Welcome to Semester 2 of the Performance Driven Academy! We will begin the webinar shortly. Questions? us at

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1 Welcome to Semester 2 of the Performance Driven Academy! We will begin the webinar shortly. Questions? us at pda@ccsi.org

2 Performance Driven Bar graph Academy SESSION 10: STRATEGIC PLANNING

3 Brought to you by the Managed Care Technical Assistance Center Speaking: Briannon O Connor, PhD Associate Director CCSI s Center for Collaboration in Community Health

4 Reminders Link to quick feedback survey in the Chat box Webinars are recorded and you should have received materials ahead of this webinar Chat in questions/comments to all panelists at any time Contact us at

5 Elements of a Performance Driven Organization Developed by CCSI s Center for Collaboration in Community Health

6 10. Strategic Planning 12. Marketing and Communications Finished! 11. Monitoring Population Characteristics 13. In-person sessions

7 Strategic Planning JOHN D. LEE, MBA DIRECTOR, CENTER FOR COLLABORATION IN COMMUNITY HEALTH, CCSI

8 Background of Today s Speaker Director of the CCSI Center for Collaboration in Community Health, CCSI More than 30 years of innovation and leadership in the health and behavioral health care fields, including work with: Community Care Behavioral Health Organization Beacon Health Strategies Highland Hospital of Rochester MBA with a certificate in Health Administration from Cornell University Past member of the New York State Behavioral Health Advisory Council.

9 Learning Objectives Understand why your agency might decide to move forward with a Strategic Planning process Understand the steps to take to support successful planning Consider the pitfalls of not doing it right. Consider planning data needs

10 What is Strategic Planning? Some definitions: Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. It may also extend to control mechanisms for guiding the implementation of the strategy. A systematic process of envisioning a desired future and translating this vision into broadly defined goals or objectives and a sequence of steps to achieve them. Collectively answering the question about the values, services and practices that will successfully differentiate your organization in a competitive marketplace

11 Why would an Agency want to complete a Strategic Planning Process? The Strategic Plan is a management tool that helps an organization do a better job, because a plan focuses the energy, resources, and time of everyone in the organization in the same direction.... It provided focus and direction to move from plan to action. Another way to look at it. If done well, a Strategic Plan: Sets direction and priorities for the agency Provides a road map Gets everyone on the same page Simplifies decision-making Drives alignment Supports communication of the agency message

12 How do you approach Strategic Planning within the framework of a Performance Drive Organization? Step 1 Create a Strategic Planning Team including Board Members and Agency Leadership. If service recipients are not already involved in the work of the Board, give thought to how best to include their valuable perspective in the planning process.

13 How do you approach Strategic Planning within the framework of a Performance Drive Organization? Step 2 Provide an overview of the changes taking place in the health care system with a focus on those that are of greatest significance to Agency (Webinar or in-person: Choice of Agency). The audience for this presentation should minimally include the Planning Team, but we would recommend participation from the entire Board in this part of the process.

14 How do you approach Strategic Planning within the framework of a Performance Drive Organization? Step 3 Ask each Planning Team member (and other board members) to respond to an electronic survey to obtain collective feedback on the Strengths, Weaknesses, Opportunities and Threats (SWOT) for Agency, as well as a perspective on what the organizational priorities over the next three years should be. The survey would be developed in manner that would ensure that all possible categories of need are considered including: facility, program development/program expansion, infrastructure development (IT, etc.), fiscal, strategic relationship building, agency culture

15 How do you approach Strategic Planning within the framework of a Performance Drive Organization? Step 4 Collect the following data/information: Key referral sources by program Key strategic relationships/stakeholders Key payers including Managed Care Companies and their percentage source of Agency revenues. Also consider other funders Population characteristics Map of Agency program/service interdependencies and opportunities for synergy Available performance indicators including fiscal, quality assurance, service volumes, compliance, customer feedback, staff feedback, etc.

16 How do you approach Strategic Planning within the framework of a Performance Drive Organization? Step 5 Consider whether detailed operational assessments (via WebEx or phone) of the key areas of the agency s infrastructure should be completed. The assessment would identify gaps based upon infrastructure and processes that support a Performance Driven Framework for the agency. Areas of possible focus include: financial services focused on Revenue Cycle Management, corporate compliance, contract management, human resources, information technology, quality assurance/ quality improvement, use of evidence-based/best practices, performance measurement and management

17 How do you approach Strategic Planning within the framework of a Performance Drive Organization? Step 6 Hold an extended (4-6 hours) Strategic Planning Session with the Strategic Planning Team. Agenda items will include: Setting the Stage Deciding how Agency s Success will be Defined Identifying the Work to be Done to Achieve the Desired Success Prioritizing the Work

18 Agenda Item A: Setting the Stage Brief overview/reminder of key environmental changes impacting Agency including identified service gaps Review of available Agency performance metrics: fiscal performance, quality assurance, service volumes, corporate compliance, customer feedback, impact measures, staff feedback etc. Consider what gaps in measurement might currently exist Review of key referral sources for Agency services Review of key payers Overview of service interdependencies Review of feedback from Planning Team and Board Survey (SWOT), etc. Review findings and recommendations from operational assessments in key infrastructure areas

19 Agenda Item B: Deciding how Agency s Success will be Defined Review Agency s mission, vision, values and value proposition Use feedback from Planning Survey questions to assess Agency s Value Proposition to assure its relevance odraft additional Value Proposition options based upon responses to survey for the Planning Team s consideration if necessary

