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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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TheTacticalStrategicPlan-1
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?
TheTacticalStrategicPlan-6
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:
TheTacticalStrategicPlan-8
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