2.  About HMC Management Inc
 Overview of Planning
 Our Integrated Planning Model (IPM)
 Closing Remarks
 Questions
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3.  HMC Management is a partnership that has been in place
informally since 1980 and was formalized in 1998.
 HMC has 2 partners:
 Larry Lang (Broadview Office); and
 Dean Yaremchuk (Portage la Prairie Office)
 We provide business and organizational development
services primarily in Manitoba and Saskatchewan and bring
over 60 years of combined experience in the municipal,
economic, and corporate development fields as a consultant
and users of consultative services to our customers.
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4.  Our services and experience include:
 Integrated Planning:
○ Strategic;
○ Operational Planning;
○ Action Planning;
○ Financial Planning (Budgets).
 Business Planning and Development
 Project development and Management
 Organizational Reviews and Organizational Development
 Business Management and Operations Support
 Land Sales and Property Development
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5.  Agriculture and Agri-business
Organizations
 Community Based Companies and
Organizations
 Municipal and Provincial Government’s
 Economic Development Agencies
 Tourism and Recreation Organizations
 Enterprise Regions
 First Nation Entities
 Private Sector Businesses
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6. 6

7.  PLANNING IS ONLY AS GOOD AS THE
INFORMATION ON WHICH IT IS
BASED.
 PLANNING ISN'T MAGIC: YOU CAN'T
ALWAYS GET WHAT YOU WANT.
 Do you have access to the expertise; the
material resources & the time required to do it
right?
 Planning is a tool that can help you decide
whether to go forward, not just how.
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8.  ADAPTABLE BEATS PERSUASION,
ANYTIME.
 organization-building is never complete;
 an organization's choices are to continuously
adapt or die.
 plan for flexibility, plans that can't be
changed shouldn't be written.
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9.  PUT PLANNING IN ITS PLACE AND
TIME.
 Recognize that it takes time and effort to
plan well.
 Too-rushed plans end up half-baked ideas.
 Results are driven by investment (TIME &
$$).
 Be realistic about what you can invest.
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10.  TOO MUCH OF A GOOD THING:
PLANNING CAN BECOME A
SUBSTITUTE FOR ACTION.
 "They're always having retreats to figure out
who they are," - "That's a bad sign."
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11.  WHAT GOES AROUND, COMES
AROUND: GROUPS CAN BE
BLINDSIDED BY THE ISSUES THAT
PLANNING REVEALS.
 When an organization pauses to plan, what's
been submerged may come up for air.
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12.  Provides a framework to help remove the
confusion and define how the various parts of
a successful planning process fit together.
 Clarifies what the roles of the Board and staff
are.
 Disciplined Integration of your plans will
result in better overall corporate plans.
 This will result in plans that stand a better
chance of being executed successfully.
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13. This Integrated
Planning Model is
comprised of five
STRATEGIC PLAN main components:
Vision, Vision, Values,
Programs & Services,
Issues.
Letting the Program drive the budget! Strategic Imperative
Financial Planning
Focus Areas
Operations Plan
Determine Operations
milestones to be
achieved in 12 to 24
months.
Action Plans
Detailed 90 day action
plans meant to be
updated or “rolled”
every 90 days.
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14. STRATEGIC PLAN
Vision, Vision, Values, The Board
Programs & Services,
Issues.
Letting the Program drive the budget!
Financial Planning Strategic Imperative
Focus Areas
Operations Plan
Determine Operations
milestones to be S
achieved in 12 to 24
months. t
a
Action Plans f
Detailed 90 day action
plans meant to be f
updated or “rolled”
every 90 days.
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15.  As you move from top to bottom of the
Integrated Planning Model:
1. The planning horizon (measured in time)
decreases.
Strategic Planning
Vision, Mission, Values, Services &
Programs, Issues.
Operations Plan
12 to 24 months Milestones
Action Plans
12 month - 90 day rolling
quarterly plans
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16.  As you move from top to bottom of the
Integrated Planning Model:
2. The specificity of the associated targets and
detail increases.
3. The number of people involved with planning
and execution increases.
4. The level of staff involved in planning and
execution decreases.
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17. STRATEGIC PLAN
Vision, Vision, Values,
Programs & Services,
Issues.
Letting the Program drive the budget!
Strategic Imperative
Financial Planning
Focus Areas
Operations Plan
Determine Operations
milestones to be
achieved in 12 to 24
months.
Action Plans
Detailed 90 day action
plans meant to be
updated or “rolled”
every 90 days.
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18.  The Strategic Planning component of the
model includes:
 Vision (3-5 year focus)
 Mission
 Values (or Guiding Principles to some)
 Programs & Services (Identification of core,
secondary, and emerging services)
 Critical Issues
 This is done by the elected
representatives or “the owners”.
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19.  A good vision statement is an essential
element of every good corporate plan.
 The vision statement spells out what
your corporation looks like at a point in
time in the future. (3- 5 years in the
future).
 The vision sets the tone for everything
else that follows in the corporate plan
yet is often written off as “Corporate
Fluff”.
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20.  Everything you do from this point
forward is tied to achieving your vision.
 If what you are doing does not tie back
to your vision you need to question why
you are doing it?
