The ActionStrategy Planning Guide for Tribal Leaders

Charles Dayton and Dr. Elaine Gagn

ACTIONSTRATEGY PLANNING GUIDE FOR TRIBAL LEADERS

OUTLINE Introduction to the ActionStrategy Planning Process The Strategy Execution Gap Assessing Your Strategic Leadership Your Strategic Questions What is an ActionStrategy? Begin with the End in Mind Anatomy of an ActionStrategy ActionStrategy Checklist Strategic Leadership The Foundation Strategic Leadership The Focus Button Strategic Leadership Building Trust Strategic Leadership Taking Responsibility for Results Leadership and Culture Strategic Leadership Confronting Reality Applying Confronting Reality Strategic Thinking Strategic Thinking Environmental Analysis using P.E.S.T. P.E.S.T. Analysis Action Plan Strategic Thinking Stakeholder Assessment Strategic Thinking Benchmarking Strategic Thinking Organizational Capacity Assessment Strategic Planning Establishing Focus Strategic Planning A Compelling Mission Focus on the X Strategic Planning Vision Strategic Planning The Power of Traditional Values The Value Test Your Planning Framework Strategic Planning Focus: Establishing Priorities Goals are not strategy SMART Goals Strategy Drivers Strategy Execution Project Planning and Plan Reviews Strategy Execution Project and Grant Planning Four Phases of Project and Grant Management Initiating the Project Designing the Project Executing and Controlling the Project Accountability and Review Conducting Effective Plan Reviews Plan Review Meeting Agenda Conclusion About ActionStrategy 2 2 3 3 4 5 5 6 7 7 8 8 9 9 10 11 12 13 13 15 15 16 16 17 17 18 19 19 20 21 21 22 24 24 25 25 26 27 28 29 30 31

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ACTIONSTRATEGY PLANNING GUIDE FOR TRIBAL LEADERS INTRODUCTION TO THE ACTIONSTRATEGY PLANNING PROCESS
In our work with tribal strategic planning, we have found that many plans take too much time to produce, are too long and no one reads them. Consequently, a very low percentage of strategic plans are ever implemented especially if you add the criteria of being on time and at budget. We once did implementation planning for a team that had produced 110 page plan. It was a beautiful document but nothing had been implemented in the 9 months since it had been published. Our mission is to develop strategic leaders who are instrumental in creating positive change in their communities. We believe there are tools and insights in this guide that will help you create that positive change. This guide represent our collective 20+ years of experience in helping leaders develop clear actionable plans that produce improved results for tribal members. We have discovered that the process can be streamlined to accomplish in 2-3 days what typically takes 1-2 months. THE STRATEGY EXECUTION GAP

Your Strategic Plan

(GAP)

What is Actually Implemented

As a tribal leader, one of your biggest challenges will be to close the gap between the strategic plans you develop and the results those plans create. This is often called the Strategy Execution Gap. The purpose of this planning guide is to help tribal leaders close this gap. Strategy has to be considered in the context of the whole organization: what your strategy exists for, the values your strategy stands for, and what your strategy success looks like (vision) and a strategy management system. To improve strategy execution, tribal leaders need to develop four core leadership competencies: Strategic Leadership Self-mastery and effectiveness with others Strategic Thinking Understanding of the environment, tribal member needs and your organizations capacity to implement your strategies Strategic Planning Making decisions regarding which goals and strategies to focus on Strategic Execution Translating goals into implementation plans and holding each other accountable

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ASSESSING YOUR STRATEGIC LEADERSHIP Lets begin by assessing your own level of leadership and your organizations capacity for developing and implementing good strategy. Please answer the following questions (1-strongly disagree, 6-strongly agree) STRATEGIC LEADERSHIP I consistently build trusting relationships with others. I take personal responsibility for getting results. (No Excuses!) I confront difficult situations rather than avoid them. STRATEGIC THINKING We consistently gather information about what is happening in our environment that could impact our organization. We regularly gather information from tribal members regarding their needs and priorities. We have assessed our organizations capability to implement our strategy. STRATEGIC PLANNING Our mission and vision are current and compelling. We incorporate our stated values in our day to day decisions and behaviors. We have a clear set of specific, measurable goals that are understood by all who will influence their accomplishment. STRATEGY EXECUTION We have the appropriate project management skills to plan and execute our strategic projects. We have the appropriate process improvement skills to continually improve our critical processes. Our leaders and staff clearly understand their roles in implementing our 2014 strategic plan. We hold each other accountable for doing the work needed for strategy execution. SCORE 123456 123456 123456 123456 123456 123456 123456 123456 123456

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If you have a number of scores in the 3-4 range or lower, the good news is that you have an opportunity to address those areas and improve your leadership, strategy and implementation skills. This guide is designed to provide leaders with specific steps and tools to improve each of these areas. The ActionStrategy team facilitated our planning process from having no strategic plan and no organizational alignment at all to implementing the completed plan by day three. ActionStrategys proven approach inspired our entire organization into action immediately. Herold Hudson, Former Tribal Administrator

YOUR STRATEGIC QUESTIONS The Starting Point If I had an hour to solve a problem and my life depended upon the solution, I would spend the first 55 minute determining the proper question to ask. Once I knew the proper questions, I would solve the problem in less than 5 minutes. Albert Einstein The starting point for good strategy is not goal setting, it is identifying the problems your leaders and organization need to solve. As Richard Rumelt, the author of Good Strategy/Bad Strategy stated: Bad strategy tends to skip over pesky details such as problems.

