Building Skills for Elder Justice and Other Services Regional Training Program Fall 2017

Transcription

1 Building Skills for Elder Justice and Other Services Regional Training Program Fall

2 William C. Lane, Ph.D. 2 William Lane Associates, LLC 72 S Main, Ste 3 Homer, NY lanewc@verizon.net

3 3 Introductions

4 NYS Plan on Aging 4 Section A Older Americans Act Core Programs Section B AoA/ACL Discretionary Grants Section C Participant Directed/Person- Centered Planning Section D Elder Justice

5 5 Strategic Planning, Culture Change and Leadership

6 6 According to Peter Drucker, culture eats strategy for breakfast

7 7 One goal of strategic planning should be to develop a culture of innovation within your agency.

8 8 The Origins of Strategic Planning?

9 Milestones in Strategic Planning 9 Developed by the Harvard Business School in the 1920 s Perfected during WWII 1960 s still used mostly by large corporations 1980 s used by public sector 2000 s used by not-for-profits

10 The Planning School of Strategy Formation Tentative Objectives Forecast of Goal Attainment Total Gap Revised Objectives Strengths and Weaknesses Revised Forecast Diversification Gap Expansion Gap Revised Objectives 10 Organizational Philosophy Industry Potential Resource Availability Assessment External Trigger Dversification Decision Objectives Rank Revised List Economic Potential Master List Market Entry Criteria Competitive Environment Internal Trigger Structure Decision Expected Rank List - YES Expected Rank List - NO Post Diversification Structure List Consolicated Rank List - YES Consolicated Rank List - NO Competitive Advantage Scope and Growth Vector Feasibility for "Go" Decision Critical Mass Scope Alternatives Strategic Plan Product-Market Strategy Make or Buy Rank of Portfoliios Strategic Budget Administrative Strategy Finance Strategy Objectives Make or Buy Synergy Competitive Advantage Growth Vector [Note: Significantly and profoundly modified from the Planning School of Strategy Formation]

11 11 If you don t know where you re going... any road will get you there. Lewis Carroll

12 12 Developing Strategic Thinking

13 Strategic Thinking Strategic thinking involves Holding an image of the vision or ideal future in one s mind Drawing on and being shaped by the Program s core values Seeing the patterns and relationships in events and circumstances Recognizing the interconnections before making decisions and taking action Making decisions and taking actions that are shaped by your agency s vision, core values and mission

14 Strategic Thinking and Strategy Formulation and Implementation Strategy Formulation Synthesis 14 Analysis Decision Making Strategic Thinking Evaluation Implementation Action Strategy Implementation

15 Strategic Thinking Involves Reframing the Problem 15 What is the sum of 5 plus 5? What two numbers add up to 10? Reframing problems is important for the imagination and the survival of your agency Kodak Amazon Blockbuster Video Netflix

16 16 What is Strategic Planning?

17 Strategic Planning Is A systematic process for making decisions and managing work to guide your program toward its desired outcomes. Making decisions with an awareness of the future and an awareness of the implications of each future-minded decision. Organizing systematically the actions of work areas, teams, and individuals to carry out these future-minded decisions. Measuring the results of these actions and decisions against expectations.

18 18 Vision A description of the ideal future and the outcomes it hopes to create for its stakeholders (?) Mission Statement A description of who the Program serves and how the agency will structure itself Core Values and Beliefs Statements of belief describing behaviors/ideas to guide actions Strategic Issues Issues to close the gap between the ideal and the real Critical Success Factors Broad measures indicating that the Program is making progress toward the vision Program strategic plans The long-range plan for each program that can be translated into action Operational/Budgeting Plans The decisions/actions that it will take to implement the strategic agenda

19 Create an Elevator Speech? 19 A quick overview of who you are What you do How you help Punchy and memorable

20 Content of an Elevator Pitch 20 What value do you provide? How do you provide this value? What is unique about your program? Who do you serve?

21 Guidelines for Development 21 Time maximum of 60 seconds Length not more than 200 words (shorter is better) How will you hook them? Should be clear, simple and memorable

22 22 Writing Values, Mission and Vision Statements

23 Components of a Values Statement 23 Core values are the fundamental beliefs of your program The are the guiding principles that dictate behavior and action Examples dependable, committed, honest, consistent, innovative, inspiring, etc.

