Strategic Planning Training Session

Transcription

1 ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Strategic Planning Training Session ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Department of Education Presented by: Dr. Maria Aristigueta, Assistant Professor and Associate Policy Scientist, University of Delaware Brenda Knight, Senior Fiscal & Policy Analyst, State of Delaware, Office of the Budget Keeley Townsend, Graduate Research Assistant, University of Delaware

2 Table of contents STRATEGIC PLANNING ~ Mission Statement 3 Mission Statement Worksheet 4 ~ Vision Statement 5 ~ Stakeholder Analysis 6 ~ Environmental Scan 7 Environmental Scan Worksheet 8 Critical Issues Worksheet 10 ~ Goals 11 ~ Key Objectives 12 Key Objective Development Worksheet 13 ~ Strategic Initiatives 14 ~ Performance Measures 15 Performance Measures Worksheet 17 ~ Monitoring and Evaluation 18 NOTES 19 Strategic Planning Training 2

3 Mission Statement Definition: The mission statement of the agency, clearly and succinctly identifies what the agency is and why it exists. Placed at the beginning of the agency s strategic plan, the mission provides the foundation for the remainder of the document. A mission serves as a reminder to the public, the Governor, the Legislature, the courts and agency personnel of the unique purposes promoted and served by the agency. Mission Statement Guidelines: - The statement should be no more than a paragraph in length. - All agency employees should be able to identify their specific working relationship to this defined mission. - The mission must be clearly understandable to the public and should as a minimum answer the following questions: 1. Who are we as an organization and who do we serve? 2. What are the basic purposes for our agency s existence? 3. What makes our purpose unique? 4. Is our mission consistent with the agency s enabling statute? 5. What are the basic problems to be addressed? Strategic Planning Training 3

4 Mission Statement Worksheet The Department of Education s mission statement as it appeared in the strategic plan: To promote the highest quality education for every Delaware student by providing visionary leadership and superior service. Exercise: 1. List any questions, ideas, concerns about the present mission. 2. Consider what might be the best mission for your organization in the future. 3. Describe what your organization might accomplish in future years and who will be served. 4. Discuss your responses with the planning team and note areas of agreement and disagreement. The mission of the is to provide/produce (program) (service or product) to so they can (in order to). (Stakeholder) (planned benefit) MISSION STATEMENT Strategic Planning Training 4

5 Vision Statement Definition: An inspiring picture of a preferred future. A vision is not bound by time, represents global and continuing purposes, and serves as a foundation for a system of strategic planning. A vision statement explains what the organization stands for and why it exists. Vision Statement Guidelines: - The statement should be fairly short, but very inspiring. - It should clarify the organization s direction and purpose, be future oriented, reflect ideals and ambitions, and capture both the organization s uniqueness and its competence. Exercise: Example: Department XYZ will be a premier program that anticipates and strives to meet stakeholders expectations and continuously improves stakeholders satisfaction with our products. VISION STATEMENT Strategic Planning Training 5

6 Stakeholder Analysis Definition: Groups and individuals with a vested interest in what you do. Includes those who receive or use your services. Includes others who have a stake in your activities. Why conduct a stakeholder analysis? 1. It guards against becoming too inwardly focused 2. Focuses on the expectations and needs of key players and identifies gaps between expectation and performance 3. Aids in the identification of strategic issues 4. Informs the development of values, mission and vision statements. Exercise: Identify, list and rank interested parties most important to you and your program. List Stakeholders School Districts: Superintendents District Business Managers Teachers School Administrators State and Local School Boards Parents Business Community Higher Education Other: State Legislature / Agencies Federal Government Special Interest Groups Pre-School Community Prospective Teachers Strategic Planning Training 6

7 Environmental Scan Definition: Environmental scanning is a process of systematically assessing those factors that present opportunities for improving service delivery or present major obstacles to carrying out the mission. It requires a continuous gathering and analysis of internal and external data available to an organization from a variety of sources. - Both internal and external factors need be considered in the environmental scan. Internal Scan: identifies internal strengths and weaknesses of an organization. Policies / Procedures Capital Resources Human Resources Organizational Structure Internal Scan (Strengths and Weaknesses) Technology Monetary Resources Stakeholders (Customers) Organizational Structure External Scan: external opportunities and threats to an organization. Economy Public Opinion State Legislation Federal Legislation External Scan (Opportunities and Threats) Technology Politics Local Decisions Demographics Strategic Planning Training 7

