Strategic Planning, Volunteer Management and Governance ......Planning Retreat (GT, LW) Step 5a Internal Analysis (GT, LW) Step 5b Operational Strategy (LW) Tecker Internat’l . Project

Copyright © 2013 School Nutrition Association. All Rights Reserved. www.schoolnutrition.org

Strategic Planning, Volunteer Management and

Governance For Your State’s Success

National Leadership Conference April 2013

St. Louis, Missouri


EFFECTIVE LEADERS ARE STRATEGIC LEADERS

• Think about now and the future (visionary) • Help members understand the issues and

direction the association is taking • “Think” in terms of strategy • Keep association focused on priority issues • Operate from a plan


THE STRATEGIC PLAN • Long term elements (5 to 30 years)

– Vision – Mission – Values

• Shorter term elements (3 to 5 years) – Goals – Objectives

• Annual plan of action (12 months)

Work Plan

Step 1 Synthesis of Existing SNA

Data

Step 2 Design Session

(LW, GT)

Step 3 First

Planning Retreat

(GT, LW)

Step 5a Internal Analysis (GT, LW)

Step 5b Operational

Strategy (LW)

Tecker Internat’l

Project Team

BOD Project Team, Other Stake-

holders

Key Stake-

holders

Project Team Sr. Mgmt.

Step 9 Action

Planning (GT, LW)

SNA Strategic Realignment Project

Step 8 Prof. Dev &

Work Process Re-engineering

(GT, LW)

Step 7 Draft

Strategic Plan (GT)

Step 6 Second

Planning Retreat

(GT, LW)

Board Project Team HOD?

Others?

Incoming Leaders

Board approval of plan

Executive Comm. + incoming officers,

Sr. Mgmt. SNF

Communications Strategy

Action Plan Event Report & Next Steps

Communi-cations

Exchange

Progress Reports (face

to face as necessary)

October Nov 4 Jan 10-11 Feb-Apr? Jan 30-31 Feb-Mar

July-Aug July 10-11 April 8-10 Mar 24-25

Project Organization • Lead Consultant: Glenn Tecker (GT • Project Manager: Leigh Wintz (LW) • Project Team: Officers, Sr. Mgmt, SNF

Rep.

1/23/2014

Step 4 Web Survey

(GT, LW)

Goals

• Describe the outcomes the organization will achieve for its stakeholders:

Members Association Students we serve

• Five year time frame reviewed every year by the Board

Goals

Education and Professional Development

Advocacy and Public Image Community

Infrastructure

Objectives

• Describe what we want to have happen with an issue; what would constitute success in observable or measureable terms?

Increase Expand Decrease Consolidate Enhance

Strategies

• Describe how the association will commit its resources to accomplishing the goal.

• Brings focus to the allocation of resources. • Indicates an activity: Refine Develop Redesign Revise Create Implement

Identify Establish

Setting Priorities

• Critical: Begin immediately

• High: Work should begin next Fiscal Year – FY 2014/15

• Medium: Work should begin in the following Fiscal Year – FY 2015/16

• Low: Work can wait until subsequent Fiscal Year


Example POA Tracking Grid Goal III. Advocacy

Strategy

Oversight/Review

Who Implements

Required Resources

Notes

Status

Develop proactive strategy on competitive foods.

Ex Team PPL Comm Funding approved

Webinar planned

Comments submitted w/o 3/25/13


How do you get people involved and enthused

about the Plan of Action?

• 1 • 2 • 3 • 4 • 5


GETTING MEMBERS INVOLVED


BUILDING A WINNING TEAM

• Who is on your team? – How much of team do you inherit: Identify – What team members do you select? – What difference does it make?


Volunteers • All of our potential leaders are

Volunteers – Get the Job Done – Foster Commitment – Develop Future Leaders


GET MEMBERS TO SAY YES

• Ask Board member to head membership

campaign • Ask new member to sit on the education

committee • Ask president-elect to head a task force


Questions Volunteers Ask

• What does the job include? • Will the work help or hinder my career? • How will I fit in with others? • Is the job meaningful? • What kind of recognition will I get? • Will I get training?


Questions Volunteers Ask

• Will I grow from the experience? • Will I get help from the staff? • How efficiently will we operate? • WHAT IS IN IT FOR ME?

• DO YOU HAVE THE ANSWERS?


After Recruitment

• What Is Next? – Basic Leader Orientation – Targeted Skill Development – Mentoring – Observation


And the Rest of the Story

• Leader Recruitment • Training • Provide Leadership and Follow Through


Five Steps to Helping our Volunteers

be Good Leaders

–Tell them what to do –Show them what to do –Let them try –Observe their performance, and then –Praise their progress, or redirect


LESSONS LEARNED

• __________________________________ • __________________________________ • __________________________________ • __________________________________ • __________________________________ • __________________________________ • __________________________________


KEEPING TEAM ON TRACK

• How to hold volunteers feet to the fire ______________________ ______________________ ______________________ ______________________ _______________________


OPPORTUNITIES TO RECOGNIZE INVOLVED MEMBERS

• Board meetings • Newsletter/magazine • Annual conference • Award nomination • Small gift of appreciation • Telephone call • Handwritten note


A Culture of Trust: Three Pre-requisites

1. Clarity and consensus about what will constitute success.

2. Open access to common information. 3. Confidence in the competence of your

partners.


Set Expectations

• Step Out of Your District

• See the Big Picture

• Respond/ Communicate


Set Expectations

• Come to Meetings Prepared

• Active Participation

• Send in Board Report

• Committee as a Whole


SNA Process for Addressing

Child Nutrition & Association Issues

CN or SNA Issue Identified

Action Required/Immediate Response Conference call is setup for Board of Directors to discuss and approve action to be taken.

OR

Executive Committee acts.

Action Required/Action NOT Immediate Board of Directors determines how to proceed: Input from committee(s); Mega-issue discussion with state leaders (NLC); Mega-issue discussion at HOD; Board of Directors mega-issue discussion; Appointment of ad hoc committee or task force.

Recommendations are made to the BOD. ~OR~

Feedback received from mega-issue discussions is compiled into a single document highlighting the advantages and disadvantages identified.

Board of Directors reviews and discusses recommendations from committee(s), task force(s) and/or mega-issue discussion(s) and votes to approve action to be taken.

Decisions with bylaw implications are sent to HOD for approval.

SNA leaders and staff implement action approved by the Board or Executive Committee. Information is posted on SNA website as soon as it is available.


Annual Committee Charges

• A statement of purpose • A set of responsibilities • Strategic Action Assignments from Plan

of Action • Annual or other critical charges

28


Sample Committee Charges

• Education Committee - 2013-2014 Charges

Statement of Purpose The Education Committee supports SNA’s mission and vision by assessing and prioritizing the educational needs of the members and assists in the development and evaluation of training courses and materials. They recommend programs which meet certification and credentialing requirements to the SNA Board of Directors. They assist with drafting programs as identified in the annual plan of work.


Sample Committee Charges Committee Responsibilities • Recommends and provides at least one session on district training

programs for Annual National Conference. • Evaluates educational materials developed by states, industry and

private enterprise for compliance with criteria and suitability for formal training courses.

• Recommends to the Board; standards, policies, and procedures pertaining to implementation of professional growth and education programs.

• Recommends education programs and method of delivery. • Monitors and complies with the SNA Strategic Plan; supports the

Annual Plan of Work and assesses education programs annually and determine if they are current, need to be updated or should be removed.


Sample Committee Charges 2013-14 Plan of Action Charges Pillar I: Education & Professional Development 1.Launch and promote the new Keys To Excellence program •In concert with SNA staff, assist with recommendations for development and implementation for the on-line KEYS assessment as well as assessment of tools developed. •Provide recommendations to SNA Marketing/Member Services Center to promote and market the revised KEYS program •Recommend courses and programs to develop which encourage the use of KEYS by the local program operator, SEA and State and Local Chapter affiliates of SNA.

2.Develop training programs and other resources to support members with the Healthy, Hunger-Free Kids Act (HHFKA) implementation such as webinars, toolkits, and recipes. •Work with Nutrition Committee to recommend programs and resources to support members with the Healthy, Hunger Free Kids Act.


Sample Committee Charges

3. Re-evaluation of the Certification Program to align with Professional Standards

• Provide recommendations on changes and enhancements for Certification Program to Governing Council.

4. Continue to enhance programming for new school nutrition directors

• Work with the Member Services and Nutrition Committees to identify programming and resources that will benefit new school nutrition directors.


Six Strategic Issues in Associations Today

1. Meaning Matters Success will depend on your association’s

ability to create meaning in the minds and lives of members and prospects; to build meaningful relationships; to build a sense of community, social purpose and contribution.


Six Strategic Issues

2. Inclusivity Serving a variety of cultural backgrounds

and viewpoints in an association, while challenging, will leverage the organization to capture new markets, expand opportunities and broaden reach



3. Generational Synergy Four distinct generational cohorts under

the same organizational roof will challenge us to accommodate and leverage all in effective, meaningful ways.



4. A Learning Culture Associations will be competing with an

increasingly diffuse and crowded marketplace of training providers and, thus, will need to focus on continual member learning rather than traditional workshops, seminars, and books.



5. Transparency Greater openness and accessibility is

being driven by the Internet, corporate misdeeds, vocal activist and a demand for greater accountability; be prepared to operate “in full sunlight”



6. Living Organizations The era of command and control

management is over; rigid systems break; old heavily structured and regimented processes are giving way to more fluid, flexible and adaptive approaches


Final Tips


25 WAYS TO MAKE YOUR BOARD MORE EFFECTIVE

1. Teach the board to fully appreciate the organization's mission, vision, and strategic plan.

2. Encourage a culture of openness, candor, and respect for final board decisions.

3. Help the board appreciate diversity. 4. Avoid recruiting demanding, difficult, and self-

interested people. 5. Periodically review your operating rules.



6. Be clear about the lines of authority between the board and staff.

7. Ask board members about their expectations. 8. Routinely review your progress. 9. Focus a portion of each board meeting on issues

beyond the strategic plan. 10. Conduct periodic retreats for more in-depth

discussions.



11. Try to ensure that all directors have tasks to fulfill.

12. Recognize and reward board members for their service and leadership.

13. Keep the trains running on time. 14. Distribute materials at least 10 days in

advance of the meeting. 15. Cultivate teamwork, unity, and fellowship.



16. Try a contest. 17. Adjust the board's financial perspective. 18. Establish a buddy system and future- leaders development program. 19. Share and discuss reading materials on governance excellence and self- assessment. 20. Stress confidentiality.



21. Engage consultants as needed. 22. Prepare, share and regularly update a

volunteer calendar. 23. Invite guest speakers 24. Keep the chair and executive committee

regularly informed, but keep the entire board in the loop.

25. Take advantage of technology


Special Thanks

• Tecker International – Glenn Tecker – Leigh Wintz

Documents

Strategic Planning, Volunteer Management and Governance ......Planning Retreat (GT, LW) Step 5a Internal Analysis (GT, LW) Step 5b Operational Strategy (LW) Tecker Internat’l . Project