24 Writing a Mission Statement 24 Ask why the organization exists Consider the people you serve (older people, persons with disabilities, caregivers, etc.?) Think about the services you provide and what makes you different A mission statement should generate excitement about your program and the work it does

25 Five Things to Avoid in a Mission Statement 25 Jargon only professionals understand Formal language Passive voice A focus on the program rather than caregivers and their families Generalities, such as "saving the world" or "eradicating poverty" Simply a list of services provided

26 Question? 26 Does your mission statement specifically refer to elder justice?

27 27 A mission statement should be short enough to remember but strong enough to inspire.

28 An Example of a Mission Statement 28 The NYC Elder Abuse Center aims to prevent abuse and assist people 60 and over who are abused or at risk of abuse as well as their family members, friends, neighbors, caregivers, and witnesses. We do this by helping to improve how professionals, organizations and systems respond to their needs and by developing direct services to meet unmet needs. Source: NYC Elder Abuse Center,

29 29 A Vision of the Possible We should value the past for enabling us to be where we are... but not let it trap us into old behaviors. Pulling Backward Where You are Now Pulling Forward The more compelling the vision, the greater the pull away from the past and present. Tradition & The Status Quo

30 Examples of Vision Statements 30 Human Rights Campaign: Equality for everyone Oxfam: A just world without poverty Cleveland Clinic: Striving to be the world s leader in patient experience, clinical outcomes, research and education.

31 31 Strengths, Weakness, Opportunities and Threats The SWOT Analysis

32 32 The SWOT Analysis is the most basic tool to use in developing a strategic plan.

33 Basics of a SWOT Analysis 33 Internal Strengths what we do well Weaknesses where we need to improve External Opportunities trends and events outside of the agency of which we can take advantage Threats trends and events outside the agency that could jeopardize the agency s success

34 34

35 Narrowing Your Focus: Setting Priorities 35 Starting the Process of Moving From Dreams to Action

36 36 Strategic planning is not a metrics project, it a change process.

37 What are Your Priorities? 37 Priority One? Priority Two? Priority Three? Priority Four? Priority Five? Priority Six?

38 Strategy and Tactics 38 How can you achieve your vision?

39 Strategies (Putting the How in Planning) 39 Strategies explain how the initiative will reach its objectives. Generally, organizations will have a wide variety of strategies that include people from all of the different parts, or sectors, of the community. These strategies range from the very broad, which encompass people and resources from many different parts of the community, to the very specific, which aim at carefully defined areas.

40 Five Types of Specific Strategies 40 Providing information and enhancing skills (e.g., offer skills training caregivers and group leaders) Enhancing services and support (e.g., starting a new program for caregivers not being served at present) Modify access, barriers, and opportunities (such as offering respite or a greater variety of service options) Change the consequences of efforts (e.g., provide incentives for to gain volunteers) Modify policies (e.g., change a policy to expand the number of caregivers services)

41 41 Developing a Comprehensive Planning Strategy using VMOSA

42 What is VMOSA? 42 Vision Mission Objectives Strategies Action Plans VMOSA is a practical planning process that can be used by any community organization or initiative. It is a comprehensive planning tool that can help you move from dreams to actions to positive outcomes.

43 Why use VMOSA? 43 The VMOSA process grounds your dreams. It allows your Program to build consensus. Gives you an opportunity to develop your vision and mission together. Allows you to focus on short-term goals while keeping sight of your long-term vision and mission.

44 44 An Introduction to using Action Plans

45 What is an Action Plan? 45 An action plan is a way to make sure your organization's vision is made concrete. It describes the way your group will use its strategies to meet its objectives. An action plan consists of a number of action steps or changes to be brought about in your community.

46 Components of an Action Plan 46 Objective(s): What will happen Resources required: Money, Time & People Measurement: How you will know the objective has been obtained Target date for completion Status: where are you in terms of completion of the objective

47 SMART Criteria 47 Specific Measurable Agreed upon Realistic Time bound

48 An Example of an Action Plan 48

49 Alternative Action Plan Template 49

50 Measurement: How do we Know we have Achieved our Goals and Objectives? 50

51 Thinking Differently about Measurement 51 In aging, we think in terms of units of service How can we move toward outcomes measures? Also, consider Return on Investment (ROI)

52 Think to yourself this afternoon: 52 What is one thing you can do in the next 48 hours to more effectively engage my agency in addressing elder justice issues?

53 53 Thank You!