20 Agenda Item C: Identifying the Work to be Done to Achieve the Desired Success Based upon the information reviewed, brainstorm a list of actions that Agency should be taking to prepare for the future and achieve the agreed upon Value Proposition by category of potential need Review list: combine common actions where appropriate seek to understand the meaning of each by the entire group for each and begin to group actions that are a part of an impact category of strategic priority such as maintaining fiscal viability

21 Agenda Item D: Prioritizing the Work Rank order the various actions by impact category Determine which actions/ initiatives are to be addressed in the upcoming 12 months

22 How do you approach Strategic Planning within the framework of a Performance Drive Organization? Step 7 Develop draft report which summarizes the conversations that took place during the Strategic Planning Session: Includes both a Draft Narrative Strategic Framework as well as a graphic depiction of the Strategic Framework (see example of Graphic Strategic Framework on next slide)

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24 How do you approach Strategic Planning within the framework of a Performance Drive Organization? Step 8 Develop a process for implementation of the priority projects Decide who will lead each project Develop a work plan for each priority project. The work plan should assess how the project should be informed by the elements of a Performance Driven Organization Support for a Performance Driven Culture The importance of internal and external collaboration Key processes: Monitoring population characteristics Effective measurement practices Continuous Quality Improvement Practice Development and Management Revenue Cycle Management Corporate Compliance Contacting/Negotiations Human Resource practices Marketing

25 How do you approach Strategic Planning within the framework of a Performance Drive Organization? Step 8 Develop a process for implementation of the priority projects (cont.) Infrastructure: Data Collection and Processing Information Technology Financial Practices Training & Education Determine what resources will be required to proceed Develop a process for monitoring the progress of the priority projects

26 So.What defines success in Strategic Planning? Consensus is achieved among members of the Leadership Team and the Board There is effective communication of the plan throughout the organization The priorities, and the reasons for the focus on these priorities, are understandable to staff Resources are allocated to support implementation of priority initiatives There is a well-structured process to manage implementation of the priorities (assigned accountability, time lines and reporting back) Measures have been identified to track the success/impact of the Strategic Planning process A process is in place to collect data, analyze and report out on the impact of the process

27 And what are the pitfalls tied to planning? Not being data driven. Examples: Not having data, or information, needed to assess your position in the market place, including the characteristics of the population you are serving Lack of research to understand leading edge practices in your field Not clearly understanding who your customers are and what are their expectations Not knowing the actual cost associated with delivering your services Taking too long to cycle through the process.. and the resulting lack of enthusiasm Not having full participation of key agency leaders Not allowing participants to feel comfortable in thinking out of the box.not encouraging creative brainstorming Allowing the plan to sit on the shelf Not taking the time to align resources and project management practices with the priorities identified in the plan Not seeing the synergistic impact of tying agency culture, practices, processes and infrastructure needs together as a part of the planning process

28 Who should be involved? The Strategic Planning Team should be no larger than 12. Too large a group can hinder moving forward at a meaningful pace Feedback can be obtained from others in the organization so that they feel (and actually are ) involved. Examples: Use an on-line survey tool such as Survey Gizmo to obtain feedback from Board members that are not on the planning team as well as staff members Obtain and use feedback from clients that you are serving: Ask the hard questions Take a draft list of priorities on the road to obtain feedback from staff and /or strategic partners

29 Do you need outside support to have a successful strategic planning process? Not necessarily. Questions to ponder that may help you decide: Is there a person within your organization with solid facilitation skills? Is there a person that would be respected as facilitator by those on the Planning Team? Is there a person that does not have pre-conceived ideas about what the organization ought to be doing in the future and does not require that these ideas be expressed to others? Is there a person that would have the time to synthesize all of the information into a Strategic Planning document? Is there one person that has it all? If not consider hiring someone to facilitate and / or help with preparing the documents

30 Tool to support this work DATA ELEMENTS THAT THE AGENCY SHOULD SECURE TO CREATE THEIR STRATEGIC PLANNING DATA BOOK

31 If your agency was to participate in a Strategic Planning Process, would you readily be able to assemble the following information? Key referral sources by program Key strategic relationships/stakeholders Key payers including Managed Care Companies and their percentage source of Agency revenues. Also consider other funders Population characteristics by program including distribution by age, gender, race/ethnicity, social identities, and zip code Map of Agency program/service interdependencies and opportunities for synergy Customer /Payer/Partner (BHCC?) Feedback including: Measures/outcomes that are important to them Anticipated future service priorities Available performance indicators including: Fiscal Quality Assurance outcomes Service volumes, including change over time (By quarter and Year to Date) Corporate Compliance audit results Customer feedback: service satisfaction as well as feedback on what is important to them as an impact/outcome of the services being received Staff Satisfaction feedback

32 What do I do next?

33 Take-aways: How Can I Get Started? Use the tool to assess your agency s capacity to pull the data and information listed in the tool. Look around to see if you can find a current strategic plan for your agency. Consider the reasons outlined in the presentation for completing a Strategic Planning process to determine whether your agency would benefit from going through the process.

34 Mark your calendars and register OCTOBER NOVEMBER DECEMBER M T W T F S S M T W T F S S M T W T F S S Webinars Monitoring Population Characteristics 10/24 Marketing & Communications 11/14 In-person events (10am-2pm) Albany 12/3/18 Rochester 12/4/18 NYC 12/10/18

35 Send us any questions or feedback Use the chat box or us at: