Strategic Plan Implementation Workshop

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1 Strategic Plan Implementation Workshop Recommended Time: 9:00am 3:30pm Piloted on: August 29 th, 2016 INTRODUCTION 9:00 9:30AM Section/Topic Welcome & Ice- Breaker Activity Review Discussion (Break out groups then summary as a whole) Duration Curriculum (mins) 10 Introduction of workshop presenters, overview of facilities Thank you to sponsors and review of workshop agenda Icebreaker Activity - Go around the room as each participant shares their name, organization, position, tenure, and something they would like to get out of the workshop 15 Review strategic plan from example case (for example the OSB Strategic Direction) Pre-reading. What are some of the good things about the plan, some of the things that need improvement and some of the challenges that might be evident for implementing the plan? Talk about the optional reading as part of the process and how that is important in the development of the plan. Will refer back to plan as example in workshop Prompt for ideas for workshop take aways and lead into the learning outcomes. LEARNING OBJECTIVES Review take-aways from workshop (done with icebreaker activity above) 5 Upon completion of this workshop, participants will be able to: LO1. Explore methods to break down strategic direction/initiatives into specific goals and tasks. LO2. Determine potential barriers to strategic plan implementation and develop strategies to overcome these barriers. LO3. Examine methods to schedule and resource strategic plan implementation LO4. Examine how managing human resources and developing a communication plan are important components of strategic plan implementation. LO5. Consider an appropriate evaluation plan to be utilized during and after implementation 1

2 PART I: STRATEGIC PLANNING AND DEVELOPMENT FOR IMPLEMENTATION 9:30-10:30AM Purpose of a strategic plan 15 Describe the purpose and use of a strategic plan and how that purpose differs in smaller and larger organizations. Discussion Points: Discuss SMART goals and breaking plans into smaller tasks. Being proactive can help plans to be successful and overcome challenges Plans must evolve throughout the implementation timeline, not stay static Strategic initiatives will change as the years go on, and the board/organizational members involved must be able to adapt to and with these changes Plans are tied to the mission of the organization Activity 10 Introduce the Strategic Plan Grid Format (Worksheet 1) and review example (OSB Strategic Direction, Objectives & Tasks) Ask participants to fill out the first columns of Grid Worksheet 1(Strategic Direction, Objectives & Tasks) for their organization with 1-3 priorities. Activity: Barriers to Implementation 10 Group Share What difficulties are encountered in completing the grid? Look at Worksheet 2A. Example: Barriers to Implementation. Rows: Strategic Direction, Objectives, and Tasks. Ask participants to fill out Worksheet 2B (Barriers to Implementation). Rows: Strategic Direction, Objectives, and Tasks. Activity: (Use Flip Chart to record Barriers) Barriers Review Discussion 20 In small groups (and then moving to large group discussion), discuss the potential barriers to implementation in the near or distant future, participants may face. 5 Summarize and reinforce clarity and understanding is key BREAK (15 MINUTES) 2

3 10:30-10:45AM PART II: SCHEDULING & RESOURCING 10:45-11:15AM Scheduling Consider dividing up larger tasks into smaller ones with individual due dates Understand that implementation is not linear, some steps may be revisited later Determine if there is a required sequence to task completion (i.e. a before b) Must fit with operations Activity 10 Show example of Worksheet 3 Scheduling Checklist Budgeting Review and complete a scheduling checklist to determine when each aspect of the strategic plan will be completed and by whom (as much as can be determined at this time) Identified costs should be clear and realistic o Budget must include expenses o Direct Costs - personnel and nonpersonnel o Indirect Costs - overhead o Income - grants/contributions, earned income (fee for services and sale of goods) It is important to have a thorough and complete budget for increased understanding of organizational capacity Activity 10 Review Worksheet 4 Budgeting example of the OSB Strategic Direction Complete Budget Worksheet 4, listing the associated Expenses, Indirect Costs, and Income for each priority. Transfer to Worksheet 1 (Financial) and complete Time Frame sections of Strategic Grid Plan Format Review Potential 10 Prior to engaging in implementation determine the source of 3

4 Barriers to Resourcing money available for the project and analyze if there is sufficient financial resources at each milestone to continue. Create a plan for what to do if the budget is smaller (or if costs are larger) than initially thought, and where to cut dollars from if necessary Determine if key aspects of the plan are receiving appropriate resources Activity: Barriers to Implementation Refer to the OSB Barriers for Implementation example (Worksheet 2A) and complete the Financial and Time Frame portion of Worksheet 2B Potential Barriers to Implementation Communicate any major variances in the budget or spending to the Board of Directors to ensure a strong relationship PART III: HUMAN RESOURCES (HR) MANAGEMENT FOR IMPLEMENTATION 11:15-11:45AM Section/Topic Objectives of the Board of Directors Board of Directors Operations and Management Duration (mins) Curriculum Must identify what type of board the organization currently has (governance or working/operational) and how involved the board will be in the process o Effort must be made to align all people in the organization to the mission, including the Board Define the role of the Board in preparing/planning a strategic plan and how to report progress to the Board o Working/Operational Board - defining the Board s contributions o Governance Board - determining its role in monitoring progress Know the competencies of the board members and provide them with the opportunity to engage in the process Communicate with the Board to understand their perspectives, and also how plans have been implemented 4

