Strategic and Operational Planning

Introduction Part of our role is to work with clubs to provide advice on good governance and develop strategic and operational plans. You are the experts of your organisation

Session One STRATEGIC – Start – Finish A detailed agenda is on your table No break is scheduled but please help yourself to tea/coffee food throughout the session

Expectations and Concerns Your name and role in the club? What would you like to achieve today? Any concerns about the planning?

Expectations and Concerns – OUTCOMES

Why plan? “The Board’s primary responsibility is one of trusteeship on behalf of its stakeholders, ensuring the organisation remains viable and effective in the present and for the future. This includes determining the organisation’s strategic direction, key objectives and performance measures.”... ASC Good Governance Guide Benefits include: direction for action stronger linkages with State and National Associations creation of a unified purpose increased capacity to apply for external funding Planning involves your club discussing: ways to measure progress who you are, and where you are at where you would like to be in the future.

Why plan? If you don’t know where you are going you will never get there. Plans are nothing – planning is everything. Planning is an ongoing process not an immediate solution to all problems. Failure requires no planning.

What strategic planning is not Individual program or project based Fixed, concrete or unchangeable Concerned with the nitty gritty The be-all-and-end-all of club issues A grant writing session

National Sporting Organisation has developed the: Goals/Objectives of Some of the strategies of

Where is the organisation now?

Where is the organisation now? Group 1 PEST Analysis List what changes in the community are having an effect on your organisation. This exercise is useful in helping organisations to understand their context. Political Economic SocialTechnological

Where is the organisation now? Group 1 Question 3 survey responses – CHANGES

Where is the organisation now? – Group 2 Some things to include: foundation major events- hosted/attended outstanding results club developments/facilities membership category changes financial achievements Organisation History List the key moments in the organisation’s history and arrange them into a time line.

Where is the organisation now? – Group 2 Question 7 survey responses – SUCCESSES Response 1 Response 2 Etc.. Response 1 Response 2 Etc..

Where is the organisation now? – Group 3 Stakeholder Analysis: Complete a stakeholder chart listing stakeholders and analysing their interests in, expectations of and potential to contribute to the organisation. Some examples of stakeholders are: State Sporting Bodies Regional Sporting Bodies Local Council Hirers Tenants Membership Groups Community

Where is the organisation now? Do Well / Do Better Create a list of dot points outlining what the organisation currently DOES WELL Repeat and create a list of dot points outlining what the organisation currently could DO BETTER

What does the organisation do? What is our Core Purpose? As a group list the major reasons why the organisation exists: What do we do? Describe our organisation to someone who is not a member. If the organisation could only do a handful of things what are they? Who does the organisation service and how does it service them?

What does the organisation do? Mission Statement This is a comprehensive statement of the purpose of the organisation This is an ACTION based statement It should state what you DO

What does the organisation do? Question 6 survey responses – MISSION STATEMENTS Response 1 Response 2 Etc...

What does the organisation do? Example Mission Statements Save lives in the water. Surf Life Saving Tasmania 2011 The Launceston Bike Plan will encourage increased participation in cycling by improving the quality and quantity of safe cycling opportunities for Launceston residents and visitors. Launceston Bike Plan The North Esk Rowing Club will cater for a diverse range of members needs whilst seeking success in both competition and recreational rowing. The club will develop quality facilities and equipment, through well organised and enthusiastic management committees. North Esk Rowing Club Strategic Plan 2003

What does the organisation do? Develop a set of values that represent how things are done at the organisation describe how an organisation will carry out its Mission underpin all elements of a strategic plan SRT’s values: We act with integrity Our people matter We make a real difference

What does the organisation do? Question 9 survey responses – CULTURE Response 1 Response 2 Etc... Response 1 Response 2 Etc...

What does the organisation do? Teamwork national unity through constructive relationships Autonomy of state and territory associations Professionalism demonstrated through integrity Progressive adapt to the changing needs of society through the coordinated efforts of BA, state and territory associations and clubs Innovative proactive culture attuned to environmental changes within and outside the sport Bowls Australia 2009 Example Values Statements

Where would the organisation like to be in the future?

What will the organisation become? On your own, have a think through the following scenario: You’ve been out of the country for 10 years. You’ve had no contact with the organisation in this time and arrive back to find that everything that wasn’t working well is fixed and everything that was already great has become even better. what are the most noticeable differences? what stands out as being the most important changes?

This is an image of the desired future for the organisation and members. This is a BIG PICTURE statement Should be ASPIRATIONAL Where would the organisation like to be in the future? Vision Statement

Question 6 survey responses – VISION Response 1 Response 2 Etc...

To inspire all Australians to be healthy, to be active; to live the great Australian way of life. To emotionally engage the hearts and minds of all Australians to motivate them to be a part of us. Surf Life Saving Australia 2011 Bowls – Everyone’s Sport Bowls Tasmania 2011 Tasmanian Orienteering will be a high profile sport, which is well managed and provides wide opportunities for participation at all levels. Orienteering Tasmania Examples of Vision Statements

Where to from here? Next Session Please invite other club members along

Strategic and Operational Planning

Introduction Part of our role is to work with clubs to provide advice on good governance and develop strategic and operational plans. You are the experts of your organisation

Session Two STRATEGIC to OPERATIONAL – Start – Finish A detailed agenda is on your table No break is scheduled but please help yourself to tea/coffee food throughout the session

What’s happened so far? Mission Statement

What’s happened so far? Values

What’s happened so far? Vision Statement

Where would the organisation like to be in the future? Goal Areas The goal areas are the main focus points for the organisation. These are SPECIFIC Should be where CHANCE or IMPROVEMENT is desired

Question 8 responses – GOAL AREAS ResponseXX votes Etc... Pre-planning meeting discussion Response 1 Response 2 Response 3 Etc... Where would the organisation like to be in the future?

