Designing speech and language services for the future: getting started Steven Harulow Alison Stroud Alison McCullough Mary Turnbull

The Planning Cycle Stage One Where are we now? Stage Two Where do we want to be? Stage Three How might we get there? Stage Four Which way is best? Stage Five How do we ensure arrival?

Situational analysis Objectives setting Strategy development Tactics Application Control Developing a marketing plan for your service (SOSTAC)

Macro-environmental Analysis: Factors from outside the industry affecting your service Situational analysis Micro-environmental Analysis: Factors from inside the industry affecting your service Internal Analysis: Stakeholder factors affecting your service

Political Economic Social Technological Legislative Environmental Macro analysis: PESTLE

Competition among existing firms Competition among existing firms Threat of new entrants Threat of new entrants Threat of substitute products Threat of substitute products Bargaining power of suppliers Bargaining power of suppliers Bargaining power of customers Bargaining power of customers Micro analysis: Porter’s 5 Forces Model

Suppliers Buyers Substitutes Potential entrants Barriers

Micro environment analysis – health, education and social care data Your own records Information gathered from your team and from other teams who you work with Statistics provided by your local and regional public health departments National statistics Focus groups, face-to-face interviews Feedback cards/forms Sources of information

Micro environment analysis – health and education and social care policy etc Look at the new NHS Commissioning guidelines Financial pressures in the NHS, central and local Evolution of an NHS led by market forces New Ways of Working

Internal analysis: McKinsey’s Seven Ss So-called “hard” factors So-called “soft” factors

Structure: Strategy: Systems: Shared values: Staff: Skills: Style:

Threats (external) Opportunities (external) Weaknesses (internal) Strengths (internal) TOWS or SWOT analysis

Setting Objectives: Where do we want to be? Specific Measurable Agreed Resourced Time-bound Intelligible Exhaustive Strategically-linked

“To promote and develop speech and language therapy” To engage with SLTs, governments, the allied health professions and partners, helping to strengthen speech and language therapy as an integral part of the modern health, education and social care sectors. To support the delivery of high quality services by ensuring speech and language therapists are properly trained, supported by a body of evidence and provided with ongoing opportunities for professional development. Corporate aims Mission statement Strategies (Strategic aims) 1. To influence Government and public policy, promoting the interests of the SLT workforce and people with communication support needs 2. To ensure the RCSLT is fit-for- purpose and resourced to meet its corporate aims 3. To set robust professional standards and to support the profession in meeting them in the interests of service users 4. To be recognised internationally as a key organisation for SLTs and seen as organisation with influence

How might we get there? Developing a strategy

Strategies for growth – the Ansoff matrix Market penetration Sell more McDonald’s burgers/breakfasts to those who already eat them, eg longer opening hours New product development Sell new products, to existing customers, eg McCafe Japan: Teriyaki burger; India : McMasala (lamb) New market development Sell burgers to people that don’t already eat them Diversification Eg Golden Arch Hotel in Switzerland Existing market New market Existing productsNew products

Cost leaderDifferentiation Cost focus Differentiation focus Lower CostDifferentiation Broad Target Narrow Target Note : Low cost has increasingly become a market prerequisite rather than an option Competitive Advantage Competitive scope

FIRM’S INFRASTRUCTURE HUMAN RESOURCE MANAGEMENT TECHNOLOGY DEVELOPMENT PROCUREMENT MARGIN INBOUND OPERATIONS OUTBOUND MARKETING SERVICE LOGISTICS LOGISTICS & SALES PRIMARY ACTIVITIES SUPPORT ACTIVITIES Porter’s Value Chain: showing your core competencies

Which way is best? Tactics: the seven Ps Physical evidence Product Price Place Promotion People Process

A re we there yet? The balanced scorecard evaluation method Financial perspectives Customer perspectives Staff perspectives Innovation perspectives

Financial perspective Goal Measure Internal perspective Innovation & learning perspective How do we look to stakeholders? How do customers see us? How can we continue to improve and create value? What must we excel at? Customer perspective Goal Measure The Balanced Scorecard Can be used for benchmarking

The next steps You should have gathered and organised enough information not just to plan how your service can be improved, you should also have gathered enough information to help you promote your service to commissioners and others. You will: Know how your services can help address local and national priorities Have robust information from patients and the public on their views of your service Understand how you can organise things better internally Understand the costs and benefits of the services you offer Know how, when and where to extend your services (and what you might need to let go of) Have convincing and comprehensive information on the effectiveness of your service ARE YOU IN A BETTER POSITION TO PROMOTE YOUR SERVICE AND ATTRACT FUNDING?

What are commissioners looking for? Demonstrate need Propose a solution Provide robust evidence of efficacy Link in with local and national priorities Provide evidence of the quality of service Show how you will measure quality? Get help Build relationships Be unique Take your time and get it right Make sure it is well presented and easy to read