and processes – Integrate governance techniques into tactical planning activities – Rapidly “plug in” results of tactical planning to implementation tools to make them ready for use immediately 54
    56. 56. STAGE 2 ImplementationCheck It Out: Implementation Framework Planning Implementation Management Progress Change Communication Future Planning Management Management Management Management 55
    57. 57. Stage 3: Implementation Management ICF Strategic and Implementation Planning Process Stage 1 Stage 2 Stage 3 Strategic Planning Tactical Planning Analysis and Project Implementation Planning Information, Context, and Constraints Management Shared between Processes to Inform Decisions Implementation Planning 56
    58. 58. STAGE 3 ImplementationGoals of this Process Management Achieve strategic goals! Successfully execute tactical action plans Communicate the plan and results to stakeholders Integrate strategic thinking and the refined mission, vision, and values into the organization Govern the plan by managing progress, maintaining alignment, and incorporating changes Develop long-term schedule for updating tactical and strategic plans over time 57
    59. 59. STAGE 3 ImplementationSteps in this Process Management Progress Management Change Management Communication Future Planning 58
    60. 60. STAGE 3 ImplementationInnovative Approaches (So Far) Management Monthly implementation meetings Question-based progress report forms – Encourage collaboration and accountability Change request SharePoint tool for plans Effective communication methods – Mission, Vision, and Values handouts – Strategic plan rollout video – SharePoint discussion board 59
    61. 61. STAGE 3 ImplementationCheck It Out: Progress Report Form Management Simple question-based form to help champions reflect on progress and plan for the following month Focuses on sharing successes and collaborating on challenges 60
    62. 62. STAGE 3 ImplementationCheck It Out: Strategic Plan Video Management Recorded champions providing answers to questions about the strategic plan and the development process – Incorporated mission, vision, values, and other content between clips An interesting method of communicating the background and key points of the plan – Plan champions providing first-person accounts enhances credibility and support Process of creating clips helps champions reflect on the process and the plans – Develops sense of ownership and advocacy 61
    63. 63. STAGE 3 ImplementationDebrief: Strategic Plan Video Management How well would this method work in your organization? What are other ideas to share strategic plans and generate motivation and support? 62
    64. 64. STAGE 3 ImplementationImplementation: Results So Far Management Tactical plan progress Strategic plan component rollout Strategic thinking and context-based decision-making integration – Language and focus of operational conversation changes – Consideration of workloads – Impact of new ideas on strategic projects 63
    65. 65. Review: Five Key Principles1. Begin planning for implementation from the very beginning, not as an afterthought2. It’s not really about the strategic plan document! It’s about building and integrating the capacity to think and act strategically3. Strategic planning requires thorough preparation to understand contextual factors such as culture, mandates, resources, and processes4. The people really matter! This includes group dynamics, leadership commitment, team capabilities, and stakeholder expectations5. Strategic planning requires honest analysis and deep reflection to result in improvements 64
    66. 66. Final Questions How did you see the five key principles incorporated into this methodology? What are your thoughts on this approach to strategic planning? How could you apply these principles, innovative approaches, and methodology in your own organization? Does anyone have any other questions or comments? 65
    67. 67. Connect with us on… icfi.com/social 66
    68. 68. Thank You for Attending!Ethan Sanders: esanders@icfi.comLinkedIn: http://www.linkedin.com/in/ethansandersJoshua Kersey: jkersey@icfi.comLinkedIn: http://www.linkedin.com/in/joshuakerseyHeather Shelsta: heather.shelsta@dot.govLinkedIn: http://www.linkedin.com/in/heathershelstaTo download this presentation, go to icfi.com/toc

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