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ACTIONSTRATEGY PLANNING GUIDE FOR TRIBAL LEADERS

A good planning process begins with a list of questions that need to be addressed by the plan. Three key questions are; 1. What problems need to be solved by the strategy? 2. What opportunities should be pursued? 3. What questions need to be asked? SAMPLE STRATEGIC QUESTIONS FOR TRIBAL STRATEGY What are the most significant needs of our tribal members? How are those needs changing? How do we develop capacity to improve strategy implementation? How do we improve collaboration within the organization and with key partners? How do we make a specific business profitable or should we sell the business? How do we engage our employees? How do we develop an effective work culture where all employees can take ownership for the results? We have learned that a poor planning process will generally steer you away from the most important questions that need to be asked and answered by your plan. A good strategic plan addresses your most important questions. WHAT IS AN ACTIONSTRATEGY Eventually, all grand strategies evolve into work. -Peter Drucker There is something mystifying about the word strategy. In fact, the meaning of the word is quite straight-forward: it answers the question How are you going to accomplish a task to your specified desired results. Strategy by definition, infers some type of action preceded by a decision. Plans dont create results, action or work does. A good strategy, based on critical thinking, makes clear the work needed to move from where you are to where you want to be. Often strategic plans are very lengthy, heavy on narrative and not actionable. These Plans on the Shelf (POTS) are rarely read and have a poor implementation record. One of the key problems to strategy implementation is not having a system for tracking goal and project implementation. The method of plan documentation is important. Funding sources, tribal councils and staff want to see both what you are going to do and how you are going to do it. The documented end-point of this process is a system that incorporates three tools: Accountability Grid this grid makes clear what needs to be done, who owns the action and when it will be accomplished. Project and Grant Managementthe project is the traction point for strategy implementation. Between 60-80% of strategy implementation consists of projects. Tools such as a Work Breakdown Structure (WBS), a Gantt chart (timeline visualization), and collaboration features which are included in the online system. Scorecard What lets you know you are succeeding? Are your strategies having the desired impact on measurable outcomes?

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ACTIONSTRATEGY PLANNING GUIDE FOR TRIBAL LEADERS

BEGIN WITH THE END IN MIND We want to give you a picture of what an actionable or ActionStrategy looks like. The result of this planning process is an actionable strategic plan which can be managed using an online tracking system. The tracking system provides leaders with the flexibly to dynamically make adjustments to the planning/implementation process and monitor progress against the goals and project. ANATOMY OF AN ACTIONSTRATEGY A good, actionable strategic plan has the following elements:

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ACTIONSTRATEGY PLANNING GUIDE FOR TRIBAL LEADERS

ACTIONSTRATEGY CHECKLIST Many tribal planning efforts get bogged down because the finish line for planning isnt well defined. The finish line is important to make clear to everyone, otherwise if the planning process drags on endlessly, some participants may give up. We would like to introduce the concept of an ActionStrategy checklist that helps you define the specific steps and tools that are necessary for completing an actionable strategic plan. The Checklist When you board an airplane, you might notice the pilots working through a checklist of items to check for safety purposes. One report estimated that 60%-80% of airline accidents are a function of human error. This isnt to say pilots arent some of the smartest people in our society. In high stakes such as aviation and healthcare, checklists have been standardized to mitigate human error. The checklist helps tribal leaders understand the planning steps which complete the planning process and helps clearly identify the finish line using standardize tools and methods for each department and program. One process improvement principle is that you cant improve a process unless it is standardized. Strategic planning is a process. We have seen tribal councils ask for department plans and one department will submit a comprehensive plan on an excel sheet while another department will submit their plan on a Dennys napkin (only slightly exaggerating). Standardized processes are essential. Standard steps in the ActionStrategy Checklist include:
STRATEGIC THINKING Environmental Analysis We understand external trends in the following realms political, economic, social, technology, competitors. Stakeholder Analysis We know who our stakeholders are and what is important to them. Organizational Capacity Assessment We understand our capacity to implement (or not implement) strategy. STRATEGIC PLANNING Review Mission and Values. Develop a Compelling vision. FOCUS Prioritize SMART Goals (Measurable $, #, %) ALIGN (Strategy Drivers) People (Culture) Projects Processes Structure Policy ENGAGE AND COMMUNICATE Tribal Council, Staff, Other Departments, Strategic Partners STRATEGY EXECUTION Plan and implement strategic drivers Projects, Grants, Process Improvement, Training Monthly/Quarterly strategy review sessions TOOLS PEST analysis Environmental Scan Stakeholder Assessment Surveys/Focus Groups Capacity Assessment Asset Mapping Mission/Vision/Values Balanced Scorecard Training Project Initiation Process Improvement Organizational Design Policy Development Ratification Meetings Team Alignment Project Management Time Management Agenda Development

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STRATEGIC LEADERSHIP The Foundation When we first developed this process, we researched the leadership competencies most necessary for good strategy development and execution. In particular, the military and healthcare industries have developed a body of work on the fundamentals of strategic leadership. We have chosen to focus on these three aspects: Building Trust Taking Responsibility for Results (whether good or bad) Confronting Reality

STRATEGIC LEADERSHIP - The FOCUS Button Leaders frequently look for models or analogies to communicate their philosophies. Sports, military and aviation are often used to illustrate key ideas related to team or organizational performance. At ActionStrategy, we try to keep things as simple as possible. Here is our analogy. There is a popular commercial for the Staples Office Supply Company that refers to an EASY button. If you are in a bind just press this button and all of your supply and technology problems are solved. That was Easy is the tagline in their commercial. What if organizations had a similar magical button and when pushed, it would bring perfect FOCUS to the team or organization. Well call this, the FOCUS button. All of a sudden: Everyone is working towards the same goals Respectful service is consistently provided to tribal members Employees are fully engaged in the mission of the organization Department managers seek each other out as ways to improve collaboration The systems and processes fully support the goals and strategies There is a remarkable level of accountability In short you would have full utilization of your organizations capacity. Imagine that just as Southwest Airlines emphasizes full utilization of their assets (planes constantly in the sky producing revenue) all of your energies are being utilized to provide value and improved services to Tribal Members. Now here is the challenge it is difficult to create something that you cant visualize. As Dr. Stephen R. Covey wrote: All Things are Created Twice First mentally and then physically. In our work sessions, we generally will spend a few minutes helping clients visualize what would be different if they could press the focus button.

What would be different if you could press the FOCUS button?

