Defining a clear and actionable roadmap for the Downtown Heritage Perth BIA’s future.
PURPOSE:
By systematically analyzing our current position, market opportunities, and potential challenges, we aim to set achievable objectives and develop innovative strategies that drive sustainable growth, enhance our competitive advantage, and ensure operational excellence.
This process will foster a unified direction, engage key stakeholders, and establish a framework for monitoring progress and adapting to evolving conditions, ultimately positioning our organization for continued success and impact.
TIMELINE:
The strategic plan process for 2025 was presented at the Perth BIA’s Annual General Meeting in 2024. Within that presentation, the following timeline was shared.
- Phase 1 – PREPARATION & ASSESSMENT (October to December 2024)
- Purpose: Establish the foundation and context for strategic planning.
- Key Actions:
- Establish a foundational document with the following:
- Identify stakeholders (e.g., board members, executives, employees).
- Define the purpose, scope, and timeline of the strategic planning process.
- Conduct an internal and external SWOT analysis (Strengths, Weaknesses, Opportunities, Threats).
- Review the organization’s current mission, vision, values, and performance.
- Establish a communication and engagement plan for stakeholders.
- Establish a foundational document with the following:
- PHASE 1 REPORT (January 2025)
- Phase 2 – IDENTITY & GOALS (January to March 2025)
- Purpose: Gather insights from the feedback and collaboration of stakeholders to ensure the BIA’s vision, mission, values and goals align with stakeholder expectations and needs.
- Key Actions:
- Define of refine the organization’s core identity and long-term aspirations:
- Revisit or establish the organization’s vision (future aspirations).
- Reassess or define the mission (purpose and primary objectives).
- Identify or reaffirm the core values guiding the organization’s culture and decisions.
- Translate the vision and mission into specific, measurable goals:
- Identify key strategic areas (e.g., growth, customer satisfaction, innovation).
- Develop SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals.
- Prioritize goals based on their importance and feasibility.
- Define of refine the organization’s core identity and long-term aspirations:
- Phase 3 – STRATEGIC PLAN DRAFT (April to June 2025)
- Based on the data and input received, a draft plan will be formulated to present to stakeholders. The presentation will include:
- Strategy Formulation
- Purpose: Develop actionable strategies to achieve the identified goals.
- Key Actions:
- Brainstorm and evaluate potential strategies and initiatives.
- Align strategies with organizational strengths and market opportunities.
- Assess resource requirements and constraints.
- Select and prioritize strategies that will have the most impact.
- Implementation Planning
- Purpose: Develop an actionable plan to execute the strategies.
- Key Actions:
- Create detailed action plans with timelines, responsibilities, and milestones.
- Assign roles and responsibilities to teams and individuals.
- Develop a communication plan to ensure alignment and commitment.
- Establish a monitoring and reporting process to track progress.
- Strategy Formulation
- Based on the data and input received, a draft plan will be formulated to present to stakeholders. The presentation will include:
- Phase 4 – FINALIZATION OF STRATEGIC PLAN (July to September 2025)
- Based on feedback, the draft strategic plan will be revised into a final format.
The final strategic plan will be presented and approved at the AGM in October 2025 along with the proposed budget for implementation. Implementation of the strategic plan will begin immediately following approval in accordance with the plan. Progress will be monitored and evaluated monthly to make adjustments as needed. Each year, the strategic plan will be reviewed and renewed in order to keep it relevant and effective over time.