Strategic Planning:
Aligning Strategy and Operations
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Patricia Ennis, CSP, ARM
ASSE President
Erike Young, MPPA, CSP, ARM
RVP Region I - ASSE
Lessons from Alice in Wonderland
The Society’s Mission and Vision
Mission Statement
ASSE is a global association of safety, health and environmental professionals
dedicated to the advancement of its members and the profession through education
and advocacy.
Vision Statement
ASSE is a global advocate and premier leader for the safety, health, and
environmental professional and the profession.
Society Goals and Objectives
Society Goals and Objectives
Society Goals and Objectives
Society Goals and Objectives
Society Goals and Objectives
Society Goals and Objectives
Society’s Accomplishments
 Creation of Risk Assessment Institute
 Creation of Center for Safety and Health
Sustainability
 Secretariat for ANSI and ISO standards
 Increase in the number of webinars
 Creation and support of Practice Specialties
 Increase number of international chapters
Society’s Accomplishments
 Creation of Body of Knowledge
 Testifying on regulatory issues
 Collaboration with other societies
 Changes in Code of Conduct
 Proposed reorganization of ASSE Governance
Should a Region/Chapter have a different
mission, vision, values than Society?
Companywide Values:
B R O A D
More Specific
1. Dedication to every client's success
2. Innovation that matters, for our company and for the
world
3. Trust and personal responsibility in all relationships
Although the sub-groups within a
“family” share a set of broad values
at the top, each functional group
may have its own set of values that
reflect its own set of specific duties.
Global Procurement Values:
1.
2.
3.
Understanding
Integrity and teamwork
Initiative and urgency
It doesn’t mean the lower group
conflicts with the higher group (in
fact, they usually jibe quite well). It
just means the work is getting more
specific.
What is Strategic Planning?
 A systematic approach through which an
organization agrees on priorities that are essential
to its mission and responsive to its environment.
 Data based
 Guides budget decisions
 Continues when leadership changes
 Involves stakeholders in development
What is Strategic Planning is NOT
 Done annually
 Should be reviewed annually
 Done in a vacuum
 An operations plan
 Operations plans are done annually and are specific
to the objectives
How Long Should a Plan Be?
 As short and simple as possible!
 Format that easily says what you intend to do and how
 Long enough to give guidance to annual operating plan
 Not so long that nobody will read or use it!
Drives Budget and Resource Decisions
 What resources are needed to support the program
goals?
 Equipment/software
 Technology
 Marketing
 Expertise
 Other….
Elements to Effective Planning Process
 Focus on the most important issues
 Be willing to question the status quo
 Produce a written document that will be
understood after leadership changes
 Translate it into an annual operating plan
Our culture
“I don't know how it started, either. All I know is that it's part of our organizational culture."
A Three-Phase Process
Phase I:
Gather Data
•Document the
current state of
reality and desired
future position of
the chapter
•Review Society
Mission, Vision
and Values
•Review data
(attendance,
survey, etc..)
•Conduct survey
of leadership
•SWOT Analysis
Phase II: Develop
Strategic Plan
•Create a
framework for
broad direction
and priorities for
the future in
strategic plan
document
•Chapter specific
Mission, Vision,
Values
•Strategic goals
•Objectives
Phase III: Develop
Implementation Plan
•Develop and
document specific
steps that will be
taken in order to
execute the
objectives
identified in the
strategic plan
•Develop
implementation
plan that
includes
•Objectives
•Tactics
•Indicators
Puget Sound Chapter SWOT Fall 2013
Strengths
•Name Recognition
•Growing Executive Committee Involvement
•2 Geographical & 1 Student Sections
•Dedicated Core Group
•Financial Stability
•Wide Industrial Member Base
•Objectives Clearly Identified and
Communicated to Members
Weaknesses
•Lack of Support from Large Companies,
•Limited Member Participation / Too Few
Committee Members
•Not Consistently Utilizing Effective
Communication tools to reach Members
•Little Community Involvement
•Not Strong Ties to Geographical Sections
•Not Enough Member Recognition
•Chapter Seen as Using Old / Stodgy Methods
and Procedures
Opportunities/Successes
•Younger Executive Committee Open to
Change
•Use of GoToMeeting Helping Executive Committee
Participation
•CWU Student Section has Strong Leader
•Using Co-opetition – For Joint Meetings
With Other Associations
• PDC with Student Section in Spring
•Field/Site Technical Meetings 2 Planned for this
Current Year
Threats
•Many Safety Organizations Competing
in Area
•Members Lack of discretionary
Time for Chapter Functions
•Younger members put a higher value on personal
time
•No Forward Looking Plan for Revenue
Generation
McKinsey 7S
Value-Based Leadership/Planning
Placing Shared Values in the middle of
the model emphasizes that these
values are central to the development
of all the other critical elements.