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Inevitably, these leaders identify sobering gaps between how they would like to operate and how they actually operate. That is ok. We think this is a healthy starting point for planning and defining how to create a focused organization. With the right leadership, the process can help you produce impressive results. For example: The ActionStrategy project tool became our working strategic plan and provided us a common picture that Council members, Department Directors and Employees could access from anywhere to update and monitor progress. This is what kept us focused on what was important. This process also leads to our first ever community planning session with tribal leaders, city leaders, school leaders, federal agencies, business leaders and local residents. Herold J. Hudson, Former Tribal Administrator You can visualize a more focused organization and you are motivated to work towards that vision. Even though all the while you are realizing that the vision is going to require change. Organizational change will only happen faster when individuals within the organization change. This change starts with leadership, specifically, when leader effectively lead their own lives and relationships. STRATEGIC LEADERSHIP - BUILDING TRUST Trust is the lifeblood of good planning and strategy implementation. When trust is lost, the organization pays a trust tax. This tax can include: People who need to work together, avoid each other Increased stress and decreased accomplishment Small issues escalate Loss of synergy Blaming and victimization Poor or non-existent strategy implementation

Our earlier metaphor, the FOCUS BUTTON assumes a high degree of trust within the organization. When leaders choose to work on their own trustworthiness, the other conditions of good planning and organizational improvement will follow. TAKING RESPONSIBILITY FOR RESULTS Leadership is about who will take responsibility for yourself, your family, your community, your nation. Stephen Cornell, Native Nations Institute In his book Taking Responsibility, Nathaniel Branden wrote the following: Who you are is a function of what you are responsible for. When you step into a role, you are communicating that you are responsible for certain people and outcomes. This is a powerful truth, consider that: A mother is responsible for the health and welfare of her children A project manager is responsible for the successful outcome of the project A department manager is responsible to ensure the staff is working towards a coherent vision A tribal leader is responsible for the future of his or her organization and community

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As you can see, a victim mentality is the antithesis of Taking Responsibility. Those with a victim mentality spend their energies on justifying why they are not successful or blaming others for their failure. Fundamentally, they are not responsible. Goals, projects, and strategies are not implemented by victims. LEADERSHIP AND CULTURE One reason execution is so vexing is because it inevitably requires a change in behavior. Someone (usually a group of someones) has to do something different - since you cant keep doing the same thing and expect different results. Changing behavior is an enormous challenge. - Mark Josie Think of your organizational culture as the beliefs and common behaviors of individual and groups. It is what they do and dont do. Do people show up for work and meetings on time (behavior)? Do leaders value the input of staff (belief)? Culture is often a better predictor of what an organization can accomplish than its strategy. A culture of responsibility and accountability is fundamental to strategy execution. In the assessment on page 2, how did you answer the following question? We hold each other accountable for doing the work needed for strategy execution. 123456

A score of 1-3 would indicate that the culture is not one of accountability. The first step of changing this is to hold yourself to high standards of personal responsibility and accountability (modeling). The next step is to make sure you are setting clear expectations and having the courage to have respectful, direct conversation when people dont perform. STRATEGIC LEADERSHIP - Confronting Reality As humans, we are hardwired to avoid difficult truths about ourselves, others and our environment. We dont like bad news or information that challenges our version of reality. Consequently, effective strategic leadership requires a courage to see things as they are, and seek to help others do the same. An organization cannot adapt to a reality it is unwilling or unable to see. The following are some of the reasons we are hardwired to avoid reality: Definition of terms: Cognitive Bias Cognitive bias is terminology for how we think such as; perceptual distortion, illogical interpretation, or inaccurate judgment. Cognitive bias is a self-protection mechanism to protect our ego and beliefs from being challenged. There are over 60 identified biases. We will focus on those most relevant to the strategic planning process. Avoidance/Denial As Richard Tedlow has written, Denial does not change reality, it simply makes reality tougher to deal with. This is sometimes referred to as the dead moose on the table or kicking the can down the road. This a protective mechanism to help us protect ourselves from threatening and unpleasant realities. While everyone is fleeing from the threat; effective leaders are running the opposite way preparing to deal with the difficult realities. Ego There have been hundreds of books written on this topic ranging from how to control your ego to the positive sides such as self-confidence. Sometimes ego is referred to as hubris. When the ego is in high gear, we literally cannot see straight. Our agenda, protection of self, overtakes our thought process and information gets screened by whether our ego is supported or threatened.

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When the power of ego surges, our intent switches from honestly defending our point to proving our case exclusively; we refuse to be influenced. - David Marcum & Steven Smith, Egonomics George Armstrong Custer had army scouts who told him, they had never seen a gathering of warriors that large. Ten thousand Lakota, Arapaho and Northern Cheyenne were waiting for Custer and his men. What did he do with the information that would have literally saved his life and the lives of 268 men? Some have suggested the humility factor is the first principle of leadership. Confirmation Bias (Selective Listening) is a tendency of people to favor information that confirms their beliefs and reject information that challenges those beliefs. The effect is stronger for emotionally charged issues and for deeply entrenched beliefs. What happens when you are seeking to solve a problem and you only allow information that supports your existing beliefs? How do you know the difference? As one theorist wrote, being right and being wrong feels the same way. Strategic leaders invite perspectives and beliefs that are different than their own. As Dr. Stephen R. Covey wrote, synergy cannot exist unless different perspectives are shared. A better, Third Alternative can only be discovered when different beliefs and information are openly shared. Wishful Thinking - Christopher Booker described wishful thinking in terms of the fantasy cycle which is a pattern that recurs in personal lives, in politics, in history and in storytelling. When we embark on a course of action which is unconsciously driven by wishful thinking, all may seem to go well for a time, in what may be called the dream stage. But because this make-believe dream can never be reconciled with reality, this leads to a frustration stage as things start to go wrong, prompting a more determined effort to keep the fantasy intact. As reality presses in, it leads to a nightmare stage as everything goes wrong, culminating in an explosion into reality, when the fantasy finally falls apart. Wishful thinking may cause blindness to unintended consequences. Some strategic plans are mostly based on Wishful Thinking. Ignorance Experience is often the most painful and costly method for solving problems. When we dont know; what we dont know our tendency is often to underestimate the difficulties of implementing a certain strategy or project. When we fail to identify risks to success, we also have a tendency to fail to develop plans to mitigate those risks. On paper, every basketball play goes for a layup however, the opposition must be accounted for if the team is to be ultimately successful. Strategic Thinkers have the self-awareness to recognize when denial, ego, selective listening, wishful thinking and ignorance are present in a strategy discussion. High trust and candor are fundamental in breaking through these protective tendencies and help the group confront difficult situations that must be responded to. APPLYING CONFRONTING REALITY Many failures associated with tribal government, business and community can be traced back to the failure to confront reality. In our work sessions, we illustrate this with the following activity: We first ask participants to identify a past project or strategy that failed. It doesnt take them long to find a costly example. We next ask them to analyze the root causes of the failure in terms of avoiding reality choices by asking these questions: Was there avoidance or denial of any key information? Did someones ego influence the free-flow of information and analysis?

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Did selective listening cause us to ignore information critical to a better decision? Did wishful thinking cause us to under-estimate the risk to failure? Ignorance what did we not know that ultimately influenced the projects failure?

