Strategic

Planning Meets
Strategic Execution Toolkit

From the Drawing Board to the Dashboard

Strategic Plan Template

Promotional Strategic Plan
Template

Action Plan Template

Dashboard Template

Resources and Tools

Association Options, Inc.

www.associationoptions.com
Contact: Bill Pawlucy, CAE
Email: Info@associationoptions.com
Phone: 651-236-0901

Strategic Planning Meets Strategic Execution

From the Drawing Board to the Dashboard

Use this template to establish measureable goals

and overall strategies for achieving the strategic
objectives of the organization. Essentially this is
the strategic plan of the organization.

Strategic Plan
Template

Promotional Strategic Plan Template - Use this
document to promote the strategic plan to the
membership

Promotional
Strategic Plan
Template

Action Plan
Template

Dashboard
Template

Resources and
Samples

Use this document to establish an action plan to

achieve desired goals and objectives; this is a
working document for staff, committee and
board volunteers


Use this template to track performance
measurements and targets. This template is an
excellent resource Board updates as a quick
snapshot of where the organization is in
achieving its goals.

An article on strategic execution by Bill Pawlucy,
CAE, founder of Association Options, Inc. as well
as additional dashboard samples and examples
for keeping the strategic goals top of mind.

Association Options, Inc. focuses on practical strategic planning (corporate and

nonprofit), management assessments, Baldrige Award process implementation,
AMC search and evaluation, facilitation and governance modeling. Learn more at
www.AssociationOptions.com.

[Organization] Strategic Plan

2013 2015
Use this template to establish measureable goals and overall strategies for achieving the strategic objectives of the organization. Essentially this is the strategic plan of the
organization.

Strategic Goal/Objective
Grow and diversity our
membership

Strategy
Establish a vendor member category

2013
Create vendor membership
program.
Attract 50 new vendor
members.

Establish an affiliate member category

Expand recruitment efforts
Improve retention plan and follow up
with renewals

[Performance measurement
year 1]
[Performance measurement
year 1]
[Performance measurement
year 1]

2014
Focus on continued
recruitment efforts and
identify retention plan
100 vendor members (new
and renewals)
[Performance measurement
year 2]
[Performance measurement
year 2]
[Performance measurement
year 2]

2015
Continue recruitment and
retention efforts
200 vendor members (new
and renewals)
[Performance measurement
year 3]
[Performance measurement
year 3]
[Performance measurement
year 3]

[GOAL 2]

Association Options, Inc focuses on practical strategic planning (corporate and nonprofit), management
assessments, Baldrige Award process implementation, AMC search and evaluation, facilitation and
governance modeling. Website: www.AssociationOptions.com

2013 2015 Strategic Plan

Use this document to promote the strategic plan to the membership

Mission
[Organizations Mission]
Membership
Grow and diversity
membership
Establish a vendor
member category
Establish affiliate member
category

[Area of Work]
[Goal]

Strategy 1
Strategy 2
Strategy 3

[Area of Work]
[Goal]

[Area of Work]
[Goal]

Strategy 1

Strategy 1

Strategy 2

Strategy 2

Strategy 3

Strategy 3

Expand recruitment
efforts
Improve retention plan
and follow up with nonrenewals

Organization contact info

[Organization] Strategic Plan Action Plan 2013

Project Manager: [Executive Director]

Project Team Members: [Committee Members, Board Members, Staff, Consultants]
Goals, Strategies and Tactics to Achieve Goals

Task
Owner

Contributors

Due
Date

Status

Actual
Completion
Date

Target

Goal: Grow and diversify membership

Tactic: Establish vendor member category
Establish Membership Category by June 2013;
50 vendor members by December 2013
1
2
3
4
5
6
7
8

Research vendor membership of competing and

partner organizations
Define vendor membership
Establish vendor member benfits
Determine vendor member pricing
Create vendor member brochure
Identify vendor prospects
Distribute vendor brochure via email
Follow up phone calls to prospects

