Strategic Planning Retreat   Strategic Planning Overview
Detroit Executive Service Corp Since 1982 the DESC has been the trusted “go-to”    resource in the non-profit community fo...
Sampling of DESC Strategic         Planning Clients•   Baldwin Public Library (Birmingham)•   Birmingham Historical Museum...
Why Have a Strategic Plan• Provides organization focus• Provides a roadmap for the future and  accomplishment of the missi...
What Is Strategic Management                Detroit Executive Service Corp 1/29/2013                                      ...
Strategic Management…DESC• A systematic, comprehensive business process, which  results in a common view of an organizatio...
DESC Strategic Management             Model                                                                               ...
Strategic Management Model           External            Audit                                 Key                        ...
Strategic Management Product • Detailed multi-level plan that must be   implemented and tracked • Developed by organizatio...
What’s Required of BIAMI       Participants In Process?•   Diversity of ideas and thought•   Commitment•   Attendance•   B...
Strategic Planning Workflow                       DESC            StrategicPlanning Workflow             Strategic Plannin...
Mission - Vision - Core ValueThese three elements form the framework for planning  and decision-making in an organization,...
The External Audit• Identification and evaluation of trends and events  beyond control of the organization, e.g.,         ...
Internal Audit• Parallels process of external audit• Determines an organization’s   – Strengths   – Weaknesses       Meth...
SWOT Analysis• Process of analyzing and matching  opportunities & threats and strengths &  weaknesses to determine key str...
KSI’s Bridge The Gap Between The      Present And The Future                 Detroit Executive Service Corp 1/29/2013     ...
Key Strategic Issues (KSI’s)• Reduce or eliminate the greatest threats and  weaknesses• Leverage the greatest opportunitie...
Strategic Objectives• Sub-goals designed to address key  KSI’s/strategic goals• Few (2-5) per strategic issue• Will drive ...
KSI’s And Objective Examples• KSI: Agency growth hampered by weak financial  condition*• Strategic Objectives:      –     ...
Action Plans• The “meat” of the strategic management process.• Sometimes called the “Business Plan” or “Operating  Plan”• ...
Action Plan (Example) Strateic Goal: Provide sufficient financial resources to accomplish mission Strategic Objective: Inc...
Key Metrics• Establish annual targets for key metrics that  measure accomplishment of Strategic Goals      – Ideally one t...
Strategy Measurement       Evaluation & Adjustment•       A Strategic Plan is “living”—it needs constant        monitoring...
Final Steps• Obtain Board approval• Develop internal implementation plan:      – Appoint Goal Champions      – Monitoring ...
Work Plan For Development Plan • This Retreat will work on the process through   the SWOT Analysis—the “high level” input ...
DESC Strategic Management Model           External            Your goal            Audit                today             ...
RETREAT AGENDA – SEE HANDOUT                Detroit Executive Service Corp1/29/2013                                       ...
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DESC Strategic Planning

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  • 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.
  • Desc biami presentation

