Major County Sheriffs’ Association
Strategic Plan
2014-2018
Strategic Plan 2014-2018
Strategic planning is a systematic process of envisioning a desired future, and translating this
vision into a broadly defined set of goals or objectives and a sequence of steps to achieve them.
Strategic planning begins with the desired end state and works backwards to the current status.1
Based on this definition, and the work completed by the Executive Board and staff described
earlier, the MCSA has created an initial strategic plan. While the plan provides specific
objectives and action items, it is considered a living document that must be assessed periodically
to ensure changes in key environmental factors are considered.
I.
Strategic Objective 1: Complete a review and adoption of the Mission, Vision and
Guiding Principles of the MCSA.
In order to create a road map for the future, organizations must start with a clear understanding
of who they are and what they believe in. It is important leaders of the organization, the
Executive Board of the MCSA, clearly agree on and articulate the Mission, Vision and Guiding
Principles of the Association. A broad statement of the purpose of the Association is published
on the Association website, www.mcsheriffs.com. This website statement begins to define the
Vision of the Association, but is lacking in precision and focus. Moving forward, the Mission
and Vision statements will be reviewed to either reaffirm or edit them and the Executive Board
will be tasked to create Guiding Principles through a facilitated discussion.
Objective(s): Develop a concise statement of the MCSA Mission, Vision and Guiding Principles
II.
Strategic Objective 2: Sustained members level of 90% of the member eligible
population.
Any association derives its identity and strength from the membership it serves and represents.
The more well defined the membership population is and the higher percentage of that
population that are members, the more influence they can expect to exert in furtherance of their
mission and vision. With regard to the MCSA, there are three clearly defined membership
categories: Members, Invited Members and Associate Members.
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1
Members are Sheriffs who meet the criteria for population served, number of
sworn/licensed personnel, and lines of business provided.
Invited Members are Sheriffs who do not meet all base level criteria; however, they are
sufficiently close to merit an invitation as they have other attributes that bring value to
the MCSA.
Associate Members are former Sheriffs who were members in good standing with the
MCSA and those specially designated by the Executive Board as in the case of former
www.businessdictionary.com. Down loaded 12/20/2014
Executive Director, Joe Wolfinger. This membership classification also includes all
Undersheriffs of Members.
While the numbers of potential members in all three of these categories are subject to change, for
the purposes of the Strategic Plan, information obtained from the membership analysis
performed in August 2013 will be used as the base population measurement with respect to the
target MCSA membership goals. Strategic targets for Invited Members and Associate Members
are more difficult to establish as they are tied to decisions of the Executive Board or, in the case
of the Undersheriffs, based on current membership of their organizations.
As of August 2013 there were 77 Sheriffs offices that are eligible for regular membership in the
MCSA. Of the number of Sheriffs who were eligible, 70 were registered members and seven
were non-members for a 90% enrollment rate. While the strategic objective identifies the goal of
90% membership of the eligible population, it also implies this level of membership be sustained
to maintain a success rating in this strategic objective. In other words, the challenge is not only
to successfully enroll members, but to keep them enrolled year after year.
Objective(s): Maintain a 90% membership enrollment of Sheriff’s Offices who are eligible for
regular membership.
III.
Strategic Objective 3: Increase continuous member participation (Sheriff or Undersheriff)
of at least 40 member organizations (at conferences).
The total number and ratio of potential members to enrolled members is an important
measurement of an association’s representation of the target population. However, it is the
participation of those members that give it strength and leverage to achieve both its mission and
vision.
The key participation indicators for the MCSA are: the number of members, to include their
staffs that attend the national conferences, and their involvement in workgroups and committees
addressing issues and concerns of the Association membership (see Strategic Objective 6). With
regard to conference participation, registration data from the past three years indicated, on the
average, there are 25 member organizations attending the winter conferences and 21 members
attending the summer conferences. The level of participation in any given year is undoubtedly
influenced by a number of factors to include joint meetings with the Major Cities Chiefs
Association and the biannual Mackinac Island Conference.
Objective(s): Have an average of 40 member organizations participate in MCSA annual
conferences per year by the end of 2017.
IV.
