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FAA_SA_Action Planning

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Information about FAA_SA_Action Planning
Science-Technology

Published on December 4, 2008

Author: aSGuest5302

Source: authorstream.com

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Slide 1: Florida Attractions Association Strategy Development Process Action Planning March 24, 2008 Steps and Tools : Steps and Tools Steps: Clarify Direction (Mission) Define “Value Equation” Gather Feedback Develop Goals Evaluate Performance Identify Initiatives Action Plan Monitor and Review Tools: Road Map Draft Strategic Planning Calendar : Draft Strategic Planning Calendar Strategic Planning Process Steps Apr. May June Jul. Aug. Sep. Oct. Nov. Dec. Jan. Feb. Mar. Monitor and Review Initiatives Action Plan Fiscal Year Start Backyard Forums Develop/ Validate Goals Gather Feedback Annual Conference BOD Meeting BOD Meeting BOD Meeting BOD Meeting (budget) BOD Retreat Identify Initiatives Communicate Evaluate Performance 1. Clarify Mission : Does this mission reflective what we believe our association should be about? What is the primary purpose of this association? Advocacy Education Networking/Affiliation Mutual Assistance (e.g. Marketing) Does this mission cover the key elements of: What we do For whom To what end 1. Clarify Mission “We promote and advance the interests of the attraction industry and are the conduit that enables our diverse membership to achieve a greater level of excellence” 2. Define “Value Equation” : Things You Do (Drivers) Results You See (Outcomes) 2. Define “Value Equation” Funding Spending Image Networking/ Affiliation Education Mutual Assistance Advocacy Organization Communication Partnerships Tools/ Resources Participation Promotion Collaboration Relationships + = = Staff & Board Leadership Operational Effectiveness Member Value Association Growth Draft FAA Value Equation 2. Define “Value Equation” : 2. Define “Value Equation” Drivers Outcomes Staff & Board Leadership Operational Effectiveness Member Value Association Growth FAA Mission What do we need to do in order to manage our costs and spending appropriately and to continue to grow the financial resources of the association? What do we need to do in order to continue to drive value/ROI for our members and donors? What do we need to excel at in order to manage this association and deliver on our promises to members and stakeholders? What do we need from our leadership and staff in order to move this association forward? 3. Gather Feedback : 3. Gather Feedback 4. Develop Goals : 4. Develop Goals Drivers Outcomes Staff & Board Leadership Operational Effectiveness Member Value Association Growth Verb + Adjective + Noun = Goal (action) (description) (result) Example Goals Ensure effective communication and networking processes Forge new partnerships that will enhance association capabilities Increase the return on investment of membership and other intangible value-added services Grow funding through identification of alternative sources of revenue Grow FAA membership through diversification of membership and dues Increase association capacity through greater member participation and leverage Invest in staff and leadership development opportunities 4. Develop Goals : 4. Develop Goals Staff & Board Leadership Operational Effectiveness Member Value Association Growth AG 1 Increase and retain membership FAA Roadmap AG 2 Develop new channels of non-dues revenue AG 3 Ensure fiscal responsibility MV 1 Ensure and increase members ROI in fiscal and non-fiscal terms MV 3 Increase value and or awareness of brand MV 4 Enable members networking opportunities through a diverse offering of programs (e.g. utilizing technology) OE 1 Enhance technology applications for the benefit of members and staff OE 3 Ensure human resource assets meet the needs of the association OE 4 Maximize effectiveness of existing partnerships and identify new ones (e.g. FAM, VF) S&BL 1 Ensure that our board is comprised of knowledgeable, and influential and participative leaders S&BL 3 Commit to investing in continuing education opportunities for the benefit of staff and leadership S&BL 4 Align staff members time and activities with the mission S&BL 2 Ensure that our board reflects the diversity of membership OE 2 Utilize collective strengths of individual members to benefit FAA as a whole MV 2 Increase advocacy in government affairs 5. Evaluate Performance : 5. Evaluate Performance EFFECTIVENESS: How are we currently delivering against this goal? IMPORTANCE: To what extent is the goal important to achieving the mission of the association? Gap score = importance minus effectiveness High positive gap score = priority Low or negative gap score = low priority FAA Dashboard : Staff & Board Leadership Operational Effectiveness Member Value Association Growth AG 1 Increase and retain membership AG 2 Develop new channels of non-dues revenue AG 3 Ensure fiscal responsibility MV 1 Ensure and increase members ROI in fiscal and non-fiscal terms MV 3 Increase value and or awareness of brand MV 4 Enable members networking opportunities through a diverse offering of programs (e.g. utilizing technology) OE 1 Enhance technology applications for the benefit of members and staff OE 3 Ensure human resource assets meet the needs of the association OE 4 Maximize effectiveness of existing partnerships and identify new ones (e.g. FAM, VF) S&BL 1 Ensure that our board is comprised of knowledgeable, and influential and participative leaders S&BL 3 Commit to investing in continuing education opportunities for the benefit of staff and leadership S&BL 4 Align staff members time and activities with the mission S&BL 2 Ensure that our board reflects the diversity of membership OE 2 Utilize collective strengths of individual members to benefit FAA as a whole MV 2 Increase advocacy in government affairs FAA Dashboard 6. Identify Initiatives : 6. Identify Initiatives In groups: Review the FAA Dashboard, discuss effectiveness and importance ratings, and highest priority goals For your assigned area, identify initiatives as needed against high priority goals Discuss any existing initiatives and their value Develop a brief description for each initiative Match initiatives to goal statements (no more than 2-3) “Initiatives” typically meet the following criteria: Close an identified gap on the dashboard Are non-routine work Have stated boundaries (defined purpose and scope) Have a defined timeline (beginning and end date) and milestones (steps or phases) Will require that resources be allocated to it (people, budget, materials, sponsorship) 6. Identify Initiatives : 6. Identify Initiatives 6. Identify Initiatives : 6. Identify Initiatives 6. Identify Initiatives : 6. Identify Initiatives 6. Identify Initiatives : 6. Identify Initiatives 7. Action Plan : 7. Action Plan Action Plan : Action Plan MV1 S&B4 AG1 Action Plan : Action Plan MV3 MV1 AG1 Action Plan : Action Plan OE2 SB1 AG1 Action Plan : Action Plan MV3 OE3 AG1 MV1 Action Plan : Action Plan OE1 MV3 AG2 Action Plan : Action Plan MV3 AG2 Action Plan : Action Plan MV3 MV4 AG2 Action Plan : Action Plan OE1 AG2 AG3 Action Plan : Action Plan AG2 AG3 Action Plan : Action Plan OE2 MV2 S&B4 OE3 Action Plan : Action Plan OE2 MV1 MV3 Action Plan : Action Plan MV2 AG3 Action Plan : Action Plan OE3 MV3 OE1 MV4 Action Plan : Action Plan S&B4 OE1 Action Plan : Action Plan S&B4 OE1 MV3 AG2 MV1 Action Plan : Action Plan OE2 OE4 Action Plan : Action Plan S&B4 OE3 Action Plan : Action Plan MV1 AG1 AG3 Action Plan : Action Plan AG1

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