Highway Patrol Retirement System - PowerPoint Presentation

Slide1

Highway Patrol Retirement System

STRATEGIC PLANNING MEETING

February 8, 2012Slide2

OHIO STATE HIGHWAY PATROL RETIREMENT SYSTEM

STRATEGIC PLANNING MEETING

FEBRUARY 8, 2012

10:00AM – 3:30PM

AGENDA

Welcome-Colonel John Born

Welcome Academy Staff Officer

Welcome – HPRS Executive Director Mark Atkeson

Introductions

What is Strategic Planning

Establishing Group Norms

Future strategic planning meeting dates

Why are we here? Where are we going? How will we get there?

Group

process- scribe, timer, reporter

SWOT–Small group/large

group/reporting

HPRS Values

Mission Statement- Small group/large group/reporting

Vision Statement- small group/large

group/reportingSlide3

STRATEGIC PLANNING-AGENDA CONTINUED

HPRS COMPETITIVE ADVANTAGE

STRATEGIC OBJECTIVES

STRATEGIES

SHORT TERM GOALS/PRIORITIES/INITIATIVES

ACTION ITEMS AND PLANS

METRICSSlide4

STRATEGIC PLANNING:

Strategic Planning (SP) is an organization’s process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. In order to determine the direction of the organization, it is necessary to understand its current position and the possible avenues through which it can pursue a particular course of action. SP is viewed as a process for determining where an organization is going over the next year or-more typically- 3-5 years.Slide5

Discussion Norms:

We agree that everyone has an equal voice.

We agree to not interrupt each other.

We agree to call each other by our first names- no rank.

We agree we will ask questions for clarification.

We agree to express ourselves in terms of our personal needs and interests and the outcomes we wish to realize.

We agree to listen respectfully and sincerely and try to understand the other person’s position.

We agree that if we do not agree with a persons position we will try to understand the other persons perspective.Slide6

Discussion Norms- continued

8. We agree to work toward consensus in all group discussions and to use the HPRS special method that allows everyone to heard, treated with respect and dignity.

9. We will use our time to work toward what we perceive to be our most constructive and positive recommendations.Slide7

GROUP DISCUSSION NORMS

ALL IDEAS ARE WELCOME- NO MATTER HOW UNUSUAL, SILLY OR FAR OUT THEY SEEM

BE CREATIVE

BUILD ON OTHER’S IDEAS

DO NOT CRITICISE OR JUDGE

DO NOT FROWN, GROAN OR LAUGH Slide8

HPRS CONSENSUS TOOL

How to gain consensus of options using 1-5 fingers

:

1

Finger

= I strongly support the option or proposed solution.

2 Fingers

= I support the option or proposed solution.

3 Fingers

= I can live with the options or solution; I am not opposed.

4 Fingers

= I oppose the option or solution but can move forward for the sake of progress. I will not criticize the collective solution because my interests were responsibly received and respectfully addressed.

5 Fingers

= I block the option or proposed solution meaning I cannot support it as I currently understand it or as it is currently proposed.

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Future Meeting Dates

It has been suggested we meet the first Wednesday of every month- Bean Day?

…..Slide10

WHY ARE WE HERE?

WHERE ARE WE GOING?

HOW WILL WE GET THERE ?Slide11

The Group Process:

Group process refers to how an organization's members work together to

get

things done. Typically, organizations spend a great deal of time and energy

setting

and striving to reach goals but give little consideration to what

is

happening between and to the group's greatest resource - its members.

Group decisions have been proven to be better than individual decisions when members fully participate and express their interests and work toward group consensus.Slide12

Group process elements required for effectiveness:

Follow group norms

Full participation

Group scribe

Time keeper

ReporterSlide13

SWOT

STRENGTHS

WEAKNESSES

OPPORTUNITIES- RISKS

THREATSSlide14

HPRS VALUES

A value is a belief, a mission, or a philosophy that is meaningful. Whether we are consciously aware of them or not, every individual has a core set of personal values. Values can range from the commonplace, such as the belief in hard work and punctuality, to the more psychological, such as self-reliance, concern for others, and harmony of purpose.

