Strategic Planning and GovernanceRAM Planning Retreat

Michael E. Gallery, PhD, CAE

President

OPIS, LLC

Strategic Planning Addresses… Why does the organization exist? Whose needs will we meet? Which needs will we met? How will we meet those needs? To what level of satisfaction?

Performance Improvement Model

Organizational

InputsPerformance Outputs

Evaluation

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Basic Components of Strategic Planning

Organizational

InputsPerformance Outputs

Policies

Staff talents

Processes

Budget

Staff structure

StrategiesTacticsMeetingsPublicationsMember Benefits

Membership NumbersMeeting attendanceNet profitGross revenue

© Copyright OPIS,LLC 2005All rights reserved

Carver’s Role for Boards Keepers of the vision Protectors of organizational values External focus Outcome driven organization Separate large issue from small Forward thinking

Carver’s Role for Boards Enable productivity Enforce discipline Balance control Use time wisely

Focusing on Results

Whose needs? Which needs? To what level of satisfaction?

The Major Threat to Leadership…

Focusing on internal structure and process

Confusing Means with Ends

Activities Processes Technology Conditions Structure

Mission Value proposition What value the organization can uniquely provide Results oriented Succinct Compelling How will the environment be improved as a result of

RAM being in business?

Mission Examples Literate Ohio Citizens Enhanced Demand for Realtor’s Services A public well-served by a competent,

honorable and independent legal profession

Finance Objectives1. To have $600k in reserve 2. Increase net revenue by X3. Balance the budget 4. *Budget for 5% net per year -achieve5. $300 k in reserve, $100k , a sustainable state-

wide revenue engine6. *To have X% in reserve7. To increase the gift cert. sales by X

Membership1. Increase retention to 80% over 3 years2. Increase diversity of membership along the

lines of ownership, cuisine, and location3. Increase market share by X %4. * Increase retention by X%5. Increase member satisfaction6. * Increase market share from X to Y7. * Increase member revenue by X

Organization1. Improved marketing - through use of Allied member2. Ensure that committee charges come from the strategic

plan3. * Identify a market vehicle that translates the value of

RAM to the food service industry4. Increase non-board member committee involvement from

X to Y5. Board to be more reflective of the membership6. * Increase membership involvement in the organization7. Stabilize the internal structure of RAM8. Motivated highly effective staff

Focus of Outcomes Finance Customer Organization

SMART Outcomes Specific Measurable Achievable Relevant Timely

The Board’s Challenge 3-6 Smart outcomes Based on member/constituent needs Within RAM’s capacity Based on an analysis of the gap between what

is and what should be.

RAM Interview Report

Michael E. Gallery, PhD, CAEPresidentOPIS, LLCJune, 2009

1. What, in your opinion, is the major mission and purpose of RAM?

Preserve. Protect, and represent the restaurant industry

Be a voice for the restaurant industry

2. What external environmental factors help or hinder RAM’s ability to

meet its mission?

• The economy• Increased taxation and

regulation• Many divergent voices --

difficult to gain consensus

3. What are RAM’s strengths?

• Very strong president and leader• Strong advocacy program• Excellent government affairs director• Nimble in a crisis (e.g., swine flu

crisis)• Education programs

4. Where does RAM need to improve?

• Need to communicate the value of membership

• We have a history of doing things the same old way

• Need to be seen as representing and serving the entire state, not just Baltimore

• Some programs are not competitively priced

5. What is the Most Serious Problem Facing the Industry?

• Taxes and regulation• Declining sales• Rising operational costs in the face of

slim margins• Staffing not the issues it has been in

the past

6. What two major objectives would you like to see RAM achieve in the

next 12-24 months?

• Grow membership• Expand services throughout the state• Offer more competitive programs• Continue to be a force in the state

capital