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Have a Great Year!The Oft-Forgotten Importance of
Strategic PlanningLauren Grymek, Executive Director, Seaport TMA
Ian Todreas, Senior Manager, ERGOct 20, 2008
Overview
What
Why
How
A Case Study
What is Strategic Planning?
What is strategic planning?
An analytic and interactive process, both Retrospective (how did I do last year?) Prospective (what do I want to do next
year?)
Often looks like A report A final presentation An interactive discussion All of the above
Why Bother?
Why bother?
Strategic planning helps you Reflect
• Are you doing what you say you do? Yes – do you know? No – time to get back on track
Get organized, think ahead• Set goals, plan for big items or initiatives • Develop roadmaps, budgets to achieve
them!
How to Do It
Basic Steps
Commit Plan to make a plan Determine scope, format, audience
Budget Don’t think it can be done for nothing It will demand your time
Engage Every level of your organization plays a
part
Consider a consultant
Do you have time?
Do you have the perspective?
Does the person who has time/perspective have the skill/expertise? Hint: Most interns don’t
Can you afford a consultant? Hint: Consultants might be more
affordable than you think
Workshop Exercise
Hiring Good Consultants for Less
(Group Exercise)
Basic steps
Review goals and objectives Understand the difference Align with mission, brand, and
expenditures The Big Idea: Just as a tune-up will help
your vehicle go farther…
Review Goals and Objectives
The difference? Goals – broad, aspirational, overarching Objectives – specific, measurable that help
meet goal
Ian’s goal Become best-decorated Olympian
Ian’s objectives Learn to swim Live next door to an indoor pool Grow 2 feet Hire Michael Phelps’ coach Consume 10K calories at each meal
Review Goals and Objectives
Compare mission statement to goal and objectives Do they align? Is mission statement too broad or narrow?
Does your brand support your goal and objectives? Define your brand How do others perceive your brand? Does your definition match perception? Do your materials, employees,
programs/activities support your brand?
Review Goals and Objectives
Do your expenditures support your goal
and objectives? How much are you spending per
commuter? Per program? Per mode shift? Per ton CO2 avoided? Per member?
Workshop Exercise
Cost-Benefit Assessment Worksheet
(see Handout)
Establish New Goal and Objectives
Conduct external and internal research Look at your results, data What are others doing?
Interview stakeholders – ask tough questions Who: board, members, commuters, ETCs,
etc. What do we do? How are we doing? Do you value what we do? What do you
want? What do we do badly? What do we do well?
Case Study
Planning in Action:
Seaport TMA
Seaport TMA’s Strategic Plan
Original Seaport RequestCreate “new and different” program initiative
ERG ResponseFirst, conduct strategic plan to see
What is needed Who would need it When they would want it How and why Seaport could/should
deliver it
Seaport TMA’s Strategic Plan
Our approach Mission statement analysis
• Identify activities that do not support mission
Brand analysis• Define brand• Identify ways to strengthen and rebrand
Budget/activity analysis
• Identify high $/commuter programs
Seaport TMA’s Strategic Plan
Mission statement revisions Eliminate programs that don’t support
mission• “Read and Ride” Library
Recommend new programs that do• Try Transit on Us
Brand analysis Create new look-and-feel Apply consistently and universally
Seaport TMA’s Strategic Plan
Quantitative analysis of programs ($/commuter) Eliminate or modify programs that have
unbalanced $/commuter ratios• GRH Program• “Ride to Win”
Sync activities “Touch” all audiences while balancing
the workload
Workshop Exercise
Creating an Event Calendar
(see Handout)
Seaport TMA’s Strategic Plan
Next steps Finalize concepts and roadmaps for
future activities Create budget for each proposed activity Draft a timeline for each initiative Implement!
Thank you!
Lauren Grymek, Director, Seaport TMA
617-385-5510
Ian Todreas, Senior Manager, ERG
617-357-4623
