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.
Use any number of tools such as:
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Board feedback
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Coach and Staff feedback
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Community and Membership feedback (survey)
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S.W.O.T. analysis (strengths, weaknesses, opportunities, threats)
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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.
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Categorize (but don’t prioritize or think feasibility yet) the strategic objectives.
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Consistent with existing committee, organizational, or program structures. OR
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Create some strategic structure (such as):
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Overall organizational objectives
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Board development objectives
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Leadership and staffing objectives
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Programming objectives
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Facilities and equipment objectives
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Board and staff leaders review the comprehensive strategic objectives and further consider the following factors for each objective:
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“Collaborative/Political”
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“Organizational Capacity”
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“Financial/Budget”
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Prioritize and organize the list into 1-year, 3-year, and 5+ year objectives based on the factors considered above.
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Review the final objectives and make sure they are drafted S.M.A.R.T.
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Specific
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Measurable
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Action – oriented
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Realistic
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Timed
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Formally approve (Board or equivalent) final objectives now categorized, prioritized and timed.
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Create a list of 10-20 key constituents and strategic partners.
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Local municipality leaders, Town Council Member(s), County Commissioners
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Key advisors with institutional knowledge and history
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No less than three patrons or “users” – parents/clients
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No less than your top three donors
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Board members of main strategic partners
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Resort leadership/owners
g. Local school representatives
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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.
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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.
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Begin integrating projected financial and budget information for each objective.
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Specify board or staff leadership and accountability for each objective.
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Merge (in spreadsheet or “draft” plan)
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Strategic objectives
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Primary considerations for each/most important feedback from the community
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Staff or board leader for each – delegation
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Tasks
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Strategies
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Goals (for each objective, the specific step-by-step goals per that objective)
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Timelines
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Strategic budget projections
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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).
Finalize, print (or equivalent) and distribute strategic plan both externally and internally – make sure plan goes to all constituents who gave input!
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Follow-up and solicit on-going feedback
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Continued implementation of strategic plan objective, goals and tasks
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Accountability regarding objectives, goals, responsibilities and timelines
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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