8 Environmental Scan Worksheet Internal scan: 1. List the major strengths and weaknesses of your organization as it faces the future. 2. Combine responses with those of others. 3. Name which strengths and weaknesses will be the most critical to your organization s future. Strengths (or Assets) Weaknesses (or Liabilities) Examples: 1. Support of the people served 1. Lack of clear plan for the future 2. Services aligned w/ community needs 2. Unstable funding base 3. Political support 3. Understaffed-hard to keep employees Strategic Planning Training 8

9 External scan: 1. List the major opportunities and threats you believe your organization will face in the next 3-5 years that will determine your success or failure. 2. You may do more detailed analysis of your customers or competition. 3. Identify 4-8 opportunities or threats that are most critical to your organization s future success. Emerging Opportunities Potential Threats Examples: 1. Educational needs not being met 1. Federal funds may be cut Strategic Planning Training 9

10 Critical Issues Worksheet 1. Review strengths, weaknesses, opportunities and threats; then list critical issues or choices that your organization faces over the next 2-5 years. 2. Combine your responses with those of other planning team members; then identify the 4-8 most critical issues. Issues Identified Most Critical Issues Recommendations Strategic Planning Training 10

11 Goals Definition: Goals are broad, general statements of long-range purpose. Goals Statement Guidelines: - Goals should set the direction of the organization, but not state how to get there. - Goals should help answer the question, Where do we want to be? - The most important determinant of goal achievement is the clarity of the goals themselves. The Department of Education s goals as they appeared in the strategic plan: Goal 1 Goal 2 Goal 3 Goal 4 In cooperation with districts and school, continuously and significantly increase the percentage of students meeting Delaware standards, and improve our performance on national measures. Implement an integrated information technology system that allows appropriate, wide-spread, and user friendly access to useful data, tools and best practice. Pursue removal of financial and structural barriers to reform. Improve district, school and agency satisfaction regarding the quality of Department of Education leadership, service and communication. GOALS (Listed in priority order) Strategic Planning Training 11

12 Key Objectives Definition: Key objectives are clear targets for specific action. More detailed than goals, objectives have shorter time frames, are achievable, measurable and lead into strategies. Governor s Priorities Specific Departmental Priorities Mandates DEVELOPMENT OF KEY OBJECTIVES Measurable Achievable Realistic Customer Needs / Client Demands Timely Key Objective Guidelines Key questions to ask when formulating objectives: 1. Are the objectives or purpose clearly related to the missions? 2. Are the objectives understood? 3. What specific intermediate results should be achieved? Are they realistic? 4. What variable or factors may influence the outcome? 5. Are specific levels of achievement or solutions already mandated by external elements (i.e. federal or state legislation or court order)? 6. Are the proposed results consistent with gubernatorial, legislative, and organization policies, values and priorities? 7. What is a reasonable period of time for achieving the desired results? 8. How critical is immediate action? What are the opportunities to act now versus later? What are the consequences of action now versus later? 9. Are specific time frames or deadlines already mandated by external elements (such as federal guideline or mandates, court orders or consent decrees, state statute or constitutional provision)? 10. Have performance measures been established? If so, do they meet the development principles? Strategic Planning Training 12

13 Key Objective Development Worksheet Action Verb Intent Expansion Expand Increase Broaden Do more by change in product, place, people, technology or equipment. Improvement Improve Examine Eliminate, Achieve Decrease, Reduce Strengthen Develop Implement Do it sooner, better, cheaper, more effectively or with higher quality. Innovation Initiate Establish Experiment Explore Do something new, different. Adaptation / Modernization Adapt Update Modernize Examine Ensure that service and product reflect changing needs, events and trends. Example: To increase from to by FY2003. KEY OBJECTIVES (Listed in priority order) Strategic Planning Training 13