We havent come across a group yet that couldnt identify how these cognitive biases contributed (significantly) to the failure. The problem is that individuals and groups often think in patterns. Avoiding reality is a pattern that produces predictable results. The real question then is how do we foster an environment that courageously Confronts Reality? We recommend at least three behaviors for tribal leaders: Have courage. Leaders must have the courage to see things as they really are. This doesnt mean they are to be continually pessimistic they must balance this passion for reality with desire for a better future. As Admiral James Stockdale, survivor of the Hanoi Hilton prisoner of war camp in Vietnam taught: You must retain faith that you will prevail in the end, regardless of the difficulties. AND at the same time You must confront the most brutal facts of your current reality, whatever they might be. Be humble. Ego, when inserted into a discussion, has a remarkable way of interfering with the truth. Humility is a critical leadership attribute and does wonders for encouraging openness. Humility is the confidence that we can create better solutions together as a team than I can on my own. Encourage candor Set the stage for dialogue. I have respect for my experience, but I may have drawn the wrong lessons from that experience. We need to respectfully challenge ideas and express what we believe is really going on.

STRATEGIC THINKING
When you are in doubt, be still, and wait; when doubt no longer exists for you, then go forward with courage. So long as mists envelop you, be still; be still until the sunlight pours through and dispels the mists -- as it surely will. Then act with courage. -Ponca Chief White Eagle (1800's to 1914) Strategic Thinking is Confronting Reality regarding what is really happening inside and outside the organization. The purpose of this step is to develop awareness of environmental trends, stakeholder needs and the capacity of the organization to implement its strategies. Strategic thinking precedes strategic planning just as a diagnosis from a doctor precedes a medical prescription. As tribal leaders, you must first have a heightened awareness of what is occurring both outside and inside of your organization. This will put you in a better position to make wise strategic choices. In this section we will be reviewing Four Strategic Thinking Tools: Environmental analysis using P.E.S.T Stakeholder Assessment Benchmarking for best practices Organizational Capacity Assessment By reviewing and implementing these four Strategic Thinking Tools, you and your organization will be fortifying the leadership strategies that highlighted in the assessment process. 11 | P a g e

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STRATEGIC THINKING Environmental Analysis using P.E.S.T. A good strategic leader is able to look to the future and prepare a strategic response to potential risks and opportunities. A Tribal Housing Director recently modeled this for her board and staff. Budget cuts at the national level seemed to be inevitable although the timing and amount of the cuts were uncertain. The Tribal Housing Director assembled her staff and identified different scenarios representing the future based on the severity of the cuts. The staff then developed responses for each scenario. When scenario B became the reality, the Tribal Housing Director and staff implemented their plan B effectively and moved forward without drama. One of the best tools for conducting an Environmental Analysis is called a P.E.S.T. Analysis. P.E.S.T. stands for Political, Environmental, Social and Technology. To conduct a P.E.S.T. Analysis, follow these steps: 1. Brainstorm potential changes in each of these four areas. (review sample questions below) 2. Prioritize the top two or three changes that have the greatest potential impact on your services example, Social more grandparents are raising their grandchildren. What are the implications for your service delivery? 3. Brainstorm opportunities that may arise from these changes. 4. Brainstorm threats or issues that could be caused by them. 5. Action identify potential action items you can take to mitigate risk and take advantage of opportunities. (see template below) P.E.S.T. Questions
POLITICAL When is the next tribal, state, or national election? How could this change government and/or regional policy? Who are the most likely contenders for power? What are their views on other policies that affect your organization? Could any pending legislation or taxation change affect your organization, either positively or negatively? ENVIRONMENTAL How stable is the current economy? Is the economy growing, stagnating, or declining? Are customers' levels of disposable income rising or falling? How is this likely to change in the next few years? What is the unemployment rate? SOCIAL

Opportunities and Threats

What is the population's growth rate and age profile? How is this likely to change in the future? Are generational shifts in attitude likely to affect what you're doing? What are your society's levels of health, education, and social mobility? How are these changing, and what impact does this have? What social attitudes and social taboos could affect your business? Have there been recent socio-cultural changes that might affect this?

TECHNOLOGY Are there any new technologies that you could be using? Are there any new technologies on the horizon that could radically affect your work or your industry? Are there any other technological factors that you should consider?

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P.E.S.T. ANALYSIS ACTION PLAN Identify: If the insights from this analysis arent made actionable, the value of the process can be quickly lost. In the ActionStrategy process, we document any actionable insights in the online system as they are discussed. These ideas - potential goals, strategies and projects can be considered later when we establish overall priorities.

STRATEGIC THINKING Stakeholder Assessment The first peace, which is the most important, is that which comes within the souls of people when they realize their relationship, their oneness with the universe and all its powers, and when they realize that at the center of the universe dwells the Great Spirit, and that this center is really everywhere, it is within each of us. - Black Elk - Oglala Sioux Your tribal government, business, department and program operates in an ecosystem. What you do (or dont do) impacts those around you. Those impacted by your actions are referred to as stakeholders. Definition: A stakeholder is anyone who has a stake in your organization. A quick way to identify your stakeholders is to ask, if your department was to disappear tomorrow- who would be impacted? Typical stakeholders would include: Tribal members Tribal leaders Funding sources Multiple departments Your community Your employees

Each of these groups have distinct and sometimes conflicting needs that they expect you to meet. Your tribal members expect services delivered by respectful staff and leaders. Your tribal leaders need information and recommendations that help them make informed policy decisions. Your funding sources expect you to follow the requirements of your grants and produce beneficial outcomes to tribal members. To meet stakeholder needs, you must first understand your stakeholder needs. Some of the best methods to gather data and understanding of their needs are: Focus groups allows for exploration of topics and more dynamic feedback from a stakeholder group Informal discussions works especially well when fewer stakeholders are involved Surveys (very efficient but can be challenging to get responses)

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It is the responsibility of tribal programs and departments to continually improve the services they provide. The starting point is to always diagnose needs before prescribing solutions. Respect means listening until everyone has been heard and understood, only then is there a possibility of Balance and Harmony" the goal of Indian Spirituality. - Dave Chief, Grandfather of Red Dog The following are proven steps for conducting an accurate stakeholder needs assessment: Identify stakeholders 1. Select key stakeholder to assess needs. 2. Determine best method to gather information; survey, interview, focus group, feedback forms. Identify -The stakeholders perspective: 3. What needs or results do they expect you to meet/produce? 4. What are the best five results that you are currently producing? 5. What are the worst five results that you are currently producing? Determine: 6. Key themes prioritize results to improve the outcome. 7. Why is your system consistently producing results that arent meeting their needs? Develop: 8. Strategies for closing the gaps. These may include: Projects Process improvement Policy change Changing structure Improve culture Document: Your plans for closing the gap in your tracking system: Show system In our work sessions, we have found it helpful to document insights directly into the system rather than using a flip chart. These notes and potential actions will be available when you move into the Strategic Planning phase.

