WEBVTT

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*This text is being provided in a rough draft format . Communication Access Realtime Translation (CART) is provided 

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in order to facilitate communication accessibility and may not be a totally verbatim record of the proceedings .*  

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     April 2021 

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Thursday, October 21 

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     »  Mellie:  Excuse me and welcome 

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to everybody.  I am the secretary of 

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the APRIL board of directors and I will 

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be facilitating today.  Thank you for 

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joining us for this workshop, which is 

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entitled creating a strategic plan that 

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doesn't collect dust after it is made.  

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I would like to mention a few 

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housekeeping items before we get 

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started.  First, when you scroll over 

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the screen, a menu bar pops up.  

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Depending on what device you are using, 

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or at the bottom of your screen.  

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That's where you'll find the closed 

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captioning for today's session.  You 

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can view the captioning by selecting 

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the CC tab on the menu bar.  For sign 

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language interpreting, you can find the 

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interpreter on your screen.  If you 

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off if you are having a screen reader 

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-- excuse me, using a screen reader, 

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you can do that by pressing ALT and H.  

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For Q and A times, please note that the 

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only submit questions there as they may 

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question or make a comment, you can 

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menu bar.  For those on the phone today 

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or using key strokes, we ask that you 

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press star 9 or ALT and Y on your key 

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can unmute.  You can select the unmute 

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option or ALT A if you are using key 

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strokes.  Remember, if you are joining 

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into the conversation, please keep all 

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background noise down as much as 

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possible to allow us to hear you 

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clearly.  With that, I will go ahead 

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and turn it over to our presenter today 

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     »  Michelle:  Hi, everybody, I am 

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Michelle west.  Thank you, Mellie for 

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that.  We're going to be talking about 

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creating a strategic plan that doesn't 

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collect dust after it is made.  This is 

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going to be a whirlwind of presentation 

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that's going to go through all the 

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different main steps that most 

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strategic planners will go through.  

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Every strategic planner has a different 

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style, but this will help you to see -- 

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these are the things that you should 

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look at and the most important thing 

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that I like to cover is how can you 

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make sure that this is a living 

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document that gets used. 

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     So first, to introduce myself, 

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here, there is a slide that has a 

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picture of me, Michelle west, and I 

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have served in leadership roles for 

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strategic planning, marketing and 

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development fund raising for 

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non-profits.  For six years of those -- 

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it's listen about two decades, I was on 

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the executive leadership team for a 

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CIL, a center for independent living as 

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their director of marketing.  So I -- I 

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will throughout the presentation refer 

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to ILCs, independent living centers or 

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centers for independent livving as 

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CILS.  So basically, I just do 

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strategic planning and marketing for 

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the independent living movement 

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exclusively and I have served as 

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facilitator for two collaboratives that 

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nickel and ILRU have run and I have 

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presented at nickel, ILRU and state 

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conferences.  The rest of the time, I 

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lead marketing solutions for CILs and 

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associations across the U.S. 

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     All right.  Sot what are we going 

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to cover today.  Three main things.  

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First we will have an overview of what 

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is central tiege I planning and then we 

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will talk about the five parts of a 

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central tiege I planning process and 

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then the dust prevention plan is going 

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to be how you can make sure that your 

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central tiege I plan is actually a 

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living document and gets used. 

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     Let's start with the overview.  

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Here, we have an image of a but print 

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on a left side and there's a zigzag 

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line that goes to a fully constructed 

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house.  Why do we do strategic planning 

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is because we want this house to have 

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everything inside done and we want that 

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to be complete and everything we want, 

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but in order to get there, we have to 

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start with a blueprint, much like a 

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house.  If we don't start with that 

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blueprint, then we might just have some 

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haphazard programs starting and if we 

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haven't thought through what and why 

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we're doing it and how we're going to 

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measure the effectiveness of it, then 

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you know, we might have a lot of 

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programs that are actually taking time 

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away from our five core services or 

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taking time and money away from things 

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that we can be doing to help  

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consumers.  So that's why we have to do 

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strategic planning.  It will be the 

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blueprint for your centers to achieve 

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your center's goals. 

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     All right.  Another principle with 

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strategic planning that I like to talk 

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about.  There's a lightbulb that says 

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idea at the bottom of the right hand 

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corner and has a blueprint by it.  

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That's where we're going to start.  

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That's where all centers start.  Then 

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there's an arrow -- a line that goes up 

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to an arc and then back down and has 

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arrows along the way.  Each arrow, I 

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will explain what that stage is. 

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     The first stage is start up.  So 

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you start up your center.  Your center 

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may be decades old or a few years, but 

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we're going to have that start up time. 

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 That's when you do your core program 

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development.  Then you are growing, you 

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have the infrastructure development, 

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you have finance, HR, marketing, fund 

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raising, you have all these things -- 

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program development and management -- 

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you have all these things that you are 

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growing towards a sustainable center 

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and that's where there's an  image of a 

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house again.  Up there, you have had 

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your center has reached all the goals 

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that you want to meet , like your five 

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core services and you have all the 

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things that you need to sustain your 

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infrastructure.  So now we are start to 

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think can we expand upon this.  Now, 

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where some non-profits start to -- this 

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happens to all non-profits, most people 

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say, is that there is a decline at some 

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point and this is when this line 

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becomes  an arch and starts to go down. 

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 There's a decline and the last stage 

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could be dissolve.  If you have a 

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dissolution of an organization, 

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sometimes you might have two centers 

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come together or a center might decide 

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we're going to have a branch out here, 

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but either way, those would be a type 

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of -- you know, something has dissolved 

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in the organization.  We don't want to 

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ever get there because the final -- the 

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final point and at the end of this line 

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is a little circle with a line through 

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it saying closure that the organization 

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has dissolved, now it's closing.  We 

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don't ever want to get there for our 

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center, so what -- after this arc of a 

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line that this top line has, there's a 

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little dotted blue line underneath it 

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at the decline stage.  After you've 

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gotten to the sustain, you have your 

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house built and the center is how you 

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want it and the five core services 

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running and you are thinking about the 

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impact you are making, but you are also 

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thinking about expanding.  If you start 

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to have the program decline, that's 

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when the cue is to renew.  That's when 

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you have to renew those programs or you 

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can cut out those programs but you are 

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renewing something, a process, a goal 

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so that you can go back and the dotted 

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line goes to growth.  You start back at 

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that second stage of growth so you can 

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bring that to impact and expansion. 

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     This model is from Susan K. 

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Stevens non-profit life cycles book, 

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staged wisdom for non-profit capacity 

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and I am going to read over here for 

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the description.  (Reading from the 

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slide) it's a capacity building guide 

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for non-profit leaders published 

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Washington DC by BoardSource in 2005.  

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This model has been used in 2005 as 

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this is what happens in non-profits and 

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eventually all will go through this 

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cycle.  Why this applies to strategic 

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planning and why you need to keep your 

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strategic plan as a living document is 

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so that you have continual goals.  So 

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say you are in this third stage of 

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sustaining, you are at the top, you 

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have your house built, you are watching 

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for that decline in a program, in 

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number of consumers met, whatever it 

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might be -- funding that you have or 

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something like that, you are looking 

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for the decline.  If you have a central 

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 a strategic planning process in place, 

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then you are going to be able to note 

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when things are declining because you 

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will see in the strategic planning 

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process, there are always measures.  

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You are always meeting regularly and 

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you are always measuring regularly to 

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make sure that your -- when things 

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start to decline, you can pivot and you 

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can change what your goals are -- 

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change programs, stop programs, grow 

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them in a different way so that this 

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does -- the -- the decline and the 

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dissolving of the closure part doesn't 

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apply to your center. 

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     All right.  Having said that, 

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let's get into what is the strategic 

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planning process.  There are  five 

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images and five columns and they are 

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color coded.  The yellow one has a 

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directional sign, the purple one is 

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next and has two people icons.  The 

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third is blue and it has a map.  The 

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fourth is green and it has a magnifying 

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glass.  Then you have the red one is 

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the last one and it has a computer 

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screen with a gear and dollar sign.  

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This is just more decorative, but you 

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are going to -- this is going to be 

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repeated on each slide when I am 

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talking about the strategic planning 

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process.  So I wanted to explain it to 

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start.  And what each column represents 

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is noted on the next slide.  So the 

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first one is messaging.  The strategic 

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planning process starts with messaging 

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and we will go into what each one of 

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these entails.  The second one is 

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stakeholders.  Those are basically 

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people like your donors.  They are your 

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consumers.  They are any kind of 

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volunteers, board members, anyone who 

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has an interest in your center's 

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growth.  And then, you have planning.  

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That's going to basically be coming up 

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with your goals for what you want your 

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center to achieve. 

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     Analysis is the fourth one and 

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that's going to be like market research 

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and going into more data driven 

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information.  Then the fifth one is 

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resources.  So in all these stages, the 

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next slide has under each column arrows 

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and all those arrows -- those five 

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arrows for each part of the process 

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lead to your strategic plan.  So in 

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order to get through the strategic 

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plan, you have to get through the 

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thought process of all the new five 

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areas.  There is overlap.  These are 

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not necessarily sequential where they 

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are isolated, you know, you just deal 

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with messages and then you just deal 

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with stakeholders, you will see some 

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overlap in these areas, but mostly, 

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they --  you can dedicate your time to 

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one area at a time and move onto the 

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next. 

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     All right.  So let's start with 

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messaging.  The first process -- the 

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first step in the strategic planning 

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process is messaging.  And there are 

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six main things I like to include in 

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strategic planning.  The first is you 

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go over what your mission statement is, 

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then your vision statement, your core 

00:14:41.000 --> 00:14:42.000
values, your brand pillars, your BHAG 

00:14:42.000 --> 00:14:45.000
and we will go over what these are and 

00:14:45.000 --> 00:14:46.000
your value proposition.  Those are all 

00:14:46.000 --> 00:14:48.000
what your messaging will entail.  You 

00:14:48.000 --> 00:14:50.000
have to start with that because you 

00:14:50.000 --> 00:14:54.000
need to know where is it -- who are we, 

00:14:54.000 --> 00:15:02.000
as an organization, and what do we 

00:15:02.000 --> 00:15:08.000
embody?  So the next slide -- now we 

00:15:08.000 --> 00:15:10.000
have the blueprint with the Zigzagged 

00:15:10.000 --> 00:15:12.000
line and the blue print -- where it 

00:15:12.000 --> 00:15:14.000
points down and points up, there are 

00:15:14.000 --> 00:15:15.000
actually parts of a house building 

00:15:15.000 --> 00:15:17.000
process, so we're beginning to use this 

00:15:17.000 --> 00:15:19.000
analogy of building a house to come 

00:15:19.000 --> 00:15:20.000
into why we do messaging and what 

00:15:20.000 --> 00:15:22.000
messaging is. 

00:15:22.000 --> 00:15:24.000
     All right.  We start on the left, 

00:15:24.000 --> 00:15:36.000
the mission statement.  Mission 

00:15:36.000 --> 00:15:39.000
statement  Is just going to be one 

00:15:39.000 --> 00:15:40.000
sustinct statement.  So it's going to 

00:15:40.000 --> 00:15:42.000
say how we as a center reach our goals. 

00:15:42.000 --> 00:15:44.000
 It's going to say that we exist to 

00:15:44.000 --> 00:15:47.000
help families and individuals with 

00:15:47.000 --> 00:15:49.000
disabilities to achieve the greatest 

00:15:49.000 --> 00:15:53.000
degree of innocence they seek in their 

00:15:53.000 --> 00:15:56.000
lives.  That might be the mission.  