Strategic Objective 4: Increase level of funding derived from sponsor organizations 25%
year-over-year (minimum based on 2013 base year funding).
The funding of the MCSA operation is derived primarily from two sources: membership dues
(35%) and Corporate Partnerships (65%). In 2013 the actual funding received from dues and
corporate partners amounted to $262,500 and was sufficient to cover the current obligations of
the Association. However, if the MCSA hopes to achieve its vision and strategic objectives,
additional funding will have to increase over the next four years.
Objective(s): Increase the total amount of Corporate Partnership funding by 25% from year to
year beginning with the 2013 base year amount.
V.
Strategic Objective 5: Maintain and grow contacts within individual sheriff’s offices
through personal outreach.
Relationship development is one of the primary pillars that support and grow organizations. It is
a commitment to understanding others in such a way as to create a synergy in which both entities
can be successful in accomplishing their mission and goals. The objective is a personal
connection that brings mutual benefit.
The success of many of the strategic objectives identified in this plan are benefitted through the
establishment and maintenance of personal contacts. An individual will more likely become
and/or remain a member of the MCSA as a result of a personal contact were the mutual value of
the relationship is discussed rather than an impersonal communications, which ‘sells’ the
membership. Personal contacts provide an opportunity to learn about the skills, expertise and
interests of the member and the needs and work of the Association. This exchange leads to
support and involvement of the member and the opportunity to utilize their talent on various
boards, committees, and initiatives.
Objective(s): Contact all members personally, either in person or telephonically over the course
of the year.
VI.
Strategic Objective 6: Increase participation in key Congressional Committees and
agency workgroups.
MCSA representation in workgroups and committees that deal with important issues and
initiatives has noticeably increased as a direct result of the aggressive efforts of the Executive
Board and the lobbying firm, The Charles Group, which was engaged in 2010 to raise the profile
and MCSA brand name in Washington, DC. As of mid-December, 2013, there are 13 various
committees, workgroups and initiatives to which 10 different individuals are assigned. These
groups generally focus on policy development, legislation, oversight, and advisory input. They
are dynamic in nature in terms of turnover of members involved in each group, completion of
their mission/initiative(s), and the development of new efforts.
The challenge for the MCSA is not only to participate in relevant committees and groups, but to
identify members that will best represent the interests of the Association. Further, it is important
to become involved in efforts that produce a desired outcome and is well managed so the
valuable time of the MCSA is not poorly used.
Objective(s): Ensure the MCSA is effectively represented on key committees and groups that
impact the membership of the Association.
VII.
Strategic Objective 7: Develop a continuity plan that is not person specific.
In many organizations, success is dependent on the skills, expertise and personality of its
leadership. Individuals in leadership roles are consumed with execution and operations and all
too often they fail to put into place systems, policies and practices that provide continuity once
they no longer are in their position. When the change occurs, there is stagnation at best and
chaos at worst as the organization searches for new leadership.
To address the issue of continuity, the MCSA established in their succession plan of leadership a
term of office for the President and Vice President that provided a smooth transition from one
administration to the next. The term of the President covers a two year period after the
individual serves as the Vice President. This provides a significant opportunity for the Vice
President to be involved in the leadership and decision making activities of the Association
before they assume the office of the President. Further, the Association By-Law also establishes
the office of Past President as a member of the Executive Board to provide insight into their
decision making and thinking while they served as President. This position also provides a
resource to address critical issues for the Association without the additional burden of other
leadership responsibilities.
The continuity of the Association’s operations has recently been reinforced with the
establishment of a contract part time Executive Director position. This individual has the
responsibility to organize the day to day operations of the MCSA, develop systems processes,
and document the history of events and decisions. Further, it is the responsibility, with guidance
and input of the Executive Board to create a multi-year strategic plan that serves as a road map to
achieve the vision and mission of the Association.
The third layer of continuity involves the establishment of the position of Associate Executive
Director, currently a volunteer position. To ensure a smooth transition, should the Executive
Director’s position be vacated on short notice, the Associate Executive Director will be in a
knowledgeable position to maintain the operations of the MCSA without stagnation or chaos.
Objective(s): Create systems and processes to provide continuity of operations during periods of
leadership transition.