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STRATEGIC THINKING Benchmarking In most Native cultures, humility has been identified as an important cultural and traditional value. Leadership theorists such as Roger Merrill have suggested that, humility may be the most important leadership value. Humble leaders recognize the value of learning from others when it comes to solving challenging organizational issues. Most Tribal organizations face common challenges and yet, some have been more successful at developing good strategies to overcome those challenges. Experience is often the most expensive form of education. The wise will learn from the success of others. Benchmarking is an organized way of evaluating and adopting best practices from other similar or dissimilar organizations. Benchmarking can be one of the most productive planning exercises as it forces teams out of their thinking box and teams can focus on innovative solutions. Here are a few proven Benchmarking Steps that are easy to follow: 1. Identify the Strategic Questions for the big issues that you would like to address through your planning. Example; How do we streamline the way we provide social services to our members? 2. Identify who has solved this problem? Who does a good job of this right now? 3. Develop a research plan which should include: a. Internet search b. Interviews, site visits c. Documentation review 4. Share findings and recommendations with team. Determine which solutions you will adopt and/or build upon. 5. Action Develop a plan for how you will incorporate these best practices into your work and document the action, owner (very important), resources and timelines.

STRATEGIC THINKING Organizational Capacity Assessment During the planning process, the organizations capacity to implement the ActionStrategy needs to be considered. For example, your 2014 plan may require skillful grant applications and project management. You have to address the question: Do we have the capacity to successfully apply for grants? Do we have the capacity to manage grants? Does our staff have the training and tools to manage projects effectively? The assessment on page 2 is a useful for evaluating capacity 15 | P a g e

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We have found great value in utilizing online, confidential assessments prior to the work sessions. These assessments accomplish 3 things: 1. The team can assess its own capacity for collaboration, leadership, planning and implementation 2. The team can provide their ideas regarding goals and strategies, improving engagement of the team. This is a tremendous time saver during the planning work session. 3. The team can provide very actionable ideas for addressing the gaps. Ex. grant management training.

STRATEGIC PLANNING Establishing Focus

Strategic thinking precedes strategic planning. Once a leadership team has gone through the strategic thinking phase, they need to make choices. Which goals need to be pursued and which strategies need to be implemented as well as which resources should be allocated where? The strategic planning phase helps leaders clarify and document the answers to these questions by developing: A compelling mission Visions Values Measurable Outcomes and Goals Strategies Strategic Drivers

STRATEGIC PLANNING A Compelling Mission Everything on earth has a purpose Mourning Dove A mission statement answers the questions what is our purpose. It captures, in a few succinct sentences, the essence of your organizations goals and the philosophies underlying them. Equally important, the mission statement communicates what your organization is about to your tribal members, tribal council, staff and strategic partners. It also establishes boundaries for what the organization will do and what it wont do. For example, a tribal enterprise may have a mission to: Maximize revenue to fund tribal services, or: Provide tribal employment, or: Seek to balance revenue with providing tribal employment

As you can see, each of these missions will have different goals and strategies. If the mission is unclear, you can see how it can create conflict. Tribal leaders have the responsibility to provide clarity at this level. Missions answer the questions: What is the purpose of the organization and its reason for being Identify or clarify our core proficiency What is it designed to do, produce, create, whom does it serve?

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Focus on the X Dr. Robert Duran, former superintendent from the San Antonio School District illustrated the power of a clear, focused mission. He constantly communicated that everything was about the X. All school activities, investments, efforts, communication everything was about the X. What was the X? It was the spot on the stage where the student stood seconds before her name was called and she would walk across the stage to receive her high school diploma. This was their mission and everything aligned with that physical, tangible outcome. What is your organizations X? Employed tribal members? Efficient health services? Healthy babies? Improved environment? Services to improve the lives of your elders?

When developing a mission statement, it is often helpful to benchmark other organizations for good ideas. This is sometimes referred to as creative swiping. Please note the following examples: Swinomish Tribe The purpose and mission of the Swinomish Indian Tribe is to protect and enhance the quality of the lives of all its members by providing a combination of economic opportunities and safety net of social services; to protect the culture and traditional practices of the Swinomish people; to respect and protect the spirit of the ancestors that have gone before and the future generations to come Central Council of Tlingit & Haida Preserving our sovereignty, enhancing our economic and cultural resources, and promoting self-sufficiency and self-governance for our citizens through collaboration, service, and advocacy The Compelling Mission should answer all three of the questions (purpose, core proficiency, who is served) in a concise form that emphasizes the core values of your organization. STRATEGIC PLANNING - Vision In many Native American communities, one of the rites of passage for a young person is the tradition of a Vision Quest. This was one of the most universal and ancient means of finding spiritual guidance and lifes purpose. Through this rite, the child becomes an adult, taking responsibility for themselves and defining their individual contribution to a healthy society The Vision Quest would generally consist of the following elements: Physical separation often the young person would seek an uninhabited area such as mountains, tundra or desert Spiritual preparation fasting, prayer and reflection help recipient become attuned to the spirit world Time the young person would spend one to four days and nights secluded in nature. Deep listening the fundamental purpose

The young person would seek deep insight, typically in the form of a dream or vision related directly to their identity, purpose and destiny in life. The Lakota Sioux word for Vision Quest is Hembleciya (ham-blay-che-ya). The word Hembleciya translates to Crying for a Dream. This refers to the Quester both physically and 17 | P a g e

