I skate to where the puck is going to be,
not to where it has been.
—Wayne Gretzky
STEP ONE:
GETTING READY
• When was the organization formed and why?
• What led to it being formed?
• What key changes have occurred since it was
formed?
• How is the organization governed and how is it
staffed?
STEP ONE:
GETTING READY
Define or review your club’s:
• Mission
• What do we want to accomplish?
• Vision
• What will happen when we accomplish our
mission?
• Values
• What are our principles?
STEP ONE:
GETTING READY
Select committed members able to devote the
necessary attention to the “big picture”!
1.
2.
3.
4.
Create a Planning Committee
Identify specific issues to address
Clarify roles (who does what in the process)
Develop an organizational profile that includes the
organization’s and club’s mission, vision, and values
5. Identify the information that must be collected to help
make sound decisions- (answer the questions in the
previous slides, and slides to follow)
THINKING
STRATEGICALLY
What is the one thing your club was worst at this year?
What single thing most needs to happen to fix it?
What is the one thing your club did best this year?
What do you need to do to turn that success into a
repeatable process?
THINKING
STRATEGICALLY
Which individual was most responsible for your club's
success this year? What are you going to do about it?
Which group, team or function was most responsible
for your club's success this year? What are you going
to do about it?
THINKING
STRATEGICALLY
If you left the club today, and came back tomorrow as
a new president/ committee member with a clean
sheet, what would you do?
If a perfect competitor opened up across the street
from you tomorrow, what would they be like?
STEP TWO:
ASSESSING THE SITUATION
S
W
O
T
TRENGTHS
EAKNESSES
PPORTUNITIES
HREATS
SWOT
ANALYSIS
A SWOT analysis can offer helpful perspectives at any
stage of an effort. You might use it to:
• Explore possibilities for new efforts or solutions to
problems.
• Make decisions about the best path for your initiative.
• Identify your opportunities for success while considering
threats to success to clarify directions and choices.
• Determine where change is possible. If you are at a
juncture or turning point, an inventory of your strengths
and weaknesses can reveal priorities as well as
possibilities.
• Adjust and refine plans mid-course. A new opportunity
might open wider avenues, while a new threat could
close a path that once existed.
SWOT
ANALYSIS
Helps you determine:
•
•
•
•
Where you are?
What you have to work with?
Where you want to be?
How you get there?
Consider internal and external influences…
THE INTERNAL
COMPONENT
The club's strengths and weaknesses.
Current club performance in terms of
finance, members, exchange recruitment,
leadership.
Factors necessary to the future and
continued success. These may be factors
like relationship with target community/
potential members, resources, exchange
program variety, governance structure,
and leadership skills and style.
Activities, attitudes, assumptions, etc. –
that would cripple the club and keep it
from fulfilling its mission.
THE EXTERNAL
COMPONENT
The broader environment in which FF
operates.
…hanging demographics, community
C
values, economic trends,
communications and other technological
trends -- and consider their impact on
FF.
Opportunities and challenges related to
resources.
…ctual and potential collaborators and
A
competitors, including organizations
which may serve the same target
population.
BREAK-OUT
Identify strengths, weaknesses, opportunities, and threats.
• Groups of 10-12
• 2-3 people on each SWOT to start
• Swap SWOT sections
REPORT BACK
• Strengths to be leveraged
• Opportunities to take advantage of
• Weaknesses to overcome
• Threats to prepare to avoid
STEP THREE:
IDENTIFY THEMES
Assemble the Strengths and Opportunity cards into similar
or overlapping themes.
These might be thought of as repeatable regularities but
remember that one-off or small unique clusters of
comments can be hugely important too!
CRITICAL SUCCESS
FACTORS
What are the broad goal areas you should focus on to
achieve your vision/mission?
STEP FOUR:
MEASURES
How will you measure each Goal?
What are the measurable objectives for each goal that will
track your progress to achieving that goal?
Make sure each objective is S.M.A.R.T.
•
•
•
•
•
Specific
Measurable
Attainable
Relevant
Time-bound
STEP FIVE:
STRATEGIES
Once you have Goals with measures, and your SWOT,
you are ready to develop strategies.
Strategies should either meet a Critical Success Factor
(S or O) overcome a barrier (W or T).
Metrics and measures; Timelines; Roles,
responsibilities and resources
STEP SIX:
PRIORITIZE
How critical is each goal to the success of your club?
STEP SEVEN:
WRITE IT ALL OUT
Finalize a written strategic plan that summarizes the
results and decisions of the strategic planning process.
Build in procedures for monitoring, and for modifying
strategies based on changes
QUESTIONS?
Thank you for attending!!
Please follow up with me and share your experience with
creating a strategic plan for your club!!
Matthew Nidek
matthew@thefriendshipforce.org