1 Matt H. Evans, Workshop on the Strategic Planning Model 2 Matt H. Evans, Workshop OverviewWorkshop Overview Clearly define the complete strategic planningClearly define the complete strategic planning processprocess Explain how to create and execute a strategicExplain how to create and execute a strategic planplan Provide a common model that the entireProvide a common model that the entire organization can followorganization can follow 3 Matt H. Evans, Your nameYour name EmployerEmployer PositionPosition Why are you here? (Expectations)Why are you here? (Expectations) IntroductionsIntroductions 4 Matt H. Evans, What is Strategic Planning?What is Strategic Planning? Process to establish priorities on what you willProcess to establish priorities on what you will accomplish in the futureaccomplish in the future Forces you to make choices on what you will doForces you to make choices on what you will do and what you will not doand what you will not do Pulls the entire organization together around aPulls the entire organization together around a single game plan for executionsingle game plan for execution Broad outline on where resources will get allocatedBroad outline on where resources will get allocated 5 Matt H. Evans, Why do Strategic Planning?Why do Strategic Planning? If you fail to plan, then you plan to fail If you fail to plan, then you plan to fail bebe proactive about the futureproactive about the future Strategic planning improves performanceStrategic planning improves performance Counter excessive inward and shortCounter excessive inward and short- -term thinkingterm thinking Solve major issues at a macro levelSolve major issues at a macro level Communicate to everyone what is most importantCommunicate to everyone what is most important 6 Matt H. Evans, Fundamental Questions to AskFundamental Questions to Ask Where are we now? (Assessment)Where are we now? (Assessment) Where do we need to be? (Gap / Future EndWhere do we need to be? (Gap / Future End State)State) How will we close the gap (Strategic Plan)How will we close the gap (Strategic Plan) How will we monitor our progress (BalancedHow will we monitor our progress (Balanced Scorecard)Scorecard) 7 Matt H. Evans, A Good Strategic Plan should . . . A Good Strategic Plan should . . . Address critical performance issuesAddress critical performance issues Create the right balance between what theCreate the right balance between what the organization is capable of doing vs. what theorganization is capable of doing vs. what the organization would like to do organization would like to do Cover a sufficient time period to close theCover a sufficient time period to close the performance gapperformance gap Visionary Visionary convey a desired future end stateconvey a desired future end state Flexible Flexible allow and accommodate changeallow and accommodate change Guide decision making at lower levels Guide decision making at lower levels operational, tactical, individualoperational, tactical, individual 8 Matt H. Evans, Strategic Planning ModelStrategic Planning Model A B C D EA B C D E Environmental Scan Assessment Background Information Situational Analysis SWOT Strengths, Weaknesses, Opportunities, Threats Situation Past, Present and Future Significant Issues Align / Fit with Capabilities Mission useful; inclusive of several types of measure; designed to measure the most important activities of the organization Reliable: Consistent Accurate - Correct Timely Available when needed: designed to use and report data in a usable timeframe Confidential and Secure: Free from inappropriate release or attack Criteria for Good MeasuresCriteria for Good Measures Down to Specifics 43 Matt H. Evans, Examples of MeasurementsExamples of Measurements Lead IndicatorsLead Indicators Down to Specifics Average time to initiate customer contact = shorter time should lead to better customer service Average response time to incident = below average response times should lead to increased effectiveness in dealing with incident Facilities that meet facility quality A1 rating = should lead to improved operational readiness for meeting customer needs 44 Matt H. Evans, Examples of MeasurementsExamples of Measurements Lag IndicatorsLag Indicators Down to Specifics Overall customer satisfaction rating = how well you are doing looking back Business Units met budgeted service hour targets = after the fact reporting of service delivery volume Number of category C safety accidents at construction sites = historical report of what has already taken place 45 Matt H. Evans, TargetsTargets Down to Specifics For each measurement, you should have at least one target Targets should stretch the organization to higher levels of performance Incremental improvements over current performance can be used to establish your targets Targets put focus on your strategy When you reach your targets