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internally crying for a Vision or Sacred Dream. Sometimes this ceremony is called going up on the hill, because people would often go to a nearby mountain or butte to complete their Vision Quest. A Vision Statement is a description about what the organization wants to become. The vision should resonate with all members of the organization and help them feel proud, excited, and part of something much bigger than themselves. A vision should stretch the organizations capabilities and image of itself. It gives shape and direction to the organizations future. Consider John Kennedys compelling vision statement of space exploration: I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth. -JFK, Man on the Moon Speech, Joint Session of Congress May 25, 1961 What if the organization was on its mission daily, weekly, and yearly; what would success look like in three years or five years or even ten years? While the mission is generally stable, the vision can change depending on changes in the environment and organizational circumstances. A good organization will revisit the vision at a minimum of once a year. A Clarified Vision is important because everyone needs to have the same understanding of the vision. A good way to do that is to operationalize the vision. The vision should be defined in such a way that it is clear to all who read the vision. The best way to accomplish this is to create measurements that define success. One example could be; Employment and Training, with our partners, will help 50 tribal members find long-term employment averaging $15/hr. The ActionStrategy then becomes a description of what (the vision) and how (strategy/strategy drivers) you will do this as an organization, department or team. STRATEGIC PLANNING The Power of Traditional Values Value statements list the principles and ethics to which an organization adheres. They form an ethical foundation for the organization. These principles and ethics then guide the behavior of organization members. They assist organizations in determining what is right and wrong. Members then act in certain ways, using the values as a guide. Most tribal organizations have a list of values that are formally stated. However, you can determine what the real values are of your organization by observing: How do people treat each other as well as tribal members How they spend their time How they invest their resources

Your organizations values will then become the definition of your organizational culture. Organizational culture is the underestimated powerhouse that can determine the success or failure of your organizations mission. A good organization will highlight a minimum of five values in which organizational members can be proud to obtain as well as identifying specific behaviors to help express those values. Value statements are particularly powerful when grounded in the traditional values of the communities. There are common values across many Alaska Native and Native American communities. Some of the common values are; Reverence for the Creator Respect for ancestors, elders, other and the community

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Respectful listening and speaking Stewardship of land, water air and families Fatherhood and motherhood are sacred Courage Harmony

THE VALUES TEST Regardless of what is on the value statement, if tribal members are not treated respectfully when receiving service the real value is not respect. Values are revealed by the actions of most of the people most of the time. Once you have determined guiding values, ask yourselves the question: If our organization lived these values consistently what would be different? One of the most powerful processes we have seen is when groups of leaders confront this question. Leaders, with humility and courage, will seek misalignments between what they say they value and what they do. They then identify specific ways to address the misalignments. These changes should be documented in the strategic plan as part of the cultural drivers of change. YOUR PLANNING FRAMEWORK One method for streamlining the planning process is to develop a planning framework - a structure to organize your goals and strategic drivers; projects, process improvements, organizational design, policy development, and culture. This framework is often a list of the high level roles, functions or programs; if part of a department or division. This is an example of three variations: NEZ PERCE TRIBE Education Department In this example, the managers identify their key stakeholders (by stage of life) then add a goal narrative or high level vision statement. Ex. 1.0 EDUCATION: PRE-K: Laying the foundation with a solid early childhood education

PONCA TRIBE OF NEBRASKA All programs in one plan.

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CENTRAL COUNCIL OF TLINGIT & HAIDA Native Lands & Resources By program and grant areas.

The ActionStrategies are then organized within these categories. For example, The CCTHITA Native Lands and Resources department has organized their grants, projects, policy development, and staff development goals in this framework. Each category can be expanded to see the goal, project or grant, owner, resource, timeline and a status indicator. This represents a best practice in strategy and implementation planning.

STRATEGIC PLANNING Focus: Establishing Priorities A list of goals is not a strategy. Strategy means that you have made choices to support and fund some activities while saying NO to others. A simplified process for establishing focus is as follows: 1. Identify the criteria to evaluate goals/projects against each other. For example, Tribal Council supports this, tribal members want this, we have the resources to implement, 2. Evaluate the goals against the criteria. We have develop scoring worksheets to automate this process. Email us at info@actionstrategy.net for sample scoring worksheets. The scoring process does not make Your decision, but it should inform your decision. 3. In your plan, reprioritize according to your appropriate strategic focus. 20 | P a g e

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GOALS ARE NOT STRATEGY There is often conflict about the terminology used in planning. We find it helpful to keep things as simple as possible. Below is an illustration of the key differences between goals and strategies: GOAL (What you want to have happen) Win the basketball game STRATEGY (How, Actionable) Full court press Zone defense with heavy pressure on their top scorer Exploit mismatch with our 64 senior center and their 61 freshman center Monthly collaboration meetings with TERO, Adult Education, Employment & Training, Community College Develop policy to improve participation in job training Improve process for tracking clients in the system Provide twelve class in energy industry skills

Fifty Tribal Clients are employed by Dec. 31

SMART GOALS You cannot manage what you cannot describe. If you are the administrator and a department manager brought the following goals to you, which one would have a greater likelihood of getting accomplished? Goal 1: Increase economic development through improved collaboration with key stakeholders. Goal 2: Specific, Measurable Attract 1 new company in the healthcare industry that produces 15 new jobs (avg. $46,000/yr.) Accountability Jim Smith Resources Search firm Xandex Company Timeline January 2014

The second example has the key elements of a SMART goal. Specifically, it is: SPECIFIC MEASURABLE ACCOUNTABILITY RESOURCES TIMELINES Clear regarding the outcomes. How many companies? How many jobs? Salary? Lets you know you are successful. Who is responsible for the goal? Accountability is essential for strategy implementation. Who or what will we draw upon to ensure success? With no timeline, there is no sense of urgency. Timelines focus thinking and energy.

An ActionStrategy comprises of a set of prioritized SMART goals aligned with mission, values and your vision. This plan is also informed by your Strategic Thinking efforts and represents the choices leaders make among various options. It also lists the Strategy Drivers that you predict will help you accomplish your goals.

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STRATEGY DRIVERS Eventually, all grand strategies evolve into work. -Peter Drucker As we wrote earlier plans do not create results, work does. Actionable strategies describe the work needed to be completed to achieve your goals. We also refer to these as Strategy Drivers. A strategic driver is a critical factor that can make or break an organization's strategy. Strategic Drivers are the natural movers of the strategic plan that implements the strategic direction of a business or organization. Strategic drivers translate the stated SMART goals in the strategic plan into actionable strategies which are supported by resources that have been allocated by the organization for that purpose. Five key Strategy Drivers are: Project Process Improvement Organizational Development Policy Culture/Behavior Change

Each driver represents a unique discipline and set of tools designed to implement the driver. Below are 5 examples: STRATEGY DRIVERS
PROCESS IMPROVEMENT Process improvement is a strategic approach to improving a product, service or process. General steps include: Identify root causes behind process difficulties. Examines the impact of the process on inputs and outputs (results). Identifies delays, bottlenecks and unnecessary steps. Redesign to improve the results of process efficiencies.

