AN ANNUAL WORK PLAN 2017 AIDD Technical Assistance Institute 1 - - PowerPoint PPT Presentation

MAKING THE MOST OUT OF AN ANNUAL WORK PLAN

2017 AIDD Technical Assistance Institute

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WELCOME & LEARNING OBJECTIVES

• Participants will increase their knowledge about

developing and updating annual work plans.

• Participants will link planned work to actual work

implemented and recognize areas for updates.

• Participants will be able to link the logic model to the

annual work plan.

• Participants will explore strategies of effective ways to use

the annual work plan.

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PRESENTERS

• Sheila Gritz-Swift, Florida
• Heidi Lawyer, Virginia
• Sherry Manning, Nevada
• Ann Sievert, Wisconsin

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THE ANNUAL WORK PLAN AND OTHER PROGRAM PLANNING TOOLS

• One of the 3 primary program planning

tools used by DD Councils:

• Five year state plan,
• Logic model
• Annual work plan

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WHAT’S THE PURPOSE AND DIFFERENCES OF THESE TOOLS?

• The five year plan and logic model both

give an overarching view of DD Councils expected activities and outcomes, for a five year period

• The annual work plan provides a concise,

easy to review, overview of the DD council expected activities and outcomes for a

• ne year period.

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WHAT ARE THE BENEFITS OF USING WORK PLANS?

• Clearly identifies specific actions steps that will lead

you to your desired outcomes

• Serve as a roadmap to keep you focused and on track

with implementation of targeted activities

• Help you communicate what you are doing, and why it

is important

• Clearly identifies the outcomes/deliverables of your

work—can use as a justification of funding

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#1 Do not just file your work plan away in a drawer—it will be useless !

ITACC: 2017 AIDD Technical Assistance Institute

4 IMPORTANT THINGS TO REMEMBER ABOUT WORK PLANS!

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IMPORTANT THINGS TO REMEMBER ABOUT WORK PLANS!

#2 A work plan can only be a roadmap if it is looked at frequently! If not, it is easy to get lost! #3 Keep your work plans visible/easily accessed by staff.

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IMPORTANT THINGS TO REMEMBER ABOUT WORK PLANS (CONT’D)

#4 Frequently check in on your work plan and make changes as needed—e.g., use staff/board meetings as a method for regular check ins.

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REFRESHER: KEY COMPONENTS OF AN ANNUAL WORK PLAN

• Goal statement and

expected outcomes

• Areas of emphasis for the

goal

• Strategies to be used for

the goal

• The key areas the goal

addresses

• Collaborators
• Objective
• For each objectiv
• Major activities

e:

• Expected outputs
• Expected outcomes
• Data evaluation and

measurement

• Targeted, projected

performance measures

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OBJECTIVES & MAJOR ACTIVITIES

• Objectives: Should include a measurement of the

work to be accomplished—e.g.,

• Increase or decrease
• Number or percentile
• Major activities: Should give the reader a sense, at a

glance, of what major activities will be implemented to achieve the objective

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OUTPUTS AND OUTCOMES

• Outputs: things that can be counted
• Outcomes: The desired result/impact of the activities,

must be measurable and/or quantifiable

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EVALUATION ACTIVITIES

• Evaluation activities: the way you identify whether or

not you are achieving desired outputs and outcomes

• Can be quantitative or qualitative

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LET’S TEST YOUR KNOWLEDGE!

• At each table, you will find a bag with some “game

pieces” – the game pieces have “good” and “not so good” items written on them;

• On the wall, you will find large post-it sheets with the

major AWP components listed;

• As a team, use the information we just reviewed on

each annual work plan component, match the game piece to the element under the “good” and “not so good” categories

• You will be given a time limit – place as many correct

answers as you can – the table team with the most correct answers wins!

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USING THE WORK PLAN

As a tool –in a dynamic manner

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USING THE ANNUAL WORK PLAN

Yearly Blueprint Funding Proposals Contracts Midterm Progress Reviews Deliverable Reviews Guidepost Checkpoint Amendments Updates

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Notes from Slide 16: There are a number of ways DD Council staff can use the work plan in a dynamic manner. The Florida DD Council would like to share their strategies and effective ways to use the annual work plan… Develop and print out a yearly blueprint based on the Annual Work Plan. This becomes the basis for your funding proposals and contracts; serves as a guidepost throughout the year in your work – contract deliverable reviews, midterm progress reviews, and; is a checkpoint for task force, committees and Council – there may be a need to adjust work via amendments/updates. Yearly blueprint for work to be accomplished Foundation for funding proposals Foundation for contracts Guideposts for Council and Task Force, Committee and/or Subcommittee work each quarter Deliverable Reviews Midterm Review Project Progress Determining need for amendments and update during spring Task Force or Subcommittees…

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ANOTHER VIEW - VBPD

• Annual work plan converted to excel spreadsheet for

regular use by Council staff.

