1. Strategic Planning and Governance RAM Planning Retreat Michael E. Gallery, PhD, CAE President OPIS, LLC

2. 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?

3. Performance Improvement Model Organizational Inputs PerformanceOutputs Evaluation © Copyright OPIS,LLC 2005 All rights reserved

4. Basic Components of Strategic Planning Organizational Inputs PerformanceOutputs Policies Staff talents Processes Budget Staff structure Strategies Tactics Meetings Publications Member Benefits Membership Numbers Meeting attendance Net profit Gross revenue © Copyright OPIS,LLC 2005 All rights reserved

5. 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

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

7. Focusing on Results  Whose needs?  Which needs?  To what level of satisfaction?

8. The Major Threat to Leadership… Focusing on internal structure and process

9. Confusing Means with Ends  Activities  Processes  Technology  Conditions  Structure

10. 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?

11. Mission Examples  Literate Ohio Citizens  Enhanced Demand for Realtor’s Services  A public well-served by a competent, honorable and independent legal profession

13. Finance Objectives 1. To have $600k in reserve 2. Increase net revenue by X 3. Balance the budget 4. *Budget for 5% net per year -achieve 5. $300 k in reserve, $100k, a sustainable state- wide revenue engine 6. *To have X% in reserve 7. To increase the gift cert. sales by X

14. Membership 1. Increase retention to 80% over 3 years 2. Increase diversity of membership along the lines of ownership, cuisine, and location 3. Increase market share by X % 4. * Increase retention by X% 5. Increase member satisfaction 6. * Increase market share from X to Y 7. * Increase member revenue by X

15. Organization 1. Improved marketing - through use of Allied member 2. Ensure that committee charges come from the strategic plan 3. * Identify a market vehicle that translates the value of RAM to the food service industry 4. Increase non-board member committee involvement from X to Y 5. Board to be more reflective of the membership 6. * Increase membership involvement in the organization 7. Stabilize the internal structure of RAM 8. Motivated highly effective staff

19. Focus of Outcomes  Finance  Customer  Organization

20. SMART Outcomes  Specific  Measurable  Achievable  Relevant  Timely

21. 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.

22. RAM Interview Report Michael E. Gallery, PhD, CAE President OPIS, LLC June, 2009

23. 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

24. 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

25. 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

26. 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

27. 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

28. 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