MSA STRATEGIC PLANNING

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MSA STRATEGIC PLANNING
03-04 March 2009
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• The FIM decided to embark on a Strategic Planning
  process towards the latter part of 2007
• To ensure that its Plan would not only be
  professional but would include all stakeholders
  involved in motorcycling, the FIM appointed Mrs
  Joan Duncan from JDI Consulting, Canada for this
  purpose. Mrs Duncan specialises in Strategic
  Planning for sport federations, and her clients
  include many national and international sport
  federations and olympic and commonwealth games
  associations around the world
• In terms of the FIMs Strategic Plan, the FIM
  envisages to be where it wants to be by 2020.
  This project has progressed extremely well since
  it commenced and has already entered the
  implementation phase.

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• As it would obviously be impossible for the vast
  majority of National Federations and Continental
  Unions to employ the services of professional
  consultants for similar Strategic Plans, the FIM
  encouraged Federations and CONUs to adopt the
  Plan devised for the FIM by JDI Consulting, and
  arranged for delegates from the various
  Federations and CONUs to receive the necessary
  training to enable them to conduct their own
  Strategic Plans.
• MSA is the first National Federation affiliated
  to the FIM to embark on this Strategic Planning
  process.
• MSA wishes to record its sincere appreciation to
  the FIM and to JDI Consulting for having made
  this process possible for us.
• Although the MSA Strategic Planning process plan
  will obviously also include cars and karting, the
  actual Plan and process followed, will be
  identical to the FIM Plan.

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WORKING TOGETHER

• Terminology
• Volume
• Pace

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• The definition of insanity is doing the same
  thing over and over again and expecting different
  results.
• Albert
  Einstein

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STRATEGIC PLAN

• Tool used in Strategic Management
• Road map, compass that will guide MSA, keep it
  focused, on course
• Decisions
• Resource Allocation
• Priorities
• Doesnt improve performance if it is not used and
  maintained, right sized, strategic

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WORKING TOGETHER

• Provides the opportunity to
• Reflect on the past
• Learn about each others needs
• Discuss issues and concerns
• Reach common understanding
• Design our preferred future
• Building ownership for the plan
• Build our planning capacity

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STRATEGIC MANAGEMENT CYCLE
Analysis Where is MSA now?
Strategic Framework Where/What do we want MSA to
be?
Monitoring Evaluation Are we getting there?
Implementation How do we get there? Action Plan
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ANALYSIS

• Status Report
• Where have we been ?
• Where are we now ?
• Environmental Scan
• Political
• Economic
• Social
• Sport
• Environment
• Technology
• Regional

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ANALYSIS

• SWOT Analysis
• MSAs Strengths and Weaknesses
• External Opportunities and Threats
• Stakeholder Input and Analysis

Build on S trengths Improve on W eaknesses Capital
ise on O pportunites Eliminate/Neutralise T hreats
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SWOT POINTS

• What is the biggest benefit of belonging to/being
  involved in MSA? (S)
• What does MSA need to improve on? (W)
• What opportunities should MSA be taking advantage
  of? (O)
• What would you like to see MSA accomplish as a
  result of the Strategic Planning Process? (T)

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STRATEGIC FRAMEWORK

• Mission
• Vision
• Values
• Areas of Focus
• Strategic Priorities
• Goals
• Key Performance Indicators

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IMPLEMENTATION

• Business Plan
• Align Roles and Responsibilities
• Align Budget
• Review Policies and Procedures
• Decisions Based on Strategic Framework
• Implement Strategies
• Stakeholder Management

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MONITORING AND EVALUATION
Benchmarks Milestones Targets
Did we perform? So what? Good value?
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STRATEGIC MANAGEMENT CYCLE
Analysis Where is MSA now?
Strategic Framework Where/What do we want MSA to
be?
Monitoring Evaluation Are we getting there?
Implementation How do we get there? Action Plan
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Staff / Volunteer Team Ongoing Scanning Framework
Based Decisions Critical Thinking Monitoring
Adjustment
Strategic Management
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Questions ?