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Strategy/Vision
(Last
updated March 2005 at a Region Staff Meeting)
Steve
Buchwald and Ellen Kane reviewed the current Region 7 Strategic
Plan in September, 2004, that had been developed in 2001
and 2002 and was shown on the web site. We felt that the
current plan represented some valid SWOT analysis, that
might be revisited, but that there were not any performance
measures indicated and the “Reasons for Existence”
were more like key objectives that still needed some work.
We
took the “balanced scorecard” approach and redefined
Region 7’s reason for being as viewed by the current
R7 staff. This approach uses 4 “enablers” or
major areas that support the reasons for being. Within each
of those enablers, are position statements to support our
reasons for being. To complete the plan, we will need to
define some processes used by the region, to ensure that
what we do this year, can be repeated in future years. We
also need to develop a few performance metrics for each
position statement. The definition of processes and performance
measurements can be developed in parallel. For these tasks,
we would like the input of the rest of region staff and
the current chapter presidents.
After
coming up with the basic R7 Reasons for Being and the position
statements within each enabler, we reviewed the current
strategic plan (reasons for being) to ensure that they were
still covered within our plan. All were accounted for. In
addition, we looked at the passport items as redefined for
Region 7, and wanted to ensure that any activities that
were required by Passport, also fit into our strategic plan.
Passport
activities were divided into Administrative and Execution
categories. The execution items in Passport should be tied
into the performance metrics associated with our position
statements. The Administrative items will not necesssarily
have performance measures associated with them, and represent
the minimum standards required to run the Region well.
The
remaining items needed to complete the Strategic plan for
this pass include:
-
Bring
region staff and presidents up to date on the progress
and current status of the region strategic plan (accomplished
at the November, ’04 President’s meeting).
-
Prior to the November regional meeting, the staff will
be asked to identify some performance measures that
might possibly be used to measure our position statements
(done, but still preliminary).
-
At the November presidents meeting, brainstorm some
of the position statements and finalize the performance
measures that should be implemented in the region (brainstorming
done, the staff will now review the results, and finalize
the plan at our December, 04 Transition meeting).
With
this strategic plan in place, we anticipate that the direction
that Region 7 takes for the balance of 2004 and for 2005
will create an environment where future region directions
can be adjusted to accommodate the changing needs of a dynamic
organization.
December
12, 2004 Update by Region Staff:
We
reviewed the plan for those staff members that were not
present at the November President’s meeting and identified
7 processes that need to be defined that are key to running
the region. The documentation of these processes will include
the steps that should be taken plus the measurements that
should be kept to monitor how these processes are working.
The 7 processes were defined as:
1.
Region Meeting process (Internal enabler-Pos. Statement
1)
2. Liason process (Internal Enabler-Pos. Statement
2)
3. ***Future staff development (Growth & Learning
Enabler-Pos. Statement 1)
4. Chapter feedback process (Growth & Learning
Enabler-Pos. Statement 2)
5. Society feedback process (Growth & Learning
Enabler-Pos. Statement 2)
6. ***Common chapter tools (identify, develop &
distribute) (External Enabler-Pos. St. 1)
7. Financial process (Financial Enabler-Pos. St. 1)
***=brainstorming
from presidents at November, 2004 meeting
We
then evaluated each process to see where it fit on our
Customer Impact/Process Performance Grid. Those processes
that have high impact to the customer and low Process
performance should be fixed/defined first. Our ranking
showed these processes to be ranked in the following
order (from highest to lowest priority):
• Future Staff Development
• Common Chapter Tools
• Region Meeting Process
• Liason Process
• Chapter Feedback process
• Society Feedback process
• Financial process
Future
Staff development process (supporting Growth & Learning
Position #1) and Common Chapter tools (supporting External
Enabler Position 1) were deemed the most important to
begin work on. Future updates will now include the actual
development of the individual processes. The goal is
to provide the region with a standard methodology for
key functions or processes that the region does so that
when turnover occurs in the region roles, the work will
still continue.
Update
as of 3/26/05 at Region Staff Meeting
We
flowcharted the process called “Develop and Identify
Future Region 7 Staff”. We discovered that there
is no development of future staff currently in the process
(defined how Staff was named), but ideas were generated
that will be incorporated into this process at our next
meeting.
Plan Summary
Vision:
Be the best Region
Mission:
Facilitate Chapter and Society Excellence
Region
7’s Reasons for Being (Goals):
1. Leadership
Development: Facilitate and teach chapters
how to develop their current and future leaders
for effective chapter management
2. Educational
Offerings Success: Provide resources to chapters
so they can provide multiple effective educational
offerings, thus providing financial stability
for chapters
The
4 enablers that were used to support the regions
reasons for being include:
Internal
Growth and Learning
External, i.e. Customer Focus
Financial
I.
