Roy Barker from Moore Diversified Services gave a presentation on strategic planning. He began with an introduction of himself and his company, which provides consulting services to senior living and healthcare organizations. He then defined strategic planning as establishing long-term goals and outcomes measured over 2-4 years. Barker said the key first steps are forming a planning team, doing a SWOT analysis to assess internal strengths/weaknesses and external opportunities/threats, and examining key performance indicators like finances, marketing, and employee turnover. Participants were invited to a follow-up presentation on developing a full strategic plan.

1. Strategic Planning
Series Part I:
“Where Do I Begin?”
Brought to you by:
Moore Diversified Services
Presented by:
Roy Barker
Presentation Date and Time:
November 6, 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 may email me directly at roybarker@m-d-s.com|
 Please take a moment to complete the two-question survey at end of presentation
 Today’s Outline
 Introductions
 SWOT Analysis
 Data Driven Key Indicators
 Financial
 Marketing
 Employee Turnover
 Part II – Strategic Planning – “Putting It All Together” tentative date – 11/20/14

3. Moore Diversified Services
 National 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 Feasible 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 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
 Personnel
 Vision of “where” company is headed or the destination – usually 2 to 4 years out
 Agreement of intended outcomes and/or results
 Should be measurable
 Concrete
 Use Timelines
 Decisions will shape and focus the operation
 End result will communicate intentions to others
 Differs from an Operation Plan which would be a step to accomplish Strategic Plan

6. Why Strategic Planning is Important
 Determines a destination for your business/product/service
 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?
 Choosing a Team
 Board Members and Senior Staff (include all who will be charged with achieving goals)
 From across all lines, departments, and levels
 All seniority levels, from new to the most senior
 Engage a third-party moderator
 Setting 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. The SW - Strengths and Weaknesses
 This is an internal view of your company/community/product or service
 Can be very diverse depending upon what is being evaluated
 Could include:
 Strengths
 What does your organization do best?
 What’s unique about your company, community, or staff?
 What resources do you have access to?
 Weaknesses
 Employees not adequately trained or not trained at all
 Deferred maintenance or improvements
 Sales process to complex or time consuming

10. The OT - Opportunities and Threats
 This is an external view of your company/community/product or service
 Impact of outside forces. Again, can be very diverse
 Could include:
 Opportunities
 New trends you see
 New markets
 Organic growth through new products/services
 Threats
 Existing competition
 New competition
 New technologies

11. Making SWOT Work For You
 Strengths – Build these
 Weaknesses – Resolve these
 Opportunities – Exploit these
 Threats – Avoid these

12. Data Driven High Level
Performance Indicators
 Key Financial/Operational Indicators
 Marketing Metrics
 Employee Turnover – Aggregate Rate

13. Key Financial/Operational Indicators
 Top Line Revenue Reconciliation
 Top Line Expense Department Benchmarking
 EBITDA – Net Operating Income
 EBITDA – Excess Margin
 Operational Cash Flow

14. Marketing Metrics
 Total Leads/Inquiries
 Leads/Inquiries to Vacant Units
 Hot Leads
 Leads/Inquiries to Tours
 Tours to Residents
 Closing Ratios of Marketing/Sales Team
 Cost of Acquisition
 Leads/Inquiries
 Residents
 Audit Digital Footprint

15. Employee Turnover
 Overall Turnover Rate
 Estimated Financial Impact
 Who's Leaving?
 Why Are They Leaving?
 Survey if Necessary
 Net Promoter style
 Would you refer some to live here?
 Would you refer someone to work here?
 Do you plan on leaving in the next year?

16. Recap – Where to Begin
 What is a Strategic Plan?
 Destination or Vision of where you want to be
 Communicates to others
 Measureable 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

17. Join me for Part II of our Strategic Planning Series
Strategic Planning – “Putting It All Together”
November 20, 2014, 1:00pm–1:30pm CST

18. 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!