PCCYFS 2012 Annual Spring Conference Organizational Analysis to Achieve Goals Presented By: Kristen...

PCCYFS 2012 Annual Spring Conference

Organizational Analysis Organizational Analysis to Achieve Goalsto Achieve Goals

Presented By:Kristen Volosky, MEd, MBA

[email protected]

“This is a time to shape the future – precisely because everything is in flux. This is a timefor Self-Assessment, clear minded decisions, and, above all, a time for action.”

Peter F. Drucker

PCCYFS 2012 Annual Spring

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• Content slide• And so on…


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Agenda

• Description of the model used

• The Lifecycle of the model and it’s six phases

• Lessons Learned• Questions and Answers


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Learning Objectives

• To define the process • To identify strategies and approaches to

use for performing the activities of each phase of the model

• To learn strategies and variations in how to deploy resources to achieve outcomes

• To learn ways the model can be put into action within their own organizations

• To identify timeframes within the fiscal year for implementation of various phases of the model


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The Six Phases of the Model

1Strateg

ic Profilin

g

2Create a forum

for Strateg

ic Thinkin

g

3Set

Goals and

Objectives

4Prioritiz

e & Assign Accountability

& Comple

tion Dates

5Impleme

nt & Execute

6Monito

r & Evaluat

e Performance


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Let’s begin to pave the road and choose a direction……


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Phase 1: Strategic Profiling

• Utilizes the existing mission, vision, values and guiding principles

• Strategic profiling is an environmental scan that is modified for this model

• The profile helps with the discovery of key facts and trends that will help influence the direction and goals being considered for the program.

• Under this model, the profile is written on each specific program

• Assesses the Internal and External Environment


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External Analysis Internal Analysis

• Trends in Economic, Societal, political factors that influence the program

• Governmental Regulation influence

• Industry conditions• Technology• Does the program have a fit

with organizational mission?• Competitive Advantage (or

Disadvantage)• Competitive Position in the

marketplace

Opportunities Threats

• Description of the program, it’s target audience, & the need in the community

• How has the service been used over time

• How has the program performed financially (past/present)

• What is the outcome of the program’s work? Indicators of success?

• How should we be measuring success?

• Infrastructure / capacity to achieve goals and serve the customer

StrengthsWeaknesses

SWOT ANALYSIS


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EXAMPLE (section: target audience)• “Children and Adolescents and young

adults between the ages of 2-21 with an Autism Spectrum Diagnosis who need 1:1 services for behavior modification of symptoms related to this diagnoses.”

• “Referrals primarily come from parents, MCO’s, Service Coordinators, Child Development Unit (CDU), and other service providers.”


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Phase 1: Strategic ProfilingEXAMPLE (section: Trends in the

Environment)• “Act 62 which now requires commercial

insurances to pay for up to $36,000 of the cost of care for individuals with Autism.”

• “Parity will affect how Act 62 is implemented in which the $36,000 annual limitation may not apply.”

• “Health Care Reform”• “Loophole uncertainty”• “Co-pay implementation”• Etc…


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EXAMPLE (section: Competitive Position)• “Competitive position is strong.”• “A philosophy of treatment centered

around ABA with a strong training program to support its proper implementation”

• “Board Certified Behavior Analyst expertise”

• “Comprehensive Total Rewards Incentive package for PRN or part time workers including assistance to obtain licensure”

• “Referral sources that utilize WSS as their first place of referral”

• “Implementation of an EMR system”• Etc.


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1Strategic Profiling

2 3 4 5 6

Purpose: to influence direction, focus, prioritization and goals being set

•Scan of internal & External Environment•SWOT•Competitive Analysis


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Phase 2: Create a Forum for Strategic Thinking

• This is the process for collecting input for the design of the goal plan

• Held in a meeting / retreat / summit manner

• Can be utilized as an opportunity for training

• The agenda gets defined in this phase and is part of the roadmap

• The players to be involved are identified


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DESIGN THE AGENDA• Answer the following:

– What do we want to accomplish?– How much time do we need to allot for

this meeting or summit (1 day, 2 days, etc.)

– Will we be incorporating training?– Will this occur on/off site– What actual work do we expect to get

completed during this process


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“We’ve got 57 supervisors, 36 coordinators, and 63 concept implementers – How do we

identify our forum participants?”