5 before and their thoughts on planning Can survey the Board of Directors for input and the perceived effectiveness of the plan Evaluate and gain feedback from Board members Make sure to create ways to overcome/address the insecurities, weaknesses and other issues the Board of Directors may have or feel is present Make sure that the board meeting agenda accommodates for discussion and involvement by all members Leaders must be able to recognize if the Board is having conflict or issues that is impeding its effectiveness, and must rectify these quickly and appropriately Employee & Volunteer Management Align vision, expertise and capacity with objectives Ensuring commitment from all organizational members is essential Must differentiate the roles of paid and unpaid/volunteer staff, and clarify these roles Ensure that everyone involved fully understands the definitions of essential terms and processes Transition coaching can be helpful to engage organizational members Appropriate/effective staffing and training is key Can use visual representations (e.g. project grid) that outlines key objectives and assigns due dates and persons responsible for increased accountability Involve people who will ultimately be carrying out the completion of goals Activity 5 Review OSB Strategic Direction Worksheet 5A Example Faculty, Research Assistants, and Management. For OSB, the main focus is on staff (faculty) Complete Worksheet 5B Internal Stakeholders Review of Potential Barriers: Organizational Member Team 5 Discussion Points Effective group dynamics are essential, and the group effort must be fostered more than individual effort 5

6 Building Activity: Barriers to Implementation o Attention must be put in to make sure that overly passionate people, volunteers, and employees do not interfere with the mission and/or operations Everyone involved must fully understand the importance of implementation, and all members must promote the best outcomes for the organization Commitment and buy-in for a plan is essential to achieving goals 5 Refer to the OSB Barriers for Implementation 2A Worksheet example and complete the Human Resources portion of Worksheet 2B Barriers to Implementation. Complete the Human Resources portion of the Strategic Plan Grid Format. Section time: 60 Mins LUNCH BREAK (1 HOUR) 11:45AM-12:45PM PART IV: MAINTAINING EFFECTIVE COMMUNICATIONS AND PUBLIC RELATIONS 1PM 1:45PM Section/Topic Duration (mins) Curriculum Identifying External Stakeholders 10 Discussion Points: Determine who the organization s key audience is Determine how often communication is required (i.e. once, ongoing etc.) Understand that things may not go according to plan Be sure to identify and acknowledge clients, funders, and key stakeholders Stakeholders should be engaged in the implementation process Ensure that stakeholders are updated on the progress of implementation Developing communication plans and public relations planning is essential for a unified message and communication of organizational goals to both internal 6

7 and external stakeholders Strategic Plan Implementation Workshop Activity 15 Show OC Worksheet 6A External Stakeholders Example Complete Worksheet 6B External Stakeholders worksheet Share in small groups - Each person says their most important stakeholders and how to communicate to them effectively. Review Potential Barriers: Stakeholder Management & Relationship Building Evaluation: Components 10 Discussion Points: The organization must establish trust in order to be successful, as it helps to increase funding and awareness PART V: EVALUATION AND METRICS 1:45-2:30PM Utilize a variety of appropriate evaluation and outcome measurement tools and metrics (such as a dashboard ) in order to get the most out of information and data Make sure the metrics used are meaningful. Ensure the metrics used are efficient and effective to collect. Measure trends, norms, and performance with appropriate metrics Report back (follow-up) - utilize the proper methods of reporting evaluations and metrics, and understand that qualitative data progress is often difficult to measure (such as level of awareness) Set incremental milestones/goals and review often At the regular meetings (i.e. either weekly, monthly, or yearly depending on the timeline/length of the strategic plan), determine if the plan is on/off target Activity 2 10 Understand the difference between outputs and outcomes by reviewing Strategic Direction Basic Logic Models Worksheet 7A Review the OSB Strategic Direction Basic Logic Models Worksheet 7B Example Complete the Basic Logic Models Blank Worksheet 7C 7

8 Activity 2 5 Review Worksheet 8 Evaluation, OSB Strategic Direction example Complete Worksheet 8, identifying how each element with be addressed and evaluated for each goal Evaluation: Components If the plan is off target, determine why (i.e. what challenges were faced? Who was responsible?) Analyze current progress and determine if there are enough resources available to continue as initially planned Group Share Discuss different methods to evaluate and track progress in strategic plans. Barrier to Evaluation: Ongoing Measures 10 Can use a worksheet or tool to track progress throughout the implementation process. Review Worksheet 9 as a potential tool to use to track progress. BREAK (15 MINUTES) 2:30 2:45PM CLOSING 2:45 3:30PM Section/Topic Duration (mins) Curriculum Conclusion (use flipchart) 15 Review worksheets, learning outcomes from the start of the workshop, and what participants wanted from the workshop and ask if anybody has any additional questions. Presentation of participants progress 20 In small groups discuss what they have learned from this workshop and how they plan to apply or implement their knowledge in their organizations. How are you going to use this knowledge in your organizations? Thank you and Provide Resources/ 10 Thank participants for their time and sponsors for their support. Provide participants with worksheets/supplies for use in their 8

9 Worksheets own organizations (attached below). Total Time: 6.5 Hours End of workshop 3:30pm 9

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