00:15:56.000 --> 00:15:58.000
Then, we're going to go up that zigzag 

00:15:58.000 --> 00:15:59.000
line and there are core values.  Those 

00:15:59.000 --> 00:16:01.000
core values are going to lay the 

00:16:01.000 --> 00:16:05.000
foundation for all the efforts that you 

00:16:05.000 --> 00:16:07.000
make with your staff and your board, 

00:16:07.000 --> 00:16:08.000
volunteers, everything.  They are 

00:16:08.000 --> 00:16:11.000
basically going to be like what do we 

00:16:11.000 --> 00:16:14.000
embody?  We want equality, we want 

00:16:14.000 --> 00:16:17.000
independent, those might be core values 

00:16:17.000 --> 00:16:18.000
and when people embody those things, 

00:16:18.000 --> 00:16:20.000
that lays the foundation for all the 

00:16:20.000 --> 00:16:24.000
future efforts you are going to make. 

00:16:24.000 --> 00:16:28.000
     Then brand pillars is the next 

00:16:28.000 --> 00:16:31.000
part of the building process.  Now, we 

00:16:31.000 --> 00:16:32.000
see, before there was just the four 

00:16:32.000 --> 00:16:36.000
values of foundation laid.  Now we see 

00:16:36.000 --> 00:16:38.000
there's actually some framing to the 

00:16:38.000 --> 00:16:40.000
house.  Brand pillars are going to be 

00:16:40.000 --> 00:16:45.000
-- this is what our brand -- our center 

00:16:45.000 --> 00:16:47.000
stands for.  We want these different 

00:16:47.000 --> 00:16:51.000
things to come to be in our community 

00:16:51.000 --> 00:16:53.000
because we exist.  And that is where 

00:16:53.000 --> 00:16:56.000
you're framing -- you know, the 

00:16:56.000 --> 00:16:58.000
framing, finishing part of the house, 

00:16:58.000 --> 00:16:59.000
it's what makes you different in what 

00:16:59.000 --> 00:17:01.000
you offer the community.  You are going 

00:17:01.000 --> 00:17:03.000
to have a lot of impact statements with 

00:17:03.000 --> 00:17:09.000
these and they might be things, you 

00:17:09.000 --> 00:17:10.000
know, like -- independent for people 

00:17:10.000 --> 00:17:12.000
with disabilities in our community.  

00:17:12.000 --> 00:17:13.000
We're going to help them achieve their 

00:17:13.000 --> 00:17:15.000
goals, things like that. 

00:17:15.000 --> 00:17:16.000
     Now, we're going to go up the line 

00:17:16.000 --> 00:17:18.000
and now there's vision statement.  The 

00:17:18.000 --> 00:17:21.000
thousands has a roof on it now.  It's 

00:17:21.000 --> 00:17:23.000
got, you know, maybe it has siding on 

00:17:23.000 --> 00:17:24.000
it, things like that.  It -- we're 

00:17:24.000 --> 00:17:25.000
working -- the vision is going to be 

00:17:25.000 --> 00:17:27.000
the final product that we're working 

00:17:27.000 --> 00:17:30.000
towards.  You can almost see it.  It's 

00:17:30.000 --> 00:17:33.000
not totally done like in this house, 

00:17:33.000 --> 00:17:35.000
but this is where we want to go.  And 

00:17:35.000 --> 00:17:38.000
so like the center I worked for, our 

00:17:38.000 --> 00:17:40.000
vision -- you know, our vision 

00:17:40.000 --> 00:17:43.000
statement is -- what's different than 

00:17:43.000 --> 00:17:44.000
our BHAG and I will share that one 

00:17:44.000 --> 00:17:47.000
later, but our -- the vision statement 

00:17:47.000 --> 00:17:51.000
is where we see ourselves in a macro 

00:17:51.000 --> 00:17:54.000
way, in a -- in the big birds eye view 

00:17:54.000 --> 00:17:56.000
way. 

00:17:56.000 --> 00:17:58.000
     Now value proposition, now we are 

00:17:58.000 --> 00:18:00.000
at the final product.  The house is 

00:18:00.000 --> 00:18:02.000
done.  It's gorgeous.  The value 

00:18:02.000 --> 00:18:04.000
proposition is the open house.  When 

00:18:04.000 --> 00:18:05.000
you have your house done and you have 

00:18:05.000 --> 00:18:07.000
an open house, you are telling others 

00:18:07.000 --> 00:18:08.000
why you should buy this house.  Well, 

00:18:08.000 --> 00:18:12.000
the value proposition is why you should 

00:18:12.000 --> 00:18:13.000
join us and why you should -- why 

00:18:13.000 --> 00:18:16.000
people should come and be a part of 

00:18:16.000 --> 00:18:18.000
your center is not because we help 

00:18:18.000 --> 00:18:21.000
create independence, it's the impact to 

00:18:21.000 --> 00:18:23.000
the consumer that should be embodied in 

00:18:23.000 --> 00:18:25.000
that value proposition.  So allover 

00:18:25.000 --> 00:18:26.000
these statements -- messaging 

00:18:26.000 --> 00:18:29.000
statements that are the developed, they 

00:18:29.000 --> 00:18:32.000
take awhile for people to work through 

00:18:32.000 --> 00:18:33.000
and, like when I do it, I have a 

00:18:33.000 --> 00:18:36.000
process in -- you know, people 

00:18:36.000 --> 00:18:39.000
brainstorm and then we compile those 

00:18:39.000 --> 00:18:40.000
brainstormed ideas and we start to 

00:18:40.000 --> 00:18:42.000
whittle down the ones that people like 

00:18:42.000 --> 00:18:45.000
and it comes -- you know, there's a 

00:18:45.000 --> 00:18:48.000
lotover editing that's done and people 

00:18:48.000 --> 00:18:50.000
combine their thoughts.  So each one of 

00:18:50.000 --> 00:18:56.000
these has that process.  And then, the 

00:18:56.000 --> 00:18:59.000
last one is the BHAG.  It's big, hairy, 

00:18:59.000 --> 00:19:00.000
audacious goal.  That's how you know 

00:19:00.000 --> 00:19:01.000
you've met your target.  You want to 

00:19:01.000 --> 00:19:03.000
have all these things to let you know 

00:19:03.000 --> 00:19:05.000
where you are going, to help people get 

00:19:05.000 --> 00:19:08.000
on board and have the same there is any 

00:19:08.000 --> 00:19:11.000
as they are moving forward in their 

00:19:11.000 --> 00:19:13.000
work.  But the BHAG is the measure.  It 

00:19:13.000 --> 00:19:17.000
is going to be -- when you have a BHAG 

00:19:17.000 --> 00:19:18.000
statement, like at the independent 

00:19:18.000 --> 00:19:24.000
center, we had a BHAG statement that we 

00:19:24.000 --> 00:19:28.000
would be a leader nationwide in helping 

00:19:28.000 --> 00:19:29.000
health care and independent living 

00:19:29.000 --> 00:19:31.000
basically live together and work well.  

00:19:31.000 --> 00:19:33.000
So our BHAG was about that.  And then, 

00:19:33.000 --> 00:19:38.000
we would have -- every time we would 

00:19:38.000 --> 00:19:40.000
get something that would say, hey, we 

00:19:40.000 --> 00:19:43.000
met this BHAG and this goal, we would 

00:19:43.000 --> 00:19:44.000
have it up as a slide at the board of 

00:19:44.000 --> 00:19:46.000
directors meeting and say there is how 

00:19:46.000 --> 00:19:47.000
we know we met our target because, 

00:19:47.000 --> 00:19:50.000
look, we got called to represent this 

00:19:50.000 --> 00:19:52.000
and we've been a part of that and those 

00:19:52.000 --> 00:19:54.000
measures are we we need to make sure 

00:19:54.000 --> 00:19:56.000
that all of these messaging statements 

00:19:56.000 --> 00:19:58.000
are living.  They are actually 

00:19:58.000 --> 00:20:00.000
happening in reality. 

00:20:00.000 --> 00:20:03.000
     All right.  So that is why you do 

00:20:03.000 --> 00:20:06.000
messaging and that's what messaging is. 

00:20:06.000 --> 00:20:07.000
 It's a process to get there, but it 

00:20:07.000 --> 00:20:09.000
actually -- as you are guided through 

00:20:09.000 --> 00:20:13.000
this process, a lot of these will feed 

00:20:13.000 --> 00:20:16.000
into each other and so you'll find it's 

00:20:16.000 --> 00:20:18.000
not as cumbersome as it might look on 

00:20:18.000 --> 00:20:21.000
here or as building a house is, but 

00:20:21.000 --> 00:20:23.000
they are very valuable and people can 

00:20:23.000 --> 00:20:25.000
rally behind them.  This will actually 

00:20:25.000 --> 00:20:27.000
drive to your elevator speech where you 

00:20:27.000 --> 00:20:30.000
will tell people this is what we're 

00:20:30.000 --> 00:20:32.000
about and everybody in your staff can 

00:20:32.000 --> 00:20:33.000
know this is -- when somebody comes to 

00:20:33.000 --> 00:20:36.000
ask me, you know, what is that center 

00:20:36.000 --> 00:20:38.000
you work for, they'll have that, you 

00:20:38.000 --> 00:20:41.000
know, one to two minute speech and it 

00:20:41.000 --> 00:20:46.000
will come from these pieces.  So these 

00:20:46.000 --> 00:20:48.000
pieces feed in a lot to your elevator 

00:20:48.000 --> 00:20:50.000
speech, to your goals.  So they are 

00:20:50.000 --> 00:20:53.000
very valuable to start with. 

00:20:53.000 --> 00:20:56.000
     All right.  Stakeholders is the 

00:20:56.000 --> 00:21:00.000
next step in the strategic planning 

00:21:00.000 --> 00:21:01.000
process.  And stakeholders, it -- there 

00:21:01.000 --> 00:21:04.000
are different stakeholders that you 

00:21:04.000 --> 00:21:05.000
have and I want to use the analogy of 

00:21:05.000 --> 00:21:10.000
building a house again.  And now, we 

00:21:10.000 --> 00:21:12.000
have a new diagram.  It says why 

00:21:12.000 --> 00:21:14.000
stakeholders at the top and it's a 

00:21:14.000 --> 00:21:17.000
circle -- there's a big circle on the 

00:21:17.000 --> 00:21:23.000
outside and all of the difference 

00:21:23.000 --> 00:21:25.000
segments of Stakeholders -- think of 

00:21:25.000 --> 00:21:27.000
those as stakeholders.  Those are 

00:21:27.000 --> 00:21:29.000
represented as icons that are on the 

00:21:29.000 --> 00:21:31.000
outer circle.  Those are -- we're going 

00:21:31.000 --> 00:21:33.000
to use the building analogy again.  

00:21:33.000 --> 00:21:34.000
Like a builder who is going to build 

00:21:34.000 --> 00:21:38.000
houses and then wants to sell them to 

00:21:38.000 --> 00:21:40.000
the community.  They are going to need 

00:21:40.000 --> 00:21:48.000
Realtors -- so there's an icon of a 

00:21:48.000 --> 00:21:49.000
person.  Buyers, icon of a family.  

00:21:49.000 --> 00:21:51.000
Subcontractors, icon of a hammer.  And 

00:21:51.000 --> 00:21:53.000
then they need vendors to provide them 

00:21:53.000 --> 00:21:55.000
all these materials and there's an icon 

00:21:55.000 --> 00:21:58.000
of a brick wall being built.  In the 

00:21:58.000 --> 00:22:01.000
center is a circle that has in there 

00:22:01.000 --> 00:22:02.000
the word "builder" with the -- the 

00:22:02.000 --> 00:22:05.000
acondition of a person and then a house 

00:22:05.000 --> 00:22:08.000
being built or being drawn on a piece 

00:22:08.000 --> 00:22:10.000
of paper with a pencil. 

00:22:10.000 --> 00:22:12.000
     So with this diagram, basically 

00:22:12.000 --> 00:22:14.000
what it's saying is the builder is in 

00:22:14.000 --> 00:22:18.000
the center of the circle just like our 

00:22:18.000 --> 00:22:20.000
centers -- our CILs are in the center.  

00:22:20.000 --> 00:22:24.000
But who do we need the make our center? 