The

key point to keep in mind about values is that implementing them

energizes

everything concerned with it. For an individual, committing to and applying values releases fresh energies, which always attract success, achievement, and well-being. Likewise,

when organizations

or other institutions adopt values, individuals working at the organization become energized, as do its

members,

its products and services, and everyone and everything else associated with that organization.Slide15

MISSION STATEMENT

WHO WE ARE

WHAT WE DO

WHO WE DO IT FOR

Slide16

VISION STATEMENT

WHERE ARE WE HEADED AS ARETIREMENT SYSTEM, WHAT WILL WE LOOK LIKE IN FIVE TO TEN YEARS?Slide17

Pfizer

We will become the world's most valued company to patients, customers, colleagues, investors, business partners, and the communities where we work and live.

GM

GM’s vision is to be the world leader in transportation products and related services. We will earn our customers’ enthusiasm through continuous improvement driven by the integrity, teamwork, and innovation of GM people.

Honda

1970: We will destroy Yamaha

Current: To Be a Company that Our Shareholders, Customers and Society Want

Volkswagen

At Volkswagen they don’t use the word “Vision” – rather, they word it like this:

Our strategy pursues a clear objective: By 2018 the Volkswagen Group is to be the world’s most successful and fascinating automobile manufacturer – and the leading light when it comes to sustainabilitySlide18

Sony

1950s: Become the Company most known for changing the worldwide poor-quality image of Japanese products

Current: Sony is a leading manufacturer of audio, video, communications, and information technology products for the consumer and professional markets. Its motion picture, television, computer entertainment, music and online businesses make Sony one of the most comprehensive entertainment companies in the world.

Slide19

Nike

1960s: Crush

Adidas

Current:

To

be the number one athletic company in the world

Note: Browsing through the web I have found that many people confuse Mission statements with Vision statements – for instance, I have found several websites claiming that Nike’s Vision statement is: “To bring inspiration and innovation to every athlete in the World” – but this is Nike’s Mission statement. A Vision statement by definition is something you want to become, to achieve, it is a seductive image of an ideal future – whereas a Mission statement explains the purpose of the organization – why it exists – it captures the organization’s soul. Slide20

HPRS COMPETITIVE ADVANTAGE

ARE WE DIFFERENT FROM THE OTHER SYSTEMS?

WHAT ARE THOSE DIFFERENCES?

WHY SHOULD WE BE A SEPARATE RETIREMENT SYSTEM?Slide21

STRATEGIC OBJECTIVES

CONNECT THE MISSION TO THE VISION

STRATEGIC OBJECTIVES ARE LONG TERM

HOLISTIC OBJECTIVES ENCOMPASS FOUR AREAS:

FINANCIAL

CUSTOMER/MEMBER

OPERATIONAL

PEOPLESlide22

STRATEGIES

ESTABLISH A GUIDE THAT MATCHES THE ORGANIZATION’S STRENGTHS WITH OPPORTUNITIES TO POSITION THE ORGANIZATION IN THE MIND OF THE CUSTOMER/MEMBER/LEGISLATURE.

HOW DOES YOUR STRATEGIES MATCH YOUR STRENGTHS WITH HOW WELL THE ORGANIZATION WILL PROVIDE VALUE TO HPRS AND BE PERCEIVED BY THE MEMBERSSlide23

GOALS CONVERT THE STRATEGIC OBJECTIVES INTO SPECIFIC PERFORMANCE TARGETS.

EFFECTIVE GOALS STATE WHAT, WHEN.HOW AND WHO AND ARE SPECIFICALLY MEASURABLE

SHORT-TERM GOALS/PRIORITIES/

INITIATIVESSlide24

ACTION ITEMS AND PLANS

ACTION PLANS LEAD TO IMPLEMENTING GOALS

ACTION PLANS MUST BE COMPREHENSIVE ENOUGH TO ACHIEVE GOALSSlide25

METRICS

QUANTITATIVE PERFORMANCE MEASURES TO TRACK AND MONITOR TO ASSURE YOU ARE ACHIEVING YOUR GOALS