Strategic Planning and Transitioning

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					Strategic Planning and
Transitioning
   ESSCO AGM
   June 28, 2008
   Jordan Black, Queen‟s University
Outline

  Purpose of the Strategic Plan
  The Planning Process and Components
   of a Strat Plan
  Achieving Your Goals
  Transitioning Initiatives to Future Years
Purpose of the Strategic Plan

  Define who you are
  Outline your priorities
  Create a road map for your year ahead
      Serves as a framework for decisions or for
       securing support/approval.
      Provides a basis for more detailed planning.

    Lets you see where you are and where
     you want to go
Purpose of the Strategic Plan

  A strat plan can help keep you working
   towards your objectives, without getting
   caught up in other things
  Allows you to easily communicate to
   future years what you have done, or
   what remains to be done
Purpose of the Strategic Plan
“What‟s the use of running if you aren‟t on
  the right road?”
                - German proverb
The Planning Process

  Mission and
  Objectives

                Environmental
                  Scanning



                                  Strategy
                                Formulation

                                             Strategy
                                          Implementation

                                                           Evaluate the
                                                             Results
The Planning Process

   Define Who You Are

   Assess your Current Situation
   Determine your Goals and Objectives
   Develop Action Plans
   Create a Timeline to accomplish action plans
   Develop a Budget
Components - Purpose Statement

  The Purpose Statement should simply
   define the reason your organization
   exists
  It should encompass the vast majority (if
   not all) of the initiatives your society
   undertakes
  Any objective should be derived from this
   statement
Components - Purpose Statement

    Example: Procter & Gamble
     “We will provide branded products and
      services of superior quality and value that
      improve the lives of the world's consumers,
      now and for generations to come. As a
      result, consumers will reward us with
      leadership sales, profit and value creation,
      allowing our people, our shareholders and
      the communities in which we live and work
      to prosper.”
Components - Vision Statement
  The Vision Statement should provide a
   description of where you ultimately
   want your organization to be
  This statement summarizes the “perfect
   world” for your organization
Components - Vision Statement

    Example: McDonald‟s
     “Our vision [is] to be Canada‟s „best‟
     quick service restaurant experience.”
Components - Purpose and Vision

  What is the Purpose of your
   organization? What is your Vision for
   your organization?
 (Take 5-10 minutes and try to write them
   out!)
Components - Values

  Define what is important for your
   organization
  Objectives are in line with your values
  Provide a “line” at which point taking a
   certain action is unacceptable,
   regardless of the benefits associated
   with it
Components - Values

    Example: Boeing
        Leadership
        Integrity

        Quality

        Customer Satisfaction

        People Working Together

        A Diverse and Involved Team

        Good Corporate Citizenship

        Enhancing Shareholder Value
Components - Situational Analysis

 Use the S.W.O.T. Analysis:
  Strengths
        Internal factors which give your group an advantage
    Weakness
        Internal factors which put your group at a disadvantage
    Opportunities
        External factors that you have little influence over, but could
         be used to your advantage
    Threats
        External factors that you have little influence over and that
         may be a disadvantage to your group.
Components - Situational Analysis

 Example: Typical EngSoc
  Strengths
        Committed volunteers/employees, Dean support,
         assistance through CFES, ESSCO etc.
    Weaknesses
        Yearly transition, students with little experience,
         limited funding available
    Opportunities
        Wage subsidies, image of an engineer, impression-
         free first years, passionate alumni
    Threats
        Drinking age, image of an engineer, competition,
         Bill 159 (security), University politics
Components - Situational Analysis

    What are some strengths, weaknesses,
     opportunities and threats for your
     EngSoc?
Components - Action Plans
 Use the OGSM Method:
  Objective:
            What you are trying to accomplish on the grand scale
    Goals
            Initiatives you will undertake to achieve your objective(s)
    Strategies
            The steps you will take to achieve your goals
    Measures
            The benchmarks you will use to determine whether you
             have achieved your goals or not
            Measures can include a number of people attending, a
             voter turnout percentage, or dates by which you will
             complete a task, etc.
Components - Action Plans
    Objective         Goals               Strategies          Measures              Responsibl e
    To improve the    Improve and         Institute a long-   Complete long-        Jordan
    overall quality   update              term strategic      term strategic plan   Black, Chris
    of the Queen’s    Engineering         planning process    by end of year,       Bimm, Andy
    Engineering       Society structure                       and develo p          Nishimura
    experience        and support                             process to update
                      systems to                              it
                      ensure              Update society      Remove           Jordan
                      sustainability of   structure an d      redundant        Black,
                      student             support system      positions and    M arinos
                      initiatives         with a focuson      enhance existing Tryphonas,
                                          ensuring all        ones such that noChris Bimm,
                                          positions are       position goes    Andy
                                          relevant and        unfilled         Nishimura,
                                          attractive                           Adam
                                                                               Zabrodski
                                          Hire a p ermanent Obtain permanent Jordan Black
                                                                       rt
                                          general manager staff suppo for               n
                                                                               and M ari os
                                          and bookkeeper    beginning of       Tryphonas
                                                            September
                                          Transfer          Pass policy by     M arinos
                                          governance of     second Council     Tryphonas,
                                          services to BOD meeting of year      Jordan Black
                                          Increased         Host at least five Chris Bimm,
                                          internal          events involving   Andy
                                          collaborations    more than one      Nishimura
                                          between           club/team/service
                                          EngSoc’s
                                          branches
Components - Action Plans
  Most important part of your plan!
  What you will do and when you will do it.
  An action plan assigns specific actions to each
   strategic project, a deadline date, and who is
   responsible for its execution.
  Remember the two most important constraints:
        Time
        Money
    You can only do so much in one year! Focus
     on the most important ones
“However beautiful the strategy, you
  should occasionally look at the results.”
     - Winston Churchill
Achieving Your Goals - Timeline

  Timelines should be incorporated into
   your Action Plans
  See what needs to be done, who needs
   to do it and when it starts and completes.
  Focus on setting goals between the
   milestones throughout the year – this is
   important to track your progress
   throughout the year
Achieving Your Goals - Budget

  Strat planning and budgeting are
   interrelated!
  You need to know where you are going
   before you can plan how to get there
  Your budget should reflect your Action
   Plans
  Do your budget only AFTER your strat
   plan has been completed
Achieving Your Goals - Follow Through

   Follow through on the goals you have set
    out.
   Re-evaluate your objectives and action
    plans as you progress through your term
       If a goal or strategy is no longer relevant,
        update/cut it
       If new projects come up that are within your
        scope and budget, add them in
       Check in with your team as well - hold each
        other accountable!
Transitioning Initiatives to Future Years

   Strategic plans are also great transition
    tools
   Go through your plan with your
    successor
          Explain what you accomplished and how you did
           it
          Also go over any goals that you did not meet -
           they can learn from your mistakes
     Suggest future steps they can take that
      would build on the progress you made
“The only man who never makes a mistake
  is the man who never does anything.”
          - Theodore Roosevelt
References
  Jory Platt, Procter & Gamble
  http://www.pg.com/company/who_we_are/ppv.jhtml
  AMS Guide to Strategic Planning (Claude Sherren)
  EngSoc Strategic Planning Documents (Connor
   Langford)
  http://www.mcdonalds.ca/en/aboutus/values.aspx
  http://www.boeing.com/companyoffices/aboutus/ethics
   /integst.htm