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Strategic Planning Retreat Strategic Planning Overview

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Detroit Executive Service Corp Since 1982 the DESC has been the trusted go-to resource in the non-profit community for helping non-profits address their operational challenges and plan for the future.

Its mission: To enhance the operational effectiveness of other non-profit, educational and governmental organizations in Southeastern Michigan by sharing the knowledge, skills and expertise of retired or working executive and professional volunteers for the betterment of our community

1/28/20132Detroit Executive Service Corp Brain Injury Association of Michigan

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Sampling of DESC Strategic Planning ClientsBaldwin Public Library (Birmingham)Birmingham Historical Museum and ParkCranbrook House and Gardens AuxiliaryDetroit Historical SocietyMuseum of African American History (Detroit)Motor City Blight BustersMarshall Area Chamber of CommerceNorth Oakland Headwaters Land ConservancyThe Community House (Birmingham)Tolfree Foundation for West Branch Medical CenterYES Foundation


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Why Have a Strategic Plan Provides organization focusProvides a roadmap for the future and accomplishment of the missionCreates a living document that can incorporate changeFunders will ask for it


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What Is Strategic Management


Webster defines strategy as a careful plan or method; a clever stratagem the art of devising or employing plans or stratagems toward a gold that serves or appears to serve an important function in achieving evolutionary success. The Great Chinese General Sun Tzu on strategy; Know your enemy and know yourself, and in a hundred battles, you will never be defeated. When you decide to challenge another, much calculating, estimating, analyzing, and positioning brings triumph. Little computation brings defeat.

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Strategic ManagementDESCA systematic, comprehensive business process, which results in a common view of an organizations mission and vision and the means to attain themIdentifies key strategic issues that prevent an organization from achieving its full potential and provides direction for overcoming threats and weaknesses, and capitalizing on opportunities and strengthsCreates a living document one that should be continuously evaluated and modified, incorporating changes in external and internal factors that impact the organization1/28/20136Detroit Executive Service Corp Brain Injury Association of Michigan

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DESC Strategic Management Model 1/28/2013Detroit Executive Service Corp Brain Injury Association of Michigan 7

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88 Strategic Management Model

ExternalAudit

InternalAudit

SWOT

KeyStrategic Issues & Goals

StrategicObjectives

Action Plans

Measure,Evaluate& Adjust

Mission,Vision&Values

Strategic Management ProductDetailed multi-level plan that must be implemented and trackedDeveloped by organizations Strategic Planning TeamIncludes involvement by key stakeholders2-5 year coverage (usually 3)Requires approval and ongoing involvement of BoardBasis for continuous review and improvementA beginning, not an end!


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Whats Required of BIAMI Participants In Process?Diversity of ideas and thoughtCommitmentAttendanceBuy-in and consensusOpen and transparent meetingsDESC consultants facilitate; BIAMI personnel do the work


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Strategic Planning Workflow 1/28/201311Detroit Executive Service Corp Brain Injury Association of Michigan

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Mission - Vision - Core ValueThese three elements form the framework for planning and decision-making in an organization, and are the necessary first steps in building a strategic plan:

Mission--What is our business/what do we do?

Vision--What do we want to become? Long-termIn 3-5 years

Core Values--What are our basic beliefs?


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The External Audit Identification and evaluation of trends and events beyond control of the organization, e.g.,Increased competitionChanges in demographicsChanges in the economyChanges in government programsChanges in technologyWhat to look for:Opportunities to be exploitedThreats to be avoided


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Internal Audit Parallels process of external auditDetermines an organizations StrengthsWeaknesses

Methods: Existing data, focus groups, questionnaires

Together with External Audits opportunities and threats will drive SWOT and identification of Key Strategic Issues (KSIs)1/28/201314Detroit Executive Service Corp Brain Injury Association of Michigan

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SWOT Analysis Process of analyzing and matching opportunities & threats and strengths & weaknesses to determine key strategic issues

Key strategic issues (KSIs) support accomplishment of the mission and vision or threaten their accomplishment


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KSIs Bridge The Gap Between The Present And The Future1/28/201316Detroit Executive Service Corp Brain Injury Association of Michigan

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Key Strategic Issues (KSIs)Reduce or eliminate the greatest threats and weaknessesLeverage the greatest opportunities and strengthsMost critical to success of the organizationRequired to drive mission and visionFew (4-6) in numberCover time-frame of Strategic Plan (2-5 years)Note: Most organizations re-state these in terms of Strategic Goals


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Strategic Objectives1/28/201318Detroit Executive Service Corp Brain Injury Association of Michigan Sub-goals designed to address key KSIs/strategic goals Few (2-5) per strategic issueWill drive the organization Need not be measurable (yet)

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KSIs And Objective ExamplesKSI: Agency growth hampered by weak financial condition*Strategic Objectives:Increase annual revenueMaximize operational efficiencyReduce operating costIncrease use of volunteers

*Worded as Strategic Goal: Provide sufficient financial resources for agency to accomplish mission and vision


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Action PlansThe meat of the strategic management process.Sometimes called the Business Plan or Operating PlanTwo or more actions per Strategic ObjectiveWhat needs to be done?Who is responsible?When does it have to be completed?How is it measured (metric)?Resources (people, $) required1/28/201320Detroit Executive Service Corp Brain Injury Association of Michigan

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Action Plan (Example)1/28/2013Detroit Executive Service Corp Brain Injury Association of Michigan 21

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Key Metrics Establish annual targets for key metrics that measure accomplishment of Strategic Goals Ideally one target per strategic goalCan be more than one per goalTrack current progress monthly; review at Board meetings Use Dashboard


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Strategy Measurement Evaluation & AdjustmentA Strategic Plan is livingit needs constant monitoring due to changes in the environmentThe only constant in life is changeThree basic activities:Continuously evaluate changes in external and internal auditMeasure organizational performance by comparing expected to actual resultsTake corrective actions to ensure performance conforms to plans


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Final StepsObtain Board approvalDevelop internal implementation plan:Appoint Goal ChampionsMonitoring groupStrategic Planning Committee, or Executive CommitteeTiming--usually once a monthReturn to Board on regular basis to review progressRevise as necessary1/28/201324Detroit Executive Service Corp Brain Injury Association of Michigan

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Work Plan For Development Plan This Retreat will work on the process through the SWOT Analysisthe high level input

A separate BIAMI Strategic Planning Team will take it from there

We can talk more about the makeup of this team at the end of this Retreat.1/28/201325Detroit Executive Service Corp Brain Injury Association of Michigan

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2626DESC Strategic Management Model

ExternalAudit

InternalAudit

SWOT

KeyStrategic Issues & Goals

StrategicObjectives

Action Plans

Measure,Evaluate& Adjust

Mission,Vision&Values

Your goaltoday

Strategic Planning Team

Retreat Agenda See Handout

1/28/2013Detroit Executive Service Corp Brain Injury Association of Michigan 27

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Sheet1Strateic Goal: Provide sufficient financial resources to accomplish missionStrategic Objective: Increase Annual RevenueActionResponsibilityStartEndMeasurementResourcesExample:1.Develop AgencyDirector of2Q 133Q 132013 revenue20 hours + $250Fundraising PlanDevelopmentreq. of $250,000for admin supporta. (Detailed steps, ifb. appropriate)2.Develop MembershipDirector of3Q 134Q 132013 revenue20 hoursGrowth PlanMarketingreq. of $100,000

Sheet2

Sheet3

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