strategic and operational planning. introduction part of our role is to work with clubs to provide...

<Name of Club>

Strategic and Operational Planning<Date>

Introduction

Part of our role is to work with clubs to provide advice on good governance and develop strategic

and operational plans.

You are the experts of your organisation

<List of facilitators>

Session OneSTRATEGIC

<Time> – Start<Time> – Finish

A detailed agenda is on your table

No break is scheduled but please help yourself to tea/coffee food throughout the session

Expectations and Concerns

Your name and role in the club?

What would you like to achieve today?

Any concerns about the planning?

Expectations and Concerns<Question 10 survey responses> – OUTCOMES

Why plan?“The Board’s primary responsibility is one of trusteeship on behalf of its stakeholders, ensuring the organisation remains viable and

effective in the present and for the future. This includes determining the organisation’s strategic direction, key objectives

and performance measures.”. . . ASC Good Governance Guide

Benefits include:direction for actionstronger linkages with State and National Associationscreation of a unified purposeincreased capacity to apply for external funding

Planning involves your club discussing:ways to measure progresswho you are, and where you are atwhere you would like to be in the future.

Why plan?

What strategic planning is not

Individual program or project based

Fixed, concrete or unchangeable

Concerned with the nitty gritty

The be-all-and-end-all of club issues

A grant writing session

National Sporting Organisation

<Sporting Organisation> has developed the: <Name of Plan>

Goals/Objectives of <Organisation>Some of the strategies of <Organisation>

Where is the organisation now?

Where is the organisation now? Group 1

PEST Analysis List what changes in the community are having an

effect on your organisation. This exercise is useful in helping organisations to understand their context.

PoliticalEconomic

Social Technological

Where is the organisation now? Group 1Question 3 survey responses – CHANGES

Where is the organisation now? – Group 2

Some things to include:

foundationmajor events- hosted/attendedoutstanding resultsclub developments/facilitiesmembership category changesfinancial achievements

Organisation HistoryList the key moments in the organisation’s history

and arrange them into a time line.


Question 7 survey responses – SUCCESSES• Response 1• Response 2• Etc. .

• Response 1• Response 2• Etc. .


Stakeholder Analysis:

Complete a stakeholder chart listing stakeholders and analysing their interests in,

expectations of and potential to contribute to the organisation.Some examples of

stakeholders are:State Sporting BodiesRegional Sporting BodiesLocal CouncilHirersTenantsMembership GroupsCommunity

Where is the organisation now?Do Well / Do Better

Create a list of dot points outlining what the organisation currently

DOES WELL

Repeat and create a list of dot points outlining what the organisation currently could

DO BETTER

What does the organisation do?What is our Core Purpose?

As a group list the major reasons why the organisation exists:

• What do we do?

• Describe our organisation to someone who is not a member.

• If the organisation could only do a handful of things what are they?

• Who does the organisation service and how does it service them?

What does the organisation do?

Mission Statement

This is a comprehensive statement of the

purpose of the organisation

This is an ACTION based statement

It should state what you DO


Question 6 survey responses – MISSION STATEMENTS• Response 1• Response 2• Etc . . .


Example Mission Statements

Save lives in the water.Surf Life Saving Tasmania 2011

The Launceston Bike Plan will encourage increased participation in cycling by improving the quality and quantity of safe cycling

opportunities for Launceston residents and visitors.Launceston Bike Plan 2004-2009

The North Esk Rowing Club will cater for a diverse range of members needs whilst seeking success in both competition and recreational rowing. The club will develop quality facilities and

equipment, through well organised and enthusiastic management committees.

North Esk Rowing Club Strategic Plan 2003

What does the organisation do?Develop a set of values that represent how things are done at the organisation

• describe how an organisation will carry out its Mission

• underpin all elements of a strategic planSRT’s values:•We act with integrity•Our people matter•We make a real difference


Question 9 survey responses – CULTURE• Response 1• Response 2• Etc. . .

• Response 1• Response 2• Etc. . .


Teamwork national unity through constructive relationships

Autonomy of state and territory associations

Professionalism demonstrated through integrity

Progressive adapt to the changing needs of society through the coordinated efforts of BA, state and territory associations and clubs

Innovative proactive culture attuned to environmental changes within and outside the sport

Bowls Australia 2009

Example Values Statements

Where would the organisationlike to be in the future?

Where would the organisation like to be in the future?

What will the organisation become?

On your own, have a think through the following scenario:

You’ve been out of the country for 10 years.

You’ve had no contact with the organisation in this time and arrive back to find that everything that wasn’t working

well is fixed and everything that was already great has become even better.

• what are the most noticeable differences?

• what stands out as being the most important changes?

This is an image of the desired future for the organisation and members.

This is a BIG PICTURE statement

Should be ASPIRATIONAL


Vision Statement

Question 6 survey responses – VISION• Response 1• Response 2• Etc. . .

To inspire all Australians to be healthy, to be active; to live the great Australian way of life. To emotionally engage the hearts

and minds of all Australians to motivate them to be a part of us.

Surf Life Saving Australia 2011

Bowls – Everyone’s Sport Bowls Tasmania 2011

Tasmanian Orienteering will be a high profile sport, which is well managed and provides wide opportunities for

participation at all levels. Orienteering Tasmania 2004-2006

Examples of Vision Statements

Where to from here?

