Roy Barker from Moore Diversified Services presented on strategic planning. He discussed conducting a SWOT analysis and reviewing key performance indicators to assess the current situation. The presentation focused on aligning goals with the organization's mission and vision, setting SMART goals, developing an operational plan, monitoring progress, and refining the plan. Barker emphasized communicating the strategic plan throughout the organization and evaluating results to ensure the goals are achieved.

1. Strategic Planning
Series Part II:
“Putting It All Together”
Brought to you by:
Moore Diversified Services
Presented by:
Roy Barker
Presentation Date and Time:
November 20, 2014
1:00pm – 1:30pm CST
Contact Information:
Roy Barker
roybarker@m-d-s.com
(817) 925-8374

2. Thanks For Joining Us
• Slightly Different Format
• 30 Minutes
• If no time for questions you can email me directly at roybarker@m-d-s.com
• Today’s Outline
• Introductions
• Recap of:
- SWOT
- Key financial indicators
• Align with company mission and vision
• Set measurable and realistic goals and timelines
• Develop an Operational Plan
• Monitor and Evaluate
• Refine and Adjust

3. Moore Diversified Services
• Full Service Boutique Consulting Firm
• Specializing In Senior Living and Healthcare, both For Profit and Not-For-Profit
• 40+ Years of Experience
• Services Offered
• SWOT Analysis and Strategic Planning
• Operational Analysis/Benchmarking
• Marketing Analysis, Mystery Shopping, and Tactical Planning
• Employee Turnover Analysis and Retention Strategies
• Investment/Financing Advisory Services
• Lender Due Diligence
• Market/Financial Feasibility Studies and Proformas
• Key Metric Monitoring
• “Shared Executive” Retainer Agreements

4. Roy Barker, Director-Special Projects
• Over 15 years in the industry with MDS
• Education
• BBA – Finance
• MS Gerontology – Long Term Care, Housing, and Services for the Aging
• Pursuing MS – Marketing and an MS – Industrial and Organizational Psychology
• Service
• Dallas Area Agency on Aging Advisory Board
• Former Volunteer Long Term Care Ombudsman State of Texas
• Member Senior Living Round Table – Dallas and Boston
• Specialties
• Operations
• Marketing
• Employee Retention
• Training/Coaching

5. What is Strategic Planning?
• Can be used for
• Corporation
• Business Division
• Community
• Products or Services
• Vision of “where” company is headed or the destination – usually 2 to 4 years out
• Agreement of intended outcomes and/or results
• End result will communicate intentions to others
• Differs from an Operation Plan which would be the step to accomplish Strategic Plan

6. Why Strategic Planning is Important
• Determines a destination for your business/product/service to go
• A Strategic guide to “plan your work and work your plan”
• A reference for staff so team is moving in the same direction
• Will help define use of resources and energy
• Used as a guide to Operational Planning
• Litmus Test for future decisions
• Provides measurable goals
• Used to evaluate processes and procedures
• When done correctly the process is as important as the results

7. Where to Start?
• Pick a Team
• Board Members and Senior Staff (Include all that will be charged with achieving goals)
• From across all lines, departments, and levels
• All seniority levels, from new to the most senior
• Set Up Planning Meetings
• Schedule a series of meetings
• Remove all distractions
• Interruptions for emergencies only
• Keep sessions positive
• Provide safe and encouraging environment
• Where are you now?
• SWOT Analysis
• Data driven high level performance indicators

8. SWOT Analysis
• Strengths, Weaknesses, Opportunities, and Threats
• Takes a look inside and outside the company
• Starts planning process
• Determines where you are
• As with Strategic Planning can be used for:
• Corporation
• Business Division
• Community
• Products or Services
• Personnel

9. Making SWOT Work For You
• Strengths – Build on These
• Weaknesses – Resolve These
• Opportunities – Exploit These
• Threats – Avoid These