• Annual work plan is also used to inform the Council

members about progress – this helps the Council fulfill their “monitoring” role.

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UPDATING YOUR ANNUAL WORK PLAN

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UPDATING ANNUAL WORK PLANS

• If you are using the annual work plan as a helpful dynamic

tool (rather than filing it away until next year), there will be times when you need to update it.

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WHAT ARE SOME QUESTIONS YOU CAN ASK TO HELP IDENTIFY WHETHER CHANGES ARE NEEDED TO YOUR WORK PLAN?

• Are we meeting our desired outcomes?
• Are we getting the results we want with the current

strategies we are using?

• Are there more effective/creative strategies we could

use that we have not tried?

• Are our evaluation activities measuring what we want? Is

there a more effective way we could measure our results?

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WHEN SHOULD ANNUAL WORK PLANS BE UPDATED?

When you discover that your major activities/ actions are not getting the results/outcomes you want.

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Notes from Slide 21: If you find that your major activities are not generating the results or outcomes you want – you may need to consider a plan update. Wisconsin Example: We were engaging in a large centralized Employment First Coalition, which was not getting the results we wanted. We decided to switch strategies, and developed many smaller local employment first grassroots groups/ partners, all over the state. The results have been amazing! Because of this we added new outputs, outcomes and evaluation activities to the work plan.

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WHEN SHOULD ANNUAL WORK PLANS BE UPDATED?

When you decide to take

• n a whole new project/set
• f major activities, that you

think will better assist in meeting the outcomes.

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Notes from Slide 22: Wisconsin Example: We were not making significant gains in our objective of increasing integrated employment for individuals, so we decided to try a different approach, and target employment

• providers. We developed a Building FULL Lives in the Community project which provided TA to

provides who wanted to move from segregated to integrated employment. Based upon this, we added a whole new set of activities, outputs, outcomes and evaluation activities to the work plan.

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WHEN SHOULD ANNUAL WORK PLANS BE UPDATED? (CONT’D)

• When the evaluation

activities are not really effectively measuring the

• utcomes you want to

achieve

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Notes from slide 23: If your evaluation activities are not effectively measuring the outcomes you want to achieve, you may need to update your work plan – Wisconsin Example: We were doing pre/post surveys for out Partners in Policy Making program that gave us some good information. What was missing was how the Partners used the skills after the program, so we started doing three/six month follow-up surveys.

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5-YEAR STATE PLAN UPDATE

Annual work plan updates are included with 5-year state plan updates.

• State plan amendments
• Goes back to the Community
• Submitted to AIDD by August 15th
• State plan updates
• Changes are made and approved within the

Council

• Submitted to AIDD by December 31st

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Notes from Slide 24: As a reminder – state plan amendments are changes to the 5-year goals – adding, deleting, or a major change to a goal that changes the initial intent of the goal. State plan updates – everything else Check out the Calendar of federal reports

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LOGIC MODEL & ANNUAL WORK PLAN LINKAGES

Sherry Manning, Executive Director Nevada Governor’s Council on Developmental Disabilities

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“BIG PICTURE LINKAGES” - REMINDER

5-Year State Plan Logic Model Annual Work Plan

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Notes from Slide 26: Earlier, Ann talked about the differences of the 3 primary planning tools – as a reminder – The 5-year State plan describes the current state of services and supports for people with developmental disabilities and their families, identifies gaps in services, and outlines five-year goals, strategies to achieve the goals, and serves as a “blueprint” to move the DD Council forward to new accomplishments. A logic model is a diagram (picture) that shows the relationship between the DD Council components and activities, and desired outcomes. It is a visual representation of how a DD Council will use its resources or inputs to accomplish the 5-year goals. A work plan is concise easy-to-read overview of DD Council goals, objectives, activities, outputs and

• utcomes, evaluation, and targeted performance measures. It is detailed “road map” for implementing the

DD Council program for a given one year budget period.

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IN NEVADA, OUR LOGIC MODEL IS OUR ROAD MAP

• In Nevada we are a smaller funded state.
• Stay focused on accomplishing goals and objectives

and we found it’s not just about numbers.

• We don’t have to be as complicated as others.

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NEVADA’S LOGIC MODEL

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THE ANNUAL WORK PLAN IS OUR PATH

 The annual work plan is designed to correlate to each 5-year goal.  For each goal the DD Council outlines a plan of action that

describes the key activities to accomplish the Council goals.

The Annual Work Plan: The path we take.

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HOW DO WE DETERMINE IF THE PATH THE COUNCIL HAS CHOSEN WILL GET US TO THE END DESTINATION?

• Evaluation
• In Nevada,
• Grantee Project Status Summary
• Evaluation Committee
• Full Council
• Back to the Grantee

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TO GET TO THE END POINT, SOMETIMES IT CAN TAKE A BIT OF RE-ROUTING

Example: Tele-Health, Objective 3.4

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TRUE SYSTEMS CHANGE

Example: Safety Training, Objective 3.3

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