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The Tactical Strategic Plan - 1 Tactical Strategic Planning for Bar Associations David Tabak, Tabak Nonprofit Strategies These are challenging times for bar associations. Membership is down. Many younger lawyers are uninterested in joining voluntary bar associations. Over the next five years, the United States will begin losing more lawyers than it produces, which will in turn mean fewer potential bar association members. (The Bar Association Landscape, Conference of Metro Bar Associations, 9/2015.) In addition, programs and services historically provided by bar associations (e.g., continuing legal education and publications) are being offered by for-profit companies or larger law firms. Once, bar associations were the primary source for networking and advancement; now, myriad opportunities exist for networking via social media and informal networks. Additionally, and perhaps most importantly, a new competitor has arisen to threaten bar associations: time. While advances in technology have made lawyers more efficient, they have also created the expectation that lawyers will be perpetually available and responsive to their clients. Rather than valuing their lawyers for their trusted counsel, many clients see lawyers as vendors from whom to secure the lowest fee. Subsequently, many attorneys find they have far less time for bar associations. To adjust to this new environment and grow, it is imperative that bar associations address these sobering issues in a systematic and effective manner. The best way to survive and thrive in an uncertain future is through use of a strategic plan. The strategic plan requires a rigorous assessment of the current environment in which the association operates, its challenges and opportunities, and its relationship to various stakeholders. An effective strategic plan demands that the association examines itself to understand what it currently is and to determine what it must become in order to remain relevant to current and potential members. We have all heard about the glossy strategic plan that ends up on a shelf in the executive director’s office. As a result, many bar associations are skeptical of strategic planning. There are also institutional barriers to engaging in strategic planning, some of which are discussed below. Finally, strategic plans fail when more energy is expended on planning than on execution. This article examines why a strategic plan is essential for bar associations in these challenging times, discusses what kinds of impediments there are to engaging in strategic planning, and offers a model for an effective strategic planning process that focuses on tactics, rather than goals. Why Are Strategic Plans Essential? Ultimately, a good strategic plan will help a bar association understand the current environment in which it operates, define its future goals, and develop tactics to reach these goals. An effective strategic plan will aid in the prioritization of programs and services in a time

Tactical Strategic Planning for Bar Associations

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These are challenging times for bar associations. Membership is down. Many younger lawyers are uninterested in joining voluntary bar associations. Over the next five years, the United States will begin losing more lawyers than it produces, which will in turn mean fewer potential bar association members. To adjust to this new environment and grow, it is imperative that bar associations address these sobering issues in a systematic and effective manner. The best way to survive and thrive in an uncertain future is through use of a strategic plan. This article examines why a strategic plan is essential for bar associations, discusses what kinds of impediments there are to engaging in strategic planning, and offers a model for an effective strategic planning process that focuses on tactics, rather than goals.

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TacticalStrategicPlanningforBarAssociationsDavidTabak,TabakNonprofitStrategiesThesearechallengingtimesforbarassociations.Membershipisdown.Manyyoungerlawyersareuninterestedinjoiningvoluntarybarassociations.Overthenextfiveyears,theUnitedStateswillbeginlosingmorelawyersthanitproduces,whichwillinturnmeanfewerpotentialbarassociationmembers.(TheBarAssociationLandscape,ConferenceofMetroBarAssociations,9/2015.)Inaddition,programsandserviceshistoricallyprovidedbybarassociations(e.g.,continuinglegaleducationandpublications)arebeingofferedbyfor-profitcompaniesorlargerlawfirms.Once,barassociationsweretheprimarysourcefornetworkingandadvancement;now,myriadopportunitiesexistfornetworkingviasocialmediaandinformalnetworks.Additionally,andperhapsmostimportantly,anewcompetitorhasarisentothreatenbarassociations:time.Whileadvancesintechnologyhavemadelawyersmoreefficient,theyhavealsocreatedtheexpectationthatlawyerswillbeperpetuallyavailableandresponsivetotheirclients.Ratherthanvaluingtheirlawyersfortheirtrustedcounsel,manyclientsseelawyersasvendorsfromwhomtosecurethelowestfee.Subsequently,manyattorneysfindtheyhavefarlesstimeforbarassociations.Toadjusttothisnewenvironmentandgrow,itisimperativethatbarassociationsaddressthesesoberingissuesinasystematicandeffectivemanner.Thebestwaytosurviveandthriveinanuncertainfutureisthroughuseofastrategicplan.Thestrategicplanrequiresarigorousassessmentofthecurrentenvironmentinwhichtheassociationoperates,itschallengesandopportunities,anditsrelationshiptovariousstakeholders.Aneffectivestrategicplandemandsthattheassociationexaminesitselftounderstandwhatitcurrentlyisandtodeterminewhatitmustbecomeinordertoremainrelevanttocurrentandpotentialmembers.Wehaveallheardabouttheglossystrategicplanthatendsuponashelfintheexecutivedirector’soffice.Asaresult,manybarassociationsareskepticalofstrategicplanning.Therearealsoinstitutionalbarrierstoengaginginstrategicplanning,someofwhicharediscussedbelow.Finally,strategicplansfailwhenmoreenergyisexpendedonplanningthanonexecution.Thisarticleexamineswhyastrategicplanisessentialforbarassociationsinthesechallengingtimes,discusseswhatkindsofimpedimentstherearetoengaginginstrategicplanning,andoffersamodelforaneffectivestrategicplanningprocessthatfocusesontactics,ratherthangoals.WhyAreStrategicPlansEssential?Ultimately,agoodstrategicplanwillhelpabarassociationunderstandthecurrentenvironmentinwhichitoperates,defineitsfuturegoals,anddeveloptacticstoreachthesegoals.Aneffectivestrategicplanwillaidintheprioritizationofprogramsandservicesinatime

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oflimitedresourcesandconflictingpriorities.Thestrategicplanallowsleadership,bothvolunteerandstaff,tobeonthesamepageandenablesanassociationtoexecuteitsinitiativeswithoutbeingdrawnindifferentandoftencompetingdirections.Finally,astrategicplanisaneffectivemeansforanassociationtocommunicatewithmembersanddemonstratethatitunderstandstheirneedsandconcernsandthatitiscommittedtoofferingvaluableprogramsandservices.Organizational,Leadership,andStaffResistancetoStrategicPlanningOftenthereareinstitutionalimpedimentstoengaginginstrategicplanninganditisessentialforassociationleaderstoacknowledgethemandarticulatewhyastrategicplanisnecessarynonetheless.Fortheassociation,thelegalenvironmentischangingandsomemayfeelthisisthewrongtimetoengageinplanning.Barassociationscanbechangeaverse.Theremaybeinstitutionalresistancetonewinitiativesthatdifferfrompastpractices,especiallyamongassociationleaders,whotendtobeolderandmoredemographicallyhomogenousthanthelatestbaradmittees.Strategicplansarealsotime-consumingandresource-intensive.Withoutaguaranteeofsuccess,thereisfeartheresultmaybeworsethanthestatusquo.Finally,differentconstituentswillhavedifferentdefinitionsofwhatsuccesslookslike(e.g.,moremembersversusmorerobustprogramsandservices.)Associationleaders,manyofwhommaybethetopauthoritiesinaparticularfieldoflaw,areneverthelessoftenunversedinnonprofitgovernance,memberrelationsandcommunications.Assuch,theymaybereluctanttoapproveaplantheydonotfullyunderstand.Someboardmembershavetheirowninitiativesandcannotbeconvincedtoembracenewdirections,despitedatacontrarytotheirbeliefs.Finally,fortheassociationpresidentwhohasspentmanyyearsclimbingtheorganizationalladder—allinanticipationoftheyearwhenheorshewillbeincharge—strategicplanningmayconsumehisorherterm,precludingpersonalpriorities.Staffmembersmayalsoberesistanttoengageinthestrategicplanningprocess,sincetheywillbeexpectedtoaccomplishtheirdailyresponsibilitieswhilealsocontributingtoandimplementingtheplan.Also,ifstaff’sopinionsarenotconsideredduringtheplanningprocess,theywillnotunderstandhowtheirdailydutiesrelatetothesuccessoftheplan.Aneffectivestrategicplanningprocessputseverythingonthetable,includingdiscontinuingsomeprogramsandservices,whichmightinturnleadtostaffterminations.Finally,along-servingexecutivedirectormayhavesetopinionsofwhattheassociationshouldbedoingandthusheorshewillbedisinclinedtotryanythingnew,especiallyifithasbeentriedinthepast.Thedirectormaysimplybereluctanttoaddanotherdust-gatheringstrategicplantohisorhershelf.