Internal Enablers
A.
Definition: Internal processes that Region staff
uses to run an efficient region
1. Position
Statement 1: To maximize on our 2 goals (reasons
for being), the region needs a well-defined process
for the development of content and the communication
and administration of the regional meetings.
a) Measurements:
Passport 1.7
b)
Process: “Region Meeting Process”
2.
Position statement 2: To maximize goal
1 (leadership development), the region needs a
well-defined process to enable it to send the
right person with the right message to visit a
chapter.
a)
Process: “Liaison Process”
II. Growth
& Learning Enablers
A. Definition: What will ensure
a healthy, future region
1.
Position Statement 1: To maximize goal 1 (leadership
development), the region needs a well-defined
process to identify and develop
future region staff. This may include training
such as TEAM and Change Management.
a)
Process: “Future Staff Development”
process
Flowchart created on 3/26/05 and is linked
here.
2. Position
statement 2: To maximize goal 1 (leadership
development) the region needs a well-defined
process to ensure feedback from chapters
and society on the effectiveness of our
offerings and on future offerings.
a)
Process: “Chapter Feedback” process
b) Process: “Society Feedback” process
A.
Definition: To ensure we cover the needs of our
chapters (our direct customers) and the community
(their customers)
1.
Position Statement 1: To maximize goal 2 (educational
offerings success), the region needs to develop
tools that chapters cannot develop on their own
and teach the chapter to use them effectively.
Examples might be:
IV.
Financial Enabler
A.
Position Statement: To allow us to support
both goals, financial viabilityof the region is
the enabler for R7’s being. Cash flow is the focus.
B.
Measurement of this enabler/position statement:
1.
From Passport item 1.3, the budget to
actual will be measued at each regional meeting
and our target will be for actuals to be within
+/- 5% of the budget at each meeting. Beyond
this tolerance, requires a review of the budget
and possible modification.
2.
Process: “Financial” process
Brainstorming
done at November 04 President’s meeting:
These
ideas still need to be incorporated into our Strategic
Plan and will be reviewed and finalized at our December
staff transition meeting.
Things
that make Region 7 “Great”!:
(done as an icebreaker at President’s meeting)
| Team
1 |
Team
2 |
Team
3 |
| Beauty
at the regional level |
Las
Vegas, Disneryland |
Weather |
| Leadership
across the region |
Joint
Mtg with R10 in Hawaii |
Friendships |
| Quick
and wide-ranging support |
Growth
Area |
Enthusiasm |
| Opportunities
for cross pollination |
Leadership
Development |
Region
10 as neighbor |
| Website |
Cross
Border – Mexico |
Dedicated
volunteers |
| President
to President communication |
Fellowship/goodwill! |
We
don’t take ourselves too seriously |
| Ice
Breakers - #1 |
Participation |
Sat.
nite events diversity |
| |
Sharing
of Info |
Value
added Region meetings |
| |
Longevity |
Enthusiastic
Mexican chapter |
| |
Networking |
|
| |
Best
looking Region VP & guests |
|
Strategic
Planning Brainstorming #1: (applies to Growth
& Learning enabler position statement #2 and
External enabler position statement #1)
Topic:
What offerings could or should be developed and
what toold should be developed for your chapters!
| Team
1 |
Team
2 |
Team
3 |
| Additional
classes beyond existing certification classes
(i.e., Lean) |
Region
to develop relationships with other organizations |
1
on 1 with board help with c-manuals and through
conference calls |
| Using
region meetings as educational and networking
opportunities |
Tools
that region can create:
- Best
practices in chapter management
- Archive
of chapter and region data to facilitate
hand-offs
- Region-wide
speaker list
- Job
descriptions for chapter officers
|
Webinars
|
| Region
managed resource for storing history for the
chapters (Electronic Filing Cabinet) |
How
to market better |
| |
|
Strategic Planning Brainstorming #2: Related
to external enabler position statement #1, what
are some ways to identify and develop future region
staff
| Team
1 |
Team
2 |
Team
3 |
| Build
in a chapter board position called “Liason
to the region” |
WIIFM:
- Career
enhance
- Opportunity
to learn
- Different
discipline
- Resume
- Ego
- Networking
- Growth
- Internship
|
Get
candidates involved |
| Region
staff invites a chapter person to their staff
meeting |
Help
chapter leaders understand staff roles |
| Define
the Region positions |
Assign
a task team at region meetings – have chapter
person get more involved |
| Increase
communication of regional website |
Sell
value of involvement to the volunteer’s employer |
| Solicit
chapter nominations |
|
Vision:
“To Be The BEST Region”
Mission:
"To Facilitate Chapter and Society Excellence"
In
September 2002 Jane Marshall, in preparation for
her tenure as Region 7 V.P. led a group in a strategic
exercise to ascertain the strengths, weaknesses,
opportunities, and threats that the Region 7 staff
needed to address. She started with a balanced scorecard
presentation and exercise, facilitated by Jim Tarr.
