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
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
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
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
