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Strategic Planning:Aligning Strategy and Operations
Patricia Ennis, CSP, ARM ASSE President Erike Young, MPPA, CSP, ARM RVP Region I - ASSE
The Society’s Mission and Vision
Mission Statement
ASSE is a global association of safety, health and environmental professionals dedicated to the advancement of its members and the profession through education and advocacy.
Vision Statement
ASSE is a global advocate and premier leader for the safety, health, and environmental professional and the profession.
Society Goals and Objectives
Society Goals and Objectives
Society Goals and Objectives
Society Goals and Objectives
Society Goals and Objectives
Society Goals and Objectives
Society’s Accomplishments
Creation of Risk Assessment Institute Creation of Center for Safety and Health
Sustainability Secretariat for ANSI and ISO standards Increase in the number of webinars Creation and support of Practice
Specialties Increase number of international chapters
Society’s Accomplishments
Creation of Body of Knowledge Testifying on regulatory issues Collaboration with other societies Changes in Code of Conduct Proposed reorganization of ASSE
Governance
Should a Region/Chapter have a different mission, vision, values than Society?
Companywide Values:
1. Dedication to every client's success 2. Innovation that matters, for our company and for
the world 3. Trust and personal responsibility in all
relationships
Global Procurement Values:
1. Understanding2. Integrity and teamwork3. Initiative and urgency
Although the sub-groups within a “family” share a set of broad values at the top, each functional group may have its own set of values that reflect its own set of specific duties.
B R O A D
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It doesn’t mean the lower group conflicts with the higher group (in fact, they usually jibe quite well). It just means the work is getting more specific.
What is Strategic Planning?
A systematic approach through which an organization agrees on priorities that are essential to its mission and responsive to its environment.
Data based Guides budget decisions Continues when leadership changes Involves stakeholders in development
What is Strategic Planning is NOT
Done annually Should be reviewed annually
Done in a vacuum
An operations plan Operations plans are done annually and are
specific to the objectives
How Long Should a Plan Be?
As short and simple as possible!
Format that easily says what you intend to do and how
Long enough to give guidance to annual operating plan
Not so long that nobody will read or use it!
Drives Budget and Resource Decisions
What resources are needed to support the program goals?
Equipment/software Technology Marketing Expertise Other….
Elements to Effective Planning Process
Focus on the most important issues
Be willing to question the status quo
Produce a written document that will be understood after leadership changes
Translate it into an annual operating plan
“I don't know how it started, either. All I know is that it's part of our organizational culture."
Our culture
A Three-Phase Process
Phase I: Gather Data
• Document the current state of reality and desired future position of the chapter• Review Society Mission, Vision and Values
• Review data (attendance, survey, etc..)
• Conduct survey of leadership
• SWOT Analysis
Phase II: Develop Strategic Plan
• Create a framework for broad direction and priorities for the future in strategic plan document• Chapter specific Mission, Vision, Values
• Strategic goals
• Objectives
Phase III: Develop Implementation Plan• Develop and
document specific steps that will be taken in order to execute the objectives identified in the strategic plan• Develop implementation plan that includes• Objectives• Tactics• Indicators
Strengths•Name Recognition•Growing Executive Committee Involvement•2 Geographical & 1 Student Sections•Dedicated Core Group•Financial Stability•Wide Industrial Member Base•Objectives Clearly Identified and Communicated to Members
Weaknesses•Lack of Support from Large Companies, •Limited Member Participation / Too Few Committee Members•Not Consistently Utilizing Effective Communication tools to reach Members •Little Community Involvement•Not Strong Ties to Geographical Sections•Not Enough Member Recognition•Chapter Seen as Using Old / Stodgy Methods and Procedures
Opportunities/Successes•Younger Executive Committee Open to Change•Use of GoToMeeting Helping Executive Committee Participation•CWU Student Section has Strong Leader•Using Co-opetition – For Joint Meetings With Other Associations • PDC with Student Section in Spring•Field/Site Technical Meetings 2 Planned for this Current Year
Threats•Many Safety Organizations Competing in Area•Members Lack of discretionary Time for Chapter Functions•Younger members put a higher value on personal time •No Forward Looking Plan for Revenue Generation
Puget Sound Chapter SWOT Fall 2013
McKinsey 7S
Value-Based Leadership/Planning
Placing Shared Values in the middle of the model emphasizes that these values are central to the development of all the other critical elements.
An organization’s structure, strategy, systems, style, staff and skills all stem from why the organization was originally created, and what it stands for.
As the values change, so do all the other elements.
http://www.mindtools.com/pages/article/newSTR_91.htm
Balanced Scorecard
The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals.
http://www.balancedscorecard.org/Resources/AbouttheBalancedScorecard/tabid/55/Default.aspx
A Three-Phase Process
Phase I: Gather Data
• Document the current state of reality and desired future position of the chapter• Review Society
Mission, Vision and Values
• Review data (attendance, survey, etc..)
• Conduct survey of leadership
• SWOT Analysis
Phase II: Develop Strategic Plan
• Create a framework for broad direction and priorities for the future in strategic plan document• Chapter specific
Mission, Vision, Values
• Strategic goals• Objectives
Phase III: Develop Implementation Plan
• Develop and document specific steps that will be taken in order to execute the objectives identified in the strategic plan• Develop
implementation plan that includes• Objectives• Tactics• Indicators
Mission, Vision, Values
• What’s the difference between mission and vision?
• MISSIONary
• VISIONary
• Our mission is what we do.
• Our vision is the future we want to create.
• Our values are the guardrails that keep us on track.
Someone who carries out the work
Someone who sees what is possible
Mission Critical Questions
Describe what you do and for whom…
It doesn’t have to be earth-shattering…
Be what your core competency is…
But would your mother understand it?
But does it inspire you?
But does it align with what you do best?
Vision
The vision should be very attractive… … but still realistic.
Chateau with formal gardens? Center-hall colonial!
Region I Mission
MISSION is what we do:
In support of the Society’s mission Region I ROC will:
1. Provide guidance, tools, and resources to chapter leadership to enable efficient operations and maintenance of a chapter’s charter;
2. Provide and promote professional development and networking opportunities to Region I members;
3. Act as good stewards of Region and Chapter resources; and,
4. Provide guidance to the COMRA and the Board of Directors on issues affecting chapters and members.
Region I Vision
VISIONis the
future we want to create:
ASSE Chapters and Members in Region I are recognized as the premier safety and health resource by employers, regulators, communities, and fellow safety professionals.
A Three-Phase Process
Phase I: Gather Data
• Document the current state of reality and desired future position of the chapter• Review Society Mission, Vision and Values
• Review data (attendance, survey, etc..)
• Conduct survey of leadership
• SWOT Analysis
Phase II: Develop Strategic Plan
• Create a framework for broad direction and priorities for the future in strategic plan document• Chapter specific Mission, Vision, Values
• Strategic goals
• Objectives
Phase III: Develop Implementation Plan• Develop and
document specific steps that will be taken in order to execute the objectives identified in the strategic plan• Develop implementation plan that includes• Objectives• Tactics• Indicators
Annual Operation Plan
Provide enough detail to guide the work
Format that allows for reports on progress towards goals and objectives
Shows consistency with overall priorities
Annual Operation Plan
Operationalizes strategic plan!
Specifies process and outcome objectives
Developed with/by position responsible for area
Format makes monitoring easy
Has realistic budgets to support each area
What are some actions to address the following?
Succession planning and leadership turnover
Member Recruitment and retention Member participationEmployer supportRevenue
Discussion
