Creating a Strategy Focused Organization
NRPA CongressS t b 26 2007September 26, 2007
B b h ll @ [email protected]
S i O tSession Outcomes
Identify components of Malcolm Baldrige criteria and the balanced scorecardCreate a list of elements necessary to develop success in planning“How to” develop a strategic planStrategy can really be fun, interesting, and not feared…and, it’s everyone’s job…what better way to end the day?
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Wh d St t i Pl i ?Why do Strategic Planning?Continuous improvementS t hSystems approachAligns organizational, divisional, and individual responsibilityp yPerpetuates one team environmentImproves the decision making processF i i t lFocuses on increasing taxpayer valueReduces the randomness of scarce resourcesIncreases communication with other stakeholdersIncreases communication with other stakeholdersBuilds organizational credibilityProvides a future picture
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Gives employees one more thing to be cynical about
T f St t /Pl iTypes of Strategy/PlanningList all of the types of planning your organizationList all of the types of planning your organization does…rate the plan’s successComprehensive plansp pMaster plans…by park, by systemBusiness plansBusiness plansOperational plansStrategic plans bricks and mortarStrategic plans…bricks and mortar and/or leadership infrastructureMarketing plans
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Marketing plans
M l l B ld i C it iMalcolm Baldrige Criteria
Strategic development—the approach to preparing for the future
The process, addressing organizational issues, major objectives, timeframes
Strategic deployment—making the plan comeStrategic deployment making the plan come to life; converting strategy into action
Action plans, resource allocation, just in time, f i ti i lperformance measures, communication, visual
evidence
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S t St t i Pl El tSystem Strategic Plan ElementsCitizen input…both qualitative and quantitativeDemographics, trendsEquity mappingEquity mappingParks/Facilities/Program inventory and analysisOperations, maintenance and financial assessmentOrganizational performance reviewFinancial plan for both operations and capitalVision Mission Values reviewVision, Mission, Values reviewDeployment (communication, measures)
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The Balanced ScorecardThe Balanced ScorecardFour Perspectives
Customer Perspective—To achieve our vision, how must we look to our customersFi i l P ti If d h illFinancial Perspective– If we succeed, how will we look to our taxpayersInternal Perspective To satisfy our customersInternal Perspective—To satisfy our customers which business processes must we excel inLearning and Growth Perspective—To achieve g pour vision, how must our organization learn and improve
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C t P tiCustomer Perspective
Service systemsProduct leadershipProduct leadershipCustomer intimacyB ildi l ti hi ith tBuilding relationships with customersCustomer satisfaction and dissatisfaction
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Fi i l P tiFinancial Perspective
Annual gross revenuesTrends in surplus amountsTrends in surplus amountsBudget varianceAlt ti / t thAlternative revenue/non-tax growthEfficiency
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Internal ProcessInternal Process
Identify key processesExternal and internalExternal and internalManaging processM iMeasuring processBrainstorm ideas about key external processes
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L i d G thLearning and Growth
Foundation to achieve the rest and alignment around strategyg gyIdentify competenciesWhat skills are required?What skills are required?How do we train?
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D fi itiDefinitions
Strategic Themes—broad-macro approaches to direction
Delight the customer, increase customer value, improve customer loyaltyFinancial sustainability expand revenue opportunitiesFinancial sustainability, expand revenue opportunitiesOperational excellence, continuously improve processes, create new ways of doing businessp , y gContinuous employee development, motivated and prepared workforce, all one team
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Obj tiObjectives
What must we excel in to achieve strategic themes12-20 organizational objectivesCause and effect linkagesCause and effect linkagesDevelop objective statements to clarify
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I iti tiInitiatives
Specific programs, activities, projects, or actions to help ensure you meet or exceed performance targets.Mission, vision and values come firstStrategy follows Next are performance measures and targetsInitiatives are put into place to support objectives (more tactical)
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Anywhere Park District Strategy MapDelight the Customer
Customer Perspective
Delight the Customer
Expand recreation opportunities, aligned with
customer need
Expand recreation opportunities, aligned with
customer need
Improve customer satisfaction and
loyalty
Improve customer satisfaction and
loyalty
Provide a quality product at a good
value
Provide a quality product at a good
value
Fi i l
Financial Capability
Aligning financialAligning financial Growing programGrowing program
customer needcustomer need
Financial Perspective
Operational Excellence
Non-tax revenueNon-tax revenue Aligning financial resources
Aligning financial resources
Growing program and facility revenueGrowing program
and facility revenue
Internal Perspective
Build image and brand
Build image and brand
Drive innovation
Drive innovation
Streamline critical
processes
Streamline critical
processes
Build strategic alliances
Build strategic alliances
Employee Learning &
Continuous Employee Development
Foster a positive Foster a positive Develop Develop Develop customer Develop customer
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gGrowth
Perspective
pwork environment
pwork environment
pcompetencies
pcompetencies
pfocusp
focus
Anywhere Park District Balanced Scorecard
Strategic Themes Strategic Objectives Strategic Measures Targets
Vision: To serve the community by delivering best in class parks and recreation opportunities.Mission: A leader in providing leisure experiences that enhance the quality of life for our community.
Strategic Themes Strategic Objectives Strategic Measures Targets
Cus
tom
er Delight the customer • Expand recreation opportunities, aligned with customer need
• Improve customer satisfaction and loyalty
• Program registration (q)• Customer satisfaction (q)• Customer referral (q)• Customer retention (q)
Cna
ncia
l
Financial capability • Non-tax revenue• Aligning financial resources• Growing program and facility
a d oya ty• Provide a quality product at a
good value
• Program and facility revenue (q)• Alternative revenue (q)• Non-tax revenue percentage (q)
Fin
erna
l
Operational excellence
g p g yrevenue
• Build image and brand• Drive innovation• Streamline critical processes• Build strategic alliances
p g (q)• Program cost recovery (q)
• New programs (q)• Internal customer satisfaction (a)• Partner satisfaction (a)• Efficiency savings (q)
Inte
e & Continuous employee
• Build strategic alliances
• Foster a positive work
• Efficiency savings (q)• Key process documented (q)• Percent capital projects
complete (q)
• Employee satisfaction (a)
Empl
oyee
Lear
ning
G
row
th development environment• Develop competencies• Develop customer focus
• Regrettable turnover (q)• Percent competencies
achieved (q)• Percent service staff rated
high (a)
B l d S d Ali tBalanced Scorecard Alignment
Cascade to departmentsCommunication plan for the scorecardCommunication plan for the scorecardCommunicating results both internally and externallyexternallyPerformance appraisal processLeadership team discussionsGovernance involvement
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