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HiringaStrategicPlanningConsultantManybarassociationsconsiderusingastaffmembertofacilitatestrategicplanning.However,thereareseveralreasonswhyabarassociationshouldseriouslyconsiderengagingastrategicplanningconsultant.Anexperiencedconsultantcanbringinideasfromotherbarassociationsorothernonprofitorganizations.Acompetentconsultantcanmakesenseoftheconflictingopinionsandprovideacommonvisionforthepathforward.Inaddition,theconsultantcanaddresspoliticallysensitiveissuesthatstaffcannot.Finally,astrategicplanningconsultantcanserveasaresourcewhenchallengesinimplementingtheplanareencountered.TheTacticalStrategicPlanThesuccessofastrategicplanlieslessinitstop-levelgoalsandmoreinthedailyimplementationofitsspecifictactics,thedoingofwhichleadstoaccomplishingobjectivesthatsupportthetop-levelgoals.Beforeproceedingfurther,itisbestifwedefinesomestrategicplanningterms.DefinitionsGoals:broadstatementsofwhattheassociationhopestoachieve,theyarequalitativein

nature.Objectives:themostcriticalcomponentofthestrategicplan,astheyanswerthequestions

"Howmuch?”and“Bywhen?"Objectivesdrivestrategydevelopment.Strategies:majorapproachesormethodsforattainingobjectivesandresolvingspecificissues.Tactics:specificactionstoexecutethestrategies.Assuch,theyarethe"concrete"thingsthe

associationwilldotoimplementthestrategiesandachievetheobjectives.Thetacticalstrategicplancanbethoughtofasplanningfromtopdown,whileexecutingfromthebottomup.Thetacticalstrategicplanwillproceedfrombroadgoalsthataredefinedbyobjectives,supportedbystrategies,andachievedthroughtactics.Ifallplanningparticipantsunderstandtheneedforaplantobeaccomplishedthroughitstactics,thentheplanwilldefinehowtheythinkaboutthestrategies,objectives,andgoals.Atitscore,thetacticalstrategicplananswersthefollowingquestion:Whodoeswhatbywhen?

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TheStrategicPlanningCommitteeWhoshouldserveonthestrategicplanningcommittee?Somepeoplewillserveonthecommitteebyvirtueoftheirtitles.Thatbeingsaid,itisimportantthatallcommitteemembersarecollegial,discrete,andcommittedtoaplanthatmeetstheneedsoftheassociationasawholeasopposedtoacertaindemographicorthepetprojectsofafew.Thecommitteeshouldbelargeenoughtohaveadiversityofopinion,butalsosmallenoughtobeefficient.Committeememberswillnotonlyberepresentativesofaspecificgroup,theywillalsobeactiveproponentsfortheapprovalandimplementationofthestrategicplan.Atypicalstrategicplanningcommitteeiscomprisedofthefollowingpeople:

• President�• President-elect�• Immediatepastpresidentorarespectedformerpresident• Treasurer�• Executivedirector�• Seniorstaff�• RepresentativesoftheBoardofGovernors,HouseofDelegates,andsection/committee

leadership• Juniorstaffmembers• Up-and-comingyoungleaders• Representativesoftargetdemographics,suchasanunderrepresenteddemographic

StrategicPlanningSteps1.GatheringandReviewofInformationAfterthestrategicplanningcommitteehasconvened,thefirststepistocollectandreviewpertinentinformationthatwillformthebasisoftheplanning.Thisfact-findinghastwocomponents:documentreviewandinterview/surveys.Documentstoreviewmayinclude:

• Paststrategicplans• Missionstatements• Associationhistory�• Bylaws,andpoliciesandprocedures• Organizationalchart(s)�• HouseofDelegatesandBoardofGovernor’smeetingminutes• BoardofGovernorsrolesandresponsibilities• Membershipdata• Section/Committeeactivity• Publications• AttendancenumbersforCLEprogramsandmeetings• Financialreports• Communicationvehicles,includingsocialmedia• Competitoranalysis