    1. 1. Strategic Planning Retreat Strategic Planning Overview
    2. 2. 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 Detroit Executive Service Corp 1/29/2013 2 Brain Injury Association of Michigan
    3. 3. Sampling of DESC Strategic Planning Clients• Baldwin Public Library (Birmingham)• Birmingham Historical Museum and Park• Cranbrook House and Gardens Auxiliary• Detroit Historical Society• Museum of African American History (Detroit)• Motor City Blight Busters• Marshall Area Chamber of Commerce• North Oakland Headwaters Land Conservancy• The Community House (Birmingham)• Tolfree Foundation for West Branch Medical Center• YES Foundation Detroit Executive Service Corp1/29/2013 3 Brain Injury Association of Michigan
    4. 4. Why Have a Strategic Plan• Provides organization focus• Provides a roadmap for the future and accomplishment of the mission• Creates a living document that can incorporate change• Funders will ask for it Detroit Executive Service Corp1/29/2013 4 Brain Injury Association of Michigan
    5. 5. What Is Strategic Management Detroit Executive Service Corp 1/29/2013 5 Brain Injury Association of Michigan
    6. 6. Strategic Management…DESC• A systematic, comprehensive business process, which results in a common view of an organization’s mission and vision and the means to attain them• Identifies 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 strengths• Creates a living document – one that should be continuously evaluated and modified, incorporating changes in external and internal factors that impact the organization Detroit Executive Service Corp1/29/2013 6 Brain Injury Association of Michigan
    7. 7. DESC Strategic Management Model Measure,Mission, Vision Key Strategic Strategic SWOT Action Plans Evaluate & & Value Issues & Goals Objectives Adjust Detroit Executive Service Corp1/29/2013 7 Brain Injury Association of Michigan
    8. 8. Strategic Management Model External Audit Key Measure,Mission, Strategic Strategic Vision Action Evaluate SWOT Issues & Objectives & Plans & Adjust GoalsValues Internal Audit 8 8
    9. 9. Strategic Management Product • Detailed multi-level plan that must be implemented and tracked • Developed by organization’s Strategic Planning Team • Includes involvement by key stakeholders • 2-5 year coverage (usually 3) • Requires approval and ongoing involvement of Board • Basis for continuous review and improvement • A beginning, not an end! Detroit Executive Service Corp 1/29/2013 9 Brain Injury Association of Michigan
    10. 10. What’s Required of BIAMI Participants In Process?• Diversity of ideas and thought• Commitment• Attendance• Buy-in and consensus• Open and transparent meetings• DESC consultants facilitate; BIAMI personnel do the work Detroit Executive Service Corp1/29/2013 10 Brain Injury Association of Michigan
    11. 11. Strategic Planning Workflow DESC StrategicPlanning Workflow Strategic Planning ModelMission Objective Key Implementation 1A Objective 1A External Strategic Action Plan with Audit Action Steps Issue 1 Objective 1B Core SWOT Values Internal Objective Audit 2A Key Strategic Objective Vision Issue 2 2B Detroit Executive Service Corp1/29/2013 11 Brain Injury Association of Michigan
    12. 12. 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-term – In 3-5 years • Core Values--What are our basic beliefs? Detroit Executive Service Corp1/29/2013 12 Brain Injury Association of Michigan
    13. 13. The External Audit• Identification and evaluation of trends and events beyond control of the organization, e.g., – Increased competition – Changes in demographics – Changes in the economy – Changes in government programs – Changes in technology• What to look for: – Opportunities to be exploited – Threats to be avoided Detroit Executive Service Corp1/29/2013 13 Brain Injury Association of Michigan
    14. 14. Internal Audit• Parallels process of external audit• Determines an organization’s – Strengths – Weaknesses  Methods: Existing data, focus groups, questionnaires• Together with External Audit’s opportunities and threats will drive SWOT and identification of Key Strategic Issues (KSI’s) Detroit Executive Service Corp1/29/2013 14 Brain Injury Association of Michigan
    15. 15. SWOT Analysis• Process of analyzing and matching opportunities & threats and strengths & weaknesses to determine key strategic issues• Key strategic issues (KSI’s) support accomplishment of the mission and vision or threaten their accomplishment Detroit Executive Service Corp1/29/2013 15 Brain Injury Association of Michigan
    16. 16. KSI’s Bridge The Gap Between The Present And The Future Detroit Executive Service Corp 1/29/2013 16 Brain Injury Association of Michigan
    17. 17. Key Strategic Issues (KSI’s)• Reduce or eliminate the greatest threats and weaknesses• Leverage the greatest opportunities and strengths• Most critical to success of the organization• Required to drive mission and vision• Few (4-6) in number• Cover time-frame of Strategic Plan (2-5 years)Note: Most organizations re-state these in terms of Strategic Goals Detroit Executive Service Corp1/29/2013 17 Brain Injury Association of Michigan
    18. 18. Strategic Objectives• Sub-goals designed to address key KSI’s/strategic goals• Few (2-5) per strategic issue• Will drive the organization• Need not be measurable (yet) Detroit Executive Service Corp1/29/2013 18 Brain Injury Association of Michigan
    19. 19. KSI’s And Objective Examples• KSI: Agency growth hampered by weak financial condition*• Strategic Objectives: – Increase annual revenue – Maximize operational efficiency – Reduce operating cost – Increase use of volunteers*Worded as Strategic Goal: Provide sufficient financial resources for agency to accomplish mission and vision Detroit Executive Service Corp1/29/2013 19 Brain Injury Association of Michigan
    20. 20. Action Plans• The “meat” of the strategic management process.• Sometimes called the “Business Plan” or “Operating Plan”• Two or more actions per Strategic Objective – What needs to be done? – Who is responsible? – When does it have to be completed? – How is it measured (metric)? – Resources (people, $) required Detroit Executive Service Corp1/29/2013 20 Brain Injury Association of Michigan
    21. 21. Action Plan (Example) Strateic Goal: Provide sufficient financial resources to accomplish mission Strategic Objective: Increase Annual Revenue Action Responsibility Start End Measurement Resources Example: 1.Develop Agency Director of 2Q 13 3Q 13 2013 revenue 20 hours + $250 Fundraising Plan Development req. of $250,000 for admin support a. (Detailed steps, if b. appropriate) 2.Develop Membership Director of 3Q 13 4Q 13 2013 revenue 20 hours Growth Plan Marketing req. of $100,000 Detroit Executive Service Corp1/29/2013 21 Brain Injury Association of Michigan
    22. 22. Key Metrics• Establish annual targets for key metrics that measure accomplishment of Strategic Goals – Ideally one target per strategic goal – Can be more than one per goal• Track current progress monthly; review at Board meetings – Use “Dashboard” Detroit Executive Service Corp1/29/2013 22 Brain Injury Association of Michigan
    23. 23. Strategy Measurement Evaluation & Adjustment• A Strategic Plan is “living”—it needs constant monitoring due to changes in the environment• “The only constant in life is change”• Three basic activities: – Continuously evaluate changes in external and internal audit – Measure organizational performance by comparing expected to actual results – Take corrective actions to ensure performance conforms to plans Detroit Executive Service Corp1/29/2013 23 Brain Injury Association of Michigan
    24. 24. Final Steps• Obtain Board approval• Develop internal implementation plan: – Appoint Goal Champions – Monitoring group—Strategic Planning Committee, or Executive Committee – Timing--usually once a month• Return to Board on regular basis to review progress• Revise as necessary Detroit Executive Service Corp1/29/2013 24 Brain Injury Association of Michigan
    25. 25. Work Plan For Development Plan • This Retreat will work on the process through the SWOT Analysis—the “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. Detroit Executive Service Corp 1/29/2013 25 Brain Injury Association of Michigan
    26. 26. DESC Strategic Management Model External Your goal Audit today Key Measure,Mission, Strategic Strategic Vision Action Evaluate SWOT Issues & Objectives & Plans & Adjust GoalsValues Internal Strategic Planning Team Audit 26 26
    27. 27. RETREAT AGENDA – SEE HANDOUT Detroit Executive Service Corp1/29/2013 27 Brain Injury Association of Michigan

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