Why The Time Is Right For SWOT

Now is the right time to begin a SWOT analysis in your organization, since we are preparing to develop strategies for the coming fiscal year which begins July 1, 2008.

By performing SWOT now, the Division will have the opportunity to:

• Identify all of the key SWOT factors.
• Validate SWOT factors.
• Use validated SWOT factors to help select strategies for the coming fiscal year.
• Allow sufficient time to communicate the strategies to all stakeholders and engage strategic partners.

SWOT’s Role In The Strategic Planning Process

The following timeline highlights the role of the SWOT process in helping to establish the Strategic Plan for the Division of Blind Services by showing the schedule, activities, and outcomes for each step in the Strategic Planning Process.

We are currently in Step 1. The major element of this step is to conduct a SWOT analysis that includes representatives of all key stakeholder groups throughout Florida. The complete timeline is provided below.

Strategic Planning Timeline For The Division Of Blind Services

Step 1: March through April, 2008

Activities: Conduct a SWOT analysis to include all key stakeholders, representative of all geographic areas.

Outcomes: Baseline information regarding the current situation for all key outcome areas and their drivers; an understanding of external factors which must be considered as plans are developed.

Step 2:  April through mid-May 2008

Activities: Formulate outcome goals and objectives based on the results of the SWOT analysis. Establish measures and targets. Communicate goals and objectives to all programs, districts, and partners to facilitate tactical planning. Ensure alignment of goals and objectives to Florida Department of Education goals, imperatives and objectives, as applicable.

Outcomes:

1. Measured goals with short and long term targets.
2. Measured supporting objectives with targets.
3. Alignment meetings with all districts and key partners.
4. Written guidelines to ensure consistency.
5. Accountability established for each objective.

Step 3: May through June 2008

Activities: Develop tactical plans and projects which describe how the goals and objectives will be implemented. Ensure plans will meet the expectations of stakeholders.

Outcomes:

1. Projects requiring cross-divisional and partner support.
2. District-specific projects.
3. Commitments from partners regarding their planned contributions to the goals and objectives.
4. Preliminary strategic plan.
5. Preliminary budget.

Step 4: July 2008

Activities: Review, adjust, and finalize the Strategic Plan. Prepare for submittal to the Rehabilitation Services Administration (RSA).

Outcomes:

1. A Strategic Plan document which includes the approved budget necessary to achieve the stated goals, objectives and targets.
2. A plan with buy-in from all stakeholders.

Step 5: July 2008 through June 2009

Activities: Submit the Strategic Plan to RSA for review and feedback. Incorporate feedback, as appropriate, into the final plan. Produce the final Strategic Plan and distribute to all stakeholders. Deploy all targets to the employee level and develop performance appraisal worksheets. Implement the Strategic Plan and conduct periodic organizational reviews to evaluate effectiveness.

Outcomes:

1. A finalized Strategic Plan, with an approved budget.
2. Plan communicated to all key stakeholders.
3. Performance appraisal worksheets for all employees.
4. Periodic organizational reviews.

Organizational reviews occur at all levels and include the Division Director’s Round Robins and Conference Calls, the Program Director’s reviews, District Administrators’ regular reviews, and bureau and work unit progress reviews.