Strategic Planning Workshop
July 9, 2011
Purpose of the Workshop
Answer two questions:
1. What is Strategic Planning?
2. How does the WDRA formulate a strategic
direction for the next 5 to 10 years?
Everyone in attendance should participate
Agenda
 8:30 – 10:00
 10:00 – 10:15
 10:15 – 10:45
 10:45 – 11:45
 11:45
Presentation by Clem Pelot, Q & A
Coffee break
Group discussion
WDRA mission and mandates
Group discussion
SWOC analysis
Closing remarks (Gayle)
WDRA Strategic Plan Team
 WDRA Board of Directors
 Ad Hoc Committee
 Working groups
Programming
Physical plant
Finance
This workshop will provide the WDRA and Ad
Hoc Committee the tools to develop your
Strategic Plan
Strategic Planning Workbook
“Creating and Implementing Your Strategic Plan”
Authors John Bryson and Farnum Alston
 Simple, flexible model
 Manageable steps
 Provides many ‘tools’ (worksheets)
 Keeps you on track
What is Strategic Planning?
 Now used by most public/ non profit
organizations
 Comprehensive, ‘big picture’ process
 Defines a vision for the future (where you
want to be)
 Recognizes WDRA’s changing environment
 Proactive and flexible in addressing issues
 Cyclical
Benefits of Strategic Planning
 Improve WDRA services provided to residents
 More effective use of resources (people and
money)
 Increased organizational efficiency
 Improved understanding and buy-in
 More likely political support at all levels
 Rationalize future decisions by WDRA
 Specific, targeted actions
The ABC’s of Strategic Planning
A) Where You Are
B) Where You Want To Be
C) How You Get There
This framework is used to introduce you to the
elements of Strategic Planning
A) Where You Are
 Organizational readiness
 WDRA mission and mandates
 The role of volunteers
 Condition, capacity and use of the arena and hall
 Stakeholder input
 SWOC analysis
Organizational Readiness
 Consensus on the need for a Strategic Plan
 Involvement of key decision makers
 Capacity / knowledge of WDRA volunteers
 Understanding the steps and timeline
 Scope of the effort
 Role of the Ad Hoc Committee
WDRA Mission
“We are a non-profit community governed
organization, whose purpose is to support the
people of our community in meeting their
recreational, athletic and social needs; to achieve
the best possible community spirit and wellbeing.”
WDRA Mandates
 To manage the maintenance and safe operation of
the Westmeath Recreation Centre facility.
 To rent the WRC facilities, indoor or outdoor, to a
range of user groups or individuals throughout
the year.
 To present and operate a range of outdoor and
indoor events throughout the year - sports,
recreation, community building, hobby and
leisure events - as a part of the delivery of
recreational services in the Township of
Whitewater Region.
WDRA Mandates
 To recruit and train volunteers.
 To promote and publicise the events, the work of
the association and the lifestyle of the
community at large.
 To best support the spirit of community building
and serve as a gathering centre and hub for all
participants.
The Role of WDRA Volunteers
 Governance
 Operations
 Planning
 Communication
Condition, Capacity and Use of the
Westmeath Arena and Hall
 Technical assessment of building condition
 Annual use (by group/ activity) of each facility
 How that use compares to 5 years ago
 Remaining hours available (Prime/ non prime)
 Current and future demand
Stakeholder Input
 Arena user groups
 Hall user groups
 Municipality and other RA’s
 Local sponsors/ companies
 Service clubs
SWOC Analysis
 Strengths and weaknesses of WDRA
 Opportunities and challenges facing WDRA
 Strategic implications
B) Where You Want To Be
 Identify WDRA’s highest priority issues
 Establish a Vision for 2021
 Update WDRA Mission Statement
 Develop Goals and Objectives
Identify Highest Priority Issues
Examples of possible issues facing the WDRA:
 Repair/ replacement of facilities
 Risk management/ liability for volunteers
 Suitable expertise to maintain facilities
 Communication
 Level of Municipal support
Establish WDRA Vision to 2021
The new Vision should describe what the WDRA
should look like as it successfully implements its
strategies and achieves its full potential
“Where and what do we want to be?”
Sample Vision
for Parks and Recreation in Petawawa
“Petawawa is a healthy, vibrant community that
promotes a high quality of life through the
provision of recreational opportunities for
residents of all ages.”
Update WDRA Mission
Statement
The Mission Statement should clarify WDRA’s
purpose and indicate why the Association is doing
what it is
“What are we here to do?”
Develop Goals and Objectives
Goal: a long term organizational target or
direction of development (what WDRA wants to
accomplish or become over the next ten years)
Objective: a measurable target that must be met
on the way to attaining a goal
C) How You Get There
 Formulate Strategies
 Develop an Action Plan
 Evaluation/ reporting
Formulate Strategies
Strategy: the means by which the WDRA intends
to accomplish each Goal or Objective (the ‘how’)
Strategies must:
 Address each priority issue
 Help WDRA fulfill its mission
 Be described in reasonable detail
 Be ranked
Develop an Action Plan
A plan for the day-to-day operation of the WDRA:
 Typically an annual plan
 Specific actions described and prioritized
 Expected results defined
 Who is responsible
 Where/ when will actions be taken
 What resources are needed
 Communication process
Evaluation and Reporting
 Monitor implementation of strategies
 Reassess strategies and adjust
 Report annually to stakeholders
 Decide if/ when a new strategic plan is needed
Bryson’s Ten Step Process
For each step, the workbook provides:
 Purpose of the step
 Outcomes
 Worksheet directions
Ten Steps to Complete the Plan
1. Initiate and Agree on a Strategic Planning Process
2. Clarify WDRA Mission and Mandate
3. Stakeholder Input
4. SWOC Analysis
5. Identify and Frame Priority Issues
Ten Steps to Complete the Plan
6. Formulate Strategies
7. Review and Adopt the Strategic Plan
8. Establish a WDRA Vision for the Future
9. Develop an Implementation Process
10. Reassess Strategies and Strategic Planning
Process
Design Choices
 Whose Strategic Plan is it? WDRA’s
 What is the purpose of the effort?
EnhanceWDRA’s organizational performance
 How can the process be tailored? KISS… Ad Hoc
Committee members and other volunteers doing
the work
 What are the dangers to avoid? Autonomous
decision making, different work groups not in
synch, inadequate communication
Keys to a Successful Process
 Be sure the organization is ready
 Strengthen leadership and ensure adequate
participation of stakeholders
 Make sure the process has a skillful champion
 Build understanding to support wise strategic
thinking, acting and learning
 Cultivate necessary political support
 Foster effective decision making
 Design a process that is likely to succeed
 Manage the process effectively
Questions?
Work Group Assignments
Following the coffee break:
 10:15 – 10:45
 10:45 – 11:45
 11:45
Group discussion
WDRA mission and mandate
Group discussion
SWOC analysis
Closing remarks (Gayle)