1. UIC School of Public Health
Lara Jaskiewicz, PhD
*

2. *
*Read Wolf Ch. 9
*Review PPT
*Review materials in the Crisis Planning folder
*Work on your new group assignment – mission
statement, goals and objectives (due June 16)
*Participate in class discussion

3. *

4. *
*Types of planning
*Characteristics and capabilities of high-
performing organizations
*The planning process
*Planning models
*Pitfalls of planning in the public and nonprofit
sectors
*Definitions

5. *
*Strategic Planning: putting the organization on course
and evaluating progress
*Financial Planning
* Takes into account patterns of revenues and expenses,
external financial trends,
* The ramifications of proposed activities and structures
* Develop optimistic and pessimistic projections
*Urban and Regional Planning
* Dealing with complex and interrelated problems of an urban
context
* Urban sprawl is one of the biggest issues today
*Contingency or Emergency Planning: for the worst case

6. *
*Clear, well articulated and compelling
mission
*Based on statutory requirements for government
*Set of clear, outcome-related, strategic goals
*Description of how the agency intends to achieve
its goals
*Benefits: gets everyone on the same page; a
good one can drive what the organization does
from top to bottom

7. *
*Involving stakeholders
*If they disagree with the mission and goals you
have a problem and can address it up front
*If they agree with the mission and goals, then
you have buy-in
*Helps the agency focus on community priorities
*Assessing the environment
*Helps to anticipate future changes
*Internal and external environments

8. *
*Defining the desired outcomes
* Barriers: collecting performance data may be hard to do,
diverse factors affect results, key time frames for results
may be long
*Aligning activities, core processes and resources
* It’s not a one-time event but an ongoing process
* Make sure the day-to-day activities align with desired
outcomes
* Organizational structure
* Core processes
* Better linkages between funding and results
* Management of information to support work and evaluation of
impact

9. *
*Performance assessment
*Performance measurement: ongoing, of
outcomes, not activities
*Program evaluation
*Ultimately, it is important to think about how
you will evaluate an effort when planning it so
you can set up the systems to collect the data
and ensure your efforts are focused on what
objective you are reaching

10. *
Step Reason Level Who
Set parameters, mission
development or review
Why Mission/
purpose
Board
Identify limiting
conditions, SWOT
analysis
Direction Goals Board (or Legislature or
Courts) and Senior staff
Compare and choose
options, change
conditions where
possible
Destination Objectives Board and staff
Design plan of action How Strategies Staff with Board
Implement plan What Activities Staff
Evaluate Are we there
yet?
Evaluation Board and staff

11. *
*Strengths—internal to organization
*Weaknesses—internal to organization
*Opportunities—external to organization
*Threats—external to organization

12. *

13. *
*Many Advantages:
* Ensures translate goals into action & guarantees priorities set and followed
* Organizational structure follows strategy
* Highlights the need to analyze and evaluate options and capacity before setting
course
* Reminds of the need to periodically scan the environment for threats and
opportunities
* Can create a network of information
*Many Weaknesses:
* Requires explicit goal announcements, which may discourage input and discussion
* Based on the assumption it is possible to forecast the future & doesn’t account for
influence of politics in implementation
* Not based in how people actually function; is idealized

14. *
*A more conservative version of rational
planning
*Make small steps to create change
*Is purposeful movement, experimentation and
commitment building
*However, is slow when may need speed and can
be overly cautious

15. *
*Each step happens simultaneously and can influence
the others
*It is an ongoing process
*Advantages: flexible and responsive, encourages
involvement over time, quicker to complete
*Disadvantages: may make rash, uninformed
decisions, too much flexibility can lead to lack of
public confidence (what do you do exactly?), lack of
a defined plan means key issues may not be
addressed

16. *
*Expecting the status quo to continue
*Trying to do too much—not prioritizing
*Getting emotionally involved—leads to
resisting changes in a plan
*Overplanning—getting too detailed, its costly
and usually a waste of effort

17. *
*Underplanning—too narrow of a focus, not
enough time or expertise, missing key
influences, thinking too short-term (missing the
post-change/crisis plan)
*Discounting details—not understanding the
normal routine could lead to unrealistic plan
*Ignoring unintended consequences—look at the
broader picture, who else is impacted?

18. *
*Planning: process by which an organization decides
where to go and how to get there
*Mission Statement: statement of purpose, or why
the organization exists, what it does and for whom
*Goal: a broad, long-term statement of destination;
what is the ideal end-point of your activities?
*Objective: a near-term statement of destination;
measureable, with numbers, amount of change
expected, time frame, etc.; a step on the way to
the goal
*Activity: The actual work that will be performed

19. *
*Program: Similar to activity, this is a description of
the work to be performed, including audience
*Strategy: the approach to integrate goals,
objectives and activities based on organizational
environment and capacity
*Policy: a statement of goals and their relative
importance; where focusing efforts and why
*Logic Model: a systematic description or map of
what you will do to reach your goals and why,
includes the justification for how activities support
reaching objectives and how objectives help reach
goals