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2.InterviewsandsurveysItisimportanttointerviewallBoardofGovernorsmemberstonotonlyobtaintheiropinions,butalsotodeterminetheirlevelsofengagementintheassociationandtheirrolesasgovernors.AgoodframeworkforthisdiscussionisaSWOT(strengths,weaknesses,opportunities,andthreats)analysis.Astrategicplanningcommitteemembershouldalsointerviewtheexecutivedirectorandseniorstaff.Theimmediatepastpresident,longtimeactiveleaders,andup-and-comingleadersshouldalsobeinterviewed.Allinterviewresponsesshouldbecollectedandpresentedanonymously.Itisessentialthatthestrategicplanningcommitteesurveysthemembership.Thesurveyshouldbebroadandtouchonallaspectsofthememberexperience.However,overlylongandcomplicatedsurveyswillseverelydiminishthereturnrate.Onlyaskquestionsthatarepertinenttothestrategicplan.Also,itishelpfultosharethesurveydataafterthestrategicplanningprocessisdone.Asurveynotonlycollectsinformationfrommembersinaveryefficientway,italsodemonstratestomembersthattheassociationvaluestheiropinionsandiscommittedtoincreasingthevalueofassociationmembership.Ifpossible,aseparatesurveyshouldbesenttonon-orformermemberswiththeexpresspurposeofdeterminingwhytheyarenotmembersandwhatprogramsandservicestheywouldwantfromabarassociation.Finally,staffmembersshouldbeabletoprovideinput,eitherthroughsurveysortownhallmeetings.Thepersonwhoanswersthephonemaynotbehighontheorganizationalchart,butheorshedoesinteractonadailybasiswithmembersandknowstheissuesofmostimportancetothem.Inadditiontothevaluableinformationstaffwillprovide,involvingtheminthestrategicplanningprocesswillalsomakethemfeelvaluedandhelpthemexecutethetacticsthatareessentialtotheplan’ssuccess.Whilereviewingthedocuments,information,andsurveyreports,eachcommitteemembershouldframekeyconceptsbykeepingalistwiththefollowingquestions:

• Whatarethecommonthemes?• Whatisworking?• Whatisnotworking?• Whatshouldbestrengthened?• Whatneedstobechanged/discontinued?• Whatcouldweideallydoifresourceswereavailable?

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3.MakingSenseoftheFutureOncealltheinformationhasbeengatheredandreviewed,theplanningcommitteeshouldengageinasense-makingexercise.Thepurposeofthisexerciseistocoalesceideasintopotentialgoals.Thecommitteeshoulddiscussthefollowingquestions:

• Istheassociation’smissionstillvalid?Ifnot,why?• Whoaretheassociation’sstakeholders?�• Whataretheassociation’smandates?• Howwellistheassociationaddressingthesemandates?• Whataretheassociation’shighsandlows?• Whatarethehoped-for-outcomes?

4.GoalSettingGenerally,goalsarethetop-levelexpressionofwhattheassociationhopestobeoraccomplishinthefuture.Goalsareaspirationalinnatureandmostlikelywilltakeseveralyearstoaccomplish.Forbarassociations,therewillbeagoalforeachofthefollowingareas:

• Membership• Programsandservices• Finances• Leadership

Goalsshouldbeexpressedinoneortwosentencesandmustdescribewhattheassociationseekstoachieve.(Seetheexamplebelow.)4.ObjectivesEachgoalwillhaveoneormoreobjectives.Objectivesarethequantitativeportionofthestrategicplan,andassuchtheyhavenumericvaluesanddeadlinesassociatedwiththem.Someparticipantsmaybereluctanttoassignnumericvaluestoanobjective—eitheroutofunfamiliarityorfromfearofbeingheldaccountable.Objectivesareessentialtothesuccessofaplan,asthey:

• measureprogresstowardsgoals;• determinewhatisworkingandwhatisnot;• provideafoundationforstrategiesandtactics;and• conveyseriousnesstomembersandotherstakeholders.(Seetheexamplebelow.)

