1. STRATEGY PLANNING
PALCARE
FACILITATOR
Dr Roohullah. Shabon
Oct 2011
Dr Shabon Resouces 07 1

2. Objectives:
-
• Introduction: Purpose and Process of strategy
planning
• To review and build on our existing Palcare
Vision, Mission, Value and SWOC analysis
• Discuss the strategic priorities
• Discuss Operationalization of Strategies: Program
Operation Plan (POP) and Action plan (AP), Work
Plan (WP) and Action Calendar;
• Next Steps
Dr Shabon Resouces 07 2

3. Why Consider a Change?
1. Board role dissatisfaction
2. Organizational problems
3. New phase in life-cycle
4. ED turnover
5. Board member turnover
6. Crisis of confidence
7. Changing political/economic environment
8. All of the above!!!

4. What type of Board you want to be?
• Working Board – do all the work! Usually no staff / ED
• Managing Board (Traditional Board) – actively manage the
organization keeping their hands on the wheel . Have staff
and an ED
• Governing Board (Policy-based) – delegates responsibility to
the ED, uses policies as a highly leveraged tool. Try to stay
away from the operations and try not to micromanage the
ED. Follow the Carver model or are highly influenced by it
• Ratifying Board – follows the lead of the ED who usually
establishes the agenda, develops policies and even selects
future Board members. Sometimes look like governing Boards
– do not lead or provide accountability
• Failing Board – arguments, strife, disharmony

5. Twelve Principles of Exceptional Boards
1. Involved in Establishing
7. Maintain a High Level of
Constructive Integrity
Partnership*
8. Always thinking about
Sustaining Resources
2. Mission Driven
9. Results and Quality Focused
3. Strategic Thinkers
10. Engage in Intentional Board
Practices
4. Invite a Culture of Inquiry
11. Are interested in Continuous
Learning
5. Made-up of Independent
Thinkers
12. Understand the Importance
of Revitalization
6. Transparent

6. What is Strategic Planning?
• Process to establish priorities on what you will
accomplish in the future
• Forces you to make choices on what you will do
and what you will not do
• Pulls the entire organization together around a
single game plan for execution
• Broad outline on where resources will get allocated

7. Why do Strategic Planning Now?
• If you fail to plan, then you plan to fail – be
proactive about the future
• Strategic planning improves performance
• Solve major issues at a macro level
• Communicate to everyone what is most important

8. Fundamental Questions to Ask
• Where are we now? (Assessment)
• Where do we need to be? (Gap / Future End
State)
• How will we close the gap (Strategic Plan)
• How will we monitor and measure our progress (Balanced
Scorecard)

9. A Good Strategic Plan should . . .
• Create the right balance between what the
organization is capable of doing vs. what the
organization would like to do
• Cover a sufficient time period to close the
performance gap
• Address critical performance issues
• Visionary – convey a desired future end state
• Flexible – allow and accommodate change
• Guide decision making at lower levels –

10. Fundamental Questions to Ask
• Where are we now? (Assessment)
• Where do we need to be? (Gap / Future End
State)
• How will we close the gap (Strategic Plan)
• How will we monitor and measure our progress (Balanced
Scorecard)

11. Major Components of the
Strategic Plan / Down to Action
Strategic Plan
POP, WP Action Plans
Mission Why we exist
Evaluate Progress
Vision What we want to be
Goals What we must achieve to be successful
Objectives POP, WP,– objective, output, activities,
O1 O2 input, indicators and assumption
Initiatives Actions Plan-what, how,
AI1 AI2 AI3 When and who
Measures Indicators and
M1 M2 M3 Monitors of success
Targets T1 T1 T1 Desired level of
performance and
timelines

12. MISSION & VISION STATEMENT:
State the mission, vision, values and strategic
priorities/directions
Mission for the organization (Who are we?) and
providing a vision for the future (What should
we be?)
Dr Shabon Resouces 07 12

13. Vision Final Draft
• Dedicated to awareness and easy access
to high quality, compassionate,
coordinated hospice palliative care
everywhere.

