Mini-Workshop/Case Study on Strategic Planning

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A mini-workshop with an actual case study on how the International Sign Association (ISA)
worked with 16 affiliated local sign associations in significantly changing ISAʼs governance,
membership and financial structures, including reducing their board of directors by half and
altering ISAʼs relationship with local sign organizations.

Lori Anderson, President & CEO, International Sign Association
John Allen, Executive Vice President, Allen Industries
Patti King, Executive Director, Arizona Sign Association
Glenn Tecker, Chairman and Co-CEO, Tecker International

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  • Lori to introduce speakers and topic (everyone adds as desired)Outline the structure and the challenges associatedOutline the stakeholders and the culture in the organizationsOutline the resulting situation affecting advocacy, membership and governance
  • Each participant discusses each issue from his/her perspective
  • Each participant discusses each issue from his/her perspective
  • Each participant discusses each issue from his/her perspective
  • John to start slide with why “study group” was formed (and type of participants), continuing on with next bullets; others adding in as we go. Each of these steps utilized Glenn Tecker as facilitatorGlenn to give examples of thought processes on structures for the various meetings.Lori: Shared vision: unified industry associations, accountability for key services, national support and grassroots network; common positions, nimble board, market-based approach to membership
  • Summary of membership structure – Patti to describe affiliated associations side and resulting financial piece; Lori/John remaining groupsHighlight market-based structure
  • Governance structure – Lori to walk through; each participant adding info as desired
  • Lori to summarize implementation since January 1.
  • Mini-Workshop/Case Study on Strategic Planning

    1. 1. State of Delusion, State of Confusion…
    2. 2. ISA Challenges • Structure • Stakeholders • Resulting environment – Advocacy, Membership, Governance, Culture
    3. 3. Conditions • History • Regional Plan • Culture • Board Size • Allegiances Commitment • ISA Exec Committee • ISA Board • Regional Boards • Regional Staff • ISA Staff Plan • Research • Design • Development • Communication • Implementation
    4. 4. Conditions • History • Regional Plan • Culture • Board Size • Allegiances Commitment • ISA Exec Committee • ISA Board • Regional Boards • Regional Staff • ISA Staff Plan • Research • Design • Development • Communication • Implementation
    5. 5. Conditions • History • Regional Plan • Culture • Board Size • Allegiances Commitment • ISA Exec Committee • ISA Board • Regional Boards • Regional Staff • ISA Staff Plan • Research • Design • Development • Communication • Implementation
    6. 6. Engagement Steps (2009-2012) • Executive Committee forms task force • Develops/conducts research • ISA Board forms “Study Group” • 2 “Summits” and Town Hall meeting • Executive Directors meetings • Reorganization Implementation Committee formed, Bylaws Committee tasked
    7. 7. Prepared By: Robin Wedewer Senior Associate, Tecker Consultants (410) 414-5718 rwedewer@tecker.com Confidential, September 2010 CONFIDENTIALITY AND NONDISCLOSURE STATEMENT AND AGREEMENT This report is the property of International Sign Association (ISA). The report contains proprietary information of ISA and is solely for the use of ISA volunteers and staff. This confidentiality and nondisclosure statement and agreement is for the purpose of protecting such confidential information from being made available and disclosed to unauthorized persons. Member Market
    8. 8. Confidential, October 2010 CONFIDENTIALITY AND NONDISCLOSURE STATEMENT AND AGREEMENT This report is the property of International Sign Association (ISA). The report contains proprietary information of ISA and is solely for the use of ISA volunteers and staff. This confidentiality and nondisclosure statement and agreement is for the purpose of protecting such confidential information from being made available and disclosed to unauthorized persons. “Every organization is perfectly designed to do exactly what it does.” -Peter Drucker ’ Decision making Industry Realities
    9. 9. The Process of Informed Transformation Reform Transition Improvement LevelsofChange
    10. 10. “Organizational Summit” March 24 & 25, 2011 ISA Headquarters, Alexandria, Virginia Research Strategy Learning Designed & facilitated by:
    11. 11. ISA “Organizational Summit” Agenda Thursday, March 24: 12:00 Noon—5:00 p.m. (ISA offices; lunch will be provided) • Lunch, welcome and self-introductions – Lori Anderson • Introduction: conversations leading up to summit – John Allen, ISA Chairman of the Board • Overview: – Glenn Tecker • Brainstorming: Specifications and modeling – Glenn Tecker 6:30 p.m. – group dinner in Old Town Alexandria Friday, March 25: 8:00 a.m. – 12:00 Noon (breakfast and lunch at ISA offices) • Brainstorming: Specification and modeling – Glenn Tecker • Assessing advantages and disadvantages to various potential models – Glenn Tecker • Wrap-up – Lori Anderson  Involvement  Understanding  Ownership  Support
    12. 12. Page 12 Using a flip chart, draw a picture of ISA today if it were depicted as a form of transportation. Be prepared to explain what organizational attributes are represented by certain details of the picture.
    13. 13. What must any organizational model for the “XYZ” organization “be”, “be like” or “do”? What must any model of organization for the “XYZ” organization not “be”, “be like” or “do”? Design Specifications Must be / be like / do: Must not be / be like / do: Transparent Accountable Etc. Unified Representative Diverse Etc. Advocacy Strategic Nimble Etc.
    14. 14. ISA Possible Organizational Structure What should the ISA of the future (whatever it ends up calling itself) look like? a. What should membership structure look like? b. What should governance structure look like? c. What should the program structure look like? d. What should financial structure look like?  Involvement  Understanding  Ownership  Support
    15. 15. Membership Board of Directors Executive Committee Regions Committees CSO Example Structure Portrait State Associations Industry Sectors Staff Staff Staff Example Only Special Topics Groups Local Chapters
    16. 16. ISA Remodeling Considering Choices Model # ____ Advantages Disadvantages Group recorder:______________ 1. Really like it ! 2. Like it , but it needs some tweaking. 3. Can live with it, but significant modification will be required. 4. Really do not like it. 5. No way; not ever! X = its our group’s model pp place rating here
    17. 17. Engagement Steps (2009-2012) • Shared vision created • Face-to-face meetings with regional groups • Video, written communications to members • ISA Board vote • Membership vote (10-1 margin) • Regional boards vote to become affiliates
    18. 18. Membership Structure ISA 18 Associate Members Direct Sign Company Members Suppliers/Distributors Direct Members Affiliated Associations Affiliated Associations Affiliated Associations Affiliated Associations Sign Company Members
    19. 19. Direct Sign Company Member Council ISA Board Executive Committee Leadership Development Committee Steering committee Steering committee Steering committee 15 members (11 plus EC) •Min of 6 from Sign Companies •Min of 3 from Supplier/Dist. • 2 Unrestricted Governance Model Affiliated Associations Sign Company Member Council Supplier/Distributor Council 19
    20. 20. Implementation to Date • 16 Affiliates • “Leadership Congress” • Steering Committee Engagement • Executive Director Engagement • Leadership Development Committee • Board Strategy
    21. 21. Lessons Learned • Go slow to go fast • Need 100% process buy-in from the top (solid core of well-respected champions) • No preconceived notion of result • Expand circle of stakeholders • Trust building conversations • Open to changing along the way • Create enjoyable, hard working, environment • Create a clear envisioned future

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