Strategic Planning Self-Assessment Checklist Process and Progress: Planning

Transcription

1 Strategic Planning Self-Assessment Checklist Process and Progress: Planning Direction and Use The Strategic Planning Self-Assessment Checklist is a tool designed to assist those who are embarking upon long term, deliberate strategic planning. The document is available in four distinct segments and can be used as one continuous planning tool; alternatively, each segment may be used alone. The intent is to assist planners in assessing readiness and capacity for planning by exploring segments of preplanning, planning, implementation, and continual improvement. Assessment categories include: No action planners have not begun the strategic planning process. discussion planners have initiated the process of gathering information and are in the process of convening teams to work on the planning process. progress the strategic planning process is underway, action steps are being developed, tasks, timelines, and resources(both human and fiscal), have been identified, and the process is moving forward. Completed a written strategic planning document has been produced that can be used by all stakeholders and reviewed and revised as necessary. Definition The planning phase begins the process of assembling stakeholders and partners as an advisory body to develop a strategic plan. Strategic planning is used to inform program, policy, and system development. Meetings will be held, information gathering activities and analysis will be conducted, and debates, discussions, compromises, and modifications of the strategic plan will occur through consensus. The planning phase may last between 3 to 12 months. 1

2 No Action Discussion Goal: Implement process for strategic planning efforts and plan creation. Follow the scope of strategic plan (e.g., scope of system or system components for which you are planning). Convene the group and establish written roles and responsibilities to ensure commitment among members of the planning group, and set expectations for the planning work. Determine a Vision and Mission Statement, Guiding Principles, Goals, and Outcomes. Conduct effective meeting management. Keep the planning body focused on the established strategic vision, mission, and goals so that they inform all work. Set effective agendas and distribute them in timely manner. Set meeting dates far in advance, make them public, and follow public meeting rules if applicable. Publish minutes with tasks denoted and tracked. Execute a process for internal and external stakeholder engagement throughout the process that was delineated in preplanning. Encourage stakeholders to have a similar process with their staff. Manage deliverables. Create strategic planning documents to guide 2

3 activities. Ensure strategic planning presentations and all documents, including the final plan, are culturally and linguistically competent. Establish plan format and writing aesthetic. No Action Determine writers and editors to create the final plan. Goal: Research and identify priority tasks for plan development. Understand and identify challenges and opportunities for improvement by using gap analysis to identify existing inefficiencies or disconnects in existing programs, and communicate them to stakeholders and partners. Prioritize the items for immediate action. Guide stakeholders to understand and acknowledge challenges and opportunities for improvement. Garner buy-in for prioritized action items through further communication and dialogue with stakeholders. Establish reliable and valid indicators of progress. Ensure data elements have depth with both qualitative and quantitative elements. Map out goals and objectives on a timeline to sustain energy and focus for tasks and clarify expectations. Break down tasks for each goal to create manageable work plans and establish timeline for task completion. Discussion 3

4 Devote time to efficient project management to ensure all tasks are completed and reviewed according to plan. No Action Discussion Determine what is realistically achievable and use this to inform task planning. Goal: Conduct in-depth analysis to identify inconsistencies, duplication, or inefficiencies that must be addressed to inform programs, policies, and procedures that facilitate or create system change and alignment. Identify any state-based policies or regulations that might be posing constraints or creating disincentives for systems building efforts. Identify any disparate agency policies and procedures that must be reconciled to ensure program consistency and streamlined service delivery across the system. Identify any duplication or overlap of ECE related efforts or services. Determine where efficiencies can be achieved. Resolve policy inconsistencies or disconnects that may hinder implementation of the strategic plan and/or constrain system integrity. Crosswalk and evaluate relevant state policies. Draft and approve policy revisions and regulatory changes, if applicable, to promote consistency and accountability across the system. Clarify internal procedures to ensure consistency in understanding and use in implementation. 4

5 No Action Discussion Goal: Implement strategic external and internal communication plan. Ensure regular, meaningful communication with internal staff and constituents, decision makers, and stakeholders. Determine process for making documents available to the public when appropriate. Goal: Finalize the strategic plan. Disseminate strategic plan to appropriate constituencies and/or advisory groups. Submit for approval. Goal: Prepare action plan for successful implementation. Ready staff and key partners for change. Assess the organizational capacity to sustain the plan s implementation. Evaluate both organizational and state infrastructure requirements for successful implementation. Create an Implementation Plan. Establish a tracking system for implementation of changes. Identify reliable, valid, and trusted indicators of progress for the roll-out. Establish timelines for roll-out. 5

6 Ensure details from the strategic plan, including training priorities and desired outcomes, reach frontline/field staff via training, technical assistance, and communication. Determine mechanisms and process for ongoing assessment/feedback to inform implementation. Determine the process and resources involved in addressing and solving implementation challenges. Consider types of stakeholder engagement (e.g., focus/working groups/committees) needed to discuss implementation challenges/successes. Consider use of an internal staff working group to propose solutions to concerns raised by the stakeholder group or identified by staff. Determine the need for a leadership team/advisory board to review and make decisions on revisions to proposals or parts of the plan. Prepare a schedule to regularly review and track implementation progress. No Action Discussion The Child Care State Systems Specialist Network does not endorse any non-federal organization, publication, or resource. This document complements the Early Care and Education Systems Building Resource Guide: Strategic Planning Module 6