00:22:24.000 --> 00:22:26.000
 Instead of Realtors, we might need 

00:22:26.000 --> 00:22:30.000
consumers.  Buyers, we might need 

00:22:30.000 --> 00:22:32.000
donors.  Instead of subcontractors, you 

00:22:32.000 --> 00:22:34.000
might need influencers.  Those might be 

00:22:34.000 --> 00:22:36.000
people in the community like partner 

00:22:36.000 --> 00:22:38.000
organizations that help get the word 

00:22:38.000 --> 00:22:40.000
out about your center but also who you 

00:22:40.000 --> 00:22:42.000
might partner with for, let's say, 

00:22:42.000 --> 00:22:45.000
COVID relief, you know.  It might be 

00:22:45.000 --> 00:22:48.000
for emergency preparedness.  It's 

00:22:48.000 --> 00:22:49.000
people you partner with.  So all of 

00:22:49.000 --> 00:22:52.000
those are going to be your stakeholders. 

00:22:52.000 --> 00:22:56.000
     Now, just to give you a sample of 

00:22:56.000 --> 00:23:00.000
what I use when I do strategic planning 

00:23:00.000 --> 00:23:03.000
is we go through and here is shown a 

00:23:03.000 --> 00:23:07.000
spread sheet and there are five columns 

00:23:07.000 --> 00:23:09.000
and so I will read this off.  The first 

00:23:09.000 --> 00:23:12.000
column is segment.  You are going to 

00:23:12.000 --> 00:23:14.000
think about the large groupings of 

00:23:14.000 --> 00:23:16.000
stakeholders.  So for centers, it could 

00:23:16.000 --> 00:23:18.000
be, again, donors, consumers, 

00:23:18.000 --> 00:23:20.000
influencers, partner organizations.  

00:23:20.000 --> 00:23:23.000
You are going to do those big buckets. 

00:23:23.000 --> 00:23:25.000
     Then we go next to sub segments.  

00:23:25.000 --> 00:23:27.000
You are going to break down those 

00:23:27.000 --> 00:23:31.000
larger segments.  For donors, let's 

00:23:31.000 --> 00:23:33.000
just say we can break those down to 

00:23:33.000 --> 00:23:37.000
volunteers because they are donating 

00:23:37.000 --> 00:23:39.000
their time.  You might have monetary 

00:23:39.000 --> 00:23:42.000
donors and those can be broken down to 

00:23:42.000 --> 00:23:44.000
major donors, you know, over a certain 

00:23:44.000 --> 00:23:46.000
dollar amount.  It could be just new 

00:23:46.000 --> 00:23:50.000
donors, things like that.  So you would 

00:23:50.000 --> 00:23:51.000
break that down.  Consumers, you might 

00:23:51.000 --> 00:23:54.000
want to break it down by disability 

00:23:54.000 --> 00:23:56.000
type.  You can break it down by age, 

00:23:56.000 --> 00:23:58.000
gender or interest like youth 

00:23:58.000 --> 00:24:00.000
transitions.  You might just have 

00:24:00.000 --> 00:24:04.000
youth.  Then we get to stakeholder 

00:24:04.000 --> 00:24:07.000
need.  This is, basically, it's a gap.  

00:24:07.000 --> 00:24:08.000
It's a lack of something that that 

00:24:08.000 --> 00:24:11.000
stakeholder has and that's why they are 

00:24:11.000 --> 00:24:14.000
coming to your center.  So let's say we 

00:24:14.000 --> 00:24:17.000
had consumers was our segment.  We 

00:24:17.000 --> 00:24:20.000
broke it down to youth and what is the 

00:24:20.000 --> 00:24:24.000
gap?  What's the lack they have?  Well, 

00:24:24.000 --> 00:24:27.000
in our community, let's say it's youth 

00:24:27.000 --> 00:24:28.000
are staying at home and they are not 

00:24:28.000 --> 00:24:30.000
sure -- they and their parents are not 

00:24:30.000 --> 00:24:32.000
sure how to get them to launch into the 

00:24:32.000 --> 00:24:33.000
community with the greatest degree of 

00:24:33.000 --> 00:24:35.000
independence they want.  That may be 

00:24:35.000 --> 00:24:37.000
what the gap is.  That's what we would 

00:24:37.000 --> 00:24:39.000
put there. 

00:24:39.000 --> 00:24:42.000
     The fourth column is the benefit 

00:24:42.000 --> 00:24:45.000
to the  Stakeholder.  What is it that 

00:24:45.000 --> 00:24:47.000
they want from us?  Sure, the parents 

00:24:47.000 --> 00:24:55.000
may want their child to be safe.  The 

00:24:55.000 --> 00:24:56.000
youth may want freedom .  So that's a 

00:24:56.000 --> 00:24:58.000
little different that you know their 

00:24:58.000 --> 00:24:59.000
need is what the benefit -- what the 

00:24:59.000 --> 00:25:02.000
family is going to get.  The parents 

00:25:02.000 --> 00:25:04.000
are going to feel like their kids are 

00:25:04.000 --> 00:25:05.000
safe and the youth are going to feel 

00:25:05.000 --> 00:25:11.000
that freedom in reaching their goals. 

00:25:11.000 --> 00:25:12.000
     Then the relationship type.  On 

00:25:12.000 --> 00:25:14.000
these, you probably already have some 

00:25:14.000 --> 00:25:23.000
of these going.  If you have a youth 

00:25:23.000 --> 00:25:25.000
transitions program, then what this 

00:25:25.000 --> 00:25:28.000
helps us think through what do we want 

00:25:28.000 --> 00:25:29.000
them doing right now and do we want to 

00:25:29.000 --> 00:25:31.000
keep the number we have because we 

00:25:31.000 --> 00:25:33.000
can't do anymore -- we can't service 

00:25:33.000 --> 00:25:35.000
anymore consumers.  Do we want to grow 

00:25:35.000 --> 00:25:38.000
that because we just got a grant?  Do 

00:25:38.000 --> 00:25:42.000
we want to stop but with youth 

00:25:42.000 --> 00:25:44.000
transitions we wouldn't.  You  might 

00:25:44.000 --> 00:25:46.000
find that there's a program that just 

00:25:46.000 --> 00:25:48.000
isn't thriving or there's some partner 

00:25:48.000 --> 00:25:50.000
organization that does it better and 

00:25:50.000 --> 00:25:52.000
you will partner with people there 

00:25:52.000 --> 00:25:53.000
through I and R.  So you might hit stop 

00:25:53.000 --> 00:25:55.000
on that.  Or do you want to get them -- 

00:25:55.000 --> 00:25:58.000
let's say you don't have a youth 

00:25:58.000 --> 00:26:00.000
transitions program, so then you would 

00:26:00.000 --> 00:26:01.000
put get.  So that helps you see, now 

00:26:01.000 --> 00:26:06.000
you have a dash board when you are done 

00:26:06.000 --> 00:26:08.000
with this and you can say, okay, this 

00:26:08.000 --> 00:26:10.000
is who I want to reach.  Messaging told 

00:26:10.000 --> 00:26:11.000
us where we want to go, what we're 

00:26:11.000 --> 00:26:13.000
doing, what we're about and stakeholder 

00:26:13.000 --> 00:26:14.000
is going to be like now this is who we 

00:26:14.000 --> 00:26:18.000
want to reach. 

00:26:18.000 --> 00:26:19.000
     This, you know, for CILs can be 

00:26:19.000 --> 00:26:22.000
fairly easy just because we have a lot 

00:26:22.000 --> 00:26:24.000
of directives already that detail who 

00:26:24.000 --> 00:26:27.000
our consumers are, but you'll find, you 

00:26:27.000 --> 00:26:29.000
know, each CIL, of course, is so 

00:26:29.000 --> 00:26:31.000
different versus rule versus -- you 

00:26:31.000 --> 00:26:32.000
know, you might have a different 

00:26:32.000 --> 00:26:34.000
stakeholder analysis for your rural 

00:26:34.000 --> 00:26:35.000
communities than you do for your 

00:26:35.000 --> 00:26:39.000
metropolitan areas. 

00:26:39.000 --> 00:26:42.000
     All right.  Now, into planning.  

00:26:42.000 --> 00:26:43.000
So the planning process is actually My 

00:26:43.000 --> 00:26:45.000
favorite process and I think, 

00:26:45.000 --> 00:26:47.000
personally, it is where the rubber 

00:26:47.000 --> 00:26:52.000
meets the road.  This is the most 

00:26:52.000 --> 00:26:56.000
important one to me, personally.  These 

00:26:56.000 --> 00:26:58.000
are the goals and that the strategic 

00:26:58.000 --> 00:27:01.000
plan really rallies behind and 

00:27:01.000 --> 00:27:03.000
executes.  So in the planning stage, 

00:27:03.000 --> 00:27:05.000
we're going to talk about goals, 

00:27:05.000 --> 00:27:06.000
strategies, timeline and measures.  So 

00:27:06.000 --> 00:27:10.000
let's break those down.  So here, 

00:27:10.000 --> 00:27:11.000
there's a -- an image of a dart board 

00:27:11.000 --> 00:27:17.000
with three arrows and they are all 

00:27:17.000 --> 00:27:18.000
hitting the target . 

00:27:18.000 --> 00:27:20.000
     So when on here, when you are 

00:27:20.000 --> 00:27:22.000
doing planning, the goal is the center 

00:27:22.000 --> 00:27:23.000
of the target.  That's what you want to 

00:27:23.000 --> 00:27:28.000
hit.  The strategy -- so let's say -- 

00:27:28.000 --> 00:27:30.000
let's use an analogy of you are 

00:27:30.000 --> 00:27:35.000
competing in archery, okay.  You are in 

00:27:35.000 --> 00:27:38.000
the Olympic  archery competition:  Your 

00:27:38.000 --> 00:27:40.000
goal is to hit the center of the 

00:27:40.000 --> 00:27:43.000
target.  The strategies for doing that, 

00:27:43.000 --> 00:27:46.000
you might control your breathing, they 

00:27:46.000 --> 00:27:47.000
have to control the draw of the string, 

00:27:47.000 --> 00:27:49.000
assess when they are going to release 

00:27:49.000 --> 00:27:54.000
that string.  Those are all strategies. 

00:27:54.000 --> 00:27:56.000
 And then, they have timelines.  So  

00:27:56.000 --> 00:27:58.000
our timeline might be different.  

00:27:58.000 --> 00:28:00.000
Theirs might be they have two minutes 

00:28:00.000 --> 00:28:03.000
to shoot three arrows or four minutes 

00:28:03.000 --> 00:28:06.000
to shoot six arrows outdoor.  They have 

00:28:06.000 --> 00:28:08.000
a timeline. 

00:28:08.000 --> 00:28:11.000
     For us, our goal might be let's go 

00:28:11.000 --> 00:28:13.000
to a peer support group.  Our goal is 

00:28:13.000 --> 00:28:19.000
let's say to start a cross-disability 

00:28:19.000 --> 00:28:22.000
peer support group online.  Now, that 

00:28:22.000 --> 00:28:24.000
is what you are going do, but the goal  

00:28:24.000 --> 00:28:27.000
really needs to hit what do you want 

00:28:27.000 --> 00:28:32.000
people to do with your center.  We want 

00:28:32.000 --> 00:28:34.000
people to attend a cross-disability 

00:28:34.000 --> 00:28:36.000
support group online because -- and 

00:28:36.000 --> 00:28:39.000
that's going to be the impact you want 

00:28:39.000 --> 00:28:41.000
them to have.  It might be because 

00:28:41.000 --> 00:28:43.000
people are -- it might be COVID 

00:28:43.000 --> 00:28:45.000
related.  People are feeling lost in 

00:28:45.000 --> 00:28:48.000
the community now because that he can't 

00:28:48.000 --> 00:28:49.000
be in-person.  You might have something 

00:28:49.000 --> 00:28:53.000
related to that.  That might be the 

00:28:53.000 --> 00:28:56.000
endover your goal, but because we want 

00:28:56.000 --> 00:28:58.000
people to feel connected during COVID.  

00:28:58.000 --> 00:29:01.000
The strategies are going to be, okay, 

00:29:01.000 --> 00:29:04.000
we're going to have something online.  

