chapter planning strategic planning for your chapter leadership academy

Chapter Planning

Strategic Planning for your Strategic Planning for your ChapterChapter

Leadership Academy

Chapter Planning Slide 2

Agenda Agenda

Part One• Introductions • Determine Expectations• Review Mission of this Class• Review benchmark data needed to make the most of this class

Part Two• Strategic Planning• Objectives• Strategy• SWOT Analysis• Vision & Mission• Strategic Planning is NOT…

Part Three - Leadership Planning Success Principles• Leadership• Attention to the Marketplace• Engagement of Stakeholders• A Structured Framework• Facilitated Teamwork


Agenda Agenda

Part Four - Budgeting• Review Sample Budget• Typical Chapter Expenses• Budgeting Guidelines

Part Five - Finding & Managing Volunteers• Who To Approach• Managing Volunteers• Delegating the Workload

Part Six – Wrapping Things Up• Information Resources• Review mission of the class • Review expectations captured at beginning of class • Class credits


Part OnePart One Introductions – Glean experience level

of attendees

Capture Expectations

Review Mission of this Class

Review benchmark data needed to make the most of this class


Expectations/DesiresExpectations/Desires

Bullet 1

Bullet 2

Bullet 3Bullet 4

Bullet 5


To provide YOU with knowledge and tools to become more effective chapter leaders

To provide an opportunity for chapter leaders to exchange ideas with leaders of other chapters

To foster an environment of cooperation and collaboration between chapters

To provide YOU with the basic framework to create a strategic plan for YOUR chapter

Mission of this classMission of this class


Basic knowledge and understanding of the chapter’s annual budget and the budget process

Identifying and collecting existing benchmarks in areas of the chapter.

For example, it's hard to set a goal of a 10% increase in show tickets sold or guests attending meetings in 2007 over 2006 numbers if you don't know what your 2006 numbers were.

Information needed in advance to Information needed in advance to achieve the mission of this classachieve the mission of this class


You cannot discover new You cannot discover new oceans unless you have the oceans unless you have the courage to lose sight of the courage to lose sight of the shore.shore.

… … Unknown AuthorUnknown Author


Part TwoPart Two Strategic Planning

Setting Objectives

Defining Strategy

SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats)

Vision & Mission

Strategic Planning is NOT…


ACCEPT CHANGE

COMPLAIN

It will always be like thisI have no controlI can’t impact thisIt is out of my handsNo need to planIt has already happenedI don’t have the authorityIt is not worth the effort or riskI can’t fight it any longer

I must do something I can make a differenceI am willing to work and fightI can impact or influence thisI demand that things changeIt is worth the riskI must make a planThis is my responsibilityThis can’t go on

I wish…

They ought to…

I hate…

I am sick of…

Somebody should…

Why don’t they…

It is stupid…

Chapter Planning

Small Group Discussion Small Group Discussion TimeTime

QUESTIONS:

1) How many of you have heard other chapter leaders or members complain and what do they complain about? ______

2) How are these complaints dealt with? ____


Why Should My Chapter Why Should My Chapter Create a Strategic Plan?Create a Strategic Plan?Why Should My Chapter Why Should My Chapter Create a Strategic Plan?Create a Strategic Plan?

Asks & answers questions of importanceAsks & answers questions of importance

Simulates the futureSimulates the future

Forces the setting of objectivesForces the setting of objectives

Gives a framework for decisionsGives a framework for decisions

Develops performance measurementsDevelops performance measurements

Improves communication Improves communication


What is a Strategic Plan?What is a Strategic Plan?

A strategic plan specifies where a chapter is headed and HOW chapter leadership intends to achieve the targeted levels of performance.


PlanningPlanning

Planning is typically divided into two subsets

Long-range (or strategic) and

Short-range (or tactical)


StrategyStrategyA chapter’s strategy consists of the

competitive moves, internal operating approaches, and action plans devised by the leadership team to produce successful performance.

Strategy is the chapter leadership team’s “game plan” for running the chapter.

Chapter leaders need strategies to guide HOW the chapter’s business will be conducted and HOW performance targets will be achieved.


Three Big Strategic Three Big Strategic QuestionsQuestions

Where Are We Now?

Where Do we Want to Go?

How Will We Get There?


The GAP / SWOT AnalysisThe GAP / SWOT AnalysisThe GAP / SWOT AnalysisThe GAP / SWOT Analysis

Vision3-5 years

Situation Audit

The

“GAP”

Where you Where you want to go.want to go.

Where you Where you are today.are today. What you have What you have

to do to get thereto do to get there.


