Highway Patrol Retirement System STRATEGIC PLANNING MEETING February

Highway Patrol Retirement System STRATEGIC PLANNING MEETING February 8, 2012

OHIO STATE HIGHWAY PATROL RETIREMENT SYSTEM STRATEGIC PLANNING MEETING FEBRUARY 8, 2012 10: 00 AM – 3: 30 PM 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/reporting

STRATEGIC PLANNING-AGENDA CONTINUED HPRS COMPETITIVE ADVANTAGE STRATEGIC OBJECTIVES STRATEGIES SHORT TERM GOALS/PRIORITIES/INITIATIVES ACTION ITEMS AND PLANS METRICS

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.

Discussion Norms: 1. 2. 3. 4. 5. 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. 6. We agree to listen respectfully and sincerely and try to understand the other person’s position. 7. We agree that if we do not agree with a persons position we will try to understand the other persons perspective.

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.

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

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.

Future Meeting Dates It has been suggested we meet the first Wednesday of every month- Bean Day? …. .

WHY ARE WE HERE? WHERE ARE WE GOING? HOW WILL WE GET THERE ?

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.

Group process elements required for effectiveness: 1. 2. 3. 4. 5. Follow group norms Full participation Group scribe Time keeper Reporter

SWOT 1. 2. 3. 4. STRENGTHS WEAKNESSES OPPORTUNITIES- RISKS THREATS

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.

MISSION STATEMENT WHO WE ARE WHAT WE DO WHO WE DO IT FOR

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

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 sustainability

Sony 1950 s: Become the Company most known for changing the worldwide poorquality 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.

Nike 1960 s: 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.

HPRS COMPETITIVE ADVANTAGE ARE WE DIFFERENT FROM THE OTHER SYSTEMS? WHAT ARE THOSE DIFFERENCES? WHY SHOULD WE BE A SEPARATE RETIREMENT SYSTEM?

STRATEGIC OBJECTIVES CONNECT THE MISSION TO THE VISION STRATEGIC OBJECTIVES ARE LONG TERM HOLISTIC OBJECTIVES ENCOMPASS FOUR AREAS: 1. FINANCIAL 2. CUSTOMER/MEMBER 3. OPERATIONAL 4. PEOPLE

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 MEMBERS

SHORT-TERM GOALS/PRIORITIES/ INITIATIVES GOALS CONVERT THE STRATEGIC OBJECTIVES INTO SPECIFIC PERFORMANCE TARGETS. EFFECTIVE GOALS STATE WHAT, WHEN. HOW AND WHO AND ARE SPECIFICALLY MEASURABLE

ACTION ITEMS AND PLANS ACTION PLANS LEAD TO IMPLEMENTING GOALS ACTION PLANS MUST BE COMPREHENSIVE ENOUGH TO ACHIEVE GOALS

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