00:29:04.000 --> 00:29:06.000
We're going to market this in -- 

00:29:06.000 --> 00:29:08.000
through partner organizations and 

00:29:08.000 --> 00:29:09.000
you're going to have different 

00:29:09.000 --> 00:29:11.000
strategies of how you are going to 

00:29:11.000 --> 00:29:12.000
launch this, but also how you are going 

00:29:12.000 --> 00:29:15.000
to maintain it. 

00:29:15.000 --> 00:29:17.000
     Then your timeline, just like you 

00:29:17.000 --> 00:29:19.000
know an archery competition, they are 

00:29:19.000 --> 00:29:20.000
very specific.  Your timeline is going 

00:29:20.000 --> 00:29:23.000
to say, okay, we're going to measure -- 

00:29:23.000 --> 00:29:26.000
we're going to say we can come up -- we 

00:29:26.000 --> 00:29:28.000
need to, like, beta test this group.  

00:29:28.000 --> 00:29:30.000
We need to maybe ask consumers what is 

00:29:30.000 --> 00:29:32.000
it that they want.  Then we need to 

00:29:32.000 --> 00:29:37.000
market it.  Then we need to set up the 

00:29:37.000 --> 00:29:38.000
virtual platform.  You know, you are 

00:29:38.000 --> 00:29:40.000
going to have all these timelines that 

00:29:40.000 --> 00:29:40.000
are going to break out how you are 

00:29:40.000 --> 00:29:43.000
going to reach your goal. 

00:29:43.000 --> 00:29:49.000
     The measures, just like in an arch 

00:29:49.000 --> 00:29:51.000
archery competition, they know that 

00:29:51.000 --> 00:29:55.000
they have to hit 72 arrows at a target 

00:29:55.000 --> 00:29:56.000
set 70 meters away and they have 12 

00:29:56.000 --> 00:30:03.000
seriesover 6 arrows.  So they have real 

00:30:03.000 --> 00:30:04.000
specifics.  I think for a center, they 

00:30:04.000 --> 00:30:09.000
ever to be that specific if they want 

00:30:09.000 --> 00:30:10.000
 to hit the target in the center 

00:30:10.000 --> 00:30:12.000
because you have specific measures and 

00:30:12.000 --> 00:30:15.000
you can tell is this really worth my 

00:30:15.000 --> 00:30:18.000
time.  Let's say part of the strategy 

00:30:18.000 --> 00:30:21.000
to launch this cross-disability group 

00:30:21.000 --> 00:30:25.000
was to start a social media company and 

00:30:25.000 --> 00:30:29.000
to buy facebook ads for it.  So you 

00:30:29.000 --> 00:30:31.000
need measures to say I'm going to go to 

00:30:31.000 --> 00:30:34.000
Facebook analytics and we want X amount 

00:30:34.000 --> 00:30:36.000
of people who are interacting with our 

00:30:36.000 --> 00:30:37.000
Facebook ad who have clicked it or 

00:30:37.000 --> 00:30:39.000
something like that.  And then you 

00:30:39.000 --> 00:30:45.000
might have measures of we want this 

00:30:45.000 --> 00:30:47.000
many people to stay in the group and be 

00:30:47.000 --> 00:30:49.000
sustained but we also want X amount of 

00:30:49.000 --> 00:30:50.000
new people coming in.  These measures 

00:30:50.000 --> 00:30:53.000
are not to say that you don't change 

00:30:53.000 --> 00:30:55.000
them as time evolves because as time 

00:30:55.000 --> 00:30:57.000
evolves, you will need to pivot and 

00:30:57.000 --> 00:30:59.000
change.  You might everyone change your 

00:30:59.000 --> 00:31:00.000
goal a little bit.  Definitely change 

00:31:00.000 --> 00:31:02.000
strategies and measures, but you want 

00:31:02.000 --> 00:31:05.000
to start with really specific measures 

00:31:05.000 --> 00:31:08.000
so that you can know is what I am doing 

00:31:08.000 --> 00:31:10.000
even producing any efforts, like social 

00:31:10.000 --> 00:31:14.000
media can be a big pit -- endless pit 

00:31:14.000 --> 00:31:16.000
of time that you spend without much 

00:31:16.000 --> 00:31:17.000
return and so things like that you 

00:31:17.000 --> 00:31:19.000
really want to make sure that your 

00:31:19.000 --> 00:31:22.000
measures are showing you what is worth 

00:31:22.000 --> 00:31:22.000
your time and making the impact of 

00:31:22.000 --> 00:31:26.000
consumers. 

00:31:26.000 --> 00:31:32.000
     All right.  So that is, basically, 

00:31:32.000 --> 00:31:35.000
how you come up with goals.  I have 

00:31:35.000 --> 00:31:37.000
three goals here.  So the first one is 

00:31:37.000 --> 00:31:39.000
let's say we're going to -- we're going 

00:31:39.000 --> 00:31:41.000
to come up with a goal about starting a 

00:31:41.000 --> 00:31:45.000
peer support group, right?  And here 

00:31:45.000 --> 00:31:48.000
are three different ways that we can 

00:31:48.000 --> 00:31:50.000
phrase that goal.  One is start a peer 

00:31:50.000 --> 00:31:55.000
support group by December 2021 that has 

00:31:55.000 --> 00:32:00.000
12 regular attendees.  That's number 

00:32:00.000 --> 00:32:02.000
one.  Number two is we're going to 

00:32:02.000 --> 00:32:04.000
establish a cross-disability peer 

00:32:04.000 --> 00:32:06.000
support group where consumers develop a 

00:32:06.000 --> 00:32:08.000
support network to reach their goals 

00:32:08.000 --> 00:32:10.000
for greater undependence.  Or three, 

00:32:10.000 --> 00:32:12.000
we're going to canvas the community and 

00:32:12.000 --> 00:32:13.000
partner organizations to assess needs 

00:32:13.000 --> 00:32:16.000
and gaps for a peer support group. 

00:32:16.000 --> 00:32:20.000
     So I want you think about which 

00:32:20.000 --> 00:32:21.000
one you think is a good goal.  I would 

00:32:21.000 --> 00:32:24.000
love, in the chat, if you could say if 

00:32:24.000 --> 00:32:26.000
you get it right or not -- (chuckling) 

00:32:26.000 --> 00:32:28.000
-- because I think most people probably 

00:32:28.000 --> 00:32:30.000
get it right and the best written goal 

00:32:30.000 --> 00:32:32.000
of these three -- the one that was 

00:32:32.000 --> 00:32:36.000
really a well written goal -- the 

00:32:36.000 --> 00:32:39.000
others are not -- is number two.  What 

00:32:39.000 --> 00:32:41.000
you are going is you are saying I'm 

00:32:41.000 --> 00:32:45.000
going to -- this is what I am going to 

00:32:45.000 --> 00:32:51.000
do.  I am going to establish this and 

00:32:51.000 --> 00:32:53.000
this is what consumers are going to do 

00:32:53.000 --> 00:32:55.000
as a result and this is why.  They are 

00:32:55.000 --> 00:32:57.000
going to reach their goals for greater independence. 

00:32:57.000 --> 00:33:00.000
     The first one is -- those are more 

00:33:00.000 --> 00:33:02.000
-- That is like a timeline, right?  The 

00:33:02.000 --> 00:33:05.000
first one is December 2021.  That's 

00:33:05.000 --> 00:33:07.000
your timeline.  The 12 regular 

00:33:07.000 --> 00:33:09.000
attendees is a measure.  This isn't -- 

00:33:09.000 --> 00:33:11.000
this is useful information, but it's 

00:33:11.000 --> 00:33:13.000
not the goal.  It's not how the goal 

00:33:13.000 --> 00:33:16.000
should be stated.  And then the third 

00:33:16.000 --> 00:33:18.000
one, canvassing the community to assess 

00:33:18.000 --> 00:33:21.000
needs, that's actually very, very 

00:33:21.000 --> 00:33:25.000
important, but that's more of a 

00:33:25.000 --> 00:33:26.000
strategy to hit the goal.  So as you go 

00:33:26.000 --> 00:33:29.000
through, you know, making your goals, 

00:33:29.000 --> 00:33:31.000
you might find -- especially, I would 

00:33:31.000 --> 00:33:32.000
encourage you do this as a group -- you 

00:33:32.000 --> 00:33:34.000
might find people come out with stuff 

00:33:34.000 --> 00:33:36.000
like this that's not a goal, but it's 

00:33:36.000 --> 00:33:40.000
really good stuff that you can feed 

00:33:40.000 --> 00:33:42.000
into your other bucket.  So if you have 

00:33:42.000 --> 00:33:44.000
goal strategies, timeline and measures 

00:33:44.000 --> 00:33:47.000
as the categories, you can say, okay, 

00:33:47.000 --> 00:33:49.000
now I have the timeline in there.  

00:33:49.000 --> 00:33:50.000
Everybody agrees we should start by 

00:33:50.000 --> 00:33:53.000
December of 2021.  Now I have a 

00:33:53.000 --> 00:33:56.000
measure, everybody wants 12 regular 

00:33:56.000 --> 00:33:58.000
attendees, et cetera.  So that's how 

00:33:58.000 --> 00:33:58.000
some of -- that's how a good goal 

00:33:58.000 --> 00:34:03.000
should be developed. 

00:34:03.000 --> 00:34:05.000
     Now, there are ways to set goals 

00:34:05.000 --> 00:34:07.000
and everybody uses a different 

00:34:07.000 --> 00:34:09.000
technique, but I would say the most 

00:34:09.000 --> 00:34:12.000
popular one and I have three listed 

00:34:12.000 --> 00:34:14.000
here and I will go other those -- is 

00:34:14.000 --> 00:34:17.000
the second one.  Our smart goals.  

00:34:17.000 --> 00:34:18.000
Those are specific, measurable, 

00:34:18.000 --> 00:34:20.000
achievable, realistic and timely.  

00:34:20.000 --> 00:34:23.000
That's what SMART goals are.  I would 

00:34:23.000 --> 00:34:23.000
say that's the most popular way to set 

00:34:23.000 --> 00:34:27.000
goals.  

00:34:27.000 --> 00:34:33.000
     OKRs are objectives and key 

00:34:33.000 --> 00:34:35.000
results and that's using Doerr's Goal 

00:34:35.000 --> 00:34:36.000
Formula and it's basically I will blank 

00:34:36.000 --> 00:34:42.000
as measured by blank.  I will -- this 

00:34:42.000 --> 00:34:43.000
is the objective as measured by key 

00:34:43.000 --> 00:34:45.000
results.  I don't like that one as much 

00:34:45.000 --> 00:34:47.000
because as we saw in the three examples 

00:34:47.000 --> 00:34:50.000
on the best goals, it doesn't talk a 

00:34:50.000 --> 00:34:52.000
lot about -- it talks about measures 

00:34:52.000 --> 00:34:55.000
like key results, not necessarily 

00:34:55.000 --> 00:34:58.000
impacts the consumers.  So SMART really 

00:34:58.000 --> 00:35:00.000
gets a little more to the point I feel. 

00:35:00.000 --> 00:35:04.000
     ACES is a third popular goal 

00:35:04.000 --> 00:35:06.000
setting formula:  Achieve, conserve, 

00:35:06.000 --> 00:35:08.000
eliminate, steer and clear.  So if you 

00:35:08.000 --> 00:35:10.000
see any of these -- this is just more 

00:35:10.000 --> 00:35:12.000
FII for your information, if you ever 

00:35:12.000 --> 00:35:15.000
see these, you'll know, okay, this is a 

00:35:15.000 --> 00:35:21.000
good goal setting -- A proven goal 

00:35:21.000 --> 00:35:23.000
setting practice. 