Situational Analysis – Situational Analysis – Common Common Weaknesses & ThreatsWeaknesses & Threats

Many chapters ate small-medium sized

Many have low-medium technological capabilities

Limited budgets

Many chapters have little experience in planning

Many leaders have little/no experience with a chapter’s planning process

Leaders are frequently new to the job

Many leaders/members are resistant to accept the WORK of planning; joined the chapter to SING

Chapter Planning

Small Group Discussion Small Group Discussion TimeTime

QUESTIONS:

1) How often does your chapter hold a long-range planning session? _______________

2) How often does your chapter survey the membership to make sure you are meeting their wants and needs adequately? _______ (refer to Handout CD)


The Five Steps of Strategic The Five Steps of Strategic PlanningPlanning

1. Developing a Vision and Supporting Mission(s)

2. Setting Objectives

3. Crafting a Strategy

4. Implementing and Executing Strategy

5. Evaluating Performance, Reviewing the Situation and Initiating Corrective Action

Chapter Planning

Do you have any questions, or Do you have any questions, or new items or topics that need new items or topics that need to be added to the to be added to the expectations list or need more expectations list or need more discussion time?discussion time?112233


END OF HOUR END OF HOUR #1#1


Your Chapter’s VISIONYour Chapter’s VISION

Reflects the leadership team’s vision of what the chapter seeks to do and to become

Sets forth a meaningful direction for the chapter


Your Chapter’s MISSION

Outlines “Who you are and what you do.”

Chapter Planning

Class Discussion TimeClass Discussion Time

QUESTIONS:

1) How many of you know the Vision and Missions of your chapter? _____

2) How many of your members would you estimate know the Chapter’s Vision & Mission _____


Setting ObjectivesSetting Objectives

The purpose is to convert the mission into Specific Performance Targets

Serve as yardsticks for charting your chapter’s progress and performance.

Should be set at reasonable and attainable levels that require stretch and disciplined effort.


Types of Objectives to ConsiderTypes of Objectives to Consider Membership Objectives

Music Objectives

Performance Objectives

Marketing Objectives

Leadership Development Objectives

Financial Development Objectives

Short-Term

Long-Term

Chapter Planning


QUESTIONS:

1) What are some other chapter objectives that could be added to the previous list?

_______________________________________

_______________________________________

_______________________________________

Chapter Planning

Establishing chapter Establishing chapter objectives may take days or objectives may take days or even weeks…even weeks…


Why Your Chapter’s Strategy is Likely to Why Your Chapter’s Strategy is Likely to EvolveEvolve

Changes in society and in the marketplace

New technology creates more competition for member’s and prospective member’s time·

Evolving member and prospective member needs and preferences·

New windows of opportunity·

Fresh ideas to improve the current strategy·

A crisis situation

Chapter Planning


QUESTIONS:

1) What kinds of changes have your chapter’s experienced in recent years?

_______________________________________

1) Is your chapter reacting to these changes or preparing for them in advance?

_______________________________________


Strategic Planning Process Strategic Planning Process VariablesVariables Is this the chapter’s first attempt at Is this the chapter’s first attempt at

strategic planning?strategic planning?

Is there a past history of success? Of Is there a past history of success? Of failure?failure?


Developing A New Strategic Plan Developing A New Strategic Plan for your Chapterfor your Chapter

Planning Process: General StatementsPlanning Process: General Statements A process consistent with the culture of the A process consistent with the culture of the

chapterchapter Based on an honest assessment of current Based on an honest assessment of current

situation and SWOT analysissituation and SWOT analysis A plan that develops priorities but broad A plan that develops priorities but broad

enough in which the membership or at least a enough in which the membership or at least a significant portion can participatesignificant portion can participate

Has measurable outcomes with clear Has measurable outcomes with clear assignment of responsibilityassignment of responsibility

Has some easy wins/ensures successHas some easy wins/ensures success


Developing A Follow-up PlanDeveloping A Follow-up Plan

Planning Process: General StatementsPlanning Process: General Statements

Success of prior plan will likely increase buy-Success of prior plan will likely increase buy-in and acceptance by membersin and acceptance by members

Enables plan to be more detailed and Enables plan to be more detailed and prescriptiveprescriptive

Can be work of a few key individuals or can Can be work of a few key individuals or can involve re-constitution of a planning involve re-constitution of a planning committeecommittee

Chapter Planning


QUESTION:

1) How many of your chapters have held planning sessions, put something to paper and never witnessed follow-up to see if your plan is on or off track? _____________

2) If you have had follow-up, in what ways was that helpful?


