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Strategic Planning Retreat
Strategic Planning Overview

Detroit Executive Service Corp
Since 1982 the DESC has been the trusted “go-to”
resource in the non-profit community for helping non-
profits address their operational challenges and plan
for the future.

Its mission: To enhance the operational effectiveness of
other non-profit, educational and governmental
organizations in Southeastern Michigan by sharing the
knowledge, skills and expertise of retired or working
executive and professional volunteers for the
betterment of our community

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Brain Injury Association of Michigan

Sampling of DESC Strategic
Planning Clients
• Baldwin Public Library (Birmingham)
• Birmingham Historical Museum and Park
• Cranbrook House and Gardens Auxiliary
• Detroit Historical Society
• Museum of African American History (Detroit)
• Motor City Blight Busters
• Marshall Area Chamber of Commerce
• North Oakland Headwaters Land Conservancy
• The Community House (Birmingham)
• Tolfree Foundation for West Branch Medical Center
• YES Foundation

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Why Have a Strategic Plan

• Provides organization focus
• Provides a roadmap for the future and
accomplishment of the mission
• Creates a living document that can
incorporate change
• Funders will ask for it

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What Is Strategic Management

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Strategic Management…DESC
• A systematic, comprehensive business process, which
results in a common view of an organization’s mission and
vision and the means to attain them
• Identifies key strategic issues that prevent an organization
from achieving its full potential and provides direction for
overcoming threats and weaknesses, and capitalizing on
opportunities and strengths
• Creates a living document – one that should be
continuously evaluated and modified, incorporating
changes in external and internal factors that impact the
organization

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DESC Strategic Management
Model

Measure,
Mission, Vision Key Strategic Strategic
SWOT Action Plans Evaluate &
& Value Issues & Goals Objectives
Adjust

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Strategic Management Model

External
Audit

Key Measure,
Mission, Strategic Strategic
Vision Action Evaluate
SWOT Issues & Objectives
& Plans & Adjust
Goals
Values

Internal
Audit

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Strategic Management Product
• Detailed multi-level plan that must be
implemented and tracked
• Developed by organization’s Strategic Planning
Team
• Includes involvement by key stakeholders
• 2-5 year coverage (usually 3)
• Requires approval and ongoing involvement of
Board
• Basis for continuous review and improvement
• A beginning, not an end!
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What’s Required of BIAMI
Participants In Process?
• Diversity of ideas and thought
• Commitment
• Attendance
• Buy-in and consensus
• Open and transparent meetings
• DESC consultants facilitate; BIAMI personnel
do the work

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Strategic Planning Workflow

DESC
StrategicPlanning Workflow
Strategic Planning Model

Mission Objective
Key

Implementation
1A Objective 1A
External Strategic Action Plan with
Audit Action Steps
Issue 1
Objective
1B
Core
SWOT
Values

Internal
Objective
Audit 2A
Key
Strategic Objective
Vision
Issue 2 2B

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Mission - Vision - Core Value
These three elements form the framework for planning
and decision-making in an organization, and are the
necessary first steps in building a strategic plan:

• Mission--What is our business/what do we do?

• Vision--What do we want to become?
– Long-term
– In 3-5 years

• Core Values--What are our basic beliefs?
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The External Audit
• Identification and evaluation of trends and events
beyond control of the organization, e.g.,
– Increased competition
– Changes in demographics
– Changes in the economy
– Changes in government programs
– Changes in technology
• What to look for:
– Opportunities to be exploited
– Threats to be avoided

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Internal Audit
• Parallels process of external audit
• Determines an organization’s
– Strengths
– Weaknesses

 Methods: Existing data, focus
groups, questionnaires

• Together with External Audit’s opportunities and
threats will drive SWOT and identification of Key
Strategic Issues (KSI’s)
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SWOT Analysis

• Process of analyzing and matching
opportunities & threats and strengths &
weaknesses to determine key strategic issues

• Key strategic issues (KSI’s) support
accomplishment of the mission and vision or
threaten their accomplishment

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KSI’s Bridge The Gap Between The
Present And The Future

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Key Strategic Issues (KSI’s)
• Reduce or eliminate the greatest threats and
weaknesses
• Leverage the greatest opportunities and
strengths
• Most critical to success of the organization
• Required to drive mission and vision
• Few (4-6) in number
• Cover time-frame of Strategic Plan (2-5 years)
Note: Most organizations re-state these in terms of
Strategic Goals
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Strategic Objectives

• Sub-goals designed to address key
KSI’s/strategic goals
• Few (2-5) per strategic issue
• Will drive the organization
• Need not be measurable (yet)

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KSI’s And Objective Examples
• KSI: Agency growth hampered by weak financial
condition*
• Strategic Objectives:
– Increase annual revenue
– Maximize operational efficiency
– Reduce operating cost
– Increase use of volunteers

*Worded as Strategic Goal: Provide sufficient financial
resources for agency to accomplish mission and
vision

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Action Plans

• The “meat” of the strategic management process.
• Sometimes called the “Business Plan” or “Operating
Plan”
• Two or more actions per Strategic Objective
– What needs to be done?
– Who is responsible?
– When does it have to be completed?
– How is it measured (metric)?
– Resources (people, $) required

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Action Plan (Example)
Strateic Goal: Provide sufficient financial resources to accomplish mission

Strategic Objective: Increase Annual Revenue

Action Responsibility Start End Measurement Resources

Example:
1.Develop Agency Director of 2Q 13 3Q 13 2013 revenue 20 hours + $250
Fundraising Plan Development req. of $250,000 for admin support
a. (Detailed steps, if
b. appropriate)

2.Develop Membership Director of 3Q 13 4Q 13 2013 revenue 20 hours
Growth Plan Marketing req. of $100,000

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Key Metrics

• Establish annual targets for key metrics that
measure accomplishment of Strategic Goals
– Ideally one target per strategic goal
– Can be more than one per goal
• Track current progress monthly; review at
Board meetings
– Use “Dashboard”

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Strategy Measurement
Evaluation & Adjustment
• A Strategic Plan is “living”—it needs constant
monitoring due to changes in the environment
• “The only constant in life is change”
• Three basic activities:
– Continuously evaluate changes in external and
internal audit
– Measure organizational performance by comparing
expected to actual results
– Take corrective actions to ensure performance
conforms to plans

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Final Steps

• Obtain Board approval
• Develop internal implementation plan:
– Appoint Goal Champions
– Monitoring group—Strategic Planning Committee,
or Executive Committee
– Timing--usually once a month
• Return to Board on regular basis to review
progress
• Revise as necessary

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Work Plan For Development Plan

• This Retreat will work on the process through
the SWOT Analysis—the “high level” input

• A separate BIAMI Strategic Planning Team will
take it from there

• We can talk more about the makeup of this
team at the end of this Retreat.

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DESC Strategic Management Model

External Your goal
Audit today

Key Measure,
Mission, Strategic Strategic
Vision Action Evaluate
SWOT Issues & Objectives
& Plans & Adjust
Goals
Values

Internal Strategic Planning Team
Audit

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RETREAT AGENDA – SEE HANDOUT

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