00:35:23.000 --> 00:35:24.000
     All right.  Let's go to the fourth 

00:35:24.000 --> 00:35:26.000
stage in the strategic planning process 

00:35:26.000 --> 00:35:28.000
and that's analysis.  This one, your 

00:35:28.000 --> 00:35:31.000
data driven people are going to love 

00:35:31.000 --> 00:35:34.000
it.  Your creatives may not like it as 

00:35:34.000 --> 00:35:37.000
much, but it is so essential.  It 

00:35:37.000 --> 00:35:40.000
basically is going over market research 

00:35:40.000 --> 00:35:42.000
and swat analysis.  Market research is 

00:35:42.000 --> 00:35:45.000
going to bring you back a little bit to 

00:35:45.000 --> 00:35:46.000
the stakeholder process that was in our 

00:35:46.000 --> 00:35:49.000
second one where we talked about the 

00:35:49.000 --> 00:35:51.000
segments, like we use the example of 

00:35:51.000 --> 00:35:53.000
consumers and youth.  That's going to 

00:35:53.000 --> 00:35:55.000
bring you back a little bit to it, but 

00:35:55.000 --> 00:35:57.000
it's more than that.  Market research 

00:35:57.000 --> 00:35:58.000
-- you are basically going to define 

00:35:58.000 --> 00:36:00.000
your goal.  We just did that in the 

00:36:00.000 --> 00:36:02.000
third stage of planning.  But we're 

00:36:02.000 --> 00:36:06.000
going to assess what the research need 

00:36:06.000 --> 00:36:08.000
is in the first place.  What do we need 

00:36:08.000 --> 00:36:10.000
to know about?  What kind of 

00:36:10.000 --> 00:36:10.000
qualitative and quantitative data to we 

00:36:10.000 --> 00:36:12.000
need. 

00:36:12.000 --> 00:36:15.000
     Then we're going to turn to the 

00:36:15.000 --> 00:36:16.000
research approach.  Collect data under 

00:36:16.000 --> 00:36:17.000
that research approach and then analyze 

00:36:17.000 --> 00:36:21.000
the data and then we're going to 

00:36:21.000 --> 00:36:23.000
communicate the findings.  Those 

00:36:23.000 --> 00:36:25.000
findings are going to be related to our 

00:36:25.000 --> 00:36:26.000
goal.  You can see this process of 

00:36:26.000 --> 00:36:29.000
market research, you probably will need 

00:36:29.000 --> 00:36:34.000
someone who is well versed in this 

00:36:34.000 --> 00:36:37.000
because it does take a higher level of 

00:36:37.000 --> 00:36:41.000
learning than some of these processes 

00:36:41.000 --> 00:36:43.000
do, but it's very essential because 

00:36:43.000 --> 00:36:47.000
what will come out of this is real data 

00:36:47.000 --> 00:36:49.000
that is going to qualify your goals, 

00:36:49.000 --> 00:36:52.000
meaning you want -- all your goals you 

00:36:52.000 --> 00:36:55.000
want to qualify.  You want to make sure 

00:36:55.000 --> 00:36:56.000
that you have the assets, all of the 

00:36:56.000 --> 00:36:59.000
resources that you have the need in 

00:36:59.000 --> 00:37:00.000
your community, that you have the 

00:37:00.000 --> 00:37:02.000
funding -- you're going to want to make 

00:37:02.000 --> 00:37:05.000
sure that you have all of these things 

00:37:05.000 --> 00:37:06.000
in line for your goal.  Someone might 

00:37:06.000 --> 00:37:14.000
have -- the good idea fairy might come 

00:37:14.000 --> 00:37:16.000
down and drop a lot of great ideas 

00:37:16.000 --> 00:37:19.000
(chuckling) and they just start chasing 

00:37:19.000 --> 00:37:22.000
after them without having any data -- 

00:37:22.000 --> 00:37:23.000
qualitative or quantitative -- then you 

00:37:23.000 --> 00:37:25.000
can chase after that dream, people 

00:37:25.000 --> 00:37:28.000
could keep it alive and it could not be 

00:37:28.000 --> 00:37:31.000
making the impact to your consumers 

00:37:31.000 --> 00:37:32.000
that your consumers need.  So it's 

00:37:32.000 --> 00:37:37.000
really important to do this. 

00:37:37.000 --> 00:37:41.000
     SWOT analysis.  Here is a -- this 

00:37:41.000 --> 00:37:44.000
is a picture of -- it basically has 

00:37:44.000 --> 00:37:47.000
four squares that are put together and 

00:37:47.000 --> 00:37:49.000
one is S for strengths, W for 

00:37:49.000 --> 00:37:58.000
weaknesses, O for opportunities, and T 

00:37:58.000 --> 00:38:00.000
for threats.  A lot of people are 

00:38:00.000 --> 00:38:02.000
familiar with the SWOT analysis.  When 

00:38:02.000 --> 00:38:05.000
I am doing this with an organization, I 

00:38:05.000 --> 00:38:07.000
do this as an organization why.  

00:38:07.000 --> 00:38:09.000
Sometimes when we have divisions or 

00:38:09.000 --> 00:38:11.000
departments, we will do this -- another 

00:38:11.000 --> 00:38:13.000
SWOT analysis for their division and 

00:38:13.000 --> 00:38:15.000
department, but I found that, when you 

00:38:15.000 --> 00:38:18.000
do it organization wide, it really -- 

00:38:18.000 --> 00:38:21.000
it's very telling on where you should 

00:38:21.000 --> 00:38:23.000
be and qualifying the goals -- making 

00:38:23.000 --> 00:38:28.000
sure that these goals are good goals.  

00:38:28.000 --> 00:38:30.000
This is Very helpful because you go 

00:38:30.000 --> 00:38:32.000
from the goals, setting something 

00:38:32.000 --> 00:38:34.000
really specific and everybody is like 

00:38:34.000 --> 00:38:36.000
woo in their area and they love it.  

00:38:36.000 --> 00:38:38.000
Then you get to the SWOT analysis and 

00:38:38.000 --> 00:38:40.000
everybody is thinking at the macro 

00:38:40.000 --> 00:38:42.000
level.  It brings people back to, "oh, 

00:38:42.000 --> 00:38:44.000
wait, this is what we're about."  

00:38:44.000 --> 00:38:46.000
     So through this process, it's 

00:38:46.000 --> 00:38:47.000
actually very beautiful to see.  You 

00:38:47.000 --> 00:38:54.000
have messaging.  Everybody is together. 

00:38:54.000 --> 00:38:55.000
 They see the macro.  Then they go  to 

00:38:55.000 --> 00:38:57.000
Stakeholders and they are concerned 

00:38:57.000 --> 00:38:58.000
about their group or sub segmentover 

00:38:58.000 --> 00:39:01.000
stakeholders that they want to reach.  

00:39:01.000 --> 00:39:04.000
So they get a little granular and 

00:39:04.000 --> 00:39:09.000
myopic in their view, but then you keep 

00:39:09.000 --> 00:39:12.000
going back to the big goals and then 

00:39:12.000 --> 00:39:13.000
you go back to SWOT analysis and it's 

00:39:13.000 --> 00:39:17.000
macro -- the organization.  And through 

00:39:17.000 --> 00:39:19.000
all these processes of going back and 

00:39:19.000 --> 00:39:20.000
forth for thinking about your area of 

00:39:20.000 --> 00:39:23.000
concern to the organizations, it really 

00:39:23.000 --> 00:39:26.000
helps people stay on target to what the 

00:39:26.000 --> 00:39:29.000
center is all about and what things are 

00:39:29.000 --> 00:39:32.000
best.  And a lot of times, if people 

00:39:32.000 --> 00:39:34.000
are fighting for their goal, then 

00:39:34.000 --> 00:39:35.000
through this process, this -- a lot of 

00:39:35.000 --> 00:39:38.000
times, they will get on board and 

00:39:38.000 --> 00:39:42.000
they'll be like, "oh, wow, this doesn't 

00:39:42.000 --> 00:39:43.000
really fit what I really want to 

00:39:43.000 --> 00:39:45.000
happen."  

00:39:45.000 --> 00:39:48.000
     So on your strengths, what you 

00:39:48.000 --> 00:39:50.000
think about is what do you do well.  

00:39:50.000 --> 00:39:52.000
Weaknesses, where do you need to 

00:39:52.000 --> 00:39:55.000
improve and those could be gaps in 

00:39:55.000 --> 00:39:56.000
services, it could also be another 

00:39:56.000 --> 00:39:58.000
partner organization is doing something 

00:39:58.000 --> 00:40:01.000
better than we are, so why are we 

00:40:01.000 --> 00:40:04.000
spending our time doing it.  O might be 

00:40:04.000 --> 00:40:07.000
what are your goals?  Your 

00:40:07.000 --> 00:40:08.000
opportunities?  Threats the obstacles 

00:40:08.000 --> 00:40:10.000
you face.  So this has a big process, 

00:40:10.000 --> 00:40:11.000
but usually when you look at this at 

00:40:11.000 --> 00:40:13.000
the macro level of your organization 

00:40:13.000 --> 00:40:17.000
and bring it down to your goals and you 

00:40:17.000 --> 00:40:20.000
think about that, then you know, okay, 

00:40:20.000 --> 00:40:22.000
we have a strength in this area.  Say 

00:40:22.000 --> 00:40:26.000
your goal is to start that peer support 

00:40:26.000 --> 00:40:30.000
group.  What are our strengths?  Well, 

00:40:30.000 --> 00:40:32.000
we have great peer support staff 

00:40:32.000 --> 00:40:37.000
members who lead our groups.  Okay, but 

00:40:37.000 --> 00:40:39.000
where do you need to improve?  And that 

00:40:39.000 --> 00:40:41.000
might be our community no one knows 

00:40:41.000 --> 00:40:44.000
that we have these peer support groups. 

00:40:44.000 --> 00:40:46.000
 And so you think through this and it 

00:40:46.000 --> 00:40:48.000
helps you know, especially like with 

00:40:48.000 --> 00:40:51.000
marketing, where -- what do I need to 

00:40:51.000 --> 00:40:54.000
target?  If your strengths are you have 

00:40:54.000 --> 00:40:56.000
a great peer support counselor, then 

00:40:56.000 --> 00:40:58.000
you can put that person up front and 

00:40:58.000 --> 00:41:00.000
center and say this person has, you 

00:41:00.000 --> 00:41:02.000
know, done this, this and that.  But if 

00:41:02.000 --> 00:41:04.000
no one knows about you, then you'll 

00:41:04.000 --> 00:41:06.000
know, okay, that's my trigger of I need 

00:41:06.000 --> 00:41:09.000
to get some marketing about this peer 

00:41:09.000 --> 00:41:14.000
support group.  If it's the inverse, 

00:41:14.000 --> 00:41:16.000
let's say you don't  have a peer 

00:41:16.000 --> 00:41:17.000
support counselor, that's your 

00:41:17.000 --> 00:41:19.000
weakness, but you are marketing your 

00:41:19.000 --> 00:41:23.000
group great and people are coming but 

00:41:23.000 --> 00:41:24.000
it's sort of mayhem because people 

00:41:24.000 --> 00:41:26.000
aren't leading it well.  Okay, so 

00:41:26.000 --> 00:41:28.000
that's the thing, you know you don't 

00:41:28.000 --> 00:41:31.000
need to do marketing, you need to hire 

00:41:31.000 --> 00:41:33.000
someone well.  So that's what this SWOT 

00:41:33.000 --> 00:41:34.000
analysis will lead you to, something 

00:41:34.000 --> 00:41:35.000
very practical  

00:41:35.000 --> 00:41:37.000
     Last stage of the strategic 

00:41:37.000 --> 00:41:40.000
planning process is resources.  Now 

00:41:40.000 --> 00:41:43.000
that you've gone through this  whole 

00:41:43.000 --> 00:41:44.000
process, you know what you are about, 

00:41:44.000 --> 00:41:46.000
who you want to reach and what you want 

00:41:46.000 --> 00:41:48.000
to achieve and you have thought through 

00:41:48.000 --> 00:41:51.000
how am I going achieve it, should we 

00:41:51.000 --> 00:41:54.000
Even achieve it?  Because during that 

00:41:54.000 --> 00:41:57.000
analysis sometimes, I see goals drop or 

00:41:57.000 --> 00:41:58.000
change.  Then sometimes new ones come 

00:41:58.000 --> 00:42:00.000
up that people have thought about.  So 

00:42:00.000 --> 00:42:02.000
you are at a really good point of 

00:42:02.000 --> 00:42:04.000
talking about resources, what do we 

00:42:04.000 --> 00:42:06.000
need the make these goals happen and do 

00:42:06.000 --> 00:42:12.000
we even have the resources to do this?  