What Strategic Planning is What Strategic Planning is Not!Not!Strategic planning does not attempt to

make future decisions.

Strategic planning is not forecasting.

Strategic planning is not an attempt to blueprint the future.

Strategic planning is not necessarily the preparation of massive plans and reports.

Strategic planning is not an effort to replace good management judgement.

Chapter Planning



Part ThreePart ThreeLeadership Planning Success

Principles

Leadership

Attention to the Marketplace

Engagement of Stakeholders

A Structured Framework

Facilitated Teamwork


LeadershipLeadership

Leadership is the capacity to release andLeadership is the capacity to release andengage human potential in the pursuit ofengage human potential in the pursuit ofa common cause.a common cause.

… … Michael Moore and Michael DiamondMichael Moore and Michael Diamond Academic Leadership: Turning Vision into RealityAcademic Leadership: Turning Vision into Reality


The Leader as Strategic PlannerThe Leader as Strategic Planner

Be an enthusiastic sponsor of the process

Secure the participation of planning team members

Engender a climate of openness to change and renewal

Be willing to put everything “on the table”

Sustain commitment to the process through tough times

Sustain communications; keep everyone informed

Know when to, and be willing to, “make the decision”

Be accountable for leading implementation


The Leader as Strategic The Leader as Strategic PlannerPlanner

Strategic planning is not a Strategic planning is not a replacement for your replacement for your leadership, but an instrument leadership, but an instrument of your leadership!of your leadership!

… … Michael Moore and Michael Michael Moore and Michael Diamond Diamond Academic Leadership: Academic Leadership: Turning Vision into RealityTurning Vision into Reality


Planning Success PrinciplesPlanning Success Principles


Attention to the MarketplaceAttention to the Marketplace

Engagement of StakeholdersEngagement of Stakeholders

A Structured FrameworkA Structured Framework

Facilitated TeamworkFacilitated Teamwork


Attention to the MarketplaceAttention to the MarketplaceThe marketplace has changed dramatically in recent years.

These changes have had a detrimental impact on many community-based non-profit organizations with a chapter structure. Social capital is in decline. According to Dr. Robert Putnam, author of Bowling Alone, there are four major reasons for this decline:

1. Pressures of time and money, especially the stresses of two-career families

2. Suburbanization, commuting and sprawl

3. The effect of electronic entertainment — above all, television (and more recently computers)

4. Generational change — the steady replacement of the long civic generation



Chapter PresidentChapter President Chapter Board MembersChapter Board Members Committee Chairs and MembersCommittee Chairs and Members The Chorus DirectorThe Chorus Director Members of the Music TeamMembers of the Music Team Chapter MembersChapter Members Member Spouses/Family Member Spouses/Family membersmembers

Chapter Planning


QUESTION:

1) Of those of you that have been involved in Chapter Planning…

How many of the plans were developed soley by the Chapter Board or

Planning Committee?____

How many involved surveys of the membership as part of the planning

process? ____

Chapter Planning

Generational DifferencesGenerational Differences

Planning requires a good understanding of the stakeholders implementing the plan or impacted by it.


““Long-civic” GenerationLong-civic” Generation

• Age 60+

• Grew up in times of scarcity (Great Depression, World Wars) – banded together for survival

• Place importance on Affiliation – spending time with people of similar backgrounds and experiences

• More time than money

• Usually agricultural or manufacturing background

• Accustomed to working in a hierarchical environment – position and titles are important

• Past accomplishments have meaning


Boomers, GenX, GenY, Boomers, GenX, GenY, MilleniumsMilleniums• Age 55-, particularly true for 40-

• Grew up in times of plenty – 24 hour stores, technology, instant communication, etc.

• Place importance on Achievement – relationships are valuable, but secondary

• More money than time

• Usually knowledge worker or service background

• Accustomed to working in a flat environment – everyone’s ideas and opinions have equal value

• Past accomplishments are less meaningful – what have you done for me lately?


Truths About Younger Truths About Younger GenerationsGenerations• Time is very limited – anything they do must have

“meaning”• Will spend $$ on things they think are important• Live in the 21st century – communications,

socializing• Not looking for more “friends” – by the time you

meet them, relationships already established• Multi-cultural, raised with equality, generally less

religious, little patience for bigotry and intolerance• Less respect for authority – government and

business corruption has taught them not to trust• Not “slackers” – actually more productive than

earlier generations

Chapter Planning

Chapter DifferencesChapter Differences


Affiliation ChapterAffiliation Chapter

• Generally older members with average age increasing

• Frequent socializing during and after rehearsals with low riser discipline

• Less attention to singing quality – low audition standards and members sing “for fun”, not for specific goals