That information was then distilled. Steve Buchwald
put it together with other information he received
by asking for input from chapter presidents and
selected society paid and volunteer staff.
Finally
in December of 2001 the outgoing and incoming region
staffs conducted a transition meeting along with
Nick Testa and Arnie Kennedy from society to solidify
the vision, mission, and execution strategy for
the Region 7 staff for this year. The basic results
of that effort was that Region needs to be the center
for effective two way communication between the
chapters and society which led us to the the vision
and mission to become the best, most effective region
in APICS
To
learn more about how Region 7 intends to fulfill
its mission and implement its strategy for the future
we invite you review the specially prepared Power
Point Presentation
Region 7 Vision & Strategy Execution Process
Region
7 Reason for Existence as Developed by Our In-Depth
Interviews
| |
Region
|
Strength
|
Weakness
|
Opportunity
|
Threats
|
| 1
|
Ensure
that the voice of the local community is reflected
in society’s strategic analysis |
R.
Need for change
Mtg
Network/Sharing
Expansion
Chapters
Reputation/Brand
|
Poor
Communication
No
strategic plan
Confusion
APICS identity
Lack
of staff continuity
Conflicting
priorities |
Work
with other org
Passport
for Region
Attract
other sectors
New
ways to deliver P & S |
Apathy
Other
organizations |
| 2
|
Provide
a two way on going communication vehicle between
society and the chapters |
Leadership
Organized
R.
Need for change
Mtg
Network/sharing
Expansion
Chapters
Reputation/Brand
|
Leadership
Develop
Poor
Communication
No
Speaker List
Confusion
APICS identity
Lack
of staff continuity
No
integrated marketing
Info
changes take too long |
Liaison
network/website
Listserve
for region |
Apathy
|
| 3
|
Measure
effectiveness of being a two way communication
tool and make adjustments as needed
|
Organized
|
Poor
Communication
No
Strategic Plan
Confusion
APICS identity
Changes
take long (member) |
Passport
for Region
Attract
other sectors |
Apathy
|
| 4
|
Develop,
provide and coordinate regional programs that
are too large for one chapter |
Assist
Chapters $$
Mtg
Network/sharing
Expansion
Chapters
Instructor
Training
Reputation/Brand
|
No
Strategic Plan
Lack
of staff continuity
No
integrated marketing |
Joint
Chapter
Advertising
Work
with other org.
New
ways to deliver P & S |
Apathy |
| 5
|
Be
well versed in the running of a not for profit
volunteer organization |
Assist
Chapter $$
Mtg
network/sharing
Expansion
Chapters |
Lack
of staff continuity |
Passport
for Region
Attract
other sectors |
Apathy
|
| 6
|
Ensure
chapters stay on track in delivering on the
needs of the local community (new Chptr)
|
Organized
R.
Need for change
Expansion
chapters
Instructor
Training |
Poor
Communication
No
Strategic plan
Confusion
APICS identity |
Restructure
Chapters boundary
Attract
other sectors |
Apathy
|
| 7
|
Help
preserve the capital of society and the chapters
|
Assist
Chapter $$ |
No
Strategic Plan
No
integrated marketing |
Joint
Chapter Advertising
Restructure
chapters boundary
Passport
for Region
Work
with other org.
New
ways to deliver P & S |
Apathy
Economic
downturn
Financial
Problems at Society
Lack
of support from companies
Other
organizations |
| 8
|
Provide
sufficient region opportunities for chapter
volunteers to improve themselves |
Leadership
Organized
New
BOD Training
Instructor
Training |
Leadership
Develop
No
Strategic Plan
Lack
of staff continuity |
New
ways to deliver P & S |
Apathy |
| 9
|
Select
and develop (provide) leaders for society
|
New
BOD training |
Leadership
Develop
No
strategic Plan |
|
Apathy
Lack
of support from companies |
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