00:42:12.000 --> 00:42:13.000
     All right.  Under resource, there 

00:42:13.000 --> 00:42:18.000
are three buckets -- the resources that 

00:42:18.000 --> 00:42:21.000
 you need to think about.  Money, 

00:42:21.000 --> 00:42:27.000
people, time and assets.  I am going to 

00:42:27.000 --> 00:42:30.000
give some areas to  think about.  

00:42:30.000 --> 00:42:33.000
There's a decorative type of image that 

00:42:33.000 --> 00:42:35.000
has money and green and has an image of 

00:42:35.000 --> 00:42:43.000
dollar bills.  People that is person 

00:42:43.000 --> 00:42:47.000
and an icon of a head with gears in it. 

00:42:47.000 --> 00:42:49.000
 And time with an hourglass and red 

00:42:49.000 --> 00:42:52.000
with tools in a cross. 

00:42:52.000 --> 00:42:53.000
     With money, you are going to be 

00:42:53.000 --> 00:42:55.000
thinking -- so there is where a lot of 

00:42:55.000 --> 00:42:56.000
times I will have divisions or 

00:42:56.000 --> 00:42:59.000
departments separate and they'll go to 

00:42:59.000 --> 00:43:00.000
just their division and department and 

00:43:00.000 --> 00:43:02.000
they'll talk about their specific 

00:43:02.000 --> 00:43:04.000
goals.  And these are the kinds of 

00:43:04.000 --> 00:43:08.000
questions that they'll go through:  

00:43:08.000 --> 00:43:11.000
What budget do I need to complete this 

00:43:11.000 --> 00:43:13.000
goal?  With the peer-support group, say 

00:43:13.000 --> 00:43:17.000
we need Face book ads, money for 

00:43:17.000 --> 00:43:20.000
fliers, let's say that's it.  Does your 

00:43:20.000 --> 00:43:21.000
current budget contain any projected 

00:43:21.000 --> 00:43:23.000
cost so you'll know if you need to add 

00:43:23.000 --> 00:43:25.000
another line item or if you need to try 

00:43:25.000 --> 00:43:27.000
to get money somewhere else.  If the 

00:43:27.000 --> 00:43:30.000
goal isn't revenue Producing -- say 

00:43:30.000 --> 00:43:31.000
it's not a fee for service program or 

00:43:31.000 --> 00:43:33.000
something, then where will the money 

00:43:33.000 --> 00:43:36.000
come from?  So your -- those are the 

00:43:36.000 --> 00:43:36.000
kinds of questions that we go through.  

00:43:36.000 --> 00:43:39.000
Money. 

00:43:39.000 --> 00:43:41.000
     There is -- this is where it would 

00:43:41.000 --> 00:43:44.000
be very important to bring in one of 

00:43:44.000 --> 00:43:46.000
your financial folks, your controller, 

00:43:46.000 --> 00:43:47.000
an accountant, something like that.  

00:43:47.000 --> 00:43:50.000
This is a spread sheet that I have used 

00:43:50.000 --> 00:43:53.000
in the past and it basically -- I won't 

00:43:53.000 --> 00:43:55.000
go through all the detail on this 

00:43:55.000 --> 00:43:58.000
because no one can really read it, but 

00:43:58.000 --> 00:44:00.000
-- it's so fine print, but basically, 

00:44:00.000 --> 00:44:04.000
the title is project funding request 

00:44:04.000 --> 00:44:05.000
slash budget.  You put your goal 

00:44:05.000 --> 00:44:07.000
underneath that and then there's -- 

00:44:07.000 --> 00:44:09.000
there's the first column and it has 

00:44:09.000 --> 00:44:12.000
different sections.  So you are going 

00:44:12.000 --> 00:44:14.000
think about personnel costs benefits 

00:44:14.000 --> 00:44:16.000
for those people -- those costs.  

00:44:16.000 --> 00:44:20.000
Travel expenses and then miscellaneous 

00:44:20.000 --> 00:44:22.000
other project costs.  Some are subject 

00:44:22.000 --> 00:44:25.000
to F and A, some are not.  If they 

00:44:25.000 --> 00:44:26.000
applies.  And then you have modified 

00:44:26.000 --> 00:44:28.000
total direct cost, project cost.  Some 

00:44:28.000 --> 00:44:30.000
people are sleeping by now because it's 

00:44:30.000 --> 00:44:36.000
financial.  (Chuckling) some people are 

00:44:36.000 --> 00:44:37.000
  are loving this but this is the kind 

00:44:37.000 --> 00:44:37.000
of categories that we are seeing on the 

00:44:37.000 --> 00:44:39.000
spread sheet. 

00:44:39.000 --> 00:44:41.000
     The columns on the right are 

00:44:41.000 --> 00:44:42.000
basically the yearly project cost so 

00:44:42.000 --> 00:44:43.000
you are going to line item all the 

00:44:43.000 --> 00:44:46.000
project costs you have.  But then you 

00:44:46.000 --> 00:44:48.000
are going to break it down by year.  So 

00:44:48.000 --> 00:44:51.000
your goal is going to be -- okay, we're 

00:44:51.000 --> 00:44:52.000
going to start this -- this peer 

00:44:52.000 --> 00:44:54.000
support group.  We're going to try for 

00:44:54.000 --> 00:44:56.000
it for a year.  Let's just say.  You 

00:44:56.000 --> 00:44:58.000
may not have your one year or two or 

00:44:58.000 --> 00:45:04.000
three, you might have quarterly project 

00:45:04.000 --> 00:45:05.000
calls calls and say Q 1, 2, 3, 4 total 

00:45:05.000 --> 00:45:07.000
and this is what the budget is.  This 

00:45:07.000 --> 00:45:10.000
is really important because sometimes 

00:45:10.000 --> 00:45:11.000
you may be running down the road 

00:45:11.000 --> 00:45:12.000
towards a goal and you don't have the 

00:45:12.000 --> 00:45:16.000
money for it or you just stop or you 

00:45:16.000 --> 00:45:18.000
have to rob peter to pay Paul and that 

00:45:18.000 --> 00:45:19.000
causes problems.  So this is just good, 

00:45:19.000 --> 00:45:22.000
good planning. 

00:45:22.000 --> 00:45:25.000
     All right.  Next thing is people.  

00:45:25.000 --> 00:45:31.000
Do we have the people to do this?  

00:45:31.000 --> 00:45:33.000
?  This is a lot of times really clear 

00:45:33.000 --> 00:45:35.000
if people have the money or not, but 

00:45:35.000 --> 00:45:37.000
people is sometimes what gets 

00:45:37.000 --> 00:45:39.000
overlooked.  Sometimes it's human 

00:45:39.000 --> 00:45:41.000
nature to say we can do this, we're 

00:45:41.000 --> 00:45:43.000
excited, but the -- the support staff 

00:45:43.000 --> 00:45:45.000
who we're going to rely onto do this 

00:45:45.000 --> 00:45:48.000
has their own goals and 

00:45:48.000 --> 00:45:50.000
responsibilities.  Have we coordinated 

00:45:50.000 --> 00:45:53.000
what they are going to be doing with 

00:45:53.000 --> 00:45:55.000
them?  Have we asked them?  If they are 

00:45:55.000 --> 00:45:57.000
one FTE and they are working 40 hours 

00:45:57.000 --> 00:45:59.000
and they have a full slate of work and 

00:45:59.000 --> 00:46:01.000
they are overworked maybe a little bit 

00:46:01.000 --> 00:46:04.000
and we're thinking we're going to add 

00:46:04.000 --> 00:46:07.000
this on, no, that doesn't work.  They 

00:46:07.000 --> 00:46:09.000
are going to get burn out and it -- you 

00:46:09.000 --> 00:46:11.000
know, it's something that really has to 

00:46:11.000 --> 00:46:13.000
be -- that's a top thing -- a problem 

00:46:13.000 --> 00:46:13.000
that I see that has to be brought 

00:46:13.000 --> 00:46:15.000
about. 

00:46:15.000 --> 00:46:17.000
     Do you need to out source 

00:46:17.000 --> 00:46:19.000
something?  If so, what is that?  And 

00:46:19.000 --> 00:46:21.000
then does your team even have the 

00:46:21.000 --> 00:46:23.000
talent -- the knowledge, skills and 

00:46:23.000 --> 00:46:24.000
abilities to complete this goal 

00:46:24.000 --> 00:46:28.000
successfully?  So if you are saying 

00:46:28.000 --> 00:46:30.000
we're going to do this social media 

00:46:30.000 --> 00:46:31.000
company to do Facebook ads, do they 

00:46:31.000 --> 00:46:33.000
know how to do that?  That's an 

00:46:33.000 --> 00:46:34.000
example.  So those are the types of 

00:46:34.000 --> 00:46:35.000
questions we go through  

00:46:35.000 --> 00:46:37.000
     All right.  With time, what 

00:46:37.000 --> 00:46:39.000
percentage of time will it take for you 

00:46:39.000 --> 00:46:45.000
and the other stakeholders to get the 

00:46:45.000 --> 00:46:47.000
goals started?  Because that can take a 

00:46:47.000 --> 00:46:48.000
whole long time to do something and if 

00:46:48.000 --> 00:46:50.000
you haven't thought through what it's 

00:46:50.000 --> 00:46:52.000
going to take -- you know, like all the 

00:46:52.000 --> 00:46:54.000
steps we went through on the peer 

00:46:54.000 --> 00:46:55.000
support group, just so that you have to 

00:46:55.000 --> 00:46:57.000
have all the steps, does anyone have 

00:46:57.000 --> 00:47:00.000
the time to do that?  What percentage 

00:47:00.000 --> 00:47:02.000
of ongoing responsibilities does it 

00:47:02.000 --> 00:47:05.000
take?  Start up is usually more time 

00:47:05.000 --> 00:47:05.000
than sustaining or maintaining 

00:47:05.000 --> 00:47:11.000
something, usually.  Depending on what 

00:47:11.000 --> 00:47:13.000
the goal is.  So I would think of -- 

00:47:13.000 --> 00:47:14.000
what it's going to take and then from 

00:47:14.000 --> 00:47:15.000
maintaining, how much time will that 

00:47:15.000 --> 00:47:17.000
take from people. 

00:47:17.000 --> 00:47:19.000
     And then, do you need to move some 

00:47:19.000 --> 00:47:23.000
of your goals to other years?  Let's 

00:47:23.000 --> 00:47:25.000
say you've gone through this process 

00:47:25.000 --> 00:47:26.000
and everybody is like, oh, my gosh, do 

00:47:26.000 --> 00:47:28.000
we have the time to do this.  It 

00:47:28.000 --> 00:47:30.000
doesn't mean that you have to ditch it, 

00:47:30.000 --> 00:47:32.000
you have to bring this to the next 

00:47:32.000 --> 00:47:34.000
fiscal year.  So I like, at the end, 

00:47:34.000 --> 00:47:35.000
there's a chart where we put all the 

00:47:35.000 --> 00:47:37.000
different goals.  Push it to another 

00:47:37.000 --> 00:47:39.000
year.  Don't lose that good goal 

00:47:39.000 --> 00:47:42.000
because it just may not be the time.  

00:47:42.000 --> 00:47:49.000
Then for assets is the fourth type of 

00:47:49.000 --> 00:47:53.000
resource to think about.  Some examples 

00:47:53.000 --> 00:48:00.000
are are there any software or hardware 

00:48:00.000 --> 00:48:02.000
to meet our goals, do we need any other 

00:48:02.000 --> 00:48:04.000
assets and do we have the budget for them?  

