planning process
1) collect data - external/ internal environment, clients, other practices/businesses
2) analyse data - external (STEEPLE, PESTLE, PEST), SWOT, client feedback
4) strategic choices - vision/ mission, core values, strategic and operational plans
planning cycle
1) “ends” - define aims and objectives
2) identify “means” - physical and human resources needed
3) clarify “conduct” - actions and timescales
4) assess outcomes - review/revise ends
STEEPLE
-(PEST/PESTLE/STEP)
-tool to assess a business
-considers range of external environment factors
-Social (demographic/cultural)
-Technological
-Economic
-Environmental
-Political
-Legal
-Ethical
SWOT
-internal (SW) and external (OT) factors considered
-Strengths
-Weaknesses
-Opportunities
-Threats
strategies vs objectives
-strategies = broad brush strokes
-objectives = more specific
mission
-short, succinct formal statement of purpose
-focus on present
-clear focused direction and framework for operations
-should be remembered by staff
vision
-aspirational
-how owners see business developing over 5+ years
-achieved through strategic planning
-statement - involve everyone, take your time, clear (not vague) and simple, document and display it
-core ideology + invisioned future
core ideology
-defines enduring character of a business
-values = set of timeless guiding principles (<5) eg honesty, patience, respect
-purpose = practice’s ‘reason for being’, what business are we in? care for animals/clients? to enjoy work?
invisioned future
-challenging and audacious goal (5-10 years) to stimulate development
-motivates, inspires, asks for commitment
-what business should or can we be in?
-BHAG = big hairy audacious goal
culture
-shared collective mindset
-strongly connected to values of leaders and team
-do employers feel needed, appreciated and like they’re making a difference?
-psychologically safe workplace?
why planning statements useful
-articulating and committing
-ensure owners on same page
-common building ground
-team-building / selection
-management decisions
-problem-solving
-marketing (public-facing version)
strategic plans
-focus on long-term intent
-devised in conjunction w business assessment and vision
-business plan focuses on short-midterm goals, strategic plan focuses on mid-long
objectives
-eg to improve practice phone service
-need to be converted into more specific goals to ensure they are achievable and achieved > SMART goals
SMART goals
Specific - what it it exactly
Measurable - how can you measure your success
Action-oriented - who will do it, when and how
Realistic - is it achievable in time w facilities
Time-limited
how these plans used
-create ‘practice strategy’ document (long term/ big picture plans)
-create ‘business plan’ document (shorter term/ operational plans) updated yearly
-regular review meetings w management for progress reports (3 monthly)
-brief updates at regular staff meetings
-celebrate met deadlines and attained goals
practice manager
1) planning and budgeting
2) organising and staffing
3) controlling and problem-solving
planning and budgeting
-setting goals and budgeting - allocating resources
-monitoring cash flow, KPIs
-marketing and sales - professional service + goods
organising and staffing
-organisational structure
-staff recruitment, training, performance management
-effective communication w/in practice
controlling and problem-solving
-monitoring results vs planned outcomes
-daily office management
-adhering to rules/regulations
-‘fire engine’ calls!