14. Final Draft: Mission
• PalCare for York Region is an alliance of service
providers and community members dedicated to
facilitating coordinated quality hospice-palliative
care for individuals, families and caregviers.
• Our focus is:
• Planning and delivering high quality education
• Advocacy, innovation and awareness
• Collaboration and integration
• Quality and Dignity at end of life

15. Final Draft strategic directions
1: To maximize organizational effectiveness, efficiency and
sustainability.
2: Establish and strengthen PalCare Network for York Region’s role in
regional planning for palliative care in partnership with focus
partners, associations, networks and health care communities.
Increase membership, develop communications strategy and
diversify funding.
3: Increase Advocacy and Awareness of the value of hospice palliative
care in the community
4: Develop governance and operational policies and procedures for
attaining Accreditation
5: Measure Program outcomes and continue to improve.

16. Final Draft Values
• Equity and inclusion
• Quality and innovation
• Empowerment
• Integrity, honesty and ethics
• Assuming the best intentions
• Dignity, respect and compassion

17. Final draft Focus Partners
• Hospices
• LHIN
• LTC
• Hospital
• CCAC
• Nursing Agencies
• Transition St group
• HPCO
• Volunteers

18. Draft Strategy Direction
1. To maximize
Strategic Action
organizational
•Revision of governance
effectiveness, manual and bylaw
efficiency and •Do strategic mapping
Develop communication
sustainability strategy
• Resource need
assessment and analysis
• Fund development strategy
Dr Shabon Resouces 07 18

19. Strategy Direction
2. Establish and strengthen
PalCare Network for York Strategic Action
• Develop partnership
Region’s role in regional strategy
planning for palliative care in •Reconfirm existing /
partnership with focus identify new partners
•Develop plan to increase
partners, association, membership
networks, and health care •Develop communication
communities. Increase strategy
• Diversify funding
membership, develop
communications strategy
and diversify funding.
Dr Shabon Resouces 07 19

20. Strategy Direction
3. Increase advocacy
Strategic Action
and awareness of the •Develop advocacy
strategy and plan
value of hospice •Develop awareness
palliative care in the strategy and plan
community
Dr Shabon Resouces 07 20

21. STRATEGY PRIORITIES
4. Develop governance
Strategic Actions:
and operational •Create board sub-committee
•Review/establish board
policies and policies and procedures
•Create ops sub-committee
procedures for •Review/establish ops
policies and procedures
attaining •Identify accreditation body,
Collect requirements, Develop
accreditation plan/timelines
Dr Shabon Resouces 07 21

22. STRATEGY PRIORITIES
5. Measure program
Strategic Actions:
outcomes and •Develop evaluation framework
and Balanced Scorecard
continue to improve •Review current Outcome
Evaluation systems
•Define Performance Areas we
want to improve e.g. Financial,
Customer, Process, Capabilities
•Map Performance Areas to
strategic intents
•Develop measures/KPI’s -key
performance indicators
•Create a data collection plan
•Create reports
•Monitor KPI’s and improve
Dr Shabon Resouces 07 22

23. Pre-Requisites to Operation
Planning
• Senior managment leadership commitment
• Who will do what?
• What will each group do?
• How will we do it?
• When is the best time?

24. Results flow chart
Activities Objectives
Inputs Processes Outputs Outcomes Results
Indicators

25. The Strategy Map and Scorecard
• Why we exist Mission
• Desired future state Vision
• Where we want to be in 3-5 years Strategy
• What we must do well Objectives
• How we measure success Measures
• Desired Results Targets
• Projects to achieve objectives Initiatives

26. OPERATIONALZING
STRATEGY PLAN
• Any relevant historical information
• Existing Planning Tools
• Simple Guide for Elaborated Program
Operation Plan (POP), Action Plan (AP),
Work plan ( WP) and Action Calendar
(AC)
Dr Shabon Resouces 07 26

27. The Process For The Next Steps
• Although it will be a one year POP, as this is the first attempt,
every thing will be reviewed and revised after every three
months with PO team
• Timeline for completing POP – first draft end of Oct The time
line depends on the process for first draft.
• Resources to be used: PalCare Project Plan budget 2011,
Strategy Implementation Plan, Mission Reports, other
recommendation and regions resources.
Dr Shabon Resouces 07 27