strategic planning and governance ram planning retreat michael e. gallery, phd, cae president opis,...
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Strategic Planning and GovernanceRAM Planning Retreat
Michael E. Gallery, PhD, CAE
President
OPIS, LLC
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Strategic Planning Addresses… Why does the organization exist? Whose needs will we meet? Which needs will we met? How will we meet those needs? To what level of satisfaction?
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Performance Improvement Model
Organizational
InputsPerformance Outputs
Evaluation
© Copyright OPIS,LLC 2005All rights reserved
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Basic Components of Strategic Planning
Organizational
InputsPerformance Outputs
Policies
Staff talents
Processes
Budget
Staff structure
StrategiesTacticsMeetingsPublicationsMember Benefits
Membership NumbersMeeting attendanceNet profitGross revenue
© Copyright OPIS,LLC 2005All rights reserved
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Carver’s Role for Boards Keepers of the vision Protectors of organizational values External focus Outcome driven organization Separate large issue from small Forward thinking
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Carver’s Role for Boards Enable productivity Enforce discipline Balance control Use time wisely
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Focusing on Results
Whose needs? Which needs? To what level of satisfaction?
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The Major Threat to Leadership…
Focusing on internal structure and process
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Confusing Means with Ends
Activities Processes Technology Conditions Structure
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Mission Value proposition What value the organization can uniquely provide Results oriented Succinct Compelling How will the environment be improved as a result of
RAM being in business?
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Mission Examples Literate Ohio Citizens Enhanced Demand for Realtor’s Services A public well-served by a competent,
honorable and independent legal profession
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Finance Objectives1. To have $600k in reserve 2. Increase net revenue by X3. Balance the budget 4. *Budget for 5% net per year -achieve5. $300 k in reserve, $100k , a sustainable state-
wide revenue engine6. *To have X% in reserve7. To increase the gift cert. sales by X
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Membership1. Increase retention to 80% over 3 years2. Increase diversity of membership along the
lines of ownership, cuisine, and location3. Increase market share by X %4. * Increase retention by X%5. Increase member satisfaction6. * Increase market share from X to Y7. * Increase member revenue by X
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Organization1. Improved marketing - through use of Allied member2. Ensure that committee charges come from the strategic
plan3. * Identify a market vehicle that translates the value of
RAM to the food service industry4. Increase non-board member committee involvement from
X to Y5. Board to be more reflective of the membership6. * Increase membership involvement in the organization7. Stabilize the internal structure of RAM8. Motivated highly effective staff
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Focus of Outcomes Finance Customer Organization
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SMART Outcomes Specific Measurable Achievable Relevant Timely
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The Board’s Challenge 3-6 Smart outcomes Based on member/constituent needs Within RAM’s capacity Based on an analysis of the gap between what
is and what should be.
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RAM Interview Report
Michael E. Gallery, PhD, CAEPresidentOPIS, LLCJune, 2009
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1. What, in your opinion, is the major mission and purpose of RAM?
Preserve. Protect, and represent the restaurant industry
Be a voice for the restaurant industry
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2. What external environmental factors help or hinder RAM’s ability to
meet its mission?
• The economy• Increased taxation and
regulation• Many divergent voices --
difficult to gain consensus
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3. What are RAM’s strengths?
• Very strong president and leader• Strong advocacy program• Excellent government affairs director• Nimble in a crisis (e.g., swine flu
crisis)• Education programs
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4. Where does RAM need to improve?
• Need to communicate the value of membership
• We have a history of doing things the same old way
• Need to be seen as representing and serving the entire state, not just Baltimore
• Some programs are not competitively priced
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5. What is the Most Serious Problem Facing the Industry?
• Taxes and regulation• Declining sales• Rising operational costs in the face of
slim margins• Staffing not the issues it has been in
the past
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6. What two major objectives would you like to see RAM achieve in the
next 12-24 months?
• Grow membership• Expand services throughout the state• Offer more competitive programs• Continue to be a force in the state
capital