Paralympic Leadership Conference Strategy 101

1. Paralympic Leadership Conference Strategy 101

2. Agenda • Defining current and future state • Why is strategy important? • What are the components of strategy? • Mission Statement • Vision Statement • Strategic Goals Initiatives • Performance Management • Cross-Cutting Observations, Updates, and Useful Tips

3. Objectives A disciplined strategic planning effort allows an organization to: • Understand your organization’s current environment • Identifying where you want to be in the future and the gap that exists to get there • Identifying your mission and the vision that supports your future state • Taking ownership to your business process to define the initiatives that drive the transformation of the organization • Understand the stepping stones over the 3-5 years to actively meet your expectations

4. Defining Current and Future State

5. How does current and future state fit into strategic planning • Our approach helps clients link strategy development with day-to-day implementation activities to overcome organizational resistance and inertia 1. Conduct “current state” assessment 2. Define “future state” vision What is the organization’s mission and vision and how well are we aligned to deliver the strategy? What business issues and barriers to change exist in the organization? Recommended Strategic Planning Approach 5. Monitor and manage effectiveness 3. Confirm and prioritize strategic initiatives 4. Implement businessinitiatives How will we communicate the plan, monitor progress, and demonstrate results? Which business initiatives will drive the most value in our organization? How can we most effectively execute against goals and objectives?

6. Current State Let’s take a look at current state questions:

7. Future State Let’s take a look at future state questions:

8. Why is strategy important?

9. Clear understanding of the future state is critical What you thought you needed What your staff heard How the BOD understood the request What the community heard How the volunteers understood the need How the strategy was documented What the fundraising team focused on What the stakeholders envisioned How it was supported What you really wanted

10. What are the components of strategy?

11. Components of strategy: Mission Statement Mission Vision Strategic Goal 1 Strategic Goal 2 Initiative 1 Initiative 2 Initiative 3 Initiative 1 Initiative 2 Initiative 3 Performance Management

12. Mission Statement • Several characteristics to consider when drafting a mission statement

13. What does your organization’s mission say about you? Covers Overall Purpose Clear Statement Long-Term “To support U.S. Olympic and Paralympic athletes in achieving sustained competitive excellence and preserve the Olympic ideals, and thereby inspire all Americans.”    USOC “To deliver measurable value to our clients through a global network of diverse professionals who bring unmatched depth & breadth of expertise"    Deloitte “The Coca-Cola Company exists to benefit and refresh everyone it touches.”    Coca-Cola

14. Components of strategy: Vision Statement Mission Vision Strategic Goal 1 Strategic Goal 2 Initiative 1 Initiative 2 Initiative 3 Initiative 1 Initiative 2 Initiative 3 Performance Management

15. Vision Statement • Several characteristics to consider when drafting a vision statement

16. What does your organization’s vision say about you? Comprehensive Stimulating Motivating “To Enable Paralympic Athletes to Achieve Sporting Excellence and Inspire and Excite the World”    International Paralympics Committee “Our professionals should do more than delivering value to clients. They should excel in all aspects of the business, in all regions of the world”    Deloitte “To become the world's leading Consumer Company for automotive products and services”    Ford Motor Company

17. Components of strategy: Strategic Goals Mission Vision Strategic Goal 1 Strategic Goal 2 Initiative 1 Initiative 2 Initiative 3 Initiative 1 Initiative 2 Initiative 3 Performance Management

18. Understanding the strategic goals • Focus on the long-term objectives of your organization over 3-5 years (tied closely to the future state discussion earlier) • Focus on the following areas at a minimum: • People/Staffing • Process and Procedures • Programs • Budget • Technology/Facilities • Goals are strategic and normally don’t change – doesn’t mean they can’t if the environment changes • Goals drive the business planning decisions of the organization

19. Components of strategy: Business Planning Mission Vision Strategic Goal 1 Strategic Goal 2 Initiative 1 Initiative 2 Initiative 3 Initiative 1 Initiative 2 Initiative 3 Performance Management

20. Tactical business planning • After developing the current and future state, you understand the gaps that need to be addressed • Initiatives are specific measureable steps that you implement over your period of performance to achieve your future state • Develop a business plan that defines the specific initiatives that you need to accomplish the first year • Yearly initiatives need to define the actions that need to be successfully implemented to continue the process into year two • Example – An increase in program support by year 5 requires the development of an impact plan in year one, negotiating more facilities and identifying potential participants in year two, identifying and hiring staff in year three, etc.) • Initiatives enhance the previous year initiatives • With the initiatives in place you now have the information to provide effective performance management

21. Components of strategy: Performance Management Mission Vision Strategic Goal 1 Strategic Goal 2 Initiative 1 Initiative 2 Initiative 3 Initiative 1 Initiative 2 Initiative 3 Performance Management

22. Effective performance management • Measures and metrics should be associated with the initiatives • Metrics should provide insight into the progress of the specific initiative as well as providing success of the overall goal • To be successful, the metrics should be consistent with SMART • Specific • Measurable • Attainable • Realistic • Timely • SMART approach helps you in defining the content and expectations of your initiatives

23. Cross-Cutting Observations Updating Your Strategic Plan Useful Tips

24. Cross-cutting observations • Observations of challenges collected through workshops with PSC • Clear definition of a future state (what do you want to be when you grow up) • Development of a clear strategy with initiatives focused on a future state • Definition, development and implementation of an effective board of Directors • Clear and effective marketing approach • Better use of social networks (internet, blogs, twitter, etc.) • Sustained commitment to community while developing new programs for the future • Effective fundraising approaches

25. Challenges faced by all types of organizations An absent or inactive Board of Directors Inability to say no to programs that may not be a strategic priority Lack of or inconsistent understanding of overall strategy Cross-cutting themes Lack of or inconsistent communication to internal and external stakeholders Lack of independence from local Government regulation Lack of clear fundraising strategy Lack of or inconsistent branding of organization Need to add staff or develop internal competencies to meet future state

26. Updating your strategic plan • A variety of signals can indicate that it is time for you to update or change your strategic plan

27. Useful tips

28. Presenter Contact Information • Chuck Steele • 571-379-6615 • chusteele@deloitte.com • Johan Van Der Walt • 571.882.6122 • mvanderwalt@deloitte.com • Abbi Hills • 607-379-2636 • abhills@deloitte.com