AACVPR 2007 Affiliate

Leadership Forum
Strategic Planning
Marie Bass
Bryan Finn

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

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

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

Strategic planning vs.

Long range planning
Long range planning stable
environment (50s and 60s)
Strategic planning the ability to
adapt, adjust and plan for a changing
environment

Strategic Thinking
Are we asking the right questions
Are we doing the right thing?

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

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

The Process may feel

like a ride on a roller
coaster if you stay on
track youll still get
there.

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

Mission, Purpose and

Vision
Purpose end result of why an
organization exists
What the organization seeks to
accomplish

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

AACVPRs Mission
To reduce morbidity, mortality, and
disability from cardiovascular and
pulmonary diseases through
education, prevention,
rehabilitation, research, and
aggressive disease management.

Vision
The most global concept
The successful accomplishment of the
mission
promoting health and preventing
disease

Basic steps in the

Strategic Planning Process

1.
2.
3.
4.
5.

Getting ready
Articulating the mission/vision
Assessing the situation
Developing strategies goals and obj
Writing the plan

Getting Ready

Is there time to plan?

Who will participate?
Will funds be needed?
Gather data
Identify the data to be collected

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?

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

Developing Strategies
Strategies broad approaches
Goals general and specific results
sought
Objectives who, how and when

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

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

AACVPRs 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?

AACVPRs process

What we accomplish
Who writes the plan
Who reviews the plan
Who approves the plan
What happens next
Plan of work - budget

The Strategic Plan and

Plan of Work

Reviewed annually
Tweaked not revised
Re-prioritized
Sample plan

Illinois Affiliate
Strategic Planning
Process
Bryan Finn

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

Keep it Simple

Consistent with Affiliates Mission

Engage Board members
Keep goals achievable
Share the fun!

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

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

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