USSA

USSA Club Strategic Planning Made Simple

 

This  is  provided  for  use  by  USSA  Clubs  as  a  simple  map  for  implementing  a  strategic  plan  from  spring  until  the  snow  flies  in  November.  The  Board  of  Directors  (or  equivalent)  is  responsible  for  initiating  and  driving  this  process.  

 

April  -­  May:  Assess  and  evaluate  the  previous  season  

 

Use  any  number  of  tools  such  as:  

  1. Board  feedback

  2. Coach  and  Staff  feedback

  3. Community  and  Membership  feedback  (survey)

  4. S.W.O.T.  analysis  (strengths,  weaknesses,  opportunities,  threats)

 

June  -­  July:  Draft  strategic  objectives  

  1. Make  a  comprehensive  list,  incorporating  the  feedback  and  processes  above,  of  all  the  things  you  have been  talking  about  as  initiatives  for  club  improvement.  This  is  the  time  to  brainstorm  all  the  things  the club  “should”  do.

  2. Categorize  (but  don’t  prioritize  or  think  feasibility  yet)  the  strategic  objectives.

    1. Consistent  with  existing  committee,  organizational,  or  program  structures.  OR

    2. Create  some  strategic  structure  (such  as):

      1. Overall  organizational  objectives

      2. Board  development  objectives

      3. Leadership  and  staffing  objectives

      4. Programming  objectives

      5. Facilities  and  equipment  objectives

 

August:  Finalize,  prioritize  and  consider  factors  for  all  strategic  objectives  

  1. Board  and  staff  leaders  review  the  comprehensive  strategic  objectives  and  further  consider  the following  factors  for  each  objective:

    1. “Collaborative/Political”

    2. “Organizational  Capacity”

    3. “Financial/Budget”

  2. Prioritize  and  organize  the  list  into  1-­year,  3-­year,  and  5+  year  objectives  based  on  the  factors considered  above.

  3. Review  the  final  objectives  and  make  sure  they  are  drafted  S.M.A.R.T.

    1. Specific

    2. Measurable

    3. Action  –  oriented

    4. Realistic

    5. Timed

  4. Formally  approve  (Board  or  equivalent)  final  objectives  now  categorized,  prioritized  and  timed.

 

September:  Solicit  feedback  from  constituents,  budget,  and  delegate  

  1. Create  a  list  of  10-­20  key  constituents  and  strategic  partners.

    1. Local  municipality  leaders,  Town  Council  Member(s),  County  Commissioners

    2. Key  advisors  with  institutional  knowledge  and  history

    3. No  less  than  three  patrons  or  “users”  –  parents/clients

    4. No  less  than  your  top  three  donors

    5. Board  members  of  main  strategic  partners

       

    6. Resort  leadership/owners

      g.  Local  school  representatives

  2. Delegate  board,  staff,  key  volunteers  to  contact  list  above  with  the  following  script:

     

    Script:  Our  Club  has  initiated  a  strategic  planning  process.  Here  is  a  list  (present  the  finalized  spreadsheet  of  strategic  objectives  after  board  has  reviewed,  considered  and  approved  in  August)  of  strategic  objectives  the  board  (or  equivalent)  and  organization  are  considering.  Point  each  constituent  to  parts  of  the  strategic  plan  where  you  have  interaction  with  them  or  they  are  likely  to  have  interest  (for  example,  schools  might  be  most  interested  in  more  rec  or  after  school  programming  and  goals,  or  academic  support  for  athletes  missing  school).  These  objectives  have  already  been  considered  and  approved  by  the  board/organization  and  we  are  now  looking  for  input  and  feedback  from  our  partners  and  constituents  in  the  community.  We  also  want  our  partners  and  constituents  to  better  understand  our  plans  and  help  identify  available  resources,  collaborations,  and  general  community  support  and  awareness  regarding  where  we  are  heading  as  an  organization.  We  will  be  taking  this  feedback  into  consideration  and  plan  to  draft  an  official  and  public  strategic  plan  prior  to  the  start  of  the  winter  season.  

     

  3. Taking  into  account  community  feedback  from  constituents,  revamp  and  finalize  strategic  objectives and  further  identify  the  “collaborative/political,”  “organizational  capacity,”  and  “financial/budget”  factors for  each  objective.  Identify  existing  resources,  potential  collaborations,  and  more  specific  timelines  for each  objective.

  4. Begin  integrating  projected  financial  and  budget  information  for  each  objective.

  5. Specify  board  or  staff  leadership  and  accountability  for  each  objective.

 

October:  Finalize  objectives  and  specifics  and  plan  for  both  internal  and  public  formats  

  1. Merge  (in  spreadsheet  or  “draft”  plan)

    1. Strategic  objectives

    2. Primary  considerations  for  each/most  important  feedback  from  the  community

    3. Staff  or  board  leader  for  each  –  delegation

    4. Tasks

    5. Strategies

    6. Goals  (for  each  objective,  the  specific  step-­by-­step  goals  per  that  objective)

    7. Timelines

    8. Strategic  budget  projections

  2. Determine  what  is  the  easiest,  most  cost  effective  and  most  user-­friendly  way  for  your  Club  to  “draft” this  strategic  plan  for  public  use  and  internal  use  (may  be  separate).

 

Early  November:  

Finalize,  print  (or  equivalent)  and  distribute  strategic  plan  both  externally  and  internally  –  make  sure  plan  goes  to  all  constituents  who  gave  input!  

 

Late  November  -­  April:  

  1. Follow-­up  and  solicit  on-­going  feedback

  2. Continued  implementation  of  strategic  plan  objective,  goals  and  tasks

  3. Accountability  regarding  objectives,  goals,  responsibilities  and  timelines

 

May:  

Evaluate  the  successes  and  challenges  of  the  plan  and  begin  planning  process  for  next  season!  

 

 

USSA Club Development education@ussa.org




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