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DomusLeadership TrainingTOPIC - PlanningJune 2015
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Planning…• Basic management function designed to achieve
the balance of needs or demands with the available resources
• Setting the direction and guiding the system to follow the direction
• Process includes identifying what you want to achieve (goals), how you will achieve your goals (strategies), who will be responsible and when the strategies will be achieved (action plan).
• Systematic & rational process of envisioning the future and translating this vision into goals, objectives, action steps and outcomes
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Types of Plans
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Plans
Business
Strategic
Project
Budget
CrisisFundraising
Staffing
Program
Corrective
Action
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Today• Strategic Planning• Program Planning• Logic Models
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Strategic Planning• Management tool for organizing the present on
the basis of the projections of the desired future.
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Environmental Scan
Vision
Mission
Core Values
Hypothesis
Program Goals
Objectives
Activities
Action
Plan
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Environmental ScanExternalObjective review of the current and anticipated factors that may impact your organization:• Political• Economic• Demographic• Competition• TrendsInternalOverview of your recent performance and organizational health – financial, culture, morale, development capacity
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Domus Vision
Our vision is that no child shall be denied
hope, love, or a fair chance in life.
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Domus Mission
Domus Kids is a nonprofit organization
serving children and familiesthrough a variety of programswithin the Fairfield and New Haven County communities.
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Hypothesis
If… then… because…
• If = Independent Variable (intervention)
• Then = Dependent Variable (outcome)• Because = Research or Experience (etiology)
• If more low-income women get mammograms, then there will be lower rates of breast cancer.
• If you combine housing and support services, then families will strengthen their functioning and be able to live more independently.
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Exercise #1Develop three hypotheses for one of the Domus program areas:• Community Programming• Chester Addison Community Center• Lion’s Den• Work & Learn
• Charter Schools• Domus Academy• Trailblazers Academy• Stamford Academy
• Residential Programming• Domus House• Passages
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Goals• Fundamental issues you must address that give
direction for accomplishing the mission• Desired end • Not necessarily quantifiable
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Objectives• Steps derived from the goals that answer the
question “how do we accomplish this goal?”• Should be SMART• Specific• Measurable• Achievable• Realistic• Timely
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Objective Example• To recruit, develop and retain a critical mass of
diverse staff.
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Strategies or Activities• Actions that are intentional parts of the program.• Done to bring about change.
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Strategies Examples• To recruit, develop and retain a critical mass of
diverse staff.• How would you do this?• How would you measure?
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Action Plan• When will your activities be accomplished and
who will be responsible
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On to program planning…
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Program Planning• Should always be aligned with agency mission• Should be aligned with strategic goals• Involve board members• Plan as a team• Involve clients or potential clients as much as
possible• Don’t worry about developing the “perfect” plan
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Using logical models to planA logic model is a systematic and visual way to present and share your understanding of the relationships among the resources you have to operate your program, the activities you plan, and the changes or results you hope to achieve.
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Why a Logic Model?• Keeps a balanced focus on the big picture as well
as the component parts. • Good evaluation reflects clear thinking and
responsible program management. • Creates an opportunity to chart your course. • Creates an explicit understanding of the
challenges ahead, the resources available, and the timetable in which to hit the target.
• Creates opportunities to learn continually while improving programs.
• Logic models strengthen the case for program investment (aids in development and collaborative efforts)
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If Resources T
hen
Activities T
hen
Outputs
Th
en
Outcomes T
hen Impact
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Logic Models are all around us.
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Resources/Inputs
• The resources needed to support the specific activities you have planned to do:• Funding• Staff• Partners• Volunteers• Facilities• Equipment• Supplies• Licensing
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Activities• Activities refer to what you do with your
resources. • These may include products – promotional
materials and educational curricula; services – education and training, counseling, or health screening; and infrastructure – structure, relationships, and capacity used to bring about the desired results.
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Outputs• Outputs refer to what we do – the direct and
measurable products of a program’s activities or services.
• A program output, for example, might be the graduation rate, number of classes taught, meetings held, or materials produced and distributed; program participation rates and demography; or hours of each type of service provided.
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Outcomes• Outcomes answer the question “What difference
does the activity make?”• Outcomes are specific changes in attitudes,
behaviors, knowledge, skills, status, or level of functioning expected to result from program activities and which are most often expressed at an individual level.
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Impacts• Impacts are organizational, community, and/or
system level changes expected to result from program activities, which might include improved conditions, increased capacity, and/or changes in the policy arena.
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How Logic Models Better Position Programs Toward Success:
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Practical Uses
• Planning tool• Improve and assure accountability • Resource allocation decisions • Communicate and market your roadmap to
community change• Direct link to action
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• Define the scope and scale of your work. • Focus attention on key outcomes and powerful
strategies for achieving these outcomes. • Provide a framework for sequencing and prioritizing
your work.
Planning tool
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Improve and assure accountability • Provide a framework for gauging whether you are
achieving tangible goals. • Identify the prioritized outcomes and strategies your
initiative intends to document.• Measure or gauge your progress. • Provide a foundation for
“holding yourself accountable”
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Resource allocation decisions • Provide a framework for investing resources in
strategies that are linked to your initiative’s prioritized outcomes.
• Guide decision making about how to spend limited resources.
• Provide a basis for discontinuing and refocusing funding to the most effective areas.
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Communicate and market your roadmap to community change• Communicate your change roadmap to partners,
stakeholders, investors and the community. • Provide transparency to your work by clearly
identifying your prioritized strategies and expected accomplishments.
• Tells a consistent “story”
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Direct link to action
• Establishes focus areas and direction for shaping programs, activities, policies, partnerships and other efforts
• Provides a reference point for measuring whether specific actions are effecting positive changes among your constituents (children, families, schools, etc).
• Maintains the “big picture” that guides your specific actions.
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Program DesignOnce you are able to articulate your logic model, you have the skeleton of your program.
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Break Out Session• Using the handouts work in teams (4-5) to build a
basic theory of change model for one of your programs.
• Plot the model on a flip chart page and post it on the wall
• 15 minutes• Present to the group (5 minutes each group)
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Plan
Do
Collect Data
Analyze &
Reflect
Act & Improv
e
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Evidence Based Practice
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Evidence Based Practice
EBP
Best Researc
h Evidence
Clinical Expertis
e Client Values & Preferen
ces