Tactic: Establish affiliate member category

1 Task 1
2 Task 2
3 Task 3
4 Task 4
5 Task 5
6 Task 6
Goal: [Current Year Goal]
Tactic [Enter tactic/strategy to achieve goal]
1 Task 1
2 Task 2

[Name]
[Name]
[Name]
[Name]
[Name]
[Name]
[Name]
[Name]

Membership
Committee
Membership
Membership
Membership
Membership
Membership
Membership
Membership

2/15/13 Complete 2/13/2013

3/1/13
3/10/13
4/1/13
5/15/13
5/15/13
6/1/13
6/15/13

Complete
Complete
Complete
Complete
In process
Not
Not

3/5/2013
3/10/2013
3/31/2013
5/13/2013

100 affiliate members by December 2013

3
4
5
6

Task 3
Task 4
Task 5
Task 6

cument to establish an action plan to achieve desired goals and objectives; this is a working document for staff, committee and board
Association Options, Inc focuses on practical strategic planning (corporate and nonprofit), management assessments, Baldrige
Award process implementation, AMC search and evaluation, facilitation and governance modeling. Website:
www.AssociationOptions.com

[Organization] Strategic Plan DashBoard

2013 2015
Strategic Goal/Objective
1. Grow and Diversity our Membership

Actions/Strategies

2013 Target/Measure

1.1 Establish a vendor member category Create a vendor member

category
Attract 50 new members
1.2 Establish an affiliate member
category

1.3 Expand recruitment efforts

1.4 Improve retention efforts and

renewal follow up

Leader
Joe Membership
Joe Membership

% Complete
Status Update
YTD
100% Cateogry created
10% 5 members

[Enter target 1]
[Enter target 2]
[Enter target 3]
[Enter target 1]
[Enter target 2]
[Enter target 3]
[Enter target 1]
[Enter target 2]
[Enter target 3]

Color Coding:
84% or above
56-83%

Association Options, Inc focuses on practical strategic planning (corporate and nonprofit), management
assessments, Baldrige Award process implementation, AMC search and evaluation, facilitation and
governance modeling. Website: www.AssociationOptions.com

55% or less

Use this template to track performance measurements and targets. This template is an excellent resource Board updates as a quick snapshot of where the
organization is in achieving its goals.

Strategic Planning, Meet Strategic Execution - Newsletters - Publications and Resources -... Page 1 of 4

Resources
Home > Resources

Strategic Planning, Meet Strategic

Execution
July 8, 2013
By: Bill Pawlucy, CAE
Strategic planning is the first step in the execution of an
overall plan. The strategic plan establishes a key process
approach to begin thinking about the future of the
organization. If the strategic plan is a process, then what is
a logical approach to monitoring and tracking results? The
results of a strategic plan live in a dashboard that is
customized by the organization executing the strategic plan.
The strategic planning dashboard is a tool that provides a
snapshot of the organization's progress to its strategic plan
at a certain point in time. It monitors execution from the first
day that the strategic plan is deployed within the
organization. The dashboard is important in that it does the
following:
1. keeps staff on track and focused on the plan
2. provides the volunteer leaders that are champions of
the plan's actions a dashboard to monitor progress to
the plan
3. provides the board with a tool that succinctly sums up
progress and allows the board to concentrate on a path
moving forward rather than wading through report after
report on each strategic item

http://www.asaecenter.org/Resources/articledetailnew.cfm?ItemNumber=350872

10/26/2013

Strategic Planning, Meet Strategic Execution - Newsletters - Publications and Resources -... Page 2 of 4

