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MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning
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MODULE 3: LEADERSHIP'S RESPONSIBILITIES Strategic Planning

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  • 1. MODULE 3: LEADERSHIP’S RESPONSIBILITIES Strategic Planning –Matching your region’s mission statement to the national organization's mission statement. –Guiding your region’s activities. –Sample Strategic Plan/Attachment 3 Financial Responsibilities Communicating with Chapters Recruiting and Retaining Chapters
  • 2. STRATEGIC PLANNING BLACKS IN GOVERNMENT
  • 3. Overview What is a strategic plan Where to begin your strategic plan How to get others on board Tips for effective strategic planning
  • 4. What is a Strategic Plan Is a road map or course of action for achieving desired results Should be laid out before the first steps are taken Is typically developed by committee Plays a vital role in seeking funding
  • 5. Where do I begin your strategic plan Work with designated members to decide the future of the organization Get inside the members’ minds and know what they are really thinking and want Do a survey or task representatives to bring the knowledge to the table
  • 6. How to get others on board Start early by speaking to designated participants who will have input into the decision-making process Share reports and other objective data with the committee Divorce personalities from the discussion Position the strategic plan as neutral and truthful based on member’s feedback
  • 7. Tips for effective Strategic Planning Work in a neutral environment Allow time for group interaction – in the form of a group activity – build a sense of teamwork and create an environment where laughter and conversation flow freely Eliminate distractions Develop a plan with clear action items
  • 8. Questions
  • 9. FINANCIAL PROCEDURES AND ACCOUNTABILITY SHOW ME THE MONEY!
  • 10. FINANCIAL PROCEDURES AND ACCOUNTABILITY  ORGANIZATIONAL STRUCTURE  GETTING STARTED  REQUIRED REPORTING  THE BUDGET PROCESS  SUGGESTED FINANCIAL STATEMENTS AND REPORTS  CLOSING OF THE BOOKS
  • 11. FINANCIAL PROCEDURES AND ACCOUNTABILITY Organizational Structure – 501(c)(3) Organization – Chapters and Regions Relationship to BIG
  • 12. FINANCIAL PROCEDURES AND ACCOUNTABILITY Getting Started – Preparation and Submittal of Form SS-4 (Application for Employer Identification Number, EIN) – National submits Form SS-4 to IRS after chapter is approved – Use EIN for bank accounts – EIN’s distinguish chapters from each other
  • 13. FINANCIAL PROCEDURES AND ACCOUNTABILITY  Required Reporting – Submit annual financial reports by March 15 – IRS and Board require timely for inclusion in the overall BIG 990 Return – Penalties for not reporting include • Suspension of Chapter • Revocation of Charter • Exclusion from IRS group exemption – Review of reporting forms
  • 14. FINANICIAL PROCEDURES AND ACCOUNTABILITY  The Budget Process – Budget submitted by sub-committee chairs, etc, to Executive Finance Chair – Finance Chair submits proposed budget “as is” to Executive Committee (EC) – EC makes the necessary changes and submit to Board – Board Financial Oversight Committee makes the necessary adjustments and submit to Board – Board of Directors approves or disapproves
  • 15. FINANCIAL PROCEDURES AND ACCOUNTABILITY Suggested Financial Statements/Reports – Balance Sheet – Statement of Revenues and Expenses – Cash Disbursement Journal – Any other report desired by chapter
  • 16. FINANCIAL PROCEDURES AND ACCOUNTABILITY Closing of the Books – Annual Audit – Presentation to Delegates Assembly
  • 17. QUESTIONS
  • 18. Communicating with Chapters BLACKS IN GOVERNMENT
  • 19.  Regional Leaders should – Be the "front lines" for communicating to Blacks In Government members – Provide channels of communication on BIG issues – Encourage connections with community leaders with similar issues – Solicit inputs from chapter to provide input to the National Executive Committee – Facilitate the achievement of BIG’s goals and objectives by providing chapters with guidance and assistance
  • 20. Pointers  Make sure that chapters effectively share knowledge with one another – Encourage active communication and cooperation among chapters – Be a forum for the sharing of ideas and experiences among members  Ensure that Regional Officers respond to members’ concerns  Make certain that chapters understand and support the decision-making practices of the leadership?
  • 21. Methods of Communication  Four basic types of communication take place in any organization – Getting and receiving of instructions and assignments – Sharing and discussing of information – Giving feedback, correction and discipline – Problem-solving and decision-making meetings and discussions
  • 22. Getting and receiving of instructions and assignments Upward and downward, including effective delegation from one person to another Most problems with unclear communications in this area The first job is to understand, and the second job is to be understood
  • 23. Sharing and discussing of information  Information sharing in meetings: – Teach people how to do things – Take your time and go slowly when passing on important information to others – Be completely clear and as detailed as possible – Make sure that the other person understands clearly before they depart  A breakdown this area causes things to be done improperly or not at all
  • 24. Giving feedback, correction, and discipline Giving feedback to people who report to you – ensures that they have the knowledge and the tools to do their jobs The ability to give good feedback is a key skill of the effective leader
  • 25. Problem-solving and decision- making meetings and discussions The effective leaders is capable of not only getting his or her point across – but also of understanding and conveying his or her meaning clearly and unambiguously
  • 26. Problem-solving. . . The single most important element of effective communicating is "clarity" – Lack of clarity in communication is responsible for almost all of the difficulties that we have with other people – The ability to communicate clearly is the hallmark of the truly effective leader
  • 27. Words of Wisdom Communication leads to community, that is, to understanding, intimacy and mutual valuing ROLLO MAY
  • 28. Questions
  • 29. BLACKS IN GOVERNMENT Recruiting and Retaining Members
  • 30. Ways to Get and Keep Your Members How many total members are currently in your chapter? How many members did your organization have, one year ago?