14 Strategic Initiatives Definition: Strategic initiatives are specific courses of action that will be undertaken by the agency to accomplish its goals and objectives. While objectives indicate what the agency wants to achieve, strategies indicate how these goals and objectives will be achieved. Strategies are action-oriented rather than procedural in nature and are directly linked to output measures. Exercise: Example: Department XYZ Mission: is a central administrative agency with responsibility for maintaining state facilities. Environmental Scan: revealed a number of things that contribute to high energy consumption. Key Objective: to reduce energy consumption by one-third over the next three years. Strategic Initiatives: > Replacing the old heating system with a new energy-efficient heating and cooling system (Capital Initiative). > Establishing office policies regarding how long a person can be away from his/her office before he/she is required to turn off the lights (Office Procedure Initiative). > Conducting periodic training sessions for employees on energy-saving techniques (Programmatic Initiative). > Purchasing one or two lap-top computers for employees to use at home instead of having to come into the office on weekends or on holidays (Systems Initiative). > Giving consideration to establishing a four-day workweek (Restructuring Initiative). STRATEGIC INITIATIVES Strategic Planning Training 14

15 Performance Measures Definition: Performance measures enable agencies to objectively gauge and report progress in carrying out their mission and goals. Careful performance measurement provides the information necessary to make management decisions. Reports on performance measurement also provide clear, objective means of meeting the State s obligation for effective and efficient utilization of resources. Performance Measures are directly related to the activities or programs implemented by an agency. Principles of Performance Measurement Result Oriented- The main focus is outcomes. Selective- Reliable- Useful- Shared- The concentration should be on significant indicators of performance. Significant performance indicators are those which tell the key things needed to know about the most critical areas of a strategic plan the hot spots where there are problems, and the pivotal place crucial for success in major efforts. Performance measures to be effective need to be focused on data that can be readily collected and organized into meaningful and helpful information. The information provided by performance measures should be useful to both policy and program decision-making. To provide the means of communicating accountability. Policy Monitoring & Evaluation Planning Continuous Improvement of Programs / Activities Implementation Budget Development Strategic Planning Training 15

16 Types of Performance Measures The following types of performance measures are in priority order. Please recognize an appropriate mixture of these types may more adequately portray the basis of a program. 1. Outcome Measures - indicators of the actual impact or effect upon a states condition or problem - tools to assess the effectiveness of an agency s performance and the public benefit derived 2. Efficiency Measures - indicators of the input resources required to produce a given level of output - measure resource cost in dollars, employee time, or equipment used per unit produced or service output - relates agency efforts to agency outputs 3. Output Measures - indicators that count the goods and services produced by an agency (i.e. number of people receiving a service or number of services delivered) 4. Input and Explanatory Measures - indicators that show the resources used to produce services, including human, financial, facility or material factors and display factors that affect agency performance - provide information that can help users to assess the significance of performance reported on other types of measures Criteria for Performance Measures Relevance The measures should be logically and directly related to agency s goals, strategies and functions. Reliability Validity Coverage Cost Effectiveness The measures should produce accurate and verifiable information over time. The measures should capture the information intended. The measures should incorporate significant aspects of the agency. The measures should be of sufficient value to justify the cost of producing the information. Performance measures should Focus on outcomes Capture significant indicators Capture data that is accurate, verifiable, and consistent over time Yield information that helps make reality-based decisions Be reported regularly Be logically and directly related to an agency s goals, strategies and functionality Be worth the cost of collecting and analyzing. Strategic Planning Training 16

17 Performance Measures Worksheet The Department of Education s performance measures as they appeared in the strategic plan: Goal 4: Improve district and school satisfaction regarding the quality of Department of Education leadership, service and communication. 4.1 By January 1, 1999, the Department establishes an accountability system of independent party review to annually measure the quality of its leadership and service. 4.2 By September 30, 2000, the Department publishes a DOE Profile, validated by an external group, to publicity report on its progress towards accomplishing the performance measures stated within its Strategic Plan. 4.3 By October 1999, 2000 and 2001, district, school and community agency staff report increased satisfaction regarding the quality of DOE leadership, service, and communication. 4.4 By December 30, 2000, the Department earns ISO 9000 Certification indicative of the highest level of systems efficiency. PERFORMANCE MEASURES Strategic Planning Training 17

18 Monitoring and Evaluation When reviewing departmental activities, agencies should consider the following questions: What do we want to accomplish? What work what set of tasks do we need to perform? How many staff with what mix of skills are required to do the work? What sort of equipment and support will they need to do the work? What sequence of tasks will get the objective accomplished most efficiently? How long will it take to complete? How will we know where we are as we go? When we are finished, how will we know we accomplished what we intended? How will we do it better the next time? What should we do next? Strategic Planning Training 18

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