AACVPR 2007 Affiliate Leadership Forum

1. AACVPR 2007 Affiliate Leadership Forum Strategic Planning Marie Bass Bryan Finn

2. 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

3. 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

4. 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

5. 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

6. Strategic Thinking • Are we asking the right questions • Are we doing the right thing?

7. 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

8. 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

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

10. 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

11. Mission, Purpose and Vision • Purpose – end result of why an organization exists • What the organization seeks to accomplish

12. Mission • A broader concept • Includes the business of the organization to achieve its purpose • Statement of values that guide the accomplishment of the mission

13. AACVPR’s Mission • To reduce morbidity, mortality, and disability from cardiovascular and pulmonary diseases through education, prevention, rehabilitation, research, and aggressive disease management.

14. Vision • The most global concept • The successful accomplishment of the mission “promoting health and preventing disease”

15. 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

16. Getting Ready • Is there time to plan? • Who will participate? • Will funds be needed? • Gather data • Identify the data to be collected

17. 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?

18. 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

19. Developing Strategies • Strategies – broad approaches • Goals – general and specific results sought • Objectives – who, how and when

20. 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

21. 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

22. 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?

23. 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

24. The Strategic Plan and Plan of Work • Reviewed annually • Tweaked not revised • Re-prioritized • Sample plan

25. Illinois AffiliateStrategic Planning ProcessBryan Finn

26. 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

27. Keep it Simple • Consistent with Affiliates Mission • Engage Board members • Keep goals achievable • Share the fun!

28. 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

29. 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

30. Goal Development • You are now independent Affiliates • Elect a President • Develop 3-4 goals around each strategy • Keep them simple/achievable • Establish timelines