STRATEGIC PLANNING (Made Simple. Sort of.)

We will discuss: „ Why your State needs to undertake Strategic Planning. „ How to go about it. „ Pitfalls to avoid – in other words, how to stay employed. „ The ongoing US Youth Strategic Planning.

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Why bother with Strategic Planning? Strategic planning determines where we are going over the next year or more, how we are going to get there and how we will know if we got there or not. If we are not planning we are simply reacting – we are always behind events. 3

Development of the strategic plan greatly helps to clarify the our plans and ensures that key leaders are all "on the same page". Far more important than the strategic plan document, is the strategic planning process itself. The best planning process never ends – it is more a journey than a destination, a journey to define who we are and what we will do. 4

Six Reasons to start the process: 1. Clearly define the purpose of the organization and to establish realistic goals and objectives consistent with that mission in a defined time frame within the organization’s capacity for implementation. 2. Communicate those goals and objectives to the organization’s constituents. 3. Develop a sense of ownership of the plan. Strategic Planning (in nonprofit or for-profit organizations), by Carter McNamara, Adapted from the Field Guide to Nonprofit Strategic Planning and Facilitation, http://managementhelp.org/plan_dec/str_plan/str_plan.htm#anchor4293674666

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4. Ensure the most effective use is made of the organization’s resources by focusing the resources on the key priorities. 5. Provide a base from which progress can be measured and establish a mechanism for informed change when needed. 6. Bring together of everyone’s best and most reasoned efforts have important value in building a consensus about where an organization is going. Strategic Planning (in nonprofit or for-profit organizations), by Carter McNamara, Adapted from the Field Guide to Nonprofit Strategic Planning and Facilitation, http://managementhelp.org/plan_dec/str_plan/str_plan.htm#anchor4293674666

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Good strategic planning can: „ Force future thinking and can build commitment to agreed-upon goals; „ Refocus and reenergize a wandering organization; „ Provide a way for leaders and work groups to model new behavior:

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Good strategic planning can: „ Be an effective communication and marketing tool; „ Help an organization gain greater influence over its circumstances rather than simply responding to an unending series of problems; and, „ Become a familiar part of moving an organization forward and increasing its effectiveness. 8

When and how often do we conduct strategic planning? „

Planning should be carried out frequently – once or twice a year - especially when the market is changing. Each planning series should be very comprehensive (that is, with attention to mission, vision, values, environmental scan, issues, goals, strategies, objectives, responsibilities, time lines, budgets, etc). 9

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If the organization has done a comprehensive plan within the last two years and is in a fairly stable marketplace, then planning might be carried out once a year and only certain parts of the planning process, for example, action planning (objectives, responsibilities, time lines, budgets, etc) are updated each year.

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When we plan properly we are prepared. When we are prepared, the way we view “problems” disappears. They are no longer obstacles to be overcome, but opportunities to be embraced. “If you know the enemy and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. If you know neither the enemy nor yourself, you will succumb in every battle.” - Sun Tzu, The Art of War “Know thyself.” - Plato 11

How to do it. „ Get organized „ Take stock (situation analysis) „ Set Direction „ Refine and Adopt the Plan „ Implement the Plan

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Get Organized When preparing your planning consider: The group’s experience with planning; „ The time available for the process; „ The leadership to keep the process moving; „ The people who need to be involved; „ One plan or mini plans; and, „ Technical and political issues. „ 13

Take stock (situation analysis) „ Pull together necessary background information; „ Review your past, present and future situation; and, „ Identify key issues or choices – survey the key people and consider surveying the membership.

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Set Direction „ Develop a vision of your organization’s future; „ Determine how to move the organization toward this future; and, „ Develop first draft of plan. * Use “SWOT” analysis – list your: Strengths, Weakness, Opportunities and Threats.

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Refine and Adopt the Plan „ Review and refine the plan; „ Set Key Strategic Areas (“KSA”) of focus; „ Establish timetables and lines of responsibility; then, „ Adopt the plan.

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Implement the Plan „ Establish the person responsible for implementing the plan; „ Monitor progress – set regular dates for accomplishing set goals; „ Make adjustments; and, „ Update the plan on at least an annual basis.

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Pitfalls to avoid. Here are 13 common mistakes to avoid. Mistake 1. Picking the wrong people and not picking the right ones.

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Solution – Carefully select each person to be included. Be sure to pick those on the Board and Staff that will drive the successful implementation of the plan. Know who will have a counter agenda and still must be included and do not let them be in a position to sabotage or delay the process. 19

Mistake 2. Failing to gather needed information before the planning starts. Solution – Conduct a preplanning meeting survey of the participants on what they believe are the major issues. Use open ended questions then probe. Ask: Which potential members do we serve today? Who will we serve in the future? Who are our competitors, both soccer and non soccer? What is our greatest competitive advantage? What is our greatest disadvantage? What are potential sources of revenue? 20 What threats do we face?

Next, gather information relevant to the topics, including: „ „ „

Complete budget information; Current Marketing Information used by your State and ALL Competitors; and, Consider holding focus groups of members to receive their input on this issues. Then distribute everything before the session starts. Do not rely on opinions and anecdotal information. Because Board Members are also members they will tend to rely on their personal information and limited experience. It cannot be assumed that the Board is representative of the membership or has the specialized knowledge required. It takes specialized skills and experience to gather good data. This is why staff should be involved and it is wise to seek out information other State’s and Soccer Organizations have used in Strategic Planning. 21

Mistake 3. Having the participants come in cold with no idea of how the session will work or what is expected. Solution – Give everyone a handout about what to expect – this power point is one example.