What is in a dashboard? The following are key items that

are essential in any organization's dashboard.
Measurable objectives. List each strategic objective with a
measure that makes sense. For example, "achieve 90
percent overall member satisfaction." This makes it clear,
measurable and achievable.
Core competencies. List the organization's core
competencies related to that strategic goal. These are core
competencies that were identified during the strategic
planning session. Tying goals to core competencies brings
resources that are currently in place to achieve that specific
goal.
Long-term and short-term goals. List out and identify that
specific goal's short-term and long-term action plans. For
example, "short-term: establish training on member needs
and expectations" and "long-term: reinforce member focus
at each level of the organization."
Human-resource plans. What is it going to take in terms of
staff time and consultants to achieve the goals and
objectives set? For example, "improve staff training on
members' needs, requirements, and expectations."
Key performance indicators. List your actual and future
KPIs. For example, "in 2012, achieve a 90 percent
customer satisfaction score; in 2013, achieve a 92 percent
customer satisfaction score; and in 2016, achieve a 94
percent customer satisfaction score." Listing your KPIs and
progressively improving them enables the organization to
achieve levels on a year-by-year or even quarter-by-quarter
basis.

http://www.asaecenter.org/Resources/articledetailnew.cfm?ItemNumber=350872

10/26/2013

Strategic Planning, Meet Strategic Execution - Newsletters - Publications and Resources -... Page 3 of 4

Outcomes, measures, and results. Finally, list your

outcomes, measures, and results in your last column. What
this means is that there are supporting charts and graphs
that support your progress to the plan in each area. This
visual approach allows an at-a-glance view of progress to
the goals.
Taking your strategic plan from the drawing board to the
dashboard is very doable and required in order to achieve
the goals and objectives set during the strategic planning
session. Make it simple to start and build on it every year.
There are plenty of dashboard samples online and from
your colleagues. There is no need to recreate the wheel
when samples already exist. As the English cleric Charles
Caleb Colton once said, "imitation is the sincerest form of
flattery." Flatter a colleague today.
Bill Pawlucy, MPA, CAE, is founder of Association Options,
Inc. a company that focuses on practical strategic planning
(corporate and nonprofit), management assessments,
Baldrige Award process implementation, AMC search and
evaluation, facilitation, and governance modeling. He is
also the executive director of the International Association
of Interviewers and is an appointee to the U.S. Department
of Commerce Board of Examiners for the Baldrige
Presidential Award. Website: www.associationoptions.com

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10/26/2013

Strategic Planning, Meet Strategic Execution - Newsletters - Publications and Resources -... Page 4 of 4

Top ^
To Articles Index
To ASAE home

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10/26/2013

Agenda
Reflecting Strategic Goals
Welcome

Chairman

Approval of Minutes

Secretary

Financial Report

Treasurer

Strategic Goals

I.

Committee Proposals

Advocacy

GR Committee
PAC

II.

Membership Service/Satisfaction

Membership Committee
Value Proposition Task Force

III.

Communications and PR

PR Committee
PR Consultant

IV.

Education and Training

Certification Committee
Professional Development

Old Business

Chairman

New Business

Chairman

Adjournment

Chairman

Mission Statement To protect and advance the industry for the benefit of.
Conflict of Interest Should a conflict of interest arise, either real or perceived, please bring it to the
attention of the chairman.
Antitrust Avoidance Statement No discussions shall be held that may infer or lead to antitrust
violations.
Agenda Sample Aligned with Goals-Mission 5-11.docx

Robert C. Harris, CAE - http://www.rchcae.com/

Strategic Plan Business Card format

Keep the strategic plan in the forefront of leaders and stakeholders by creating a
business card. Inexpensive to print and easy for leadership to promote the
organization by having the mission and goals in their wallets.

Strategic Plan Business Card format (2).docx

Bob Harris, CAE bob@rchcae.com www.nonprofitcenter.com

SAMPLE

2011-2015 Beef Industry Long Range Plan Scorecard

GOAL
110+ by
2015

Funded in part by
the Beef Checkoff

- SAMPLE

GOAL: Increase the value of exports 25% (total export value divided by
number of fed cattle slaughtered). Goal revised from $191 to $252 by LRP Advisory
Group; April 2013.