TOOLS

PROJECTS A project is temporary activity designed to produce a unique product, service or result. Key elements include: Has a defined outcome/result. Has a defined beginning and end point. Defined scope and resources. Is unique not a routine operations.

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ORGANIZATIONAL DESIGN Organizational design is a step-by-step methodology which identifies dysfunctional aspects of work flow, procedures, structures and systems, realigns them to fit current business realities/goals and then develops plans to implement the new changes. The process focuses on improving both the technical and people side of the business.

POLICY The process of developing public policy is an activity that generally involves research, analysis, consultation and synthesis of information to produce recommendations that are: Fair Consistently applied Easily communicated

CULTURE Culture is what most of the people do most of the time. It is the collective behavior of the team or organization. The answers to those questions determine how close the culture aligns with the mission and vision of the organization. What are the behavioral standards that support the achievment of the organizational vision? How are those standards promoted? Measured? Tracked? When people act counter to the desired cultural standards, what do we do?

CULTURE DRIVERS Leadership modeling Training Coaching Feedback system Rewards Removing barriers to performance Performance management systems

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STRATEGY EXECUTION Project Planning and Plan Reviews

Without clear leadership that aligned each activity and every project investment to the espoused strategy, individuals will use other decisions rules in choosing what to work on: first in, first out, last in, first out, loudest demand; squeakiest wheel, bosss whim, least risk, easiest, best guess as to what the organization needs; most likely to lead to raises and promotion; most politically correct; wild guess. Executing Your Strategy, Morgan, Levitt and Malek Once goals and strategies are established, the next step is implementing the strategy using the appropriate discipline connected with the strategy driver. The Strategy Drivers that your organization chooses should align with the goals that need to be accomplished. This will also allow for greater accountability among participating project team members and increase the chances of completing your project on time and within budget. For the purpose of this guide, we will focus on two drivers: Project and Grant Management Plan Reviews and Accountability Sessions

These two components are vital in completing any project, whether large or small, in a fashion that brings pride and further vision to your tribe or department within your tribe. STRATEGY EXECUTION Project and Grant Planning For the espoused strategy to become a reality, it must be converted into packets of work called projects. Projects are the temporary initiatives that companies put into place alongside their ongoing operations to achieve specific goals. Executing Your Strategy, Morgan, Levitt and Malek The project is the true traction point for strategy execution. Grant work plans are a form of a project plan. Proper planning, from the beginning, is necessary for a project to run successfully and efficiently. Execution of your plan can be more easily implemented when you develop specific projects within your plan that allow for your organization to follow progress easily. "Tribes are often tempted to "chase grants" due to the great demand for services; however, if we take time to assess and establish a system to manage our current grants and programs, then, we can strategically move forward with more focus and success. Next, once you are able to define the grant goals and an objective, reporting requirements, etc., then accountability becomes manageable, this was made possible through Action Strategy. As the Tribal Executive Director the project management tool enabled me to monitor projects and successful milestones to share with the Tribal Council." Darlene Lee, Former Tribal Executive Director An ActionStrategy can help your organization develop more precise budgets and accountability tools that increase the efficiency of current grants but can also increase the possibility of being awarded more grants in the future. Government, private foundations, and non-government agencies will look more favorable at your grant proposal when your organization can provide more detailed accountability, project management, and plan reviews.

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FOUR PHASES OF PROJECT AND GRANT MANAGEMENT 1. Initiating Develop a clear SMART project vision Specific, Measurable, Accountability, Resources Timelines 2. Designing Assess risk and design the project or work plan 3. Execute Managing project 4. Assessment - Close and evaluate The following worksheet incorporates these phases into the development of an aligned project plan. For this example, we will develop a project plan for Developing a Tribal Strategic Plan. INITIATING - Understanding stakeholder needs Identify the project (aligned with your strategy) List project stakeholders. Ex. tribal members, funders, staff, Tribal Council Prioritize those who have the greatest stake in the projects success

Project Develop a Tribal Strategic Plan (note: not very specific project definition. More detail added in next steps)

Stakeholders Who has a stake in the projects success Tribal members Tribal council Managers and staff Partners (federal and state agencies, funders)

Priority A A A B

For each key stakeholder group, assess their criteria for project success by asking As you think of the success of this project, what is most important? Prioritize ask the stakeholders to prioritize which features are most important. (1,2,3)

Stakeholder Needs Tribal Council (Sample) As you think of the success of this project, what is most important? .Provides clear direction 2014-2019 Realistic based on our resources Strengthens our culture Completed by community meetings May 15 Visible to Council and Community Available for grant applications

Priority A B A A B C

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1. Define and document the project vision in terms of stakeholder needs, technical performance, time and cost Project Vision Statement (Specific, Measurable, Accountability, Resources Timeline) Develop an actionable strategic plan by May 15. The plan will: Provide clear direction for the next 3-5 years Strengthen our culture and language initiatives Improve transparency and accountability Easy to share with funding agencies and with grantors

DESIGNING THE PROJECT PLAN 2. List potential risks that could undermine project success. 3. Identify how (action) will you address each of the risks and who will own the response. Risk Assessment
Risk Lack of manager buy-in Get bogged down Not connected to real needs Response Involve each level in planning, feedback 2 month timeline clear expectations Stakeholder assessment, feedback meetings Owner Tribal Administrator TA/Dept. Managers Self-Governance Mgr.

MAPPING THE PROJECT PLAN

Map the project plan with (Work Breakdown Structure) a. Phases ex. Community Assessment b. Tasks ex. Design Assessment, Administer Assessment c. Determine sequences

a.Community Assessment

a.Phase

b.Design Assessment b. Administer Assessment

b.Task

Project Vision

b.Task

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d. Enter phases and tasks into Project Timetable tool (see WBS and Gantt example below) e .Determine task duration start date and target finish f. Document task dependencies g. Determine resources and budget

WBS view (Work Breakdown Structure)

Gant Chart View Timelines and Task Dependencies

Budget and Resource View

4. Executing and Controlling Project and Grant Management a. What needs to be done and by whom? b. When does it need to be done? c. When will the process be reviewed?

