Strategic Planning

in the Arkansas Federation of NARFE

George R. Wilken

Strategic Planning has become a tool that many organizations use to modernize, develop and otherwise improve their organization. It has become a mainstay in modern business.

In the Arkansas Federation of NARFE, there have been opportunities to modernize the Federation in the past, through the development of a Strategic Plan, but these opportunities were not taken advantage of. As far back as 2003, various people have recommended that Strategic Planning take place in the Arkansas Federation, but unfortunately this has not happened.

The Arkansas Federation now finds itself in a situation where membership is falling off; availability of people to fill federation and chapter leadership positions has been difficult to obtain and an ever increasing threat is occurring at the federal level to reduce or eliminate certain federal retiree benefits. Now, more than ever before, planning for the future should be considered.

1.   What would a Strategic Plan for the Federation involve?

A Strategic Plan would hope to involve NARFE members at the grassroots level, the chapters, and require input from that level of membership. If NARFE, at any level, is to survive and be a viable organization in protecting federal retirement benefits, as well as active employee benefits, everyone needs to constructively offer ideas on what NARFE should be involved in; how NARFE should operate and how all of us should be accountable for the goals we choose. Make no mistake, this HAS to be a group effort.

2.   Why do we need a Strategic Plan?

Planning is necessary to avoid the “knee-jerk” reaction that often accompanies any corporate (group) activity that is not planned. Certainly, there may be situations that come up in the future that we do not anticipate, even with a Strategic Plan, but the probability of these are reduced through planning.

A Strategic Plan also offers a certain amount of cohesiveness, that is, brings people in NARFE together in focusing their attention and resources on certain needs of the federation.

    3.   Is this a good time to develop a Strategic Plan?

We have spoken of the lack of a Strategic Plan in the past and if we continue to  operate without such a Plan, we will continue to be adrift and subject to surprises that may not benefit either the individual member or NARFE as a whole.

4.   How do we develop a Strategic Plan?

To develop a Strategic Plan, a committee would be formed to identify the needs of the Arkansas Federation and use those needs as the basis for the plan. The plan would be formulated, with appropriate dates set up for feedback and accountability. The committee would work to formulate the plan, implement the plan and then bring their results to the Executive Board and perhaps the delegates at the Federation Convention.

5.   What does a Strategic Plan look like?

A Strategic Plan need not be either finely detailed or difficult to interpret. A worksheet example is attached, to stimulate thought and discussion, showing steps that are taken in planning.

Strategic plans contain topics from which discussion can proceed and more details can be developed, by topic.

Any plan that is formulated must take into account the resources required both in people and funds. No plan or individual activity should be adopted, if both are not available. It is best not to overextend resources, since all topics will suffer as a result.

One other consideration needs to be made and that is, how many activities should be attempted in any fiscal year? Once again, this depends on both the people and funds available. One can use the SMART perspective.

SMART is an acronym for the key principles for effective goal setting. Each of the five principles in the SMART acronym is an important component in your goal:

          S – is for specific. It identifies a specific event or action that will take place.

M – is for measurable. It quantifies the amount of change to be achieved or is how you can tell when the goal is completed/met.

A – is for achievable. It is realistic and doable given available resources.

R – is for relevant. It is related to achieving corporate success.

T – is for time bound. It must be completed by a specific time.

6.   Once a Strategic Plan is adopted, can it be amended in the future?

Seldom is there a plan which will stand the test of time, so any plan should be considered a “work in progress”. Once a committee is established to develop a plan, it should be understood within the committee, that course changes may take place and that the plan is not permanent, in any sense of the word.

VIEW THE CURRENT STRATEGIC PLAN BY CLICKING HERE

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