Creating a Strategy Focused Organization

(1)

Creating a Strategy

Focused Organization

NRPA Congress

S

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26 2007

September 26, 2007

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[email protected]

224.456.6934

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O t

Session Outcomes

Identify components of Malcolm Baldrige criteria

and the balanced scorecard

Create a list of elements necessary to develop

success in planning

“How to” develop a strategic plan

Strategy can really be fun, interesting, and not

feared…and, it’s everyone’s job…what better

way to end the day?

(3)

Wh d St t

i Pl

i

?

Why do Strategic Planning?

Continuous improvement

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Systems approach

Aligns organizational, divisional, and individual

responsibility

p

y

Perpetuates one team environment

Improves the decision making process

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Focuses on increasing taxpayer value

Reduces the randomness of scarce resources

Increases communication with other stakeholders

Builds organizational credibility

Provides a future picture

2007 Copyright PROS Consulting, LLC

(4)

T

f St t

/Pl

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Types of Strategy/Planning

List all of the types of planning your organization

does…rate the plan’s success

Comprehensive plans

p

Master plans…by park, by system

Business plans

Operational plans

Strategic plans

bricks and mortar

Strategic plans…bricks and mortar

and/or leadership infrastructure

Marketing plans

(5)

M l

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B ld i

C it i

Malcolm Baldrige Criteria

Strategic development—the approach to

preparing for the future

The process

,

addressing organizational issues, major

objectives, timeframes

_{Strategic deployment—making the plan come}

_{Strategic deployment}

_{making the plan come}

to life; converting strategy into action

Action plans, resource allocation, just in time,

f

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performance measures, communication, visual

evidence

(6)

S

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System Strategic Plan Elements

Citizen input…both qualitative and quantitative

Demographics, trends

Equity mapping

Parks/Facilities/Program inventory and analysis

Operations, maintenance and financial assessment

Organizational performance review

Financial plan for both operations and capital

Vision Mission Values review

Vision, Mission, Values review

Deployment (communication, measures)

(7)

The Balanced Scorecard

Four Perspectives

Customer Perspective—To achieve our vision,

how must we look to our customers

Fi

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If

d h

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Financial Perspective– If we succeed, how will

we look to our taxpayers

Internal Perspective

To satisfy our customers

Internal Perspective—To satisfy our customers

which business processes must we excel in

Learning and Growth Perspective—To achieve

g

p

our vision, how must our organization learn and

improve

(8)

B l

d S

d Hi

h

Balanced Scorecard Hierarchy

(9)

St t

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V l

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Strategy Maps: Value Creation

(10)

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Customer Perspective

Service systems

Product leadership

Customer intimacy

B ildi

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ith

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Building relationships with customers

Customer satisfaction and dissatisfaction

(11)

Fi

i l P

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Financial Perspective

Annual gross revenues

Trends in surplus amounts

Budget variance

Alt

ti

/

t

th

Alternative revenue/non-tax growth

Efficiency

(12)

Internal Process

Identify key processes

External and internal

Managing process

M

i

Measuring process

Brainstorm ideas about key external

processes

(13)

L

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d G

th

Learning and Growth

Foundation to achieve the rest and

alignment around strategy

g

gy

Identify competencies

What skills are required?

How do we train?

(14)

D fi iti

Definitions

Strategic Themes—broad-macro approaches to

direction

Delight the customer, increase customer value,

improve customer loyalty

Financial sustainability expand revenue opportunities

Financial sustainability, expand revenue opportunities

Operational excellence, continuously improve

processes, create new ways of doing business

p

,

y

g

Continuous employee development, motivated and

prepared workforce, all one team

(15)

Obj

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Objectives

What must we excel in to achieve strategic

themes

12-20 organizational objectives

Cause and effect linkages

Develop objective statements to clarify

(16)

I iti ti

Initiatives

Specific programs, activities, projects, or actions

to help ensure you meet or exceed performance

targets.

Mission, vision and values come first

Strategy follows

Next are performance measures and targets

Initiatives are put into place to support objectives

(more tactical)

(17)

Anywhere Park District Strategy Map

Delight 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 financial

Growing program

customer need

Financial

Perspective

Operational Excellence

Non-tax revenue

Aligning financial

resources

Aligning financial

resources

Growing program

and facility revenue

Growing 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

Develop

Develop customer

g

Growth

Perspective

p

work environment

p

work environment

p

competencies

p

competencies

p

focus

p

focus

(18)

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

C

ustomer

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)

C

n

ancial

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)

Fi

n

e

rnal

Operational excellence g p g y revenue

• 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)

Int

e

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)

Employ e e Learning Gro w th development environment • Develop competencies • Develop customer focus

Creating a Strategy Focused Organization