 While visions evolve over time and are
generally not perfect the first time, you
need to be close.
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21.  A Vision Statement needs to be:
 Practical
 A stretch to achieve
 Specific
 Compelling and inspirational
 Positive
 Possible to measure
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22. STRATEGIC PLAN
Vision, Vision, Values,
Programs & Services,
Issues.
Letting the Program drive the budget!
Strategic imperative
Financial Planning
Focus Areas
Operations Plan
Determine Operations
milestones to be
achieved in 12 to 24
months.
Action Plans
Detailed 90 day action
plans meant to be
updated or “rolled”
every 90 days.
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23.  A foundation piece of the Integrated
Planning Model.
 Relatively new concept but very effective
in:
 clarifying direction and what to do;
and
 keeping what you do tied to your
vision.
 Provides crucial instruction to form the
operational plan.
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24.  There purpose of Strategic Imperative Focus Areas
can be broken down into 3 key statements:
1. Strategic Imperative Focus Areas articulate the most
important parts of the strategy in a way that everyone
can understand it.
2. Strategic Imperative Focus Areas describe the handful
of major accomplishments that must be accomplished
above all else in the next 12 -24 months.
3. Strategic Imperative Focus Areas describe the most
important parts of the strategy in a way that drives
action.
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25.  Break your vision down into smaller
chunks or components;
 For each component determine:
 What it means;
 How will you know you are there;
 How would you define success;
 Is there a clear completion date; and
 What do we need to do to get there?
 This process ensures what you do is tied to
your vision.
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26. STRATEGIC PLAN
Vision, Vision, Values,
Programs & Services,
Issues.
Letting the Program drive the budget!
Strategic Focus Areas
Financial Planning Operations Plan
Determine Operations
milestones to be
achieved in 12 to 24
months.
Action Plans
Detailed 90 day action
plans meant to be
updated or “rolled”
every 90 days.
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27.  Most often overlooked, the most critical part of the
overall planning process.
 The operational plan provides direction to what
milestones and actions will be necessary to
execute.
 Helps move processes that only stick to strategy,
and don’t help you actually execute your plans.
 The operational plan lays out “how” Strategic
Imperative Focus Areas will be accomplished.
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28.  Review the information garnered from the
Strategic Imperative Focus Area development
exercise;
 Look at the “What do we need to do” results and
tie them to focus areas.
 Look at what else you are doing now;
 Do they tie to your vision?
 Estimate the cost of each Milestone identified.
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29. STRATEGIC PLAN
Vision, Vision, Values,
Programs & Services,
Issues.
Letting the Program drive the budget!
Strategic Focus Areas
Financial Planning Operations Plan
Determine Operations
milestones to be
achieved in 12 to 24
months.
Action Plans
Detailed 90 day action
plans meant to be
updated or “rolled”
every 90 days.
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30.  Action Planning is just as it sounds.
 Owners and executives can strategize all they
want; without basic action on the shop floor,
business will never change or move ahead.
 Plan quarterly and don’t use artificial
deadlines.
 Action plans have the shortest time horizon,
the most detailed plans, the most specific
accountabilities, and the most specific
measures.
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31.  This is truly where “the rubber hits the
road” and determines:
 What needs to be done to reach our
milestone;
 Who needs to do it?
 When does it need to be done by?
 What will it cost:
○ Cash
○ Time
 Where do we get the:
○ Cash
○ Time
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32. STRATEGIC PLAN
Vision, Vision, Values,
Programs & Services,
Issues.
Letting the Program drive the budget!
Strategic Focus Areas
Financial Planning Operations Plan
Determine Operations
milestones to be
achieved in 12 to 24
months.
Action Plans
Detailed 90 day action
plans meant to be
updated or “rolled”
every 90 days.
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33.  This is sometimes the only planning
that some local governments or
companies do .
 The financial plan has two key
functions:
 Provide tangible targets to clearly describe
what successful execution will look like.
 Act as a yardstick to measure actual
performance versus plan. These are the
numbers to keep the words ‘honest.’
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34.  It is vision driven (3-5 years) so if projects do not
assist the organization to get to its vision, why are
doing it?;
 Recognizes that economic development is not
driven by artificial timelines (calendar year end,
fiscal year end etc);
 Recognizes change occurs quickly and that is why
the 90 day rolling operational plans are beneficial;
 Is linked directly to the budget;
 Forces accountability;
 Directs time spent on detail in the right areas
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35.  Lack of political will and administrative support –
buy-in;
 Not allocating resources to accomplish your vision;
 Not being realistic and patient andexpecting that
the plan will produce immediate results;
 Non communication of progress or lack of
progress;
 Not being open, honest, and transparent;
 Not knowing your role in the process;
 Trying to do too much;
 Taking short cuts and missing steps in the
process;
 Not being disciplined or committed to the process.
 Treating planning like a special event.
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36. Closing Remarks
 HMC believes in IPM and has
successfully used it for all types of
organizations from local government, to
private sector, to not for profit entities;
 It is tried, tested and true
 It is not perfect; but with champions at
the elected and administrative levels,
who believe in the process, it works and
produces results – every time…..
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37. Questions?
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