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USCA 2014 Workshop Strategic Planning

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Bill Tiedemann
Bill Tiedemann

The document discusses strategic planning for AIDS Service Organizations (ASOs) in an era of change. It provides an overview of the history of ASOs and the six crises they have faced. Current trends putting pressure on ASOs are outlined, including uncertain funding and shifting priorities. Reasons for strategic planning are described, focusing on understanding community needs and assessing organizational strengths and weaknesses. The strategic planning process involves forming a design team, conducting assessments, creating strategic scenarios, and developing goals and plans through staff and stakeholder engagement. Emerging business models for ASOs are discussed, focusing on utilizing core competencies in new ways.

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Strategic Planning in an Era of Change Bill Tiedemann, MSW Executive Director
Objectives Participants will gain an understanding of… • The history of AIDS Service Organizations (ASOs) and how to use our history to make sense of our world. All of this change is not new!! • The components of a comprehensive strategic planning process. • The emerging business models ASOs are now embracing. • A year in review including successes and lessons learned from an organization in transition.
Six Crises of ASOs Our History • Services (Palliative Care) vs. Advocacy (1981) – Volunteer run • Professionalizing the work force (1987) • Emergence of Ryan White Funding (1990) – Splintering/Separatist movement • HAART (1996-97) • ACA/NHAS (2010) • Post implementation (2013) – Hybrid- Medical, Social Service, and Public Health
Current Trends and Struggles • Uncertain federal funding • Shrinking public support • Foundation support shrinking and/or shifting to other social concerns • AIDS funding competing with Marriage for All • Relevance • Changing health care environment • HIV Prognosis: Now a 50-year plan although with complications (15- 20% reduction in life expectancy)
Reasons for Strategic Planning in Passion-Driven Organizations • The obvious… Ending HIV • Understand the needs of the community. So the board and staff can develop a clear direction with goals. Remember why we are here! • Assess internal strengths and limitations. Knowing these will allow us as leaders to expand programs areas and focus on what makes us great, including what we need to improve on. • Create a road map for change. Your organization can not stagnate at this time. If you achieve your plan, congrats, restate or refresh it until you work yourself out of a job.
Reasons Not… • Too busy • The environment is moving too fast • Not enough resources • We are in crisis • Too small • We are not a expansion state • Ryan White will be here for many more years • No money to do a extensive strategic plan **These are all reasons to do a strategic plan.
What Is and What Is Not a Strategic Plan • Simply put, a strategic plan is the formalized road map that describes how your company executes the chosen strategy. A plan spells out where an organization is going over the next year or more and how it’s going to get there. Typically, the plan is organization- wide or focused on a major function, such as a division or a department.
What Is and What Is Not a Strategic Plan • A strategic plan is a management tool that serves the purpose of helping an organization do a better job, because a plan focuses the energy, resources, and time of everyone in the organization in the same direction. • A strategic plan also: – Helps build your competitive advantage – Communicates your strategy to staff – Prioritizes your financial needs – Provides focus and direction to move from plan to action
What Is and What Is Not a Strategic Plan • If you’re thinking, “Hey, I’ve got this great book on business plans, so I’ll just use that to form my strategic plan,” be aware that strategic plans and business plans aren’t the same concepts. • A business plan, on the other hand, is a planning tool for new businesses, projects, or entrepreneurs who are serious about starting a business. Business planning: – Helps define the purpose of your business – Helps plan human resources and operational needs – Is critical if you’re seeking funding – Assesses business opportunities – Provides structure to ideas
Who We Are… • 31 Years Young • $4.9 Million Revenue • 85% Grant Funded • 62 FTEs • Served over 39,000 Minnesotans at risk for, impacted by, and infected with HIV in 2013
Vision: A Minnesota where new HIV infections are eliminated and individuals with HIV live long and healthy lives. Mission: To lead Minnesota’s fight to end HIV through prevention, advocacy, awareness, and services.