00:48:04.000 --> 00:48:08.000
     So you look at resource, one, to 

00:48:08.000 --> 00:48:10.000
make sure that your goals are smart and 

00:48:10.000 --> 00:48:11.000
that's specific, measurable, 

00:48:11.000 --> 00:48:13.000
achievable.  So we want to look at 

00:48:13.000 --> 00:48:15.000
those, right?  And we want to make sure 

00:48:15.000 --> 00:48:16.000
that your goals are smart.  It's 

00:48:16.000 --> 00:48:18.000
qualifying the goals again.  Making 

00:48:18.000 --> 00:48:20.000
sure that our goals are good goals that 

00:48:20.000 --> 00:48:24.000
we can be successful with and that fit 

00:48:24.000 --> 00:48:26.000
with our mission.  We want to determine 

00:48:26.000 --> 00:48:28.000
what our strengths are to play and lead 

00:48:28.000 --> 00:48:33.000
with those as we start something new or 

00:48:33.000 --> 00:48:34.000
try to build something.  Then we want 

00:48:34.000 --> 00:48:36.000
to determine what the potential threats 

00:48:36.000 --> 00:48:38.000
might be so that those don't sabotage 

00:48:38.000 --> 00:48:42.000
our efforts. 

00:48:42.000 --> 00:48:44.000
     All right.  Now the last part is 

00:48:44.000 --> 00:48:47.000
the dust prevention plan.  How do we 

00:48:47.000 --> 00:48:53.000
make sure that now we've gone through 

00:48:53.000 --> 00:48:55.000
all the stages of strategic planning, 

00:48:55.000 --> 00:48:56.000
what are our goals, why we exist and 

00:48:56.000 --> 00:48:58.000
they are all excited about this.  We 

00:48:58.000 --> 00:48:59.000
know that we have the resources for it 

00:48:59.000 --> 00:49:01.000
and we know where we need to get 

00:49:01.000 --> 00:49:03.000
resources and how we're going to do it. 

00:49:03.000 --> 00:49:05.000
 So by the time you've gone through all 

00:49:05.000 --> 00:49:07.000
this, people are bumped and they are 

00:49:07.000 --> 00:49:08.000
ready to run with their goals.  And 

00:49:08.000 --> 00:49:12.000
they are ready to get out of the 

00:49:12.000 --> 00:49:14.000
planning process, to be honest.  But 

00:49:14.000 --> 00:49:15.000
how do you make sure that people don't 

00:49:15.000 --> 00:49:17.000
lose momentum and it's not just 

00:49:17.000 --> 00:49:19.000
something that -- yeah, remember we 

00:49:19.000 --> 00:49:21.000
talked about that?  Oops! Didn't happen 

00:49:21.000 --> 00:49:25.000
this year because we got so tied up 

00:49:25.000 --> 00:49:28.000
with just maintaining, you know, our -- 

00:49:28.000 --> 00:49:28.000
our functions that we're supposed to be 

00:49:28.000 --> 00:49:31.000
doing. 

00:49:31.000 --> 00:49:38.000
     All right.  What I like to do is, 

00:49:38.000 --> 00:49:40.000
first of all, I like to ask my -- the 

00:49:40.000 --> 00:49:42.000
people or the organization that I am 

00:49:42.000 --> 00:49:44.000
working with to go through and put down 

00:49:44.000 --> 00:49:48.000
here is a spread sheet and it's pretty 

00:49:48.000 --> 00:49:52.000
simple and it's color coded.  On the 

00:49:52.000 --> 00:49:55.000
top, there are I columns.  The first 

00:49:55.000 --> 00:49:58.000
one is fiscal year.  And then the -- 

00:49:58.000 --> 00:50:01.000
the next four are Q 1 to Q 4 and then 

00:50:01.000 --> 00:50:03.000
the last one are measured.  This is a 

00:50:03.000 --> 00:50:05.000
quick little dash board to show you 

00:50:05.000 --> 00:50:07.000
what we're going to do this fiscal 

00:50:07.000 --> 00:50:08.000
year.  So you take all these goals, all 

00:50:08.000 --> 00:50:10.000
these ideas and you've already filled 

00:50:10.000 --> 00:50:13.000
-- you know, qualified them through do 

00:50:13.000 --> 00:50:16.000
we have the resources and the people 

00:50:16.000 --> 00:50:27.000
and all that stuff and you see, wow, my 

00:50:27.000 --> 00:50:30.000
department has more than that.  So 

00:50:30.000 --> 00:50:31.000
under this fiscal year, underneath that 

00:50:31.000 --> 00:50:33.000
in red is goal one and goal two and you 

00:50:33.000 --> 00:50:35.000
might have a goal three.  Right?  Those 

00:50:35.000 --> 00:50:36.000
are the goals that you are going do 

00:50:36.000 --> 00:50:38.000
this fiscal year that you are 

00:50:38.000 --> 00:50:44.000
committing to that you know safely that 

00:50:44.000 --> 00:50:47.000
you can do.  Q 1 and Q 3, all of those 

00:50:47.000 --> 00:50:48.000
cells are in yellow and those are 

00:50:48.000 --> 00:50:50.000
basically strategies.  That's how we're 

00:50:50.000 --> 00:50:53.000
going to reach our goals and then the 

00:50:53.000 --> 00:50:56.000
last column, all of it is measures.  

00:50:56.000 --> 00:50:59.000
You are going to break that down by 

00:50:59.000 --> 00:51:02.000
quarters.  So let's say I run -- I am 

00:51:02.000 --> 00:51:04.000
an IL program manager under this -- you 

00:51:04.000 --> 00:51:07.000
know, um, and I cover these three -- 

00:51:07.000 --> 00:51:10.000
you know, two core services.  I am 

00:51:10.000 --> 00:51:11.000
going one goal for each core service 

00:51:11.000 --> 00:51:12.000
let's say and one is going to be peer 

00:51:12.000 --> 00:51:17.000
support.  That's going to be starting 

00:51:17.000 --> 00:51:18.000
that cross-disability support group by 

00:51:18.000 --> 00:51:20.000
December 2021.  That's going to be my 

00:51:20.000 --> 00:51:22.000
first goal and I am going to put it how 

00:51:22.000 --> 00:51:25.000
rewrote that goal.  Then the strategies 

00:51:25.000 --> 00:51:29.000
are going to be, in Q 1, I need to meet 

00:51:29.000 --> 00:51:30.000
with my consumers to see what do they 

00:51:30.000 --> 00:51:35.000
want this support group to be like.  I 

00:51:35.000 --> 00:51:39.000
am going to have something that I and R 

00:51:39.000 --> 00:51:41.000
can hand new consumers to try to get 

00:51:41.000 --> 00:51:43.000
interest to see what they want, but 

00:51:43.000 --> 00:51:44.000
also to see if they want more 

00:51:44.000 --> 00:51:46.000
information to be on an email list and 

00:51:46.000 --> 00:51:49.000
things like that.  You are going to 

00:51:49.000 --> 00:51:52.000
have those strategies in Q 1.  Q 2, it 

00:51:52.000 --> 00:51:54.000
might be, o.k., I really need to figure 

00:51:54.000 --> 00:51:56.000
out how we're going to host this 

00:51:56.000 --> 00:51:57.000
online.  And then Q 3 might be now 

00:51:57.000 --> 00:51:59.000
we're going to market it because we 

00:51:59.000 --> 00:52:01.000
know -- and Q 2 would be, you know, 

00:52:01.000 --> 00:52:04.000
we're going to firm up what the goals 

00:52:04.000 --> 00:52:07.000
are based on the Q 1 data and Q 3, 

00:52:07.000 --> 00:52:15.000
okay, we're going to set this up -- set 

00:52:15.000 --> 00:52:17.000
up the online group doing the (audio 

00:52:17.000 --> 00:52:20.000
difficulties) and in Q 3 you launch it. 

00:52:20.000 --> 00:52:22.000
 Measures has broken down by Q 1, 2, 3, 

00:52:22.000 --> 00:52:26.000
4.  You are going to go in and say, 

00:52:26.000 --> 00:52:29.000
okay, in Q 1, I want to  Get feedback 

00:52:29.000 --> 00:52:30.000
-- a good sampling of my consumers so I 

00:52:30.000 --> 00:52:33.000
want X amount of consumers to fill out 

00:52:33.000 --> 00:52:36.000
this survey and then, you know, let's 

00:52:36.000 --> 00:52:38.000
just say for example Q 4 you are going 

00:52:38.000 --> 00:52:40.000
to break it down to I want -- that's 

00:52:40.000 --> 00:52:42.000
when you've launched it.  I want X 

00:52:42.000 --> 00:52:44.000
amount of people to -- to come to our 

00:52:44.000 --> 00:52:45.000
support group and you are going to have 

00:52:45.000 --> 00:52:48.000
other measures.  So that's how you 

00:52:48.000 --> 00:52:50.000
would do it.  So you are -- so each 

00:52:50.000 --> 00:52:52.000
department -- each person leading 

00:52:52.000 --> 00:52:53.000
goals, making sure that those are the 

00:52:53.000 --> 00:52:55.000
-- those are the people who are 

00:52:55.000 --> 00:52:58.000
responsible to see if this goal 

00:52:58.000 --> 00:53:01.000
actually comes to fruition.  They can 

00:53:01.000 --> 00:53:03.000
have this little dash board and what I 

00:53:03.000 --> 00:53:04.000
have done -- like some people put it on 

00:53:04.000 --> 00:53:06.000
their board and they look at it and 

00:53:06.000 --> 00:53:08.000
they are just like, "am I on target?" 

00:53:08.000 --> 00:53:11.000
it reminds them, this is my goal, this 

00:53:11.000 --> 00:53:15.000
is how I am going to reach it.  So it 

00:53:15.000 --> 00:53:16.000
also makes it very reasonable for them 

00:53:16.000 --> 00:53:19.000
to -- you know, it's not overwhelming 

00:53:19.000 --> 00:53:20.000
when they see, okay, it's broken up by 

00:53:20.000 --> 00:53:24.000
quarters and this is what I do. 

00:53:24.000 --> 00:53:27.000
     Now, you want to vet each goal or 

00:53:27.000 --> 00:53:28.000
qualify it like we've been saying.  

00:53:28.000 --> 00:53:30.000
This is another layer you can add to 

00:53:30.000 --> 00:53:32.000
it.  You don't have to because really 

00:53:32.000 --> 00:53:33.000
your dash board is this that we just 

00:53:33.000 --> 00:53:36.000
went over, but what we're seeing here 

00:53:36.000 --> 00:53:38.000
is the same spread sheet but it's 

00:53:38.000 --> 00:53:39.000
spread out because there were some 

00:53:39.000 --> 00:53:41.000
hidden columns and that talks about 

00:53:41.000 --> 00:53:43.000
money, people, time and assets.  This 

00:53:43.000 --> 00:53:45.000
might be a process that people do for 

00:53:45.000 --> 00:53:48.000
the goals and just to make sure, okay, 

00:53:48.000 --> 00:53:50.000
do I really have the money?  The 

00:53:50.000 --> 00:53:52.000
people?  The time?  The assets?  Or it 

00:53:52.000 --> 00:53:53.000
could be a reminder of, okay, yeah, I 

00:53:53.000 --> 00:53:56.000
need to get money for this part out of 

00:53:56.000 --> 00:53:57.000
the.  I need to make sure that I bring 

00:53:57.000 --> 00:54:00.000
in These staff members, things like that. 

00:54:00.000 --> 00:54:02.000
     But basically, this is just an 

00:54:02.000 --> 00:54:04.000
example of a dash board you can use, 

00:54:04.000 --> 00:54:06.000
put it on a bulletin board, hang it on 

00:54:06.000 --> 00:54:09.000
your wall somewhere where people can 

00:54:09.000 --> 00:54:12.000
see it, be reminded and it keeps that 

00:54:12.000 --> 00:54:14.000
strategic planning process alive. 