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After each military exercise, the US Military conducts an After Action Review. The goal of this process is accountability and learning. Where lives are on the line, the need to learn and adapt is crucial. The same principles apply during the Close and Evaluate phase of your project or grant. The following questions should be asked. 5. Close and Evaluate a. Did the project product the desired outcomes b. What went well, what could be improved c. What did we learn from the process that we can apply in future projects? d. How do we celebrate the completion of this project? ACCOUNTABILITY AND REVIEW Conducting Effective Plan Reviews In leadership, you get the behaviors that you model and tolerate. Herold J. Hudson is a former Tribal Administrator, Operations Manager for the US Army and student at the Army War College. When asked what part of the process was the most challenging, he indicated the plan reviews/accountability sessions. Once the Tribal Council and management team had developed and approved the plan, the key leverage point for implementation was the plan reviews. Before the meeting, he would create an agenda that listed which strategies, projects and grants they would review. He would then project the plan on a screen for everyone to see and begin to discuss plan progress, having the project owners lead the discussion. Sometimes the conversation would go like this: Tribal Administrator: I see that you have that project at 20% but your due date is in 2 weeks. Manager: Yes, we are behind on that. We need to shift some resources. (and maybe add some excuses) Tribal Administrator: It looks like it is very important that we meet that deadline - what can we help with? Because many managers were accustomed to planning sessions where nothing really changed, this process came as a surprise. The unspoken thought is, Oh, so you are serious about this strategic plan. Herold made it clear that there would be follow through and the same accountability questions would be asked at the next meeting. The management teams culture began to change and their ability to execute their strategy increased dramatically. This same process works at all levels of the organization. Earlier in the planning guide, we emphasized 3 Strategic Leadership competencies that are critical at this phase of implementation: Building Trust Taking Responsibility Confronting Reality

You can see how each is essential in creating an open, candid conversation about performance and strategic plan progress.

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Herold commented that although challenging initially, implementation momentum was developed. Recently, he shared the results of this effort: The results were a new cultural resource department, a new mental health outreach office, a youth leadership program, and a new medical clinic all planned, funded and operational within 12 months. New budgeting disciplines were implemented increasing cash reserves significantly. Cell phone usage and technology needs were analyzed resulting in huge annual cost savings. The ActionStrategy project tool became our working strategic plan and provided us a common picture that Council members, Department Directors and Employees could access from anywhere to update and monitor progress. This is what kept us focused on what was important. This process also lead to our first ever community planning session with tribal leaders, city leaders, school leaders, federal agencies, business leaders and local residents. I wholeheartedly recommend the ActionStrategy system. The return on investment was phenomenal! The Plan Review Meeting Agenda template is a tool for leaders to develop focused meetings where accountability and strategic action are the norms. As you prepare for the meeting, pay especial attention to the Effective Meeting Checklist: PLAN REVIEW MEETING AGENDA Date Time Location EFFECTIVE MEETING CHECKLIST Clear purpose and agenda (could this have been accomplished without meeting?) Right people are participating People are prepared to report on last meetings assignments Will the discussions and decisions further our strategic priorities? Each participant should have some system for recording notes and their assignments AGENDA 1. Review updates from previous meetings and previous assignments 2. New agenda items3. Review assignments and method for status reporting

TOPIC
DECISION ACTION OWNER DUE DATE

4. 5.

Schedule next meeting if needed Post meeting email brief summary

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CONCLUSION It has been our privilege to work with and learn from many remarkable tribal leaders. We recognize that a welldeveloped plan in a good tracking system is an essential step in a good strategy execution process. However, we have also learned that the missing ingredient is often leadership. Trusting relationships, candor and a high degree of personal responsibility is critical to plan development and implementation. Our mission is to develop strategic leaders. We are eager to share what we have learned and hope to support your leadership and planning efforts as you provide valuable service to your communities. ActionStrategy was an empowering facilitator of the prioritization process for the Tribe's Strategic Plan. By developing the Strategic Plan, I was enabled to write successful grants to meet the tribe's identified needs. I also found the Action Strategy program was an ideal tool for our Leadership as it allowed them consistent, on-going, focused, informed decision making! - Teresa Dameron, Former Tribal Planning, Traditional Eagle Solutions, LLC SOME ORGANIZATIONS WE HAVE WORKED WITH Central Council of Tlingit & Haida Yakutat Tlingit Tribe Confederated Tribes of the Colville Reservation Nez Perce Tribe Education Department Nez Perce Tribal Enterprises Ponca Tribe of Nebraska Spirti Lake Tribe Sauk-Siuattle Tribe Fort Peck TERO Fort Peck Community College Lame Deer, Pryor and Frazer School Districts National Park Service Nez Perce Region Pascua Yaqui Tribe Moapa Tribe Washoe Tribal Council Navajo Nation Forestry Department U.S. Bureau of Reclamation U.S. Air Force FEMA

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ABOUT ACTIONSTRATEGY Charles Dayton Charles Dayton is the president of ActionStrategy. He is a practitioner and consultant in the areas or leadership development, strategic planning and execution. He has worked successfully with Fortune 500 clients, federal agencies, the US Military and local governments. His greatest strength is the ability to helping organizations take complex issues and identify responsive, actionable strategies. Charles draws upon his experience as a consultant and community leader to deliver compelling presentations. He has presented at tribal conferences in Anchorage, Phoenix, Reno and Wisconsin. Recent engagements include: Montana Office of Public Instruction (School Improvement Grant Implementation) Uinta Basin Technology College (Training Partner) Utah Association of Public Charter Schools (strategic planning) Fort Peck Community College (strategic project/grant management) Pascua Yaqui Tribe Career Pathways implementation planning work session

Dr. Elaine Gagn, Ed.D Dr. Gagn has been an organizational success and leadership results coach in a wide range of contexts for over 20 years. Elaine has taught at the MBA level at The University of the Pacific, Stockton, CA and EADA University, Barcelona, Spain (Coaching as a Management Style). She is the author of ENGAGE! Roadmap for WorkforceDriven Change in a Warp-Speed World (an award-wining organization development process) and co-authored Designing Effective Organizations, Traditional and Transformational Views. Elaine specializes in organizational assessment, design and change including: mission, vision, values, strategy; strategic alignment integrated accountability systems and scorecard development and performance tracking; executive coaching, leadership training. She has been an adjunct coach with the acclaimed Center for Creative Leadership since 2004.

For more information about ActionStrategy, please go to info@actionstrategy.net or call 307.220.8542.

Copyright ActionStrategy 2014.

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