Next Session<Date><Time>

<Venue>Please invite other club members along

Introduction





Session TwoSTRATEGIC to OPERATIONAL



No break is scheduled but please help yourselfto tea/coffee food throughout the session

What’s happened so far?

<Insert mission statement options for discussion>

Mission Statement


<Insert values options for discussion>

Values


<Insert vision statement options for discussion>

Vision Statement


Goal Areas

The goal areas are the main focus pointsfor the organisation.

These are SPECIFIC

Should be where CHANCE orIMPROVEMENT is desired

Question 8 responses – GOAL AREAS

Response XX votes

Response XX votes

Etc. . .

Pre-planning meeting discussion

Response 1

Response 2

Response 3

Etc. . .



Goals

What are we really up to here? Do we have all the bases

covered? What are we overlooking? How do our goals relate to each

other? Are there any conflicts?

<Area 1>| <Area 2> | <Area 3>| <Area 4>| <Area 5>

So far we have these:

StrengthsWeaknesses

Opportunities Threats

SWOT Analysis

Complete a SWOT analysis of each goal area

SWOT AnalysisQuestion 1 responses – STRENGTHS

• Response 1• Response 2• Etc . .


SWOT AnalysisQuestion 2 responses – WEAKNESSES



SWOT AnalysisQuestion 4 responses – OPPORTUNITIES



SWOT Analysis

Question 5 responses – THREATS




Establish an objective for each priority

Objectives are specific statements detailing what will be accomplished in relation to each goal

• Participation - Increased inclusive participation

- Year round participation opportunities

- Membership doubled

• Governance - Open and honest club systems

- Professional administration practices

- Transparent and effective governance


Examples of objectives

How will we get there?

Strategies detail how the objectives will be achieved

Strategies should be MEASURABLE

Achievement of the STRATEGIES =

Achievement of OBJECTIVES

Create strategies to achieve each objective

Where to from here?

Next Session<Date><Time>

<Venue>Please invite other club members along

Introduction





Session TwoSTRATEGIC to OPERATIONAL



No break is scheduled but please help yourselfto tea/coffee food throughout the session


<Insert mission statement>

Mission Statement


<Insert values>

Values

<Insert Vision Statement>


Vision Statement

<Insert goal areas, objectives and strategies>


Goal areas, objectives and strategies

<Continue to insert goal areas, objectives and strategies>


Goal areas, objectives and strategies (continued)

How will we get there?Develop planning grids to achieve your

objectivesPlanning Grids allow you to track and order the progress of

your organisation as it implements the strategic plan

Make these SMART

•Specific

•Measurable

•Achievable

•Reviewable

•Time bound

Record:•What you intend to do? STRATEGY

•How you intend to do it? ACTION

•How important is it? PRIORITY

•When will it be done? TIMEFRAME

•What you need to do it RESOURCES

•Who will do it? RESPONSIBILITY

•How you know it’s done? PERFORMANCE INDICATORS

Strategy ActionPriorit

yTime-frame

ResourceResponsibili

ty

Key Performance

Indicators

OBJECTIVE: <objective>

Key Area: <Area>

How will we get there?

Create strategies to achieve each objective

Strategies detail how the objectives will be achieved

Strategies should be MEASURABLE

Achievement of the STRATEGIES =

Achievement of OBJECTIVES

How will we get there?Create strategies to achieve each objective

Achievement of the OBJECTIVESThese should be ACHIEVABLE

Successful ACTIONS = Successful STRATEGIES

Actions are the key activities that need to be undertaken to achieve each strategy

How will we get there?Set a priority rating for each action

A priority rating from 1-10 orLow, Medium, High is sufficient

Priority will give an indication of whichACTIONS need to happen first

Not everything can be HIGH PRIORITY

How will we get there?Set a timeframe for when the action will

occur

Timeframes allow the committee to monitor the plan and indicate what should be

occurring at any given time

These should be ACHIEVABLE

Remember the scope of the plan – not everything needs to happen in the first year

How will we get there?Note any resources needed to achieve each

action

Resources can be Human, Material and/or Financial

Resources should be identified to assistwith budgets and workloads

Ensure the resources required are within the organisation’s capacity to supply

How will we get there?Who is responsible for each action?

The responsibility should be allocated to a POSITION rather than a PERSON

Make sure people are informed if they have been allocated a RESPONSIBILITY

The responsible person may be the person that competes the action or

the person in charge of making sure the action is completed by

others

How will we get there?List Performance Indicators (PI’s) for each

action

Performance indicators are the methodsused to measure results

If PI’s are met then ACTIONS are successful

PI’s must be SPECIFIC, MEASURABLE and ACHIEVABLE

How will we get there?Risk Management

• What could go wrong?

• What can we do to prevent it?

• What will we do if it happens?

Where to from here?

Have the Plan formally accepted or endorsed by the Board / Committee, State Association etc.

Put the Plan into action.

Include discussion of the Plan as an agenda item at each Board meeting and review progress regularly – monthly, quarterly or annually.

Review and modify the Plan if at least annually.

Communicate the Plan

Where to from here?Develop a communication plan

Think about:

•How will members and stakeholders find out about the plan?

•How will progress be monitored and communicated?

•How can people give feedback on or contribute to the plan?

•How will successes be celebrated?

A communication plan will educate, inform and help the organisation understand what is

expected in regards to the strategic plan

Contact us

<Facilitator> <Organisation>Phone: <Number> | email: <address>



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