Planning Program Design Chapter 3 The Planning Process

Planning & Program Design Chapter 3

The Planning Process • In this chapter, we will review different planning strategies for creating a program/agency • Key questions to ask oneself include: ▫ ▫ ▫ Who should be involved in planning? What are the needs, problems, or issues being addressed? What outcomes are desired? What resources are available to reach goals? What constraints should be taken into account? What alternate methods could be used to meet the objectives? ▫ What are the best methods for meeting program objectives? ▫ What steps need to be carried out to meet each objective? ▫ How can success be evaluated?

Types of Planning Strategic Addresses complex and dynamic environmental conditions by outlining the overall direction of the organization Long-Range Assumes that conditions will remain essentially the same, with the org. making minor changes in goals & objectives over time Operational Provides specific guidance on day-t 0 -day activities necessary to implement the strategic plan Program Designs service delivery programs to achieve outcomes for clients and communities Project Provides implementation detail for new or modified administrative projects not related to regular service delivery Business Provides details on expected revenues and expenses to implement programs and projects

The Stages of Strategic Planning 1) Identify and agree on a strategic planning process ▫ Competent leadership is needed ▫ Commitment and support from all parties involved ▫ A work plan should be formulated �Who, what, when, where, how

The Stages of Strategic Planning 2) Identify organizational mandates ▫ Formal mandates: what are the mandatory rules and regulations that this agency must follow? �Reporting suspicion of child abuse to the proper authorities ▫ Informal mandates: what are the unwritten rules that the agency follows? �Using a theoretical method to work with clients

The Stages of Strategic Planning 3) Identify the organization’s stakeholders and analyze their needs and concerns ▫ What does the stakeholder expect to see in terms of the agency’s performance?

The Stages of Strategic Planning 4) Clarify organizational vision, mission, and values ▫ Focus on a better future ▫ Encourage hope, dreams & noble ambitions ▫ Build on (or reinterpret) the organization’s history and culture to appeal to high ideals and common values ▫ Clarify purpose and direction ▫ State positive outcomes ▫ Emphasize the agency’s uniqueness and distinctive competence ▫ Communicate enthusiasm, kindle excitement, and foster commitment and dedication

The Stages of Strategic Planning 5) Assess the organization’s external environment to identify opportunities and challenges ▫ Revisit the PEST method in analyzing what potential challenges face the agency �Political �Economic �Social �Technological

The Stages of Strategic Planning 6) Assess the organizations internal environment to determine strengths and weaknesses ▫ Do we have staff with the proper competencies or qualifications in all positions? ▫ Have our staffing needs changed? ▫ What is the quality of working life (in this agency) as perceived by employees?

The Stages of Strategic Planning 7) Identify the strategic issues facing the organization ▫ Strengths ▫ Weaknesses ▫ Opportunities ▫ Challenges

The Stages of Strategic Planning 8) Formulate strategies to manage these issues ▫ What are the practical alternatives, dreams, or visions we might pursue to address this strategic issue? ▫ What are the barriers to the realization of these alternatives, dreams or visions? ▫ What major proposals might we pursue to achieve these alternatives, dreams, or visions directly or to overcome the barriers to their realization? ▫ What major action (with existing staff and within existing job descriptions) must be taken within the next year or so to implement the major proposals? ▫ What specific steps must be taken within the next six months to implement the major proposals, and who is responsible?

The Stages of Strategic Planning 9) Review and adopt the strategic plan or plans 10) Develop an effective implementation process 11) Monitor and update the plan on a regular basis

Distinguishing Goals from Objectives • Goal: the broad expected outcome of a program • Objective: identifies the accomplishments necessary in order to achieve to a particular goal • Objectives must be: ▫ ▫ ▫ Specific Measurable Achievable Realistic Timely

Evidence-Based Practice & Programming • EBP’s work in tandem with implementing best practices, which is generally considered approaches that have been proven through research or evaluation to be the best examples in a particular field • Best practices is often an integration of efforts, combining the best research evidence with clinical expertise and client values in making practice decisions

The Logic Model • This is a tool that is useful for describing a new program. It is usually manifested in the form of a standard or flow chart. ▫ ▫ Inputs- raw materials and resources Throughputs- the service delivery Outputs- the product Intermediate Outcomes- changes in client condition upon service completion ▫ Final Outcomes- actual changes in client’s overall quality of life

Developing an Evaluation Plan • Now that you have your strategic plan in place, how will people learn of the services you intend to provide? • Marketing ▫ ▫ ▫ Publics Product Price Place Promotion