VFW Auxiliary Strategic Planning Update. Unwavering Support for Uncommon Heroes tm

Transcription

1 VFW Auxiliary 2018 Strategic Planning Update

2 Agenda Why do Strategic Planning Strategic Planning 101 The Auxiliary Plan to date To be continued

3 Do you remember? July 20, 1969: Neil Armstrong That s one small step for man, and one giant leap for mankind

4 On new adventures February 6, 2018 Elon Musk This is a test mission, so we don't want to set expectations of perfection,

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6 A Pessimist? "I had this image of a giant explosion on the pad, with a wheel bouncing down the road and the Tesla logo landing somewhere with a thud, but fortunately, that's not what happened. - Elon Musk

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8 Success is sweet "Crazy things can come true I didn't really think this would work when I see the rocket lift up, I see a thousand things that could not work, and it's amazing when they do."

9 What is Strategic Planning? a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it. (Bryson)

10 What is Strategic Planning? Building a roadmap* to get you from A to B, minimizing detours, speed traps and general meandering - without running out of gas! (Moormann) *or GPS course

11 Why bother? Take a proactive look at the big picture, but also create targeted actions in view of long-term consequences Without a strategic plan, you have no idea if your busy-ness is impacting your business!

12 Why bother? Increase Effectiveness Increase Efficiency Improve understanding and learning Better decision making Enhanced organizational capabilities Enhanced communication and PR support

13 Excuses for not making a plan Not enough support [leadership, members] We re too big [too small] Don t know where to start We did it already didn t we? We re perfect already, don t change a thing! [all hogwash!]

14 Basic Process Review previous Work, Mission and Vision SWOC/T Analysis Refine to broad Objectives Prioritize can t do everything Refine again and validate: is that what we really want? Create SMART Goals with ACTION PLANS the Real work begins

15 What is SWOC/T Strengths: characteristics of the organization that give it an advantage over others Weaknesses: characteristics of the organization that place it at a disadvantage relative to others Opportunities: elements in the environment that the organization could exploit to its advantage Challenges/Threats: elements in the environment that could cause trouble for the organization

16 First Effort The Team worked HARD for two days!

17 SWOC/T highlights

18 Refined once Training & Education Membership Resource Management Internal Communications Culture External Outreach Image as in Public Perception

19 Refined again Empower Members at all levels Build and strengthen membership Promote effective financial management and accountability Create consistent clear communications (4 C s) Foster a culture that reflects our core values Make a difference in the community through partnership

20 Prioritized 1. Foster a culture that reflects our core values 2. Empower Members at all levels 3. Build and strengthen membership 4. Create consistent clear communications (4 C s) 5. Promote effective financial management and accountability 6. Make a difference in the community through partnership

21 Outcome - New Poster!

22 Next effort Write SMART Goals that support each Strategy; Identify Obstacles and Solutions Take each of these strategies and create Action Plans for the TEAM to Execute.

23 SMART Goals Specific: provides a detailed description of what is to be accomplished. Measurable: has base-line data and accomplishment [success] can be documented. Attainable: there is a realistic chance the goal can be accomplished. Relevant: appropriate to and consistent with the mission of the organization. Time-bound: clearly specifies when the goal will be accomplished or milestone reached.

24 First Strategy SMART Goal Effect Culture Change Specific Goal: Implement a strength based organization Change the way people behave Accept new ideas Embrace change Honor traditions

25 First Strategy SMART Goal Effect Culture Change Measurement 1: Auxiliary-wide survey [baseline beliefs] Measurement 2: The Healthy Auxiliary survey [existing tool] Actionable Time to complete first measure: Realistic [How long? 3-5 years?]

26 Action Steps Action steps Identify responsible POC/Team Create/execute baseline membership survey Analyze results/recommendations

27 Obstacles/Solutions Obstacles Funding Time Organization commitment Low participation (in survey) Solutions: Board approved budget Educate/Communicate Incentivize participation

28 Celebration!

29 Whew! 1 done 50+ to go Tomorrow.

30 Summary The Plan is not perfect, it will always need tuning. Leadership committed to long-term prosperity of the organization. The VFW Auxiliary will be a healthy organization as a result of this effort.

31 Summary