CHILD HEALTH NURSING

Planning Process(lectures) - by Mr Upendra Yadav

Planning Today for a Successful Tomorrow: A Strategic Planning Process
 
Why do organizations need to plan?
• Without a plan, the only way you get where you are going is by accident.

• Strategic planning allows for all other planning (i.e., budgets, staffing, fundraising) to be coordinated
 
Current need
• “Define where the organization is going or where it is supposed to go”. Luther, 1995
 
Tool for gathering information
• Process using organized, systematic feedback
 
Strategic Planning
• Disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what is does and why it does it. Bryson, 1995, p. 4-5

• “An ongoing, future-oriented, values-based process that empowers an organization and its members to identify action strategically necessary to accomplish its mission in an ever-changing and diverse environment
Safrit, 1998
 
Barriers to Planning
• No Time
• Staff resistance
• Board members or stakeholders
• Planning is non-productive use of time
• Previous bad planning experience
• Poor management

 
Values:
• What organization stands for
• What is important to an organization

• Takes into account the current situation noting strengths, weaknesses, opportunities and threats
 
Mission:
• Why organization exists
 
Vision:

• What organization will look like in the future
 
Action Strategies:

• Specific work plans leading the organization toward positive and desired future
 
Stakeholders:

• Current users of the organization

• Potential users of the organization

• People affected by the work of the organization
 
Strategic Planning Process
• Learn about the background of the organization:
• History
• Status of the organization
• Staffing
• Budget
 
Strategic Planning Process:
• Identify stakeholders to participate in the pre-planning process

• Send S.W.O.T. Profile (use color codes for different groups of stakeholders; compile all responses with the most frequent response first; divide into themes)
 
S.W.O.T. profile of the XYZ organization
Take a few minutes to think about XYZ organization as it exists today. What are 1) the things the organization does best (i.e. strengths) , 2) the things the organization is currently doing that it could be doing better (i.e. weaknesses), 3) the things the organization should be going that it is currently not (i.e. opportunities) and 4) the things that could threaten the organization's continued existence (i.e. threats). Please list below those things you believe to be the organization's most important ........................................................
1) Strengths 3) Opportunities
2) Weaknesses 4) Threats
 
Strategic Planning Process:
Identify key stakeholders

• Take care to select individuals who will not monopolize conversation

• Invite key stakeholders to a strategic planning process meeting

• Ground rules for the group meeting:
• All participants have the opportunity to speak
• Challenge ideas, not people
• Input adds to others’ ideas and responses
• Respect the strategic planning process schedule
• Share the S.W.O.T. results at group meeting
• Responses are not to be taken personally
• Responses are not out for debate
• Responses are the “view” of what people see at this point in time

• Separate large group into smaller work groups (4-6 people)
• Facilitator to divide prior to group meeting

• Separation should evenly divide knowledge, talent and experience

• Distribute “Values” worksheets
• Look for congruence between values and daily action/behavior of members and leaders
• Suggest 4 – 7 values for consideration
• KISS method for wording
• Values used as a “yardstick” to see if organization measures up to what it believes is important

• Distribute “Mission” worksheets
• Look for basic, most critical goal/purpose
• Based on WHAT is the organization’s reason for existence, WHOM served (audience), HOW audience is served and WHY organization is unique/benefits to society
• Today’s vision statement might be someone’s mission 20 years from now
• Distribute “Vision” worksheets
• What would organization be like with unlimited time, energies and resources?
• Look at organization as being perfect
• Should be easy to understand and emotionally inspiring
• “Stretch” the organization from today to aim for the future

• Consolidate values, mission and vision
1 member from group to collaborate ideas

• Develop Action Strategies by identifying factors critical to success of organization
Action statements to accomplish critical success factors
 
Action Strategies
• “What” needs to be done
• “Who” is going to do it
• “When” is it going to get done
• “How” is it going to get done

Safrit, 1998
 
Resources
Brinckerhoff, P.C. (1994). Mission-based management: Leading your not-for-profit into the 21st century. Oak Park, IL: Alpine Guild, Inc.
Bryson, J.M. (1989). Strategic planning for public and non-profit organizations. San Francisco: Jossey-Bass Publishers.
Caffarella, R. (1994). Planning programs for adult leaders: A practical guide for educators, trainers and staff developers. San Francisco: Jossey-Bass Publishers.
 
Additional Resources
Conklin, N.L., Jones, J. and Safrit, R.D. (Winter, 1992). Values: Acting on our shared beliefs. Journal of Home Economics, p. 127-131.

Luther, D.B. (1995). Putting strategic planning to work, Leadership.

Safrit, R.D. (Autumn, 1998). Program planning, Unpublished course notes, Agriculture Education 823, The Ohio State University, p. 14-25.

Safrit, R.D. (1990). Values stratification in the strategic planning process for adult education organizations, Unpublished doctoral dissertation, North Carolina State University, Raleigh.