10. Data Driven High Level
Performance Indicators
• Key Financial/Operational Indicators
• Benchmarking operations
• Occupancy
• Margins
• Cash Flow
• Marketing Metrics
• Leads per vacant unit
• Leads to tours
• Tours to close
• Cost per acquisition
• Employee Turnover – Aggregate Rate
• Turnover rate
• Financial Impact
• Who’s leaving

11. Now That We Have a Starting Point
Revisit and Review or Develop If Necessary
• Mission Statement – Why are you in business, statement of purpose
• Vision Statement – Where you want to be, what you want to achieve mid to long term
• Values – What you stand for, operating philosophies and principles
• Culture – Human Behavior, Combination of Vision and Values

12. Setting Goals
• Make Sure They Align with Mission, Vision, Values, and Culture
• Ask the Tough Questions
• Request Data
• Research Solutions
• Use SWOT Analysis Results
• Goals
• Concrete
• Measureable
• Ambitious but attainable
• Establish Realistic Timelines
• Be Consistent

13. SMART System
• S – Specific
• M- Measurable
• A – Achievable
• R – Realistic
• T - Timely

14. Some Additional Questions
• What are key non-negotiables critical to company/community success?
• What behaviors or processes do you want to see changed?
• What are obstacles that can get in the way?
• What will your organization look like in 5-10 years?
• What do you want to achieve?
• What does your success look like?

15. Sample Resident Care Goals
• Increase Resident Net Promoters by X bps over the next 36 months
• Reach and maintain X% Net Promoters months 36 and beyond
• Acknowledge and respond to resident and family complaints within X hours
• Decrease by X% each year those residents that leave to go to another AL
• Increase resident engagement/participation by X% year over year

16. Sample Human Resources Goals
• Decrease Employee Turnover by X bps over the next 24 months
• Achieve and maintain employee turnover rate at or below X% in 2 years
• Increase employee training by X hours each of next 5 years
• Increase staff Net Promoter ratio by X% in each of next 2 years
• Achieve and maintain staff Net Promoter ratio of X% in years 3-5

17. Sample Financial Goals
• Increase Revenue by X% in 6 months, X% by 12 months, and X% by 36
• Increase Level of Care Revenue to X% of Total Revenues in 36 months
• Hold Expense to X% increase year over year
• Increase Excess Margin by X bps each year
• Increase cash flow by $X or X% in 24 months

18. Sample Marketing Goals
• Increase occupancy by X bps each of the next 2 years
• Maintain X% occupancy in years 3-5
• Increase HOT leads category by X number of leads each month
• Increase tours to X% of leads by the end of 12 months
• Achieve/Maintain a closing rate of X% of tours by 12 months

19. Wrapping Up The Process
• Distribute Final Draft to Committee Members
• Distribute a Final Draft to Entire Company
• Encourage Constructive Feedback
• Test Assumptions Made
• Develop Operational Plan to Achieve Strategic Goals
• Determine who is accountable
• Report Implementation Milestones
• Evaluate the Progress
• Measure the Results
• Reward Employees That Make It Happen

20. Recap – Where to Begin
• What is a Strategic Plan?
• Destination or Vision of where you want to be
• Communicates to others
• Measurable targets
• Why Develop a Strategic Plan?
• Communicates desires
• To measure progress
• Process is as important as the plan
• SWOT Analysis
• Internal and external view of company/community/product or service
• Starting point to map success
• Data Driven High Level Performance Indicators
• Key financial indicators
• Marketing metrics
• Employee Turnover – Aggregate rate

21. Recap – Putting It All Together
• Revisit or Develop Company
• Mission Statement
• Vision Statement
• Company Values
• Company Culture
• Set Goals - SMART
• Specific
• Measurable
• Achievable
• Realistic
• Timely
• Communicate
• Evaluate
• Follow up
• Reward/Praise

22. Questions or Comments?
If you have questions or comments
Please feel free to email or call Roy Barker at:
roybarker@m-d-s.com
or
(817) 925-8374
Also, please complete the two-question survey
following presentation. Thank you!