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IDENTIFY THE TEAM• Questions to guide decision making:

– What is our feedback loop? Who are key players in this loop?

– Who are the main decision makers for the program(s)?

– Who will be held accountable for executing actions and producing results of the plan?

– How do the roles work together?– Will Department leaders need to be

included (HR, Quality, etc.)?


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EXAMPLE AGENDA ITEMS FROM WSS YEAR 1Day 1• Icebreaker• Change• WSS corp. strategic

goals• Giving the retreat

purpose• Framework for a

successful summit• Enlightened Leadership• Desired Outcomes• Program Philosophy• SWOT• Financial picture• Our Vision – what do we

want to look like?• Pain Points – group

activities

Day 2• CEO words for the day –

kickoff• Vision for the Service

Line• Visioning exercise• Integration and

collaboration across WSS

• New Business opportunities

• Prioritizing• Making it work• Next steps to move this

forward


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Phase 2: Create a Forum for Strategic Thinking EXAMPLE AGENDA ITEMS FROM WSS YEAR 2Day 1•Team Icebreaker•Revisit progress and

vision set from last year’s retreat

•Review of treatment philosophy

•Strategic Planning•Logic Models – what are

they?•Develop Logic Model•KPI review of the Service

Line•Total Quality Indicators•Successes over the past

year

Day 2•Team Building training –

blame vs. accountability & breaking the dependency cycle

•5 major dysfunctions of a team

•Group Activity: ID 3 team goals

•Activities – development of solutions and actions for: what fell off the list, Change points, recurring issues

•Activity – calendar creation•Large Group Decision

Making•Closing


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EXAMPLE FEEDBACK LOOP FOR CHOOSING PARTICIPANTS

Clients are at

the center

of decision making


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2Create a

forum for Strategic Thinking

3 4 5 6



Purpose: to utilize a process that’s used to help inform the plan via. input from major internal stakeholders

•Create agenda•Identify & engage critical agency staff•Utilizes phase 1 info.


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“Now what do we do with all of these great ideas the team came up with? If I’m not back in 2 days organize a search and rescue team!”


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Phase 3: Set Goals and Objectives

• Organize proposed objectives – May need to do based on categories– Not prioritizing in this phase yet

• Select a planning format to use• Evaluate what you have and weed out

what doesn’t belong• Review what’s left and work with the

objectives to make them SMART• Assign Actions and Outcomes to each

objective


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Considerations for organizing objectives

• By Department & program (e.g., HR, IT, Quality, Program 1, Program 2, etc.)

• By workgroup and committee• By corporate strategic area of focus• By team or project leader or accountability

assigned• Once organized, you are ready to choose a

planning format to use


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Example Planning Format


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Example Planning Format


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Phase 3: Set Goals and Objectives Considerations for what doesn’t belong

– Initiatives already underway with ownership held by another group or person

– Consideration for whole organization – Duplication or similarity in other categories– A general initiative that can be handled by a

group identified within the feedback loop vs. an objective that has a long term business direction and purpose

– Things that may not be relevant – Is it realistic? And consistent with mission,

values, & principles of the organization?


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Getting Objectives into SMART Format


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Example Action Steps / Outcomes on this planning grid


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2Create a


3Set Goals

and Objective

s

4 5 6





Purpose: to set clear and descriptive changes anticipated with action steps to achieve desired outcome •Organize•Select planning format•Weed out•SMART•Actions / Outcomes


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Phase 4: Prioritize & Assign


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Phase 4: Prioritize, & Assign Accountability and Completion

Dates• Determines the most critical

goals/objectives• Considers needs, strengths, and

resources• Identifies top objectives to work on first

– gives order and focus to the plan• Identifies the leader overseeing

progress with the entire plan and leaders responsible for each objective

• Identifies a timeframe that’s realistic to achieve the objective(s)


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Dates

Considerations for prioritizing:– Start small– Think about urgency and

importance of each objective– How did you categorize and

organize in phase 3?– Utilize a team in your feedback

loop to help prioritize, assign accountability, and set timeframes


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Priority Matrix

High Impact

Lower Effort Higher Effort

Low Impact


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Dates

Considerations for assigning accountability– Set clear expectations– Create a communication process– Check in to report out progress,

barriers, resources needed, etc.– Authorize them to do the work– Avoid charging the leaders with

objectives and actions that potentially require higher level involvement


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Dates Considerations for setting completion dates

– Where does the completion fall within other activities and trends occurring (e.g., new regulations, some kind of change, etc.)

