Retreat To Advance The Process Of Strategic Planning

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Is your bar association preparing for the strategic planning process? Do you need a clear understanding of what’s involved?

Nationally recognized attorney coach Nora Riva Bergman discusses the strategic planning process as it relates to bar associations.

Read more about Nora’s attorney coaching and consulting services at http://reallifepractice.com/bar-associations/strategic-planning/ or call toll free: (866) 662-0993.

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Retreat To Advance The Process Of Strategic Planning

  1. 1. Retreat to Advance:<br />The Process of Strategic Planning<br />Presented by Nora Riva Bergman<br />2011 ©<br />
  2. 2. What is strategic planning?<br />Strategic planning determines where an association is going in the future, how it's going to get there, and how it will know if it got there or not. <br />
  3. 3. Three Phases of Strategic Planning<br />1. Pre-Retreat: Planning & Preparation<br />2. The Retreat: Content and Logistics<br />3. Post-Retreat: Implementation, Measurement, Review<br />
  4. 4. Three Phases of Strategic Planning<br />1. Scanning the environment<br />2. Creating the plan/setting objectives<br />3. Translating the plan into results<br />
  5. 5. What is strategic planning?<br />1. Pre-Retreat: Planning & Preparation<br />2. The Retreat: Content and Logistics<br />3. Post-Retreat: Implementation, Measurement, Review<br />
  6. 6. Traditional v. Results-Oriented Planning<br />Improve present model<br />Paradigm busting<br />Short-term objectives<br />Long-term objectives<br />Focus on tactics,<br />activities<br />Focus on designing the future<br />Needs defined as<br />gaps in resources<br />Needs defined as<br />gaps in results<br />Focus on current members<br />Focus on members & non-members<br />Goals are vague<br />Objectives are SMARTER<br />Visions are short-term<br />Visions are long-term<br />Sees association as collection of parts<br />Relationship between parts is emphasized<br />
  7. 7. Why are we changing?<br />
  8. 8. Bar leaders are the caretakers of their associations.<br />"Treat the earth well: it was not given to you by your parents, it was loaned to you by your children. We do not inherit the earth from our ancestors; we borrow it from our children.“<br />- Native American Proverb<br />
  9. 9. Don’t be afraid to ask the hard questions.<br />1. Why are we changing?<br />2. What are we changing to?<br />3. What are we changing? And what is staying the same?<br />4. How can we change effectively?<br />5. How can we measure whether change has occurred?<br />6. Is it the right change?<br />7. Have we improved performance & payoffs as a result?<br />8. Was the change worthy enough to justify the effort?<br />From Strategic Planning for Success: Aligning People, Performance and Payoffs,<br />by Roger Kaufman, Hugh Oakley-Brown, Ryan Watkins, and Doug Lee<br />
  10. 10. 6 Steps to Understanding Change<br />1. The goal is not to innovate the most.<br />2. It’s not enough to have the best ideas.<br />3. Appreciate the implementation dip. <br />4. Redefine resistance.<br />5. Reculturing is the name of the game.<br />6. Never a checklist, always complexity.<br />From Leading in a Culture of Change, by Michael Fullan<br />
  11. 11. Laying the foundation for success.<br />Commitment & support of top leadership, especially the president and executive director<br />Commitment to clarifying roles for all participants in the planning process<br />The right mix of individuals on the planning committee: board members, staff, members, non-members, visionaries, detail-oriented thinkers<br />Willingness to encourage board participation so that people feel “ownership” of the process<br />Adequate commitment of resources of staff time and dollars<br />A willingness to change the status quo<br />No serious conflict between key players<br />
  12. 12. Scan the environment.<br />Relevant documents to gather include:<br /><ul><li>The association’s mission statement and values statement
  13. 13. Current strategic plan
  14. 14. Needs assessments, member satisfaction surveys, SWOT surveys
  15. 15. Financial statements
  16. 16. Budget reports
  17. 17. Internal procedure manuals
  18. 18. Board manual
  19. 19. Board minutes </li></li></ul><li>What is strategic planning?<br />1. Pre-Retreat: Planning & Preparation<br />2. The Retreat: Content and Logistics<br />3. Post-Retreat: Implementation, Measurement, Review<br />
  20. 20. Creating a successful retreat<br /><ul><li>Who should participate in and how they should be involved.
  21. 21. List main issues.
  22. 22. Decide when the plan should be adopted by the board.
  23. 23. Set aside time for the planning process.
  24. 24. Decide if a facilitator would be helpful.
  25. 25. Find a place for the meetings to occur.</li></li></ul><li>Developing Objectives and Timelines<br />
  26. 26. Use SMARTER Objectives<br />S = written for a specific result.<br />M = Observable and measurable. <br />A = The objective is audacious. <br />R = Clearly define the results to be achieved. <br />T = Targeted time for completion.<br />E = “Sum total” of all objectives are encompassing. R = Objectives are reviewed frequently.<br />
  27. 27. Develop Specific<br />Action Plans<br />Actions plans = Who, What, by When, How + Measurement<br />2. Develop an overall, top-level action plan that depicts how each strategic objective will be reached.<br />3. Develop an action plan for each SMARTER Objective in the strategic plan. These plans, in total, should depict how the overall action plan will be implemented.<br />
  28. 28. Develop Specific<br />Action Plans<br />4. The Action Plan for each SMARTER Objective, might specify:<br /><ul><li>The steps to achieve each objective to be accomplished
  29. 29. How each objective contributes to the association's overall strategic goals
  30. 30. What specific results (or objectives) much be accomplished that, in total, reach the goal of the association
  31. 31. How those results will be measured
  32. 32. When the results will be achieved (or timelines for each objective)
  33. 33. Who is responsible for overseeing each objective’s completion</li></li></ul><li>Appoint a Plan Champion<br />
  34. 34. What is strategic planning?<br />1. Pre-Retreat: Planning & Preparation<br />2. The Retreat: Content and Logistics<br />3. Post-Retreat: Implementation, Measurement, Review<br />
  35. 35. Now what?<br />How do we ensure implementation of our plan?<br /><ul><li>When planning, involve people responsible for implementing.
  36. 36. Ensure the plan is realistic. “Can we really do this?”
  37. 37. Organize the overall plan into smaller action plans.
  38. 38. Include action plans in the overall plan.
  39. 39. Clarify the plan’s implementation. Build in reviews.
  40. 40. Translate actions into job descriptions.
  41. 41. Publicize the plan. Celebrate successes!</li></li></ul><li>Support Your Team Through the Implementation of the Plan<br />For most of us . . .<br />Change = Unknown = Fear<br />
  42. 42. Four Stages of Change<br />From Dangerous Opportunity: Making Change Work, Chris Musselwhite and Randell Jones<br />
  43. 43. Measure progress and continuously review<br /><ul><li> Review plan at each board meeting
  44. 44. Champion report each quarter</li></ul>In the years between planning, focus on the following questions:<br /><ul><li> Is the current plan on target?
  45. 45. What has not been accomplished?
  46. 46. Based on current issues, do we need to revise the plan?
  47. 47. Are there new performance targets or checkpoints that need to be addressed?</li></li></ul><li>Retreat to Advance:<br />The Process of Strategic Planning<br />Presented by Nora Riva Bergman<br />2011 ©<br />

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