• Low contest scores or not participating in contests at all

• Difficulty attracting younger members and high-quality directors

• High “churn rate” – most new members don’t stay longer than 2 years, because their needs aren’t being met


Achievement ChapterAchievement Chapter

• Generally younger members with average age static

• Socializing limited to outside rehearsal times with high riser discipline

• Strong focus on singing quality – specific goals defined and new goals set as prior goals are achieved

• Moderate to high contest scores, frequent coaching to improve contest performance

• Little difficulty in attracting younger members and high-quality directors

• Lower “churn rate” – high audition standards ensure dedicated new members with needs being met


Know Who You AreKnow Who You Are

• Be honest with yourself

• Most chapters are Affiliation chapters, but portray themselves as Achievement chapters

• What are your contest and performance goals?

• How hard are you willing to work to reach them?

• Are you doing it, or just talking about it?

• Are you meeting the needs of your members? Of the prospective members you’re recruiting?

• Remember: a good Affiliation chapter is JUST AS VALUABLE as an Achievement chapter, but you must be MEETING THE NEEDS of Affiliation members

Chapter Planning

QuestionQuestion

Are you an Affiliation or Achievement chapter?


Becoming What You Want To Becoming What You Want To BeBe• Recognize that the needs of Affiliation and

Achievement members are very different

• Accept that very few chapters can meet both needs successfully

• Define “what you want to be when you grow up” – If you’re not there, what has to change?

• If you decide to change: be prepared to lose members, perhaps many


More InformationMore Information

• Read Chuck Greene’s excellent report “Resurgence of the Barbershop Harmony Society” at: http://bellsouthpwp.net/g/r/gree8732/

Chapter Planning


Chapter Planning

A Structured FrameworkA Structured FrameworkHandout Handout (Can be found on your (Can be found on your CD)CD)

Sample Chapter Business & Marketing Plan(s)


Framework of a Basic Framework of a Basic Chapter PlanChapter Plan

• Executive Summary (prepare this last)

• Vision Statement (where you see your chapter in the future)

• Chapter Mission Statement (typically focused on present business scope -"who we are and what we do")

• Situational Analysis (where are you now?)

• Primary Objective (s)

• Strategies to achieve the objectives


Framework of a Basic Framework of a Basic Chapter PlanChapter Plan Supporting tasks

Timeline for implementation

Metrics for measuring success or progress (What kind of ROI can the chapter expect to receive in return for revenues invested)

Who is responsible for executing each component of the plan?

Budget information (What is this plan going to cost?)


Additional Components of a Additional Components of a DetailedDetailed PlanPlan Marketing Mission Statement (or other

missions if you have them)

BHAG (Big Hairy Audacious Goal)

Strengths (of your plan)

Weaknesses (of your plan)

Opportunities (available)

Threats (to your plan) (what may not impact you now, but could in the future)

Closing comments


Measuring Measuring Success/EffectivenessSuccess/EffectivenessWhat is a Metric?

• A metric is nothing more than a standard measure to assess your performance in a particular area.

Use SMART metrics

• Specific

• Measurable

• Actionable

• Relevant

• Timely

Chapter Planning




Leadership

Attention to the Marketplace

Engagement of Stakeholders

A Structured Framework

Facilitated Teamwork

Chapter Planning


QUESTION:

1) How many of your chapters have utilized outside facilitators to assist in your chapter planning process? ______


Why Independent Facilitation?Why Independent Facilitation?

Established groups bring their existing interpersonal baggage

New groups do a lot of sizing up and temperature-taking

Most groups tend to shy away from engaging on hard issues

May help to minimize “Here we go again!” skepticism

Difficult to be the leader and the facilitator


Roles of FacilitationRoles of Facilitation

Provide unbiased process management

Help the team to stay on task

Elicit participation from all team members

Assist in raising and engaging on tough issues

Be a catalyst for challenging current paradigms

Enable leaders to focus on issues

Help the team reach as much closure as possible

Chapter Planning

Facilitators Facilitators Recommended:Recommended:

Doug Brown

http://www.paradigmassociates.us

David Haedtler

http://www.productiveteamwork.com

http://www.paradigmassociates.us/

http://www.productiveteamwork.com/

Chapter Planning



Turning Vision into Reality: Turning Vision into Reality: Getting Buy-inGetting Buy-in

Attention to Structure Open Communication Early Progress/Wins Celebrate Successes Continuous Assessment Renewal and Refinement of

Processes


Chinese ProverbChinese Proverb

If we don’t change direction, we If we don’t change direction, we might end up where we’re might end up where we’re headed!headed!


