1. Strategic Planning Mary Graves, former NCCS and Cleveland President Anne Kelley, NCCS President-Elect and Pasadena Chapter member

6. Strategic Planning Defined A disciplined process of: Envisioning a desired future state for your chapter Translating this vision into goals and objectives; and Mapping out how and with what resources you will achieve them The output of which is a plan that includes: A set of statements describing the organization’s purpose and values A set of measurable and quantifiable goals and objectives Detail regarding how you will achieve those objectives

7. Why Do It? Objectivity: Bring in viewpoints outside of current leadership to consider current and future states and capabilities, asking the hard questions Relevance: Assess and adjust the organization’s direction in response to a changing environment Clarity: Focus the organization’s energy by setting direction & priorities Unity: Ensure members and key partners are working to the same goals Collaboration: Drive alignment and accountabilities Touchstone: Simplify decision-making and communications

8. Basic Steps Focus: Research and benchmark where you are today--and identify where you want to go tomorrow in clear and simple terms Plan: Create and evaluate actionable courses of action you could take to get where you want to go—and choose the best among them Align: Get chapter leadership, membership and key third parties on board--and assign people and resources to communicate and execute the plan Monitor and Report: Define how and when you will oversee execution--then monitor and report back on progress, making adjustments as needed

10. The Cleveland Experience:

11. Discussion and Questions