guidebook strategic planning

8/6/2019 Guidebook Strategic Planning

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Planning

February 17, 2006Union Leadership Institute


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Objectives

Define key terms related to long-rangeplanningRecognize significant changes

impacting local unionsDescribe the three phases of long-rangeplanning and the typical activities and

processes that occur during each phase


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Types of PlansProject Plans Describe the detailedactivities, responsibilities and targetedcompletion dates required to completea specific project

Tactical Plans Describe overallactivities, measurable outcomes,responsibilities, and targetedcompletion dates required to succeed

during a relatively short period of time(such as a one-year period)


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Types of PlansStrategic Plans describe the overalldirections and targeted outcomesrequired to achieve the unions mission.Require the union to take a longer term(three to five year) perspective

Action Plans Short-range plansdeveloped to identify activities,outcomes, responsible individuals, andtarget dates required to measure theunions success in achieving its mission,goals, and objectives.


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How to develop along-range plan?

? Phase I : Determine where you areas a local

? Phase II : Decide where you wouldlike to be

? Phase III : Establish an approach toachieve goals/objectivesImplement it


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How to develop a plan

1. Analyze the strengths, weaknesses,opportunities and threats confronting theunion and its members

2. Assess the current union program3. Identify priorities4. Develop and implement a plan with

specific, measurable goals/objectives(Tasks/Activities/Resources/Cost)

5. Develop the union budget6. Evaluate and modify if necessary


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Phase I: Determine/Evaluatewhere you are now?? Stakeholders: Individuals and/or groups that are

significantly impacted by success orfailure of the local? Strengths: Areas of value within our local

and stakeholder groups? Weaknesses: Liabilities within our local and

stakeholder groups? Opportunities: Favorable or advantageous

combinations of circumstances thatprovide the local opportunities

to explore new directions? Threats: Possible risks that could threaten

the viability and future success of our local


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Phase I: SWOT AnalysisLook Internally & Externally

ThreatsWeaknesses

OpportunitiesStrengths

Internal External

Positive

Negative


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Phase I: Assess current unionprogram

Governance and administrationPolitical action

Organizing

Professional development

Communication


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Phase I:Identify priorities

No union has the resources needed totackle all problems at once .

Identify the two or three biggestchallenges or threats and the two or threebiggest obstacles that could threaten thefuture and success of the union.


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Phase II: Determine where youwant to be?

VisionA mental picture of what the local should looklike in the future, and how the local will look,feel, and interact with its stakeholders

MissionA formal statement describing the futuredirection of the local, consistent with the

values, goals, priorities and objectives of theunion


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To create a vision, changeyour frame of reference

From ToToday ? The future

Looking forward ? Looking backward

Current Circumstances ? Future success

Current assumptions ? Assumptions requiredthat yielded past to achieve futuresuccess success


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Questions help us form amission statement?

What should we be doing?vision? What should the results be?

vision? What standards should we use?

measurement/evaluation

? How should this benefitstakeholders?

theme


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Phase III: Establish an approach

to implement & achieve themission?

? Critical AssumptionsKey assumptions upon which the local bases futuredirection

? Critical Success Factors

The few, high-priority areas which the local mustmanage to be successful? Outcomes

Observable results that provide evidence that

critical success factors are being achieved? Activities

Actions that result in or contribute to an outcome


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Phase III:Action Planning

An Action Plan:Organizes and identifies support for and commitment to

the missionUsed to energize participants on the actions needed toexecute the plan and gain their commitment to takeresponsibility for appropriate parts of the plan

Provides time frames for observing and tracking activitiesand outcomes required to achieve an objective

An Action Plan is:

not a task listnot a to-do list


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Action Planning Approach? Define the desired project goal andobjective(s)

?Set (or estimate) the end date? Establish date when each outcome will becompleted

? Identify who will be responsible for each

outcome? Specify actions required to complete each

outcome? Determine immediate actions (to get the

process started)? Identify costs and other needed resources


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Putting Your Plan TogetherGOAL # ________________ OBJECTIVE #___________

(achievable in a given time frame,concrete, specific measurable)

ACTION STEPS1. ___________________ 2. ___________________ 3. ___________________

TASKS/ACTIVITIES:Who will be responsible forachieving the objective;

What they will do;When will it be completed by;Where will it be done; and

R esources needed.

In as much detail as possible,describe the specifics of the tasks,activities and tactics.

WHO: _________________________ WHAT:

_________________________ WHEN:

_________________________ WHERE:

_________________________ RESOURCES:

_________________________


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The Action Plan

Creation Date:_____________ Description of Project___________________________ Project End Date:__________

Item# Outcome By Whom By When Activity Cost/Resources


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Phase III: Develop a plan

ConsiderationsAre the implementers present at this planningsession? (If not, bring them in before goingfurther.)

Does the plan have the flexibility needed if thecircumstances change?

Are the planned actions as simplified aspossible?

What is the plan for communicatin g purpose &

status of the action with others?What is the plan for reporting the outcome of the action to leaders & members ?


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Phase III: Develop a unionbudget

Union budgets must consider the unionsoverall goals.

Use the plan to guide how the union

allocates its resources.


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Phase III: Action plan evaluation

Did the local meet its desired outcomes?

Name obstacles/challenges (if any) andhow did the local deal with them?

Name successes that were unexpected.

What would the committee do differently?

What kind(s) of follow up will be necessaryto maintain the desired outcome?

Modify


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Summary: PlanningOrganizes and identifies support for andcommitment to achieving goals/objectives.

Used to energize participants on the actionsneeded to execute the plan and gain theircommitment to take responsibility forappropriate parts of the plan.

Provides time frames for observing and

tracking activities and outcomes required toachieve an objective.

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