5.BoardofGovernorsapprovaloftheplan’sgoalsandobjectivesAtthenextscheduledboardmeeting,thestrategicplanningcommitteechairandfacilitatorshouldprovidetheboardwithanupdateonthestrategicplanningprocessandseekboardapprovaloftheplan’sgoalsandobjectives.Itisimportantthattheboardapprovestheplan’sgoalsandobjectives,asopposedtoitsstrategiesandtactics,whicharethepurviewofthestaff.Itisappropriatefortheboardtoaskquestionsaboutthegoalsandobjectivesandcertainly

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governorscanmakesuggestionsforimprovement,butallproposedchangesshouldbevotedon.Goalsorobjectivesshouldnotbealteredsimplyontherecommendationofonegovernororaminorityofgovernors.Considerableworkhasbeenexpendedonthegoalsandobjectivesanditisperfectlyacceptablethatthegoalsandobjectivesbeapprovedbyamajorityoftheboard,asopposedtounanimousboardapproval.6.DevelopstrategiesandtacticsThecommitteewilldevelopstrategies(majorapproachesormethods)forattainingtheplan’sobjectives.Thecommitteewillthendevelopthetactics,whicharespecificactionsnecessarytoexecutethestrategies.Tacticsarethe"concrete"thingstheassociationwilldotoimplementtheplan’sstrategiesandachieveitsobjectives.Eachtacticisassignedtoaspecificstaffpersonorboardmemberandwillhaveadeadlineattachedit.(Seetheexamplebelow.)7.ImplementtheplanExecutionofthestrategicplanisthemostcrucialelementforitssuccess.Bycompletingeachtacticbyitsassigneddeadline,theassociationwillmostlikelyachieveitsstrategicgoals.Theassociationwillalsobeinabetterpositiontoproactivelyaddressissuesastheyariseduringimplementationoftheplan.Thestrategicplanisalivingdocumentandassuchitissubjecttointernalandexternalforces.Asthestrategicplanbecomestheagendaforboththeboardandstaff,theassociationthatistask-orientedwillbebetterpositionedtoaddresschallengesandtakeadvantagesofopportunitiesthatcouldnotbeconceivedofwhenthestrategicplanwasadopted.Simplyadoptingthestrategicplandoesnotguaranteeitssuccess.Astrategicplancanandshouldchangethecultureoftheassociation.Insteadofchangingitsdirectionbasedonthecurrentpresident’sagenda,astrategicassociationwillconcentrateonachievingitsgoals.Changingculturetakesdisciplineandpatienceandmayrequireseveralyearstobefullyincorporated.

Thefollowingactionswillhelptheassociationbecomemorestrategic:

1. Makethestrategicplantheagendaforboththeboardandthestaff.Thestrategicplanshouldnotberelegatedtosimplyanotherreportatboardorstaffmeetings.Eachboardandstaffmeetingshouldreviewprogresstowardsobjectivesateachmeeting.Considerappointinganofficertomonitorthestrategicplan.Itispreferabletoappointthoseofficerswhoareworkingtheirwayuptheleadershiptrack.Anofficerorstaffmembercantakeresponsibilityforeachoneofthegoals.

2. Annuallyreviewtheplanandmakenecessarychanges.3. Regularlyupdatetheassociation’smembershiponprogresstowardsgoals.4. Ayearbeforethestrategicplanisduetoexpire,begintheplanningforthenextplan.

Example

Oursamplebarassociationhasadoptedthefollowinggoals:

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GoalI–Bethepreferredbarassociationforthestate(orspecialtybar).

GoalII–Assistmemberstobemoreeffectiveandefficientprovidersoflegalservicestotheirclients.

GoalIII–Ensurethattheassociationhastheresourcestomeetthecurrentandfutureneedsofitsmembers.

GoalIV–Developsystemsandprocedurestoprovideeffectiveandongoing

leadershiptosupportstrategicgoals.

WewillconcentrateonGoalI,whichdealswithmembership.Basedonsurveyandmembershipdata,thisassociationdeterminedthatmanymembersaremoreinterestedinbelongingtoaspecialtysectionthantotheassociationasawhole.Theplanningcommitteedecidedtouseanincreaseinsectionmembershipasoneofthemeasuresofitsprogresstothisgoal.Soweneedtoassignobjectivesthatwillhelpusmonitorprogress.Thus:

GoalI:Bethepreferredbarassociationforthestate(orspecialtybar).

Objective1:Increasesectionmembershipsby15percent.

Ofcourse,therewillbeadditionalobjectives,butherewewillcontinuetoworkonthestrategiesnecessarytoachievethisobjective.Thus:

GoalI:Bethepreferredbarassociationforthestate(orspecialtybar).