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Mistake 4. Not Allowing Enough Time. Solution – Expect to take three times the amount of time you think is necessary. If you believe a weekend will suffice, it will take a week. If you are nearing a deadline, do not rush; instead take the time to plan an additional session. 23

Mistake 5. Bad Timing. Solution – Many look for a convenient time for the participants. Bad choice – there is never a convenient time for everyone. You will be making choices that impact how you budget for the year(s) to come. Time the session so it can be used in your budgeting. This will also prevent delays in implementation. 24

Mistake 6. Focusing on tactics or HOW goals will be accomplished rather than on what the goals are, the priority of goals, timing and resources. Solution – It is easy to lose sight when we are thinking in terms of social trends, competition, and rules. We are here to set goals. How we achieve those goals is for those tasked with implementation. If you are asking “How,” you are making a mistake. 25

Mistake 7. Thinking of Strategic Planning as an Event rather than a Process. Solution – Make planning a regular function. Schedule next year’s retreat as part of this planning session. Know you WILL have to make changes in your plan and include that contingency in the plan you create. Make plans that are long term so you can change. Consider the contingencies that can force a change, such as: significant reduction in members and general revenue, or the loss/addition of a major sponsor. 26

Mistake 8. Trying to please everybody. Solution – You cannot do it. No Association has the resources to be all things to all of our members. You must make priorities. If everything is a top priority than nothing is. Someone is going to leave unhappy; their pet project or issue did not make the cut. Let participants know this will happen and secure an agreement ahead of time on what resources you have and what realistic costs will be. Then establish the priorities.

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Mistake 9. Making the completed plan a secret. Solution – Some people think information is power – and they are right, it is. They try to keep information secret to increase their power, or they fear that if competitors know the plan they will sabotage it. Both are mistakes. Make sure all staff and members know the plan. This openness builds confidence and trust. It develops acceptance and “buy-in” making implementation more successful. If the competition knows our goals, all the better. Now they are playing catch-up and reacting to our leadership. 28

Mistake 10. Conducting the Planning Sessions at the office. Solution – Take people to a place that is not subject to interruptions and is “neutral” ground. You do not need to rent an expensive hotel. Many public buildings such as Libraries have meeting rooms. 29

Mistake 11. Being Cheap and deciding not to have an independent, experienced Facilitator. Solution – This is a case where saving a few dollars can cost you thousands. A trained Facilitator can curb the dominant personality, allowing the discussion and new ideas that you need. The Facilitator can tell your State President to let others offer opinions. He can help you keep your job and help that special Board member not offend anyone else. The Participants are still responsible for content and decisions. The Facilitator is your guide. 30

Mistake 12. Doing the Plan and then forgetting it. Solution – Institutionalize the process and make it relevant to other required activities, in particular to your budgeting. The Strategic Plan must include resource allocation. This is what you have done in your planning. Take those numbers and transfer them to the budget process. Assign responsibility for implementation of the plan and timing and publish the names. Schedule a public report on progress. Hold those responsible accountable. 31

Mistake 13. Doing nothing and fearing change. Solution – Remain open. When there is resistance to change that a number see as needed, ask: Is this a resource problem? If so, what resources are needed? Is this a people problem? Are we impinging on someone’s turf? Change will mean that some positions and ways we have operated are now obsolete. It also means new opportunities will open up. Confront these issues directly. Keep in mind that you created a Mission Statement for a purpose. That Mission Statement should guide you in reaching a decision. Agreement on the source of a problem will lead to an understanding of the opportunities that arise from a solution.

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The Results on the US Youth Strategic Planning Process. The First Stages „ Random online survey of membership - Bob Singer. „ Phone survey of key informants – Jon Stefano. „ President’s Council formed with representation from all Regions and submits report to the Board of Directors at Little Rock. 33

The Second Stage – „ „

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Board agrees to hire a planning consultant; Planning group is enlarged to include Board members and four State presidents; then, Initial Weekend Planning Session is set for December, 2008.

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The Third Stage – The Meetings. First Meetings – December, 2008. The Group: „ Reviews and decides on mission statement; „ Decides on Internal and External Vision Statement; „ Participates in a SWOT analysis; „ 5 Key Strategic Areas (“KSA”) are identified * Organizational Governance * Member Focus (service, support & advocacy) * Operational Effectiveness * Financial Stability * People Development „ Group identified current reality and future vision, and supporting strategic initiatives for each KSA.

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The Third Stage – The Meetings. Planning group hold second meetings – January, 2009. Smaller groups were created to work on goals, action and Timeline for each KSA. Detailed goals and measures were developed, but not prioritized. Group leaders were selected to move each group forward. 36

Where we are today: „ „

Process bogged down for four out of five groups. Decision was made to find alternative facilitators for those four groups. Two new facilitators agreed to serve and one of these groups is actively working under a new facilitator; One group is reactivating its committee; and, One group is not functioning. 37

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Where we will be tomorrow.

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Discussion.

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