– Does the completion of one objective depend on another’s completion

– Availability of resources, budget, technology, etc.

– How many action steps are there per objective

– Utilize a program calendar to help


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Phase 4: Prioritize, & Assign Accountability and Completion Dates Example: Organizing Accountability • Organized team into “Solution Groups”• Each Solution Group had a leader who set the

agenda and kept the group focused on objectives assigned

• Our solution groups– Quality– Recruitment & Retention– Marketing– Parents and Kids– Staff Development & Training


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2Create a


3Set Goals

and Objectives

4Prioritize & Assign

Accountability &

Completion dates

5 6






Purpose: to give focus & order to the plan and identify responsibility for successes.

•Prioritize in order of importance / avail. Resources•Assign accountability•Set completion dates


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Phase 5: Implementation and Execution


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Phase 5: Implementation and Execution

• The plan is shared & communicated to the team

• Establish– Reporting & monitoring system – Supervision of the work– Process for convening plan groups for

execution– Process for ongoing assessment of

progress or needed changes with actions / objectives

– Process for getting additional resources needed through execution of plan actions & objectives


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2Create a


3Set Goals

and Objectives


Accountability &

Completion dates

5Implemen-

tation &

Execution

6








Purpose: to roll out to the team & establish solid processes and procedures that will provide necessary support for goal achievement

•Communication plan•Create processes/procedures


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Phase 6: Monitor & Evaluate Progress


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• Measure impact of the plan• Reflect on the experience to make it

better the next time• Remember that the plan is a guideline,

not a rule – if something needs to change, go ahead and change it

• Monitor to assure the team is following the direction established by the plan – if there is deviation try to understand why and reflect on the new direction


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• Additional considerations & questions– Will goals being achieved according to

deadlines set?– Should deadlines be changed?– Is there adequate resources, time,

training, etc. to achieve the goal(s)?– Has anything changed in the environment

causing objectives to no longer be realistic & relevant to the program?

– Should priorities change – still on target?– How can we improve future planning and

monitoring processes?


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• When something needs to change:– What is causing the change? – Why is the change being made?– Were changes made with new

assignment of objectives, accountability and timeline?

– What can be learned?


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Some Results We’ve Seen


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2Create a


3Set Goals

and Objectives


Accountability &

Completion dates

5Implemen-

tation &

Execution

6Monitor & Evaluate Progress








Purpose: to roll out to the team & establish solid processes and procedures that will provide necessary support for goal achievement

•Communication plan•Create processes/procedures

Purpose: to evaluate the planning activities and status of the implementation of the plan.

•Measure•Change as needed•Evaluate to be sure right direction is being followed


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Lessons Learned• It’s a process that takes time• There’s no right or wrong way to do this• Find opportunities to create the learning

environment• Utilize the time with your team well – they will

do the work – give them opportunity to work together during the summit as much as possible

• As a facilitator, be ready to hear the tougher side of things - let them open up

• Be clear with the forum’s purpose, objectives, and outcomes• Choose participants well


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It’s Messy , Don’t Strive For

Perfection.


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1Strategi

c Profilin

g

2Create a forum

for Strategi

c Thinkin

g

3Set

Goals and

Objectives

4Prioritiz

e & Assign Accountability & Comple

tion Dates

5Implementatio

n & Executio

n

6Monitor

& Evaluat

e Progres

s


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“The real path to greatness, it turns out, requires simplicity and diligence.

It requires clarity, not instant illumination.

It demands each of us to focus on what is vital and to eliminate all of the extraneous distractions”

-Jim Collins, author


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References• Antariksa, Yodhia. (2007). Strategic Planning

for Managers• Collins, Jim. (2006). Where are you on your

journey from Good to Great. Good to Great Diagnostic Tool.

• Drucker, Peter F. (2002). Strategic Planning using the Ducker Foundation Self Assessment Tool.

• Gantz McKay, Emily. (2001). Strategic Planning: a Ten step Guide.

• McNamara. Authenticity Consulting LLC, Basics of Monitoring, Evaluating, and Deviating from the Strategic Plan.

• Olsen, Erica, M3 Planning, MyStrategicPlan.com

• Thompson, Debra, Strategy Solutions, Non-Profit Strategic Planning Capabilities

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