MSA STRATEGIC PLANNING

1. MSA STRATEGIC PLANNING 03-04 March 2009

2. 1 • 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 FIM’s 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.

3. 2 • 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.

4. 3 WORKING TOGETHER Terminology Volume Pace

5. 4 “The definition of insanity is doing the same thing over and over again and expecting different results.” Albert Einstein

6. 5 STRATEGIC PLAN • Tool used in Strategic Management • Road map, compass that will guide MSA, keep it focused, on course: • Decisions • Resource Allocation • Priorities • Doesn’t improve performance if it is not used and maintained, right sized, strategic

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9. 8 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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11. 10 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”

12. 11 ANALYSIS • Status Report • Where have we been ? • Where are we now ? • Environmental Scan • Political • Economic • Social • Sport • Environment • Technology • Regional

13. 12 ANALYSIS • SWOT Analysis • MSA’s Strengths and Weaknesses • External Opportunities and Threats • Stakeholder Input and Analysis Build on S trengths Improve on Weaknesses Capitalise on O pportunites Eliminate/Neutralise T hreats

14. 13 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)

15. 14 STRATEGIC FRAMEWORK Mission Vision Values Areas of Focus Strategic Priorities Goals Key Performance Indicators

16. 15 IMPLEMENTATION Business Plan Align Roles and Responsibilities Align Budget Review Policies and Procedures Decisions Based on Strategic Framework Implement Strategies Stakeholder Management

17. 16 MONITORING AND EVALUATION Benchmarks Milestones Targets Did we perform? So what? Good value?

18. 17 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”

19. 18 Staff / Volunteer Team Ongoing Scanning Framework Based Decisions Critical Thinking + Monitoring & Adjustment Strategic Management

20. 19 Questions ?