Strategic Planning WSF CEO Conference Manchester 2007 Failing to Plan is Planning to Fail. Failing to Plan is Planning to Fail. Planning Processes Consultation Phase • Workshops • Planning Tools • Analysis • Groups • Focus Groups • Stakeholder Groups Failing to Plan is Planning to Fail. Into the Future • Strategic Plan • Management Plan • Long Term Plan • Vision • Mission • Values • Goals • Overview • Background • History • Highlights • The Previous Plan Failing to Plan is Planning to Fail. Phased Delivery • Operational Plan • Development Plan • Short Term Plan • Annual Plan • Key Result Areas • Key Performance Areas • Key Performance Indicator • Performance Measures • Milestones (should we have Kilometrestones?) • Benchmarking • Action • Tactic • Project • Business Case Failing to Plan is Planning to Fail. Phased Delivery • Resources • Prorities • Timelines • Timeframe • Personel • Who • Responsibility • Business Teams • Budget • Cost/Costed/Fully Costed • Funding • Review • Annual Review • Reporting • Summary of Outcomes Failing to Plan is Planning to Fail. Specific Plans • Risk • Marketing • Project Plan • High Performance • Development Plan The Tools • Analysis such as SWOT – Strengths, Weaknesses, Opportunities & Threats • Pose or ask questions • Idea generation – Thinking Hats – Mind Mapping Exercise – Mind Mapping Idea generation tool Exercise – Mind Mapping Idea generation tool • Beer Drinking? Exercise – Mind Mapping Idea generation tool • Beer Drinking? – Group 1 – What are the benefits of beer drinking? – Group 2- What are the problems with beer Drinking? Exercise – Mind Mapping • Beer Drinking? – Group 1 – Q2 – For each cell, how can I maximise the impact or opportunity? – Group 2- Q2 - For each cell, how can I minimise the impact? Exercise – Mind Mapping • Beer Drinking? – Group 1 – Q2 – For each cell, how can I maximise the impact or opportunity? – Group 2- Q2 - For each cell, how can I minimise the impact? Report & Assessment. – How many ideas/options/tactics/actions did we generate? World Squash Federation Strategic Plan for Squash 2006-2009 Background • The purpose of this document is to align the Squash community on the vision, goals and strategies for the sport. These elements should be common to all organisations involved with Squash and not specific to the World Squash Federation (WSF). The timeframe has been set to 2009 to give us sufficient time for learning and to coincide with the Olympic Programme Review cycle; but the intention is that this will be a “living” document; allowing us to adjust strategies. This Strategic Plan has already guided WSF in the development of its Forward Plan for 2006/2007 and a similar approach is expected in future years. Other organisations will ideally use this document as a guide to develop their own Business Plans. Vision • Squash is an Olympic sport with thriving competitions and a growing player base in every WSF Region. World Squash Federation Strategic Plan for Squash 2006-2009 Goals • Raise the profile of the sport • Develop Squash in every WSF Region • Put our best case forward to achieve Olympic inclusion at the 2009 IOC Session • Sustain effective and efficient governance of the sport. – Note: The specific targets in each area will be published in the Forward Plans, starting 06/07 WSF Mission • To build Squash’s visibility and profile via World Championships and Major Games and provide aid to its members in grass roots development. Overall Strategies • Manage Squash as a global brand with all organisations helping to build and nurture it • Become externally focused – reach out to new audiences, media outlets and world sport influencers. World Squash Federation Strategic Plan for Squash 2006-2009 Division of Roles 1. Profile – This is a complex, continuous project. Strategically, we have decided to focus on raising the profile of key events. Therefore, WSF will work on raising the profile of the WSF World Championships 2. Development – With assistance from Regional Federations, Member National Federations should lead local development. WSF shall have a role of coordination, facilitation and monitoring. The PSA and WISPA also have a role in Development 3. Olympics – WSF should continue to lead this initiative with assistance from Regional Federations, Member National Federations, the PSA and WISPA 4. Governance – WSF/PSA/WISPA should co-lead these activities with Regional Federations and Member National Federations assisting in enforcing the systems. Beware the lineal approach! • Challenge your thinking! Beware the lineal approach! • Use mind mapping to gain connectivity! Beware the lineal approach! Use mind mapping to gain connectivity! • Recent brief discussion with WSF – Attach the CEO Conference to World Junior Championships each year. Beware the lineal approach! Use mind mapping to gain connectivity! • Recent brief discussion with WSF – Attach the CEO Conference to World Junior Championships each year. • WSF Olympic inclusion drive • Attendance of New Nations @ World Juniors • Growing the CEO Conference attendance • Consistent with AGM attached to World Open Beware the lineal approach! • Use mind mapping to gain connectivity! – WSF Olympic inclusion drive – Attendance of New Nations @ World Juniors – Growing the CEO Conference attendance – Consistent with AGM attached to World Open • Meet at IOC Headquarters • IOC at event & at Conference • Show the IOC our growth in new nations • Up-skill developing nations Challenges In Your Planning? Challenges In Your Planning? • Are you being long term or just ‘putting out fires’! • You must put distance between yourself and the sport while embracing the planning process! • Identifying change for growth even when the organisation is going well? • How to embracing and deliver change. • Prioritising – Force yourself to split into Low, Medium and High equally. • Are you applying your resources to the priorities? • Are you investing in the future (eg The Olympic Strategy).