Update:
2008
2009
$133
$118

2010
$153

2011
$206

2012
$217

Value/Head

GOAL
2015
$252

Source: USMEF; value w/o hide

Funded in part by the

National Cattlemens
Beef Association

GOAL: Increase the Consumer Image Index measure from 17% to 20% of
consumers saying the positives of how cattle are raised for food strongly outweigh
the negatives.
GOAL

Update:

2012 Benchmark
17%

2015
20%

Source: Beef Checkoff CBI Study

GOAL: Increase bred heifer retention to 18% while stabilizing U.S. beef
production at a minimum of 26 billion lbs.
Update:
GOALS
Heifer retention 10 (17.4%); 11 (16.7%); 12 (17.4%)
2015 (18.0%)
U.S. production 10 (26 b lbs.); 11 (26.2 b lbs.); 12 (25.9 lbs.)
2015 (26 b lbs.)

Critical Success Factors

Develop a resourcing plan to achieve desired outcomes of the Long
Range Plan (checkoff and non-checkoff)
Adopt a practical and effective industry-wide animal disease
traceability program.
Updated June 2013

GOAL: Decrease % saying regulations imposed on business make it more

and more difficult to operate freely.
GOAL
Update:
It is difficult to operate freely; 2011 (76%); 2012 (76%)
2015 (72%)
Source: 2012 CBB Producer Survey

GOAL: Increase perceptions of industry trust and openness.

Update:
Good individual relationships; 2011 (84%); 2012 (91%)
Entire industry works together; 2011 (63%); 2012 (77%)
Source: 2012 CBB Producer Survey

GOALS

2015 (86%)
2015 (67%)

Source: CattleFax

Source: Beef Checkoff CII Study

Funded in part by the

National Cattlemens
Beef Association

2011-2015 Beef Industry Long Range Plan Key Indicators and Industry Metrics

Funded in part by
the Beef Checkoff

Trend 2
Trend 3
Trend 4

Rising middle classes in developing countries demand more protein and produce
while the U.S. faces lingering economic insecurity and agriculture feels societal
pressure to change practices
Big data emerges as powerful source of value generation from farm to retail
Game changers: science, technology and the pressure to contain health care costs
Evolving consumer definitions of value ramp up demand opportunities

Millennials continue to grow.

Source: US Census Bureau

Trend 1

Source: Technomic Information Services

The Changing U.S. Consumer

Source: Food Foresight, Nuffer, Smith, Tucker, Inc. April 2013 (updated annually)

Inventory, Production, Spending and Consumption

The U.S. population continues to evolve ethnically and demographically; Hispanics continue to increase at an
accelerated rate. By 2014, Millennials will become the largest segment of the workforce.

International Markets

Source: CBI (self-reported)

While per capita consumption continues to decline,

spending continues to increase due to rising prices.

Source: CBI (self-reported)

As the cow herd declines, beef production has

become increasingly more difficult to maintain.

Source: CattleFax

Source: CattleFax

Domestic Beef versus Chicken

U.S. beef exports continue positive recovery.

Source: FreshLook Marketing

Beefs average retail price/lb. has increased at a

greater rate than chicken or pork.

While wholesale volume of beef and chicken is similar,

beefs dollar value is considerably higher.

Safety & Nutrition

Source: CBI (Spring measure)

Value per head slaughtered continues to increase.

Source: Global Trade Atlas, USMEF est.

Source: USDA/FAS &USMEF

The U.S. was once again a net exporter in 2012.

Source: Ipsos Public Affairs

Source: USDA/FAS

Source: USDA/USMEF

Retail and Foodservice

Source:Technomic 2011 Foodservice Volumetric

The gap between beef and chicken servings has declined; beef has lost ground on stated preference.

Concerns about beef and chicken are both declining.

Beef trails chicken on perceptions of nutritional content.