Service Area 7 Counties Plus Duluth Total number (Metro only) = 6,361 * Counties in which a state correctional facility is located. City of Minneapolis – 2,943 City of St. Paul – 1,025 Suburban# – 2,393 # 7-county metro area, excluding the cities of Minneapolis and St. Paul Number Living with HIV/AIDS None 1-20 21-100 101-500 501-1000 1000-2000 2001-4190
Program Pillars Prevention Prevention for Positives Outreach to at-risk populations of all races, sexual orientation and ethnicities Testing and Linkage to Care Services Syringe Services Advocacy Local, State, and National Issues Positive Leaders Program HIV/AIDS Action Network Awareness 50/5 Hotline Community Capacity- Building Services Services Case Management and Medical Transportation Temporary Housing, Emergency Financial Services Benefits Counseling, Legal Services, Behavioral Health Services
Threats: ACA-Uncertain and Fast changing environment Prevention funding decreasing Shrinking public/private support Opportunities: ACA-Increase numbers of insured Receptive Health Department and Governor’s office to increase state funding support Involved and interested public policy constituent base Weaknesses: Brand recognition Relevance in the community Decreasing revenue from sole event (AIDS WALK) Strengths: Comprehensive Strategic Plan Entrepreneurial Board and Senior Staff Reputation Passionate and committed staff Environment
The Process • RFP construction and release • Proposal review and contract negotiation • Create Design Team (critical decision point, Board/Staff participation, bottom-up/top-down) • State of the Sector Assessment—National/Regional/Local • First Design Team Meeting—Identify DT charge, leadership, create timeline, agenda for first retreat, final expectations of team and consultant, charge staff with creating strategic scenarios to be tested. …oh MAP you could…, create communication plan for staff. Phase 1 begins
The Process • First Retreat: (Four hours with staff, board, key stakeholders) – Both large and small group work lead by consultant • Review Sector Assessment (outsource) • Review staff-created strategic scenarios and messages, charge small groups to refine a strategic scenarios • Prepare strategic scenarios for interviews/focus groups with key informants, funders, and partners • Review Mission/Vision/Values to determine further refinement • Post-meeting debrief with Design Team (2nd of 4) – Create time line and delegation of duties for Phase 2 interviews/focus groups
The Process • Complete Phase 2 interviews/focus groups—2 months • Design Team meeting #3—Review outcomes of interviews/focus groups. Create agenda for Retreat #2 • Retreat #2: – Review data – Refine scenarios (share) – Discuss how scenarios move into goals – Next steps for approval: board vote – Finalize products and roll out (phased approach)
The Process • Create Products (consultant and senior staff) – Strategic Plan • Prepare document for approval by board of directors • Begin to prepare work plan for staff and E.D. monitoring – Dashboard for Board Monitoring (2X2) – Public Strategic Plan Document – “Roll out” Communications Plan—internal and external – Revisit communication plan for staff engagement
GOAL 1 GOAL 2 GOAL 3 GOAL 4 GOAL 5 The Minnesota AIDS Project will shift from being solely social service focus to a hybrid to include public health StrategicActivities StrategicActivities StrategicActivities StrategicActivities Core Values Mission Vision StrategicActivities
5-6 Business models emerged- Utilizing core competencies of an ASO as the focus. • HIV Specific Primary Care and Pharmacy Services • LGBTQ +HIV Primary Care and Pharmacy Services • Chronic Disease Model – Expansion beyond HIV • Single entity – Marketing Agency Core Competencies and contracting with Health Care Organizations to meet outcomes to reduce high cost care and sharing in cost savings. • Community Collaborative Model- Marketing Sector Core Competencies and contracting with Health Care Organizations to meet outcomes to reduce high cost care and sharing in cost savings. • Hybrid- Pharmacies Services only plus marketing sector or single entity core competencies and contracting with Health Care Organizations to meet outcomes to reduce high cost care and sharing in cost savings.
Launched September 2013
One Year Out! • Successful Launch—30th Anniversary • Implemented Mental Health Services • Expanded TEACH and Legal Services • Pharmacy Services • Implemented Women’s Services
Lessons Learned • Take the temp of your staff—regularly • Communication is key • Decision memos critical • Pace
USCA 2014 Workshop Strategic Planning