The final steps – but the critical The final steps – but the critical ones…ones…

Implementation

Monitoring, review, adjustment

New vision - new plan

Chapter Planning



Part FourPart FourBudgeting

Review Sample Budget

Typical Chapter Expenses

Budgeting Guidelines

Chapter Planning

Handout Handout (Can be found on your (Can be found on your CD)CD)

Sample Chapter Budget


Budgeting – Chapter-Related Budgeting – Chapter-Related ExpensesExpensesCostumes

Coaching

Marketing

Marketing Materials

Advertising

Sheet Music

Learning CDs

Custom Arrangements

Web Site

Professional Services

Rehearsal Hall Rental

Show Production Expenses

Singing Valentines Expenses

Recording Project

CD Duplication

Commissions on Sales

Printing

Creative

Royalties

Office Supplies

Telephone/Voice Mail

Courier

Director Stipend

Risers


Budgeting GuidelinesBudgeting Guidelines

Base your budget on historical data of what is usually spent

Allocate your overall budget based on the (board approved) project plans and budgets submitted by all board members and committee chairs

Allocate a percentage of the total budget to your marketing budget (marketing, advertising, promotion, public relations & publicity) – 12% is a good starting point

Chapter Planning


QUESTION:

1) How many of you know what your chapter’s annual budget is? __________

2) If you are a chapter officer, how many of you know the annual budget for your area of the chapter’s operations? __________

Chapter Planning



Part FivePart FiveFinding & Managing Volunteers

Who To Approach

Managing Volunteers

Delegating the Workload

Chapter Planning

Finding & Managing Finding & Managing VolunteersVolunteers

Chapter Planning

Handout Handout (Can be found on your (Can be found on your CD)CD)

Sample Delegation of Chapter Jobs Sheet


Who To ApproachWho To Approach• Conduct inventory of current singer’s talents &

skills*

• Family (only the willing)

• Friends (only the willing)

• Neighbors (only the willing)

• Ladies Auxiliary (existing or new)

• People who know people

*View the supplemental information section in the “members only” section of www.barbershop.org


How to manage volunteers How to manage volunteers (chapter members)(chapter members)• Match tasks with

people possessing the skills to complete them

• Specific task, specific timetable, deadlines, follow-up

• Break big job into little tasks

• Follow-up to insure progress/completion

• Thanks – relevance of task/result

Delegated responsibility (Stephen Covey)

1. Do as instructed only (“broom closet”)

2. Ask.

3. Recommend.

4. Do it and report immediately.

5. Do it and report regularly.


Delegating the workloadDelegating the workload

• To avoid burnout of chapter leadership/members

• To increase team spirit of working together towards a common goal

• To minimize the number of tasks that can fall through the cracks when leadership/membership is spread too thin

Chapter Planning



Part SixPart SixWrapping Things Up Creating the framework for your

Chapters Strategic Plan Information Resources Review mission of the class – Did this

class achieve that mission? Review expectations captured at

beginning of class and added throughout the week – Did this class meet those expectations

Class credits


Small Group Planning TimeSmall Group Planning TimeWorking in groups of three, spend 30

minutes pulling together the basic framework of your chapter’s strategic plan


Other Information ResourcesOther Information Resources• Society

• District

• Leaders of other chapters

• Outside experts

• Internet Links

• Books/Publications

• Audio/Video Media

• Leadership Academy (formerly known as COTS)

• Harmony University

• Podcasts www.itunes.com


To provide students with knowledge and tools to become more effective chapter leaders

To provide a venue for chapter leaders to exchange ideas with leaders of other chapters

To foster an environment of cooperation and collaboration between chapters

To provide students with the basic framework to create a strategic plan for their chapters.

Mission of this classMission of this class


Review ExpectationsReview Expectations

Expectations prioritized at the start of the class were:

1

2

3

New expectations identified:

1

2

3


ExpectationsExpectations

Were your expectations for the Strategic Planning Class met?

If not, why not?


Sources:Sources:

Various Leaders of the Barbershop Harmony Society

“Generational Differences” by Chuck Greene, with thanks to Chris Rimple and “Digger” MacDougall

“Designing the Future of the Organization” by John B. Spence, the Fulcrum Alliance

“Integrated Business Planning” by Charles P. Sitkin, Consultant in affiliation with Carnegie-Mellon University

“Developing and Implementing A Strategic Plan” by Michael Diamond

“Academic Leadership: Turning Vision into Reality” by Michael Moore and Michael Diamond

chapter planning strategic planning for your chapter leadership academy

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