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Strategic PlanningPhyllis Shurn-Hannah • November 15, 2012

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Section Title (12 point Arial; color = white)

What is Strategic Planning

• The process by which we can become what we want to become through setting a strategy.

• The identification of opportunities and the allocation of resources to exploit those opportunities.

• The rational determination of where you are, where you want to go, and how and when you are going to get there (GAP).

• It is setting the direction for the organization’s membership’s future (1 year, 3-5 years, and up).

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Components of Strategic Planning

• Planning Base— Where are we now? Where have we been?

• Results Required—Where do we want to be?

• How—Specifically define how to get there.

• Implementation—Identify a plan to execute. Who does what by when?

• Review—How are we doing? Monitor the results.

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Items for Consideration as You Plan

• Historical “highs” and “lows” of the chapter/council – where have you been? What is your history?

• Positives and Negatives for:• Membership and Member Services• Socio-demographics• Competition• Technology• Economic Factors• Government/Regulations• Culture• Structure• Daily Practices• Cost Efficiency• Innovation and New Products/Services• Financial Stability and Assets

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Outcomes of Strategic Planning

• Clear picture of how trends impact the present and future

• Agreed-upon direction/strategy• Clearly defined mission, vision, values• Specific plans to improve performance• Development of team behaviors through

volunteers

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HOW AND WHERE SHOULD

WE START???

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SWOT ANALYSIS - Strengths

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Something we have,

our competition does not

and they can’t easily get.

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SWOT – Weaknesses

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Something our

competition has,

we do not,

and we can’t

easily get.

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SWOT - Opportunities

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What are the overall issues,

based on what our scan tells us,

that we should be concentrating on?

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SWOT Analysis - Threats

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What can potentially

get in the way

of our success?

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SWOT Analysis – Case Study

Chapter XYZ – Membership SWOTStrengths –

– membership has increased by 1% over the last 3 years– Membership Committee is strong, 8 – 10 committee members– Have not increased membership dues– Great educational programming

Weaknesses – – Retention rate at 60%– Membership is not diverse and not representative of

community– Low turn-out for meetings– Need more young professionals– Senior HR professionals in the area do not attend meetings– No succession plan in place

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SWOT Analysis – Case Study

Chapter XYZ – Membership SWOT

Opportunities – – Large small business community– Join the local chamber of commerce– Partner with other local organization on

programming– Work with student chapters in the area– Legislative programming

Threats – – Other local professional organizations– Local Chamber has a senior HR group– Senior HR group meets in the area

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Outcomes of Strategic Planning

• Improved decision making• Better leadership—more cohesive team• Development of strategic thinking and

implementation skills• Better allocation of resources and

responsibilities• Identification of short- and long-term

“attention” areas• Lists of short-term and long-term goals

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Outcomes of Strategic Planning

• Increased recognition from external and internal sources

• Consistent, sustained success, as opposed to marginal success

• Strategic budget—a plan for 1-2 years and 3-5 years regarding what budget changes are needed to reach plan goals

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After the Plan

• Follow up with your membership to share the plan goals and successes – keep them in the loop about your activities and how you are working for the best interests and successful future of the chapter/council

• The most important (and the most difficult) thing about strategic planning? NOT allowing it to just sit on a bookshelf!

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QUESTIONS

COMMENTS

Thank You For your Volunteerism

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