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USCA 2014 Workshop Strategic Planning

  • 1. Strategic Planning in an Era of Change Bill Tiedemann, MSW Executive Director
  • 2. Objectives Participants will gain an understanding of… • The history of AIDS Service Organizations (ASOs) and how to use our history to make sense of our world. All of this change is not new!! • The components of a comprehensive strategic planning process. • The emerging business models ASOs are now embracing. • A year in review including successes and lessons learned from an organization in transition.
  • 3. Six Crises of ASOs Our History • Services (Palliative Care) vs. Advocacy (1981) – Volunteer run • Professionalizing the work force (1987) • Emergence of Ryan White Funding (1990) – Splintering/Separatist movement • HAART (1996-97) • ACA/NHAS (2010) • Post implementation (2013) – Hybrid- Medical, Social Service, and Public Health
  • 4. Current Trends and Struggles • Uncertain federal funding • Shrinking public support • Foundation support shrinking and/or shifting to other social concerns • AIDS funding competing with Marriage for All • Relevance • Changing health care environment • HIV Prognosis: Now a 50-year plan although with complications (15- 20% reduction in life expectancy)
  • 5. Reasons for Strategic Planning in Passion-Driven Organizations • The obvious… Ending HIV • Understand the needs of the community. So the board and staff can develop a clear direction with goals. Remember why we are here! • Assess internal strengths and limitations. Knowing these will allow us as leaders to expand programs areas and focus on what makes us great, including what we need to improve on. • Create a road map for change. Your organization can not stagnate at this time. If you achieve your plan, congrats, restate or refresh it until you work yourself out of a job.
  • 6. Reasons Not… • Too busy • The environment is moving too fast • Not enough resources • We are in crisis • Too small • We are not a expansion state • Ryan White will be here for many more years • No money to do a extensive strategic plan **These are all reasons to do a strategic plan.
  • 7. What Is and What Is Not a Strategic Plan • Simply put, a strategic plan is the formalized road map that describes how your company executes the chosen strategy. A plan spells out where an organization is going over the next year or more and how it’s going to get there. Typically, the plan is organization- wide or focused on a major function, such as a division or a department.
  • 8. What Is and What Is Not a Strategic Plan • A strategic plan is a management tool that serves the purpose of helping an organization do a better job, because a plan focuses the energy, resources, and time of everyone in the organization in the same direction. • A strategic plan also: – Helps build your competitive advantage – Communicates your strategy to staff – Prioritizes your financial needs – Provides focus and direction to move from plan to action
  • 9. What Is and What Is Not a Strategic Plan • If you’re thinking, “Hey, I’ve got this great book on business plans, so I’ll just use that to form my strategic plan,” be aware that strategic plans and business plans aren’t the same concepts. • A business plan, on the other hand, is a planning tool for new businesses, projects, or entrepreneurs who are serious about starting a business. Business planning: – Helps define the purpose of your business – Helps plan human resources and operational needs – Is critical if you’re seeking funding – Assesses business opportunities – Provides structure to ideas
  • 10. Who We Are… • 31 Years Young • $4.9 Million Revenue • 85% Grant Funded • 62 FTEs • Served over 39,000 Minnesotans at risk for, impacted by, and infected with HIV in 2013
  • 11. Vision: A Minnesota where new HIV infections are eliminated and individuals with HIV live long and healthy lives. Mission: To lead Minnesota’s fight to end HIV through prevention, advocacy, awareness, and services.
  • 12. Service Area 7 Counties Plus Duluth Total number (Metro only) = 6,361 * Counties in which a state correctional facility is located. City of Minneapolis – 2,943 City of St. Paul – 1,025 Suburban# – 2,393 # 7-county metro area, excluding the cities of Minneapolis and St. Paul Number Living with HIV/AIDS None 1-20 21-100 101-500 501-1000 1000-2000 2001-4190
