Steps that describe how the association will commit its resources to accomplishing the goal. They bring focus to operational allocation of resources, including specific guidelines that list the task, the responsible person for the task and the date the task will be completed. Strategies and action steps are the tactical components of the strategic plan.
Annual Plan of Work
Plans developed to keep the strategic, long range plan current. Annual plans are based on the strategic foundation of the organization and provide specific plans for the current year.
A perceived knowledge about the future of the organization based on the environmental trends, internal capabilities and resources and member needs.
A plan that outlines the organization’s financial goals and serves as a companion piece to strategic plans. Financial plans should address issues such as increasing net worth.
Summary statements that describe the principal programs and accomplishments the organization will achieve in order to realize its vision and fulfill its mission.
Goals are general, non-quantifiable; may be short or long term and are evaluated annually.
Goals pervade and are validated by the vision. Goals are strategic in nature.
Internal Capabilities and Resources
The association’s current availability of human and financial resources.
The “reason for being” or why an organization exists. A mission statement may include a brief summary of what the organization does to meet the need of its existence. It should answer, “What we do . . . our purpose is . . . “
Statements that provide more detail and support the goals. Strategies should be “SMART,” (Specific, Measurable, Attainable, Results, Time- determined) and describe what we want to happen. Strategies are usually “milestones” along the way when implementing strategies.
Tangible results produced by the implementation of the tactics or strategies.
A long range plan that spans 3 to 5 years, with measurable strategies for the initial one to two years; fluid in nature so plan can be reviewed and updated annually as needed.
A statement that describes the direction of change; is usually gradual and long term that is expected to shape the future of an organization, a region, a nation or society in general. Trends are expressed as sentences with subjects and verbs so the reader will know the direction of the change, its strength and often its effect. There are two types of trends to monitor - members’ interests (trends in the sector, industry, or profession) and the association’s operating environment (external trends in the macro environment and the association sector).
A vision is guided by dreams; inspires and directs all aspects of the organization’s preferred future and establishes the potential impact an organization has in the future. A well-conceived vision consists of two major components – core ideology and envisioned future. The core ideology on core values/purpose is unchanging while the envisioned future is what we aspire to become, to achieve.
Both the mission and vision statements are philosophical in nature. The mission describes the organization in the present and the vision guides the future.