Where would the organisation like to be in the future?

Including:

Including:

Including:

Including:

Including:

Where would the organisation like to be in the future? Goals What are we really up to here? Do we have all the bases covered? What are we overlooking? How do our goals relate to each other? Are there any conflicts? | | | | So far we have these:

Strengths Weaknesses OpportunitiesThreats SWOT Analysis Complete a SWOT analysis of each goal area

SWOT Analysis Question 1 responses – STRENGTHS Response 1 Response 2 Etc.. Response 1 Response 2 Etc..

SWOT Analysis Question 2 responses – WEAKNESSES Response 1 Response 2 Etc.. Response 1 Response 2 Etc..

SWOT Analysis Question 4 responses – OPPORTUNITIES Response 1 Response 2 Etc.. Response 1 Response 2 Etc..

SWOT Analysis Question 5 responses – THREATS Response 1 Response 2 Etc.. Response 1 Response 2 Etc..

Area 5Area 4Area 3Area 1Area 2 Where would the organisation like to be in the future? Establish an objective for each priority Objectives are specific statements detailing what will be accomplished in relation to each goal

Participation - Increased inclusive participation - Year round participation opportunities - Membership doubled Governance - Open and honest club systems - Professional administration practices - Transparent and effective governance Where would the organisation like to be in the future? Examples of objectives

How will we get there? Strategies detail how the objectives will be achieved Strategies should be MEASURABLE Achievement of the STRATEGIES = Achievement of OBJECTIVES Create strategies to achieve each objective

Where to from here? Next Session Please invite other club members along

Strategic and Operational Planning

Introduction Part of our role is to work with clubs to provide advice on good governance and develop strategic and operational plans. You are the experts of your organisation

Session Two STRATEGIC to OPERATIONAL – Start – Finish A detailed agenda is on your table No break is scheduled but please help yourself to tea/coffee food throughout the session

What’s happened so far? Mission Statement

What’s happened so far? Values

What’s happened so far? Vision Statement

What’s happened so far? Goal areas, objectives and strategies

What’s happened so far? Goal areas, objectives and strategies (continued)

How will we get there? Develop planning grids to achieve your objectives Planning Grids allow you to track and order the progress of your organisation as it implements the strategic plan Make these SMART Specific Measurable Achievable Reviewable Time bound Record: What you intend to do? STRATEGY How you intend to do it? ACTION How important is it? PRIORITY When will it be done? TIMEFRAME What you need to do it RESOURCES Who will do it? RESPONSIBILITY How you know it’s done? PERFORMANCE INDICATORS

StrategyActionPriority Time- frame ResourceResponsibility Key Performance Indicators OBJECTIVE: Key Area:

How will we get there? Create strategies to achieve each objective Strategies detail how the objectives will be achieved Strategies should be MEASURABLE Achievement of the STRATEGIES = Achievement of OBJECTIVES

How will we get there? Create strategies to achieve each objective Achievement of the OBJECTIVES These should be ACHIEVABLE Successful ACTIONS = Successful STRATEGIES Actions are the key activities that need to be undertaken to achieve each strategy

How will we get there? Set a priority rating for each action A priority rating from 1-10 or Low, Medium, High is sufficient Priority will give an indication of which ACTIONS need to happen first Not everything can be HIGH PRIORITY

How will we get there? Set a timeframe for when the action will occur Timeframes allow the committee to monitor the plan and indicate what should be occurring at any given time These should be ACHIEVABLE Remember the scope of the plan – not everything needs to happen in the first year

How will we get there? Note any resources needed to achieve each action Resources can be Human, Material and/or Financial Resources should be identified to assist with budgets and workloads Ensure the resources required are within the organisation’s capacity to supply

How will we get there? Who is responsible for each action? The responsibility should be allocated to a POSITION rather than a PERSON Make sure people are informed if they have been allocated a RESPONSIBILITY The responsible person may be the person that competes the action or the person in charge of making sure the action is completed by others

How will we get there? List Performance Indicators (PI’s) for each action Performance indicators are the methods used to measure results If PI’s are met then ACTIONS are successful PI’s must be SPECIFIC, MEASURABLE and ACHIEVABLE

How will we get there? Risk Management What could go wrong? What can we do to prevent it? What will we do if it happens?

Where to from here? Have the Plan formally accepted or endorsed by the Board / Committee, State Association etc. Put the Plan into action. Include discussion of the Plan as an agenda item at each Board meeting and review progress regularly – monthly, quarterly or annually. Review and modify the Plan if at least annually. Communicate the Plan

Where to from here? Develop a communication plan Think about: How will members and stakeholders find out about the plan? How will progress be monitored and communicated? How can people give feedback on or contribute to the plan? How will successes be celebrated? A communication plan will educate, inform and help the organisation understand what is expected in regards to the strategic plan

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