An organization’s structure, strategy,
systems, style, staff and skills all stem
from why the organization was
originally created, and what it stands
for.
As the values change, so do all the
other elements.
http://www.mindtools.com/pages/article
/newSTR_91.htm
Balanced Scorecard
The balanced scorecard is a strategic
planning and management system that
is used extensively in business and
industry, government, and nonprofit
organizations worldwide to align
business activities to the vision and
strategy of the organization, improve
internal and external communications,
and monitor organization performance
against strategic goals.
http://www.balancedscorecard.org/Res
ources/AbouttheBalancedScorecard/ta
bid/55/Default.aspx
A Three-Phase Process
Phase I:
Gather Data
• Document the
current state of
reality and desired
future position of
the chapter
• Review Society
Mission, Vision
and Values
• Review data
(attendance,
survey, etc..)
• Conduct survey
of leadership
• SWOT Analysis
Phase II: Develop
Strategic Plan
• Create a
framework for
broad direction
and priorities for
the future in
strategic plan
document
• Chapter specific
Mission, Vision,
Values
• Strategic goals
• Objectives
Phase III: Develop
Implementation Plan
• Develop and
document specific
steps that will be
taken in order to
execute the
objectives
identified in the
strategic plan
• Develop
implementation
plan that includes
• Objectives
• Tactics
• Indicators
Mission, Vision, Values
•
What’s the difference between mission and vision?
•
MISSIONary
•
VISIONary
Someone who carries out the work
Someone who sees what is possible
•
Our mission is what we do.
•
Our vision is the future we want to create.
•
Our values are the guardrails that keep us on track.
Mission Critical Questions
Describe what you do
and for whom…
It doesn’t have to be
earth-shattering…
Be what your core
competency is…
But would your mother
understand it?
But does it inspire you?
But does it align with
what you do best?
Vision
The vision should be very attractive…
Chateau with formal gardens?
… but still realistic.
Center-hall colonial!
Region I Mission
In support of the Society’s mission Region I ROC will:
MISSION
is what we
do:
1. Provide guidance, tools, and resources to chapter
leadership to enable efficient operations and
maintenance of a chapter’s charter;
2. Provide and promote professional development and
networking opportunities to Region I members;
3. Act as good stewards of Region and Chapter
resources; and,
4. Provide guidance to the COMRA and the Board of
Directors on issues affecting chapters and members.
Region I Vision
VISION
is the
future we
want to
create:
ASSE Chapters and Members in Region I are recognized
as the premier safety and health resource by
employers, regulators, communities, and fellow safety
professionals.
A Three-Phase Process
Phase I:
Gather Data
•Document the
current state of
reality and desired
future position of
the chapter
•Review Society
Mission, Vision
and Values
•Review data
(attendance,
survey, etc..)
•Conduct survey
of leadership
•SWOT Analysis
Phase II: Develop
Strategic Plan
•Create a
framework for
broad direction
and priorities for
the future in
strategic plan
document
•Chapter specific
Mission, Vision,
Values
•Strategic goals
•Objectives
Phase III: Develop
Implementation Plan
•Develop and
document specific
steps that will be
taken in order to
execute the
objectives
identified in the
strategic plan
•Develop
implementation
plan that
includes
•Objectives
•Tactics
•Indicators
Annual Operation Plan
 Provide enough detail to guide the work
 Format that allows for reports on progress towards goals
and objectives
 Shows consistency with overall priorities
Annual Operation Plan
 Operationalizes strategic plan!
 Specifies process and outcome objectives
 Developed with/by position responsible for area
 Format makes monitoring easy
 Has realistic budgets to support each area
Discussion
 What are some actions to address the following?
Succession planning and leadership turnover
Member Recruitment and retention
Member participation
Employer support
Revenue