1. Definition of Strategic Planning Coordinated and systematic process for developing a plan for the overall course or direction of the endeavor in order to optimizing the future potential A commitment in writing Collins, 2001.

2. What Strategic Planning is NOT: Doesn’t attempt to make future decisions Not a substitute for leadership initiative, skills, judgment Doesn’t always flow smoothly!

3. Draw, See, Think, Plan Draw : See : –Internal –External Think : Plan :

4. Mission and Vision Vision Statement: describes a future identity –Purpose –More general –BHAG –Example: Mission Statement: describes how we will achieve the Vision –Ongoing guide without a time frame –More specific –Example: Bradford, 2006; Collins, 2001;

5. Goals and Objectives Short-term, medium-term and long-term goals SMART –Specific –Measurable –Achievable –Relevant –Timebound Center for Simplified Strategic Planning: www.cssp.comwww.cssp.com

6. Practical Application Form a team –Number –Key leadership –Representative Make this a routine part of your leadership year –Schedule! Begin with the end in mind! Focus on limited number of strategic issues each year Don’t have too many objectives Monitor frequently Utilize your resources Bradford, 2006; Collins, 2001;

7. Practical Application: Team meeting: –Take the Vision/Mission –Brainstorm on ideas –Move ideas into groups –Identify the major theme –Form the goal and/or objective

8. Incorporating the Plan Present to membership 30 day “public viewing” - mark as “draft” Solicit opinions Expect criticism! Ask for ideas that will strengthen the plan Recognize and celebrate the successful implementation of the plan Keep membership informed!

9. Discouraged? Do your members know what your SIG’s vision/mission is? Do your members know what they can personally do to move the SIG forward? Has the vision been communicated? Does the leadership focus on the vision and the objectives? Is the vision reinforced? Is there 2 way communication? Harrison, 2003

10. Getting everyone “Strategically Aligned” Give them the strategic tools Assist in understanding the strategy Build the strategy around the structure of the organization The strategy must be reflected in the “work” of the various members Have a “buy-in” to the strategy

11. Leadership Responsibility To communicate the Vision/Mission To assure that resources are adequately used to achieve the Vision/Mission –Be on top of things –Don’t micro-manage: delegate –Know enough to ask the right questions to the right people! Personal discipline Motivate and Inspire!