2. The Strategic Plan Process The club industry has changed dramatically over the years and so has strategic planning for private clubs. We have taken an evolutionary approach to strategic planning in our business. When we began 25 years ago, there were no resources such as high tech surveys, analysis benchmarks and “industry best practices” Therefore, we have had to retool our process for strategic planning. We take a court case approach. (next slide)
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4. Strategic Plan Development This “Discovery” data is brought forward into the “Board Planning Retreat.” Our Board Retreat begin with a two hour presentation over dinner here in the club. This was a power point presentation of all the summarized data from this discovery phase. This data was also assembled into a 4” binder called a Pre-Retreat Workbook. The next day we began the 2-day Planning Retreat in the wonderful Log Cabin, which is a perfect setting for a Board Retreat. On the retreat agenda, was a review of this discovery data again, this time in more detail. Also, the committees had been working on studies and plans and they made their individual presentations. We had 5 objectives for the Board retreat. (next slide) Retreat Committee Reports Market Evaluation Member Focus Groups Member Survey 2010 P & L & Budget ByLaws Capital Reserve Plan SWOT Governance Evaluation Management Objectivs Mission Statement
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6. Strategic Plan Development We now have a new Mission Statement, Core Values and 17 Strategic Priorities that were developed from the Board Retreat, we have now a standardized format for the committees and staff to begin drafting their individual strategic plans. Where were are today is in the “Committee and Staff Workshop” Phase. This is were the committees and staff bring their ideas, study results and analysis to bear on drafting their individual component strategic plans. These include things like the 2011 Budget, capital improvement plans, purchasing plans, as well the 17 Strategic Priorities. This is where we are in the process and now we are here today to give you the “Progress Report” and to gain some interim member feedback. (next slide) Progress Report Member Feedback Committee Workshops Revised Plan Staff Revised Plan, Budgets Critical Issues Mission, Core Values, Vision Strategic Priorities Action Items Task Assignments Standard Plan Format Retreat Committee Reports Market Evaluation Member Focus Groups Member Survey 2010 P & L & Budget ByLaws Capital Reserve Plan SWOT Governance Evaluation Management Objectivs Mission Statement
7. Strategic Plan Development What is next in the process is to develop the draft strategic plan. Meanwhile, the Board has developed the initial vision for this process called “The Pathway to 1200”, which is the slide that we showed earlier. It is the end result of a lot of time and energy spent to get there. We will come back to talk more about the “Pathway to 1200” later in this presentation. The final and upcoming steps in this strategic planning process is to bring the Draft Strategic Plan back to the members for specific feedback and then on to the adoption of the Club’s Strategic Plan in early spring. (next slide) Las Campanas Strategic Plan (Early Spring) Member Feedback Draft Strategic Plan Progress Report Member Feedback Committee Workshops Revised Plan Staff Revised Plan, Budgets Retreat Committee Reports Market Evaluation Member Focus Groups Member Survey 2010 P & L & Budget ByLaws Capital Reserve Plan SWOT Governance Evaluation Management Objectivs Mission Statement Critical Issues Mission, Core Values, Vision Strategic Priorities Action Items Task Assignments Standard Plan Format
Notes de l'éditeur
First off, strategic planning is a fundamental, best practice for any complex organization. Private clubs are unique animals and require a unique process. Over the years, our firm has developed a model that is much like a court case. We
We begin with the “Discovery” where we take a comprehensive approach to gathering the facts about the club’s current conditions and we analyze and study those facts. This includes numerous components: as you can see in the red boxes on the top of this graphic. We believe that the best strategic planning outcome is derived through the direct involvement by its members. Many of you have already participated in committee work, focus groups and surveys. We take this data into a two and half day Board of Directors’ Planning Retreat. I will go into more detail on this later. The product of the Board Retreat is shown here:
We begin with the “Discovery” where we take a comprehensive approach to gathering the facts about the club’s current conditions and we analyze and study those facts. This includes numerous components: as you can see in the red boxes on the top of this graphic. We believe that the best strategic planning outcome is derived through the direct involvement by its members. Many of you have already participated in committee work, focus groups and surveys. We take this data into a two and half day Board of Directors’ Planning Retreat. I will go into more detail on this later. The product of the Board Retreat is shown here:
We begin with the “Discovery” where we take a comprehensive approach to gathering the facts about the club’s current conditions and we analyze and study those facts. This includes numerous components: as you can see in the red boxes on the top of this graphic. We believe that the best strategic planning outcome is derived through the direct involvement by its members. Many of you have already participated in committee work, focus groups and surveys. We take this data into a two and half day Board of Directors’ Planning Retreat. I will go into more detail on this later. The product of the Board Retreat is shown here:
In addition to absorbing, discussing and debating the discovery data, the Board Retreat has several very important goals: Determine the club’s Mission, Core Values and the “Pathway to 1200” vision. There are several “nuts and bolts” objectives as well: Identifying Critical Issues; Determining Strategic Priorities, Developing Action Items and Setting Task Assignments. These are the prime outputs of the Board Retreat and are summarized a Board Retreat Summary Report. The next step in the process is to take the task assignments and the standardized plan format and go into “Departmental Workshops” to develop their specific Strategic Plans. This is where the process is as of today.
Today is a bit past the mid-point in this process, with much work still underway. The Draft Strategic Plan, with its many components, is being developed. The process calls for member involvement and communication along the way and therefore, this “progress report”. I will explain the final steps of the process a little later on.
