How to use this document:
Strategic planning is important to an organization because it provides a sense of direction and outlines measurable goals. Strategic planning is a tool that is useful for guiding day-to-day decisions and also for evaluating progress and changing approaches when moving forward. For the ongoing leadership of the TransFormation Alliance, this document should be used as a compass to ensure that TFA remains on course for the goals that it has identified and does not veer from its chosen visions and strategic priorities. During meeting discussions and planning sessions this document can be consulted as a reference to ensure that all visions and strategic priorities are being addressed. When accepting new member organizations, priority should be given to organizations that fill any gaps in vision representation and can help bolster any visions that need additional subject matter expertise. Here are five ways that the Executive Director can choose to implement this plan: 1. Communicate and align: Begin with clearly communicating the objectives, which should be driven by the company’s values and vision. Having clear goals with a comprehensive list of objectives creates guidelines that become the foundation for planning and growth. All member work should be in alignment. 2. Drive accountability: The Executive Director (ED) should be responsible for showing how the day-to-day work of each member organization impacts the success of TFA. The ED should inspire members to share their progress and work with each other. When the ED knows what all committees are working on and how each committee is being held accountable for their goals and their action plans, it will be easier to quantify vision and strategy. 3. Create focus: Research by the Franklin Covey Group across hundreds of organizations revealed that the bigger the number of goals executive leadership attempts to set and achieve, the less likely they will be achieved. With that in mind, member organizations need clear and aligned goals so that they can track their own progress and see how their work contributes to the rest of TFA. Regular, structured performance conversations should occur which discuss goals and progress. The existing Executive Committee meetings could be used for this purpose. 4. Be action-oriented: A common missed opportunity in executing organizational goals is not taking daily actions to reach the desired goal. Member organizations need to be more focused and aware of the practical step-by-step actions that will move TFA’s goals forward, and the ED needs to manage this process. Everyone’s daily and weekly focus should be on the very specific tasks they need to achieve to move their goals forward, and those goals need to align with TFA’s vision. 5. Track progress: Using project management software, even if it is just amongst the leadership team is essential to driving results. If you can’t track progress, you can’t really track progress.
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TRANSFORMATION ALLIANCE STRATEGIC ARTICULATION MAP & FUND DEVELOPMENT PLAN REPORT
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