Objective1:Increasesectionmembershipsby15percent.

Strategy1:Workwitheachsectiontodetermineitscorestrengths.

Strategy2:Developaflexibleplantopromotesectionmembership.

Strategy3:Investinascalableweb-basedplatformtopromotethedistributionofsectionprogrammingandpublicationsandtofacilitatebettercommunicationsbetweenmembers.

Eachstrategywillhaveitsowntactics.Responsibilitywillbeassignedtoaspecificboardorstaffmemberaswelladeadlineforcompletion.Thus:

GoalI:Bethepreferredbarassociationforthestate(orspecialtybar).

Objective1:Increasesectionmembershipsby15percent.

Strategy1:Workwitheachsectiontodetermineitscorestrengths.

TacticA:Developsurveystodeterminesectionmemberswantsandneeds(MembershipVicePresident/DirectorofMembership–May1,2016)

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TacticB:Determineappropriateweb-basedplatformandcosts(MembershipVP/CIO:May31,2016)

TacticC:Developproposalforrollout(MembershipVP/Treasurer/CIO,CFO:June30,2016)

TacticD:Boardapproval(President/ExecutiveDirector:July31,2016)

TacticE:Beginrolloutofprogram–(DirectorofMembership/CIO:September30,2016)

TacticF:Reportonprogress–(DirectorofMembership:Quarterly)

Addendum

Ihaveattachedasampletemplate.Generally,theboardwillmonitorprogressongoalsandobjectivesandthestaffwillmonitorprogressonstrategiesandtactics.Asawayofprovidingahigh-leveloverviewofthestrategicplan’sprogressrelativetosetdeadlines,thetemplateincludesacolorcodingsystem.Thepersoninchargeofeachinitiativewillberesponsibleforreportingonprogress.Ifanobjective/tacticismarkedinred,itisarequestforfurtherdiscussionoradditionalresourcestomeetthedeadline.Itmayalsomeanthatastrategyisnotworking,whichmaywarrantmoreinvestigationoftheobjectiveitissupporting.

FinalThoughts

Thetacticalstrategicplanempowersandunitesalllevelsofabarassociationtomeettoday’sandfuturechallengesthroughasystematicanddisciplinedapproach.Italsoallowsthebarassociationtobebetterpositionedtotakeadvantageofcurrentandfutureadvancesintechnology,whichinturnwillmaketheassociationmorerelevanttoitsmembers.Strategicplanningcanbedifficult,butifitcreatesaproactive,strategicbarassociation,thereturnoninvestmentisgreat.

AbouttheAuthor

DavidTabakisaprofessionalwithmorethan20yearsofexperienceinlargeandsmallnonprofitorganizations,professionalandsocialservices.Hehassuccessfullyhelpedmanyorganizationstransitionfromhigh-levelstrategicplanningtooperational-levelexecution.Heisadeptatfacingchallengeswithcalmnessandevenenthusiasm,andhehasexperienceinallaspectsofnonprofitmanagement,includingchangeandcrisismanagement.Hisstyleiscollaborative,forthright,andtemperedwithhumor,whichisoftenanessentialleadershiptraitforovercomingdifficultchallengesandachievinggoals.

Formoreinformation,pleasevisitDavid’swebsiteat:www.tabaknonprofitstrategies.com.

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Goal I: Bethepreferredbarassociationforthestate(orspecialtybar).

Objective 1: increase section memberships by 15 percent Strategy 1: Work with each section to determine its core strengths.

Tactics Deadline Assigned to Comments Status Tactic A: Develop surveys to determine section

members want and needs 5/1/16 Membership Vice

President/Director of Membership

Tactic B: Determine appropriate web-based platform and costs

5/31/15 Membership VP/CIO

Tactic C: Develop proposal for roll-out - June 30, 2016

6/1/16 (Membership VP/Treasurer/CIO, CFO

X, Y and Z Sections have not submitted statement of needs. Chairs have been contacted to submit by 7/1/16.

Tactic D: Board approval 7/1/16 President/ Executive Director

Tabled until September Board Meeting.

Tactic E: Begin rollout of program –– September 30, 2016)

9/1/16 Director of Membership/CIO

Tabled until September Board Meeting.

Tactic F: Report on progress Quarterly Director of Membership

Status Key Color Meaning On schedule Behind schedule Major roadblock