00:54:14.000 --> 00:54:18.000
     Another way to do this in addition 

00:54:18.000 --> 00:54:22.000
to the dash board.  Because each person 

00:54:22.000 --> 00:54:24.000
has this dash board -- this color 

00:54:24.000 --> 00:54:25.000
codded spread sheet.  The strategic 

00:54:25.000 --> 00:54:26.000
planning quarterly meetings are 

00:54:26.000 --> 00:54:29.000
essential.  This is where you bring 

00:54:29.000 --> 00:54:31.000
back the whole group that came in for 

00:54:31.000 --> 00:54:33.000
strategic planning.  All of the people 

00:54:33.000 --> 00:54:36.000
who are leading goals and making sure 

00:54:36.000 --> 00:54:38.000
that those are -- those are going to be 

00:54:38.000 --> 00:54:40.000
done, all those people need to be in 

00:54:40.000 --> 00:54:43.000
these meetings.  And you would have 

00:54:43.000 --> 00:54:45.000
quarterly meetings.  So what you do is 

00:54:45.000 --> 00:54:47.000
everybody knows, after you finish the 

00:54:47.000 --> 00:54:49.000
strategic plan, people have this dash 

00:54:49.000 --> 00:54:51.000
board we just went over, they know what 

00:54:51.000 --> 00:54:53.000
their goals are, when they need to 

00:54:53.000 --> 00:54:55.000
accomplish it.  But see how it's broken 

00:54:55.000 --> 00:54:57.000
down Q 1 to Q 4?  Well, during that 

00:54:57.000 --> 00:54:59.000
quarterly meeting, they are going to 

00:54:59.000 --> 00:55:02.000
discuss, wow, I really came -- I wasn't 

00:55:02.000 --> 00:55:05.000
able to the any of these because -- and 

00:55:05.000 --> 00:55:06.000
that's okay.  But I'm going move those 

00:55:06.000 --> 00:55:08.000
and shift the timeline a little bit and 

00:55:08.000 --> 00:55:10.000
they are going to talk about some of 

00:55:10.000 --> 00:55:12.000
the obstacles they face and be able to 

00:55:12.000 --> 00:55:14.000
brainstorm and meet a a group to say, 

00:55:14.000 --> 00:55:16.000
okay, how -- how can I fix this?  How 

00:55:16.000 --> 00:55:18.000
can I make this goal happen?  Because 

00:55:18.000 --> 00:55:19.000
it isn't going as I planned.  Or 

00:55:19.000 --> 00:55:24.000
there's going to be a time for 

00:55:24.000 --> 00:55:27.000
celebration at  this quarterly meeting 

00:55:27.000 --> 00:55:28.000
to say, wow, I met it and I'm so 

00:55:28.000 --> 00:55:29.000
excited.  So that's why you have 

00:55:29.000 --> 00:55:31.000
quarterly meetings and people know what 

00:55:31.000 --> 00:55:33.000
they are going to have to report on.  

00:55:33.000 --> 00:55:37.000
They know their measures.  So it's real 

00:55:37.000 --> 00:55:41.000
clear, it's real succinct.  So what you 

00:55:41.000 --> 00:55:43.000
-- this is an example of just one 

00:55:43.000 --> 00:55:46.000
organization's thing that we did and, 

00:55:46.000 --> 00:55:48.000
basically, it has the planning for 

00:55:48.000 --> 00:55:51.000
these  quarterly meetings, you have 

00:55:51.000 --> 00:55:53.000
three columns:  Date, action item and 

00:55:53.000 --> 00:55:55.000
responsible party.  The date is going 

00:55:55.000 --> 00:55:57.000
to be, okay, by this date, we want to 

00:55:57.000 --> 00:55:58.000
distribute the strategic plan 

00:55:58.000 --> 00:56:01.000
documents, the responsible party to do 

00:56:01.000 --> 00:56:04.000
that is -- and you fill it in.  The 

00:56:04.000 --> 00:56:09.000
other line items are, um, this is after 

00:56:09.000 --> 00:56:12.000
you create the strategic plan, you 

00:56:12.000 --> 00:56:15.000
distribute them and then we're going to 

00:56:15.000 --> 00:56:16.000
meet to prioritize our goals and 

00:56:16.000 --> 00:56:19.000
introduce the process, which is this, 

00:56:19.000 --> 00:56:22.000
and then have quarterly goal coaching 

00:56:22.000 --> 00:56:23.000
sessions, especially the first few.  

00:56:23.000 --> 00:56:25.000
You are going to say -- you are going 

00:56:25.000 --> 00:56:27.000
to have someone like the CEO or whoever 

00:56:27.000 --> 00:56:31.000
led the strategic planning, something 

00:56:31.000 --> 00:56:33.000
like that is -- someone like that is 

00:56:33.000 --> 00:56:35.000
going to go in there and after the 

00:56:35.000 --> 00:56:38.000
first month of the first quarter, "how 

00:56:38.000 --> 00:56:39.000
is it going and what roadblocks are you 

00:56:39.000 --> 00:56:41.000
facing?  Let's talk about how to make 

00:56:41.000 --> 00:56:42.000
this happen."  

00:56:42.000 --> 00:56:44.000
     Then you are going to do that 

00:56:44.000 --> 00:56:47.000
maybe the second month of Q 1.  Then 

00:56:47.000 --> 00:56:51.000
the third month of Q 1 is going to be 

00:56:51.000 --> 00:56:53.000
the next item, Q 1 goals are emailed to 

00:56:53.000 --> 00:56:54.000
those leading the strategic planning 

00:56:54.000 --> 00:56:56.000
process.  People are going to say, 

00:56:56.000 --> 00:56:58.000
okay, these are my goals, that he has 

00:56:58.000 --> 00:57:02.000
are my future goals are going to come 

00:57:02.000 --> 00:57:03.000
after that.  And you're going to go 

00:57:03.000 --> 00:57:06.000
through this process to where, 

00:57:06.000 --> 00:57:08.000
basically, all of these line items lead 

00:57:08.000 --> 00:57:10.000
to the same thing.  You do your 

00:57:10.000 --> 00:57:13.000
strategic plan, you distribute those 

00:57:13.000 --> 00:57:15.000
documents, you create this dash board 

00:57:15.000 --> 00:57:17.000
now so people know what their 

00:57:17.000 --> 00:57:20.000
deliverables are, they are working on Q 

00:57:20.000 --> 00:57:22.000
1 strategis watching for the Q 1 

00:57:22.000 --> 00:57:24.000
measures.  You need, afterQ 1, and you 

00:57:24.000 --> 00:57:26.000
say how did it go?  You help each 

00:57:26.000 --> 00:57:28.000
other, it's a team thing, it's not a 

00:57:28.000 --> 00:57:30.000
punitive thing, right, where you are 

00:57:30.000 --> 00:57:32.000
graded.  You rally together.  You 

00:57:32.000 --> 00:57:35.000
celebrate and you actually brainstorm 

00:57:35.000 --> 00:57:37.000
to help people for Q 2 because then you 

00:57:37.000 --> 00:57:40.000
start talking at the Q 1 meeting of 

00:57:40.000 --> 00:57:43.000
what you want to do for Q 2 and then 

00:57:43.000 --> 00:57:46.000
you just keep repeating that at -- you 

00:57:46.000 --> 00:57:47.000
know, Q 2, you are going through your 

00:57:47.000 --> 00:57:49.000
strategies.  You are talking to people 

00:57:49.000 --> 00:57:52.000
if you start to hit roadblocks, you 

00:57:52.000 --> 00:57:54.000
have a Q 2 meeting, you talk about Q 3 

00:57:54.000 --> 00:57:56.000
goals.  This is how you prevent your 

00:57:56.000 --> 00:57:57.000
strategic plan from collecting dust 

00:57:57.000 --> 00:57:59.000
because people will be excited, they 

00:57:59.000 --> 00:58:02.000
are celebrating every quarter, they are 

00:58:02.000 --> 00:58:06.000
also getting help every quarter and 

00:58:06.000 --> 00:58:10.000
goals are not dying.  And then you have 

00:58:10.000 --> 00:58:12.000
an annual -- after Q 4, you have an 

00:58:12.000 --> 00:58:13.000
another -- let's refresh and have an 

00:58:13.000 --> 00:58:15.000
annual what are we going to do for next 

00:58:15.000 --> 00:58:16.000
fiscal year.  You bring back the other 

00:58:16.000 --> 00:58:19.000
goals that may have gotten tabled 

00:58:19.000 --> 00:58:23.000
because remember this one department  

00:58:23.000 --> 00:58:25.000
  had five, they are going to do three. 

00:58:25.000 --> 00:58:26.000
 They are going to consider the other 

00:58:26.000 --> 00:58:28.000
two.  They are going to think about new 

00:58:28.000 --> 00:58:29.000
ones.  This is how you keep it going 

00:58:29.000 --> 00:58:30.000
and keep the excitement and this is how 

00:58:30.000 --> 00:58:32.000
you start building that house.  So we 

00:58:32.000 --> 00:58:35.000
have this image again with the 

00:58:35.000 --> 00:58:37.000
blueprint to the house and that zigzag 

00:58:37.000 --> 00:58:39.000
line and let me tell you, if you do 

00:58:39.000 --> 00:58:40.000
that, whatever blueprint you have, you 

00:58:40.000 --> 00:58:45.000
are going to get to that built house 

00:58:45.000 --> 00:58:47.000
how you want it if you keep this 

00:58:47.000 --> 00:58:49.000
process going. 

00:58:49.000 --> 00:58:52.000
     So that is, in a very quick 

00:58:52.000 --> 00:58:56.000
nutshell, how strategic planning can go 

00:58:56.000 --> 00:58:59.000
and what it can do for your center and 

00:58:59.000 --> 00:59:03.000
if you have any questions, please do 

00:59:03.000 --> 00:59:05.000
email me.  The next slide just has 

00:59:05.000 --> 00:59:09.000
Aprosae logo and if you do, I am 

00:59:09.000 --> 00:59:11.000
offering those who attended this -- and 

00:59:11.000 --> 00:59:13.000
even if you look at this as a recording 

00:59:13.000 --> 00:59:14.000
later, if you want a free 30 minute 

00:59:14.000 --> 00:59:16.000
consultation with me and to ask about 

00:59:16.000 --> 00:59:19.000
any of this stuff, then please do 

00:59:19.000 --> 00:59:27.000
contact me.  The contact information 

00:59:27.000 --> 00:59:33.000
here is Michelle west.  Email is 

00:59:33.000 --> 00:59:37.000
Hello@Aprosae.COM.  Phone number is 

00:59:37.000 --> 00:59:40.000
719-425-9050 or you can reach me at 

00:59:40.000 --> 00:59:43.000
aprosae.COM.  You can ask whatever 

00:59:43.000 --> 00:59:44.000
questions you want and if you have any 

00:59:44.000 --> 00:59:50.000
questions about marketing, you can do 

00:59:50.000 --> 00:59:51.000
that, as well, definitely about the 

00:59:51.000 --> 00:59:53.000
strategic planning  

00:59:53.000 --> 00:59:54.000
     So thank you for attending and my 

00:59:54.000 --> 00:59:57.000
time is done 

00:59:57.000 --> 00:59:59.000
     »  Mellie:  Thank you so much, 

00:59:59.000 --> 01:00:01.000
Michelle, and to remind everyone that 

01:00:01.000 --> 01:00:04.000
Mary did put Michelle's contact 

01:00:04.000 --> 01:00:06.000
information in the chat and also the 

01:00:06.000 --> 01:00:10.000
link for the evaluation, so please do 

01:00:10.000 --> 01:00:12.000
complete that.  We would like to thank 

01:00:12.000 --> 01:00:15.000
Michelle and our interpreter team and 

01:00:15.000 --> 01:00:18.000
our CART operator and Mary.  Thank you 

01:00:18.000 --> 01:00:21.000
all so very much and have a wonderful 

01:00:21.000 --> 01:00:25.000
rest of your day and catch you back