  • 13. Program Pillars Prevention Prevention for Positives Outreach to at-risk populations of all races, sexual orientation and ethnicities Testing and Linkage to Care Services Syringe Services Advocacy Local, State, and National Issues Positive Leaders Program HIV/AIDS Action Network Awareness 50/5 Hotline Community Capacity- Building Services Services Case Management and Medical Transportation Temporary Housing, Emergency Financial Services Benefits Counseling, Legal Services, Behavioral Health Services
  • 14. Threats: ACA-Uncertain and Fast changing environment Prevention funding decreasing Shrinking public/private support Opportunities: ACA-Increase numbers of insured Receptive Health Department and Governor’s office to increase state funding support Involved and interested public policy constituent base Weaknesses: Brand recognition Relevance in the community Decreasing revenue from sole event (AIDS WALK) Strengths: Comprehensive Strategic Plan Entrepreneurial Board and Senior Staff Reputation Passionate and committed staff Environment
  • 15. The Process • RFP construction and release • Proposal review and contract negotiation • Create Design Team (critical decision point, Board/Staff participation, bottom-up/top-down) • State of the Sector Assessment—National/Regional/Local • First Design Team Meeting—Identify DT charge, leadership, create timeline, agenda for first retreat, final expectations of team and consultant, charge staff with creating strategic scenarios to be tested. …oh MAP you could…, create communication plan for staff. Phase 1 begins
  • 16. The Process • First Retreat: (Four hours with staff, board, key stakeholders) – Both large and small group work lead by consultant • Review Sector Assessment (outsource) • Review staff-created strategic scenarios and messages, charge small groups to refine a strategic scenarios • Prepare strategic scenarios for interviews/focus groups with key informants, funders, and partners • Review Mission/Vision/Values to determine further refinement • Post-meeting debrief with Design Team (2nd of 4) – Create time line and delegation of duties for Phase 2 interviews/focus groups
  • 17. The Process • Complete Phase 2 interviews/focus groups—2 months • Design Team meeting #3—Review outcomes of interviews/focus groups. Create agenda for Retreat #2 • Retreat #2: – Review data – Refine scenarios (share) – Discuss how scenarios move into goals – Next steps for approval: board vote – Finalize products and roll out (phased approach)
  • 18. The Process • Create Products (consultant and senior staff) – Strategic Plan • Prepare document for approval by board of directors • Begin to prepare work plan for staff and E.D. monitoring – Dashboard for Board Monitoring (2X2) – Public Strategic Plan Document – “Roll out” Communications Plan—internal and external – Revisit communication plan for staff engagement
  • 19. GOAL 1 GOAL 2 GOAL 3 GOAL 4 GOAL 5 The Minnesota AIDS Project will shift from being solely social service focus to a hybrid to include public health StrategicActivities StrategicActivities StrategicActivities StrategicActivities Core Values Mission Vision StrategicActivities
  • 20. 5-6 Business models emerged- Utilizing core competencies of an ASO as the focus. • HIV Specific Primary Care and Pharmacy Services • LGBTQ +HIV Primary Care and Pharmacy Services • Chronic Disease Model – Expansion beyond HIV • Single entity – Marketing Agency Core Competencies and contracting with Health Care Organizations to meet outcomes to reduce high cost care and sharing in cost savings. • Community Collaborative Model- Marketing Sector Core Competencies and contracting with Health Care Organizations to meet outcomes to reduce high cost care and sharing in cost savings. • Hybrid- Pharmacies Services only plus marketing sector or single entity core competencies and contracting with Health Care Organizations to meet outcomes to reduce high cost care and sharing in cost savings.
  • 22. One Year Out! • Successful Launch—30th Anniversary • Implemented Mental Health Services • Expanded TEACH and Legal Services • Pharmacy Services • Implemented Women’s Services
  • 23. Lessons Learned • Take the temp of your staff—regularly • Communication is key • Decision memos critical • Pace

Editor's Notes

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