Transcript Slide 1

COBA Strategic Planning
Rebecca Mannel
Brandt Higley
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Todays Agenda

Opening Remarks

Rules of Engagement

Strategic Planning Overview
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Review of Past Performance
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Review of Mission, Vision, Values
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Priority Development and Refinement
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Objective Development and Assignment
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Development of Communication and
Implementation Plan
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Opening Remarks
COBA Chair
Becky Mannel
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Rules of Engagement
COBA Facilitator
Brandt Higley
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Rules of Engagement
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All ideas are equal!
 Rank/position has no place in process improvement
 Stay on track, stay focused (facilitators will assist)
 No negative comments / no shutting anyone else down
 Listen to and value each other’s ideas
 Ensure everyone participates
 Check phones/blackberries on break
 Restrooms
 Emergency Exits
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Strategic Planning Overview
COBA Facilitator
Brandt Higley
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Strategic Planning Overview
What is the purpose of Strategic Planning?
1.
Mission
• Why are we here? What do we do?
2.
Vision
• Where are we going? Where do we want to be in 5 years?
3.
Values
• How do we act? What do we believe? What are we committed to?
4.
Priorities
• What must we focus on to achieve our vision? What is the focus of
our organization
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Strategic Planning Overview
What is the purpose of Strategic Planning?
5.
Objectives
• What major initiatives do we need to take to achieve our vision?
6.
Metrics
• How do we monitor or measure progress on this objective?
7.
Tasks
• What specific steps do we need to take to meet this objective?
8.
Communication Plan
• How do we communicate Strategic Plan to the organization
(Often the most important and overlooked step in the process)
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Mission Statement
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Defines the core purpose of the organization
Focuses on why the organization exists
States what the organization needs to achieve beyond
present day operations
Is understandable, concise, and easily repeatable
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Priorities
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Identifies major strategic focus
Has significant impact on how Mission will be achieved
Directed at achieving the target customers’
requirements
Emphasis is on what strategically needs to change or
improve
“What are the 3-5 Priorities
you want to improve upon during your watch?”
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Objectives
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Communicates what strategic action must be
accomplished to realize the intent of the Priority
(recommend 2 to 4 Objectives per Priority Statement)
 Gives strategic direction on how to execute tasks,
initiatives, and process improvements
 Inspires and motivates workforce to a higher level of
performance and drives significant operational change
 Is understandable, executable, relevant, and concise
 Statement (seven words or less) starts with an action
verb
First step in making Strategy Map enduring…
must survive people in this room and be actionable.
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Metrics
CRITERIA:
 A powerful tool to define success
 Communicate the intent of the objective statement and
reflect how the objective will be achieved
 Don’t control people…drive desired changed behavior
 What gets measured gets done!
Not the end result — end result is strategy execution
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Tasks
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Provides the tactical direction and process to achieve
the Objectives intended results (Recommend 1 to 3
Tasks per Objective)
 States the tactical actions or deliverables that will
“move the needle” on the metric gauge
 Identifies specific actions or steps to be taken within
the short-term (12 months or less)
 Is a concise, simple, and understandable action
statement consisting of specific deliverables
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Strategic Planning
Implementation Steps
1.
2.
3.
Build
Strategy
Map
Build Strategy Map focused on
Priorities and Goals supported by
Objectives, Metrics, and Tasks.
Strategic
Governance
Make Strategy Map the
centerpiece for strategic decisionmaking and accountability.
Cascade and
Communicate
Cascade and communicate
strategy for organizational
alignment and feedback.
Process Integration
Strategic
Initiatives
Leadership Mobilization
Strategy Execution
4.
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Lexicon
MISSION
Why does the organization exist? Who are the Target Customers?
PRIORITIES/GOALS
OBJECTIVES
Priority Statement
identifies a major strategic
focus up to the next three
years which is necessary to
achieve the Command’s
mission. End State
describes how we will know
the Priority has been fully
implemented. Goal
Statement clarifies what
strategically must be
realized. Includes a one to
three year quantifiable
stretch target that cannot be
achieved just by doing
“business as usual”.
EXAMPLE:
Priority: Ensure party
dominance. End State:
Control Executive and
Legislative bodies. Goal:
Win by 5% margin.
Objective communicates
what operationally must be
accomplished to realize the
intent of the Priority
Statement (recommend 2 to
3 Objectives per Priority).
EXAMPLE:
Increase first time voter
turn out.
Reinvigorate the base.
TASKS
Assess
Metric provides leadership
with a means to monitor,
analyze, and communicate
performance so the
Command can determine if
the Objective is being
successfully implemented
(recommend 1 to 3 Metrics
per Objective).
Tasks lists of tactical actions
or deliverables that will
“move the needle” on the
Metric and achieve the
desired outcomes of the
Objective (Recommend 3 to
5 Tasks per Objective).
EXAMPLE:
# First Time registered
voters
$ donated to party
EXAMPLE:
Host 15 concerts in key
battleground states.
• Did we do
the tasks
intended
• ?
• Did we
meet the
metricsstandards
?
• Did we
complete
the
objectives
?
• Did we
achieve
the goals,
priorities,
and endstate we
intended
?
METRICS
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Review of COBA’s Past Achievements
COBA Chair
Becky Mannel
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2000 - 2006
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COBA launched in 2000
2004 - Law protecting right to breastfeed in public with