  • 31. Ways to Get and Keep Your Members How much money of your current year’s budget is earmarked for membership recruitment? How much money of your current year’s budget is earmarked for membership retention?
  • 32. Ways to Get and Keep Your Members List your chapter’s 3 major competitors for members: – What percentage of your potential members are already in your main membership category (ie, regular, voting, or active)… In other words, what is your market penetration?
  • 33. Ways to Get and Keep Your Members What was your retention rate last year? What will your retention rate be at the end of this year? What does it cost your chapter to recruit a new member? What does it cost your chapter to lose one member?
  • 34. Membership Plan Understanding the Value of Membership Planning Key elements of a good plan should start with a Membership Committee and a chairperson who coordinates all membership recruitment and retention (R&R) programs; – Conduct at least 4 meetings per year; – Develop a timetable for each phase of your plan; – Evaluate the results of R&R programs;
  • 35. Review membership reports monthly: – Establish a 1 to 2-year plan, so that people in charge of membership functions have a guide; this will assist your chapter when there is a change in committee personnel and help ensure some continuity in the membership function Membership Plan Understanding the Value of Membership Planning
  • 36. Set membership growth goals and plan strategies to attain those goals by utilizing mail campaigns, member-to- member programs, inquiry cards, and member referrals Organizing for Success
  • 37. Organizing for Success Coordinate production and provide input on the theme, design and layout of all promotional materials, including the tri-fold pamphlet, letters, and applications
  • 38. Determine target audiences and provide materials that will promote their interest Put capable people in positions, not just friends for the sake of friendship: – Select people who have the ability to develop innovative ideas for R&R activities; – Select people who are willing to take responsibility for membership growth Organizing for Success
  • 39. – Select outgoing, personable, and enthusiastic people; – Select people with strong organizational skills; – Select people who are willing to devote sufficient time to membership committee activities; – Select people with knowledge and understanding of the organization, its members, its mission, its goals and objectives Organizing for Success
  • 40.  Use the BIG National Program Booklet;  Use your own testimony;  Use ‘The Top 10 Reasons Why You Should Join BIG’;  Use the services that are provided by your chapter and/or region; Identifying the Benefits
  • 41. Identifying the Benefits  Use the BIGNET, internet Website, to find information on ‘What’s BIG Doing Now?’  Provide membership incentives to persons who join your organization during a membership campaign;  Customize your membership materials
  • 42.  Make the best use of the telephone;  Use trained telemarketing recruiters to deliver a “specific benefits of BIG” message to a targeted list of qualified prospects over the phone;  Advantage – this method allows personal contact with prospective members and provides the recruiter a chance to listen and respond to questions; Membership Recruitment Telemarketing, media, trade shows, and other recruitments options must be utilized
  • 43.  Selecting the right people to do the calling is an important factor Having an effective telemarketing team assures successful recruiting opportunities  Having membership materials and records easily accessible, along with a familiarity of the organization and knowledge of the administrative aspects of membership is important; Membership Recruitment
  • 44.  Develop a good script or discussion guideline to control the timing and content of the conversation, so the recruiter sticks to the point (Joining BIG!)  Making use of all forms of media has the potential to reach a lot of people in a short space of time; Membership Recruitment
  • 45. Membership Recruitment Utilizing membership booths (Nomadic Displays) is another effective method of getting people’s attention visually; the booths provide the recruiter the opportunity to personalize the message and network with other organizations
  • 46.  After working hard to recruit new members, it just makes good sense to work hard to keep them  A high retention rate allows you to measure the effectiveness of your current programs and services Membership Retention Membership retention is the process by which organizations get their members to renew their membership for another year
  • 47. A high retention rate is actually a good recruitment tool, because it is a great testimonial to your chapter’s ability to retain its members Membership Retention
  • 48. Membership Retention  Set retention goals and develop and implement strategies, such as: leadership training, membership awareness programs, new member newsletters, on-time membership renewal incentives, new member surveys, and chapter retention campaigns, in order to attain those goals
  • 49.  A good retention program can encourage members to become involved in your chapter activities and move up through the various leadership positions;  Give members a sample news release they can send to local papers announcing that they’ve joined BIG  Hold leadership training programs to give members the tools to be successful volunteers; Membership Retention
  • 50.  Skills developed through leadership training are transferred back to the members’ workplace At renewal time, members and their employers will remember where these skills were developed  Have outside speakers promote BIG; this adds credibility and prestige to your mission Membership Retention
  • 51. Membership Retention  Assign an officer to contact a certain number of inactive members each month; this courtesy call will remind members that the chapter knows they’re still of great value to the chapter;  Create a new member welcoming committee;  Establish a new member orientation program; this program will let members know they are special to the chapter and provide positive reinforcement for a long-term relationship
  • 52. Questions

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