SAMPLE

Balanced Scorecard
Measurement Summary
Three-Year Strategic Targets

May 2012

STRATEGIC OBJECTIVES

MEASUREMENTS

# of GLI Member Companies Exporting (pg. 4)

q
q
q
m
m
m
m
m
m
m
m
q
q
q

Carmen
Shawna
Shawna
Jeremy
Steve
Eileen
Eileen
Eileen
Bobby
Eileen
Bobby
Kathy
Kathy
Eileen

55%
20%
50%
400
2,500
4,000
$42,000
100
$10,000,000
$210,000,000
50%
TBD - Q3
1,500
TBD - Q1

# of Member Companies Entering New Global Markets (pg.

4)

Eileen

TBD - Q1

m
m
m
m
m
m
m
m
m
a
q
m
q
q
q
m
q
m
a
q
q
q

Shawna
Shawna
Shawna
Jeremy
Jeremy
Mark
Mark
Mark
Jennifer
Connie
Connie
Connie
Tracee
Susan
Susan
Connie
Christy
Erin
Tracee
Erin
Erin
Erin

$749,000
$494,000
$21,000
$3,515,250
$788,000
$1,252,700
$1,475,000
$3,000
52%
100%
$45,000
75%
84%
100%
100%
85%
100%
100%
100%
100%
100%
100%

Progress Toward Priority Policy Goals (pg. 1)

Member Engagement Growth - Core (pg. 1)

Supportive
Stakeholders

Business Leadership

Member Engagement Growth - Top Investors (pg. 1)

Top Investors (pg. 1)
Chamber Membership (pg. 2)
New Jobs (pg. 2)
Average Salary

Job Creation and

Entrepreneurship

Located/Funded Projects
Capital Secured (pg. 3)
New Capital Investment

Human Capital

Global Opportunity

Healthy

Profitable Market-Driven
Revenue

Percent of Deals Funded by Angel Group

Talent Index (pg. 4)
# of Adults with a Bachelors Degree

Sponsorship and Advertising Revenue (pg. 5)

Net Products & Services Revenue (pg. 5)
New Product Net Revenue (pg. 5)
Top Investment Portfolio (pg. 6)

Purpose-Driven Investment

Grants & Gifts Development (pg. 6)

Government Contracts (pg. 6)

Positive Net Finances

Raving

Valued Connections

Net Worth (Assets) (pg. 6)

Net Profit (Activities) (pg. 7)
Strong Supporter (pg. 7)
Employee Engagement (pg. 8)

Engaged and Inspired People

Effective
Management

Investment in Development (pg. 8)

Fit (pg. 8)

Execute a Growth Strategy

Enabling Technology and
Knowledge

% of Green on BSC (pg. 8)

Technology Plan (pg. 9)
Knowledge-On-Tap
Staff Diversity Reflective of Community (pg. 9)

Learning &
Growth
Organization

Inclusive

Customer Diversity Reflective of Community (pg. 9)

Board Diversity Reflective of Community (pg. 10)

Collaborative
Inquisitive

Color Coding:
84% or above
56-83%
55% or less

Supplier Diversity Reflective of Community (pg. 9)

Collaboration Assessment (pg. 10)

Company Investment in Ideas (pg. 10)
Curiosity Points (pg. 10)

RESULTS YTD

$
$
$

65.00%
13.75%
42.37%
369
2123
1,548
43,209
34
3,076,000
99,308,000
40.00%

% YTD GOAL

118%
68%
83%
97%
92%
111%
108%
110%
74%
131%
80%
0%
0%
0%
0%

$
$
$
$
$
$
$
$

376,328
347,851
4,792
1,249,545
279,694
521,959
1,156,518
(264,788)
32.80%
$16,613
72.00%
50.00%
60.00%
60.00%
70.50%
83.48%
87.83%
64.32%
on hold
on hold
on hold

86%
93%
61%
89%
154%
100%
97%
80%
65%
0%
37%
96%
68%
60%
60%
83%
84%
88%
64%

Strength Based Approach

2012 TARGET

Sustainable Development

LEADER

Civic Innovation & Entrepreneurship

FREQUENCY