jury duty exemption
2005 - Senate resolution supporting working
breastfeeding mothers
2006 - Law clarifying right to use break time at work for
milk expression and encouraging provision of private
location other than toilet stall
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2000 - 2006
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2006 - Partnered with OSDH to develop Breastfeeding
Friendly Worksite Recognition Program
2006 - “License to Breastfeed” cards developed with
WIC
COBA member of OSDH Obesity Prevention Task
Force – breastfeeding goals added to state plan
Breastfeeding commercials developed with WIC
Nursing moms and babies decals developed with
OSDH
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2006 Strategic Plan
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COBA website
 Sample breastfeeding policies
 Healthcare Provider and Hospital education
 Ban the Bags Campaign to support Baby-Friendly
Hospital efforts
 Collaboration with other healthcare provider
organizations (e.g. OK AAP)
 Statewide toll-free breastfeeding hotline
 Insurance coverage for breast pumps, lactation
consults and donor milk
 State contact for US Breastfeeding Committee
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COBA in 2015
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Achieved all goals in 2006 Strategic Plan
Sent team to every USBC National Coalitions
conference; presented at 2 of them
Received seed grants from USBC in 2013
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Implement plan to address gaps in Step 10
Increase COBA’s capacity to function
Developed ByLaws and received 501c3 status, 2014
Identified need for community support to minority
mothers (particularly African American)
Developed plan to launch COBA Baby Cafes
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Held Baby Café training Oct 2014
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COBA in 2015
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Received major gift December 2014: $18,000
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Awarded ASTHO grant January 2015: $30,000
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FareTheeWell Foundation
Grant timeline: Dec 2014 – June 2015
Awarded NACCHO grant March 2015: $48,585
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Phase 1: March – June 2015
Phase 2: July 2015 – June 2016
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Review of Mission, Vision, Values
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New Mission, Vision, Values and
Motto?
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Mission: To promote, protect and support breastfeeding in Oklahoma
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Vision: A state where all children have access to human milk
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Values:
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Respect and Compassion
Inclusion and diversity
Family empowerment
Evidence based practices
Motto: tabled
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Priority Development & Refinement
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Assess the Current Situation
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Assess performance gaps
and Identify Opportunities
Performance against last
year’s plan
Customer satisfaction
level (internal/external)
Performance of critical
processes
Training and development
External benchmarks
Use SWOT
analysis /
Interviews
to assess these
areas
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COBA SWOT
Strengths
Weaknesses
 Dedication to serving families
 Potential Communication Lags
 Diverse Expertise
 Grant/fundraising successes
 Website
 Partnerships
 Collaboration (w/WIC)
 Competing priorities
 Sm number of active mbrs
 Time constraints
 New 501c3 status
 Lack of diversity
Opportunities
Threats
 Increase visibility
 Organizational growth
 Influencing/Educ Faculty/Staff/students
 Reducing breastfeeding disparities
 Recognize achievements/prsnl
 Soliciting Funds
 Improving communication/educ
 USBC Partnership
 Fiscal Constraints/Budget Cuts
 Lack of direction
 Info overload
 Some healthcare professional
views/practices
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Priority Development
1. Break up into teams of 3
2. Brainstorm and ID 5 top Priorities (25 min)
3. Present your Priorities to the group
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Priority Refinement
Support Baby friendly hospital initiative – Linda/Becky
Increase COBA visibility - Ruth
Strengthening COBA’s structure and capacity – Claire/Laura
Improving breastfeeding support for working families –
Nancy/Amy
5. Reduce disparities – Danielle/Liz/Brandt
1.
2.
3.
4.
Reminder
• Statement
• Action Verb first
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Objective Development
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Objective Development
1. Break up again into groups of 5
2. Each Team will receive one priority
3. Brainstorm and ID 3-5 Objectives (actions to take) to
achieve that Priority (30 min)
4. Identify potential Metrics to track progress and to
ensure success of each Objective (15 min)
5. Each group provide your priorities and we will enter
into the Strategic Map
6. Present team’s Objectives to the Group
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Objective Refinement
1. Does everyone agree with these Objectives?
2. Are any other Objectives that should be met under
this priority?
3. Are there any other Metrics that should be
tracked?
4. Finalize buy-in from everyone
5. Assign Champion(s)
6. Proceed to the next Priority/set of Objectives
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Communication and Implementation
Plan
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Communication and
Implementation Plan
1. Individually come up with 3-5 products (5 min) and/or
processes necessary to communicate and implement
2. Use Post-it-Notes, one color for Process and another
for products
3. Place Post-its on the board
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Communication and
Implementation Plan
1.
2.
3.
4.
Read and discuss each entry
Consolidate ideas
Vote on each area
ID a Strategic Process and Product Champion
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Next Steps
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Next Steps
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Objective Development and Implementation
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Champions will form Working Groups (WGs)
WG will develop/refine Tasks
WG will ID Metrics & what forum objective progress is tracked
Present final Objective plan
Determine reporting format & frequency
Communication & Implementation Plan
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Present Strategic Plan
Develop processes and products identified
Implement Marketing Plan by DD MMM YY
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