1. Annual Plan
Earlier this week, the SNA Board reviewed the progress we have made to date on the new Strategic Plan that was introduced last year at this conference and outlining the strategies for the coming year to continue to move us forward in the years ahead. Before we begin in presenting the plan, I want to do some quick housekeeping things. On each of your tables you will find copies of some documents to help you
SNA Plan of Action.
Handout on Building the Plan which is a really good reference for when you are working on your plans later today.
Worksheets have already been included in your NLC folders, and we will provide you with Suggested State Strategies at lunch.

2. SNA Core Purpose
Hankerson Photography
SNA core purpose: Well-nourished students prepared for success

3. SNA Core Values Collaboration, Relationship Building & Teamwork
Caring Commitment & Service
Lifelong Wellness & Healthy Lifestyles
Passion for Lifelong Learning & Professional Development
Integrity & Ethics

4. SNA Mission
SNA Mission: SNA is the national organization of school nutrition professionals committed to advancing the quality of school meal programs through education and advocacy.

5. Goals
Describe the outcomes the organization will achieve for its stakeholders:
Members
Association
Students we serve
Five year time frame reviewed every year by the Board
In addition, I thought it would be helpful to do a little Strategic Planning 101 review in terms of defining the various terms used in SNA’s Strategic Plan.
First up is what do we mean by Goals.
Goals describe the outcomes the organization will achieve for its stakeholders: members, the Association itself and the students we serve. They are written with a five year time frame in mind and are reviewed every year by the Board.

6. Strategic Goals Professional Development Advocacy and Public Image
Community
Infrastructure
SNA’S four strategic goals are:
Professional Development
Advocacy and Public Image
Community
Infrastructure

7. Developing Objectives
Describe what we want to have happen with an issue; what would constitute success in observable or measureable terms?
Increase
Decrease
Consolidate
Enhance
Next up are objectives which are set with each strategic goal.
Objectives describe what we want to have happen with an issue; what would constitute success in observable or measureable terms? Terms such as….
Increase, Expand, Decrease, Consolidate, Enhance
SNA has objectives for each of its four strategic goals. This year, the Board decided that it wanted to focus on the most critical objectives and strategies moving forward. We all tend to over due and over commit With the introduction of Professional Standards and Reauthorization, we are focusing on fewer key objectives and strategies.

8. Developing Strategies
Focus on the allocation of resources
Indicates an activity:
Refine
Redesign
Create
Identify
Develop
Revise
Implement
Establish
After identifying the objectives of each strategic goal, then it is time to draft the Strategies.
Strategies describe:
how the association will commit its resources to accomplishing the goal
brings focus to the allocation of resources
indicates an activity
So we use words such as: Refine Redesign, Create, Identify, Develop, Revise, Implement, Establish, etc.

9. Setting Priorities Critical: Begin immediately High: Begin next FY
Medium: Begin in the following FY
Low: Can wait until subsequent FY
After identifying the objectives of each strategic goal, then it is time to draft the Strategies.
Strategies describe how the association will commit its resources to accomplishing the goal, brings focus to the allocation of resources and indicates an activity.
So we use words such as: Refine Redesign, Create, Identify, Develop, Revise, Implement, Establish, etc.

10. Professional Development

11. Professional Development
GOAL
School nutrition professionals will have the necessary knowledge, skills and expertise to administer, manage and deliver healthy school meal programs.

12. Objectives
Increase SNA expertise and capacity in professional development programs for adult learners.
Increase availability of training/educational opportunities related to business of operating school nutrition programs.
Increase the availability of resources and opportunities to enable members to meet the new Federal professional standards.
Increase the value of SNA membership for school nutrition directors and their staff through education and professional development.
Increase funding for education and professional development programs.
FOCUSING ON # 3

13. Priority
Strategy
Develop and implement a comprehensive professional development plan.
Professional Standards
Education
SNA Certificate & Credentialing Programs
Leadership Development & Mentoring

14. Advocacy & Public Image

15. Advocacy and Public Image
GOAL
Policy makers, school officials and parents will rely on SNA as the authority for designing and funding school meal programs.

16. Objectives
Increase the recognition of school nutrition programs as integral in the education process.
Increase policy makers’ understanding of the business of operating school nutrition programs.
Increase allocation of financial and staff resources toward advocacy (lobbying and public relations).
Increase the number of SNA members trained in advocacy.
Increase SNA’s leadership role in the next Child Nutrition Reauthorization.
Objectives 3 and 5

17. Priorities
Objective 1
Increase SNA’s leadership role in the next Child Nutrition Reauthorization
Strategies
Identify, develop and recommend modifications in key areas of HHFKA and other important priorities for consideration with federal officials and allied organizations to be addressed during Child Nutrition Reauthorization
Update and continue implementation of 3 year legislative plan with emphasis on strategic partners and effective utilization of grass roots advocacy

18. Priorities
Objective 2
Increase allocation of financial and staff resources toward advocacy (lobbying and public relations)
Strategies
Develop and implement a comprehensive PR plan, including identification of target audience(s) and clear objectives and measurable outcomes

19. Community

20. Community
GOAL
School nutrition programs nationwide will be strengthened through collaboration with members, state affiliates, industry and allied partners.

21. Objectives
Increase School District Owned Memberships and increase membership retention.
Increase engagement in each membership segment.
Remove barriers to participation in SNA activities by anyone interested in school nutrition.
Enhance the SNA and state affiliate partnership to align efforts to achieve SNA strategic goals.
Increase strategic collaboration with industry and allied partners.

22. Priorities
Objective 1
Enhance SNA and state affiliate partnerships to align efforts to achieve SNA strategic goals.
Strategies
Develop and see acceptance of a state affiliation agreement outlining how SNA and state affiliates will support each other
Review and recommend policy regarding state-only membership

23. Priorities
Objective 2
Increase strategic collaborations with industry and allied partners.
Strategies
Continue to broaden strategic relationships with allied partners
Develop an ethics policy for SNA members and their industry partners
Identify and broaden strategic alliances with industry partners

24. Infrastructure

25. Infrastructure
GOAL
SNA will have a financially sustainable funding model with a nimble governance structure and headquarters staff organization that is aligned with the strategic plan and reflects contemporary association business practices.

26. Objectives
Increase the effectiveness and efficiency of decision-making and work systems
Increase the synergy of SNA and SNF
Increase the recruitment and development of future SNA leaders
Increase funding and resources to high priorities of the strategic plan
Objectives 3 and 4 priorities

27. Priorities
Objective 1
Increase recruitment and development of future SNA leaders
Strategies
Review, enhance and promote the steps to leadership in SNA in order to recruit future leaders
Enhance and promote volunteer opportunities for all member segments, by identifying and removing barriers and highlighting the rewards of volunteerism

28. Priorities
Objective 2
Increase funding and resources to high priorities of the strategic plan.
Strategies
Review and reallocate available financial and human resources to meet the priorities, including sun-setting of programs as appropriate
Identify potential sources for new revenue