1. Strategic Planning: Aligning Strategy and Operations
Patricia Ennis, CSP, ARM
ASSE President
Erike Young, MPPA, CSP, ARM
RVP Region I - ASSE

2. Lessons from Alice in Wonderland

3. The Society’s Mission and Vision
Mission Statement
ASSE is a global association of safety, health and environmental professionals dedicated to the advancement of its members and the profession through education and advocacy.
Vision Statement
ASSE is a global advocate and premier leader for the safety, health, and environmental professional and the profession.

4. Society Goals and Objectives

5. Society Goals and Objectives

6. Society Goals and Objectives

7. Society Goals and Objectives

8. Society Goals and Objectives

9. Society Goals and Objectives

10. Society’s Accomplishments
Creation of Risk Assessment Institute
Creation of Center for Safety and Health Sustainability
Secretariat for ANSI and ISO standards
Increase in the number of webinars
Creation and support of Practice Specialties
Increase number of international chapters

11. Society’s Accomplishments
Creation of Body of Knowledge
Testifying on regulatory issues
Collaboration with other societies
Changes in Code of Conduct
Proposed reorganization of ASSE Governance

12. Global Procurement Values:
Should a Region/Chapter have a different mission, vision, values than Society?
Although the sub-groups within a “family” share a set of broad values at the top, each functional group may have its own set of values that reflect its own set of specific duties.
Companywide Values:
Dedication to every client's success
Innovation that matters, for our company and for the world
Trust and personal responsibility in all relationships
BROAD
More Specific
More Specific
Global Procurement Values:
Understanding
Integrity and teamwork
Initiative and urgency
It doesn’t mean the lower group conflicts with the higher group (in fact, they usually jibe quite well). It just means the work is getting more specific.

13. What is Strategic Planning?
A systematic approach through which an organization agrees on priorities that are essential to its mission and responsive to its environment.
Data based
Guides budget decisions
Continues when leadership changes
Involves stakeholders in development

14. What is Strategic Planning is NOT
Done annually
Should be reviewed annually
Done in a vacuum
An operations plan
Operations plans are done annually and are specific to the objectives

16. How Long Should a Plan Be?
As short and simple as possible!
Format that easily says what you intend to do and how
Long enough to give guidance to annual operating plan
Not so long that nobody will read or use it!

17. Drives Budget and Resource Decisions
What resources are needed to support the program goals?
Equipment/software
Technology
Marketing
Expertise
Other….

18. Elements to Effective Planning Process
Focus on the most important issues
Be willing to question the status quo
Produce a written document that will be understood after leadership changes
Translate it into an annual operating plan

19. “I don't know how it started, either
“I don't know how it started, either. All I know is that it's part of our organizational culture."
Our culture

20. A Three-Phase Process Phase I: Gather Data
Document the current state of reality and desired future position of the chapter
Review Society Mission, Vision and Values
Review data (attendance, survey, etc..)
Conduct survey of leadership
SWOT Analysis
Phase II: Develop Strategic Plan
Create a framework for broad direction and priorities for the future in strategic plan document
Chapter specific Mission, Vision, Values
Strategic goals
Objectives
Phase III: Develop Implementation Plan
Develop and document specific steps that will be taken in order to execute the objectives identified in the strategic plan
Develop implementation plan that includes
Tactics
Indicators

22. Puget Sound Chapter SWOT Fall 2013
Strengths
Name Recognition
Growing Executive Committee Involvement
2 Geographical & 1 Student Sections
Dedicated Core Group
Financial Stability
Wide Industrial Member Base
Objectives Clearly Identified and Communicated to Members
Weaknesses
Lack of Support from Large Companies,
Limited Member Participation / Too Few
Committee Members
Not Consistently Utilizing Effective Communication tools to reach Members
Little Community Involvement
Not Strong Ties to Geographical Sections
Not Enough Member Recognition
Chapter Seen as Using Old / Stodgy Methods and Procedures
Opportunities/Successes
Younger Executive Committee Open to
Change
Use of GoToMeeting Helping Executive Committee Participation
CWU Student Section has Strong Leader
Using Co-opetition – For Joint Meetings
With Other Associations
PDC with Student Section in Spring
Field/Site Technical Meetings 2 Planned for this Current Year
Threats
Many Safety Organizations Competing
in Area
Members Lack of discretionary
Time for Chapter Functions
Younger members put a higher value on personal time
No Forward Looking Plan for Revenue
Generation

23. McKinsey 7S Value-Based Leadership/Planning
Placing Shared Values in the middle of the model emphasizes that these values are central to the development of all the other critical elements.
An organization’s structure, strategy, systems, style, staff and skills all stem from why the organization was originally created, and what it stands for.
As the values change, so do all the other elements.

24. Balanced Scorecard
The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. 

25. A Three-Phase Process Phase I: Gather Data
Document the current state of reality and desired future position of the chapter
Review Society Mission, Vision and Values
Review data (attendance, survey, etc..)
Conduct survey of leadership
SWOT Analysis
Phase II: Develop Strategic Plan
Create a framework for broad direction and priorities for the future in strategic plan document
Chapter specific Mission, Vision, Values
Strategic goals
Objectives
Phase III: Develop Implementation Plan
Develop and document specific steps that will be taken in order to execute the objectives identified in the strategic plan
Develop implementation plan that includes
Tactics
Indicators

26. Someone who carries out the work Someone who sees what is possible
Mission, Vision, Values
What’s the difference between mission and vision?
MISSIONary
VISIONary
Our mission is what we do.
Our vision is the future we want to create.
Our values are the guardrails that keep us on track.
Someone who carries out the work
Someone who sees what is possible

27. Mission Critical Questions
Describe what you do and for whom…
It doesn’t have to be earth-shattering…
Be what your core competency is…
But would your mother understand it?
But does it inspire you?
But does it align with what you do best?

28. Chateau with formal gardens?
Vision
The vision should be very attractive…
… but still realistic.
Chateau with formal gardens?
Center-hall colonial!

29. Region I Mission is what we do: MISSION
In support of the Society’s mission Region I ROC will:
Provide guidance, tools, and resources to chapter leadership to enable efficient operations and maintenance of a chapter’s charter;
Provide and promote professional development and networking opportunities to Region I members;
Act as good stewards of Region and Chapter resources; and,
Provide guidance to the COMRA and the Board of Directors on issues affecting chapters and members.

30. Region I Vision VISION is the future we want to create:
ASSE Chapters and Members in Region I are recognized as the premier safety and health resource by employers, regulators, communities, and fellow safety professionals.

32. A Three-Phase Process Phase I: Gather Data
Document the current state of reality and desired future position of the chapter
Review Society Mission, Vision and Values
Review data (attendance, survey, etc..)
Conduct survey of leadership
SWOT Analysis
Phase II: Develop Strategic Plan
Create a framework for broad direction and priorities for the future in strategic plan document
Chapter specific Mission, Vision, Values
Strategic goals
Objectives
Phase III: Develop Implementation Plan
Develop and document specific steps that will be taken in order to execute the objectives identified in the strategic plan
Develop implementation plan that includes
Tactics
Indicators

33. Annual Operation Plan Provide enough detail to guide the work
Format that allows for reports on progress towards goals and objectives
Shows consistency with overall priorities

34. Annual Operation Plan Operationalizes strategic plan!
Specifies process and outcome objectives
Developed with/by position responsible for area
Format makes monitoring easy
Has realistic budgets to support each area

37. Discussion What are some actions to address the following?
Succession planning and leadership turnover
Member Recruitment and retention
Member participation
Employer support
Revenue