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Leadership Rally

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Leadership Rally. Jeff Julin, APR, chair and CEO, PRSA ... Chapter Strategic Planning Survey ... 'As a process, strategic planning is not a one-time endeavor. ... – PowerPoint PPT presentation

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Title: Leadership Rally


1
PRSA Strategic Planning Chapters
  • Leadership Rally
  • Jeff Julin, APR, chair and CEO, PRSA
  • Christina Darnowski, director, research and
    project management, PRSA
  • June 6, 2008

2
PRSA Strategic Planning
  • Strategic Planning Some basics
  • Strategic Planning at PRSA National
  • Chapter Strategic Planning Survey Summary
  • Aligning Chapter Plans to PRSAs Goals --
    Discussion

3
The Strategic Planning Process
  • Strategic planning is a process of controlling
    destiny rather than leaving it to random future
    events. By appraising future opportunities, as
    well as its own existing and future strengths and
    weaknesses, an association can help ensure its
    success and avoid identifiable problems.
  • As a process, strategic planning is not a
    one-time endeavor. It must be constant and
    ongoingTo maintain flexibility, an association
    must constantly analyze the past, scrutinize the
    present, and prepare for the future.
  • Gerald L. Gordon., Strategic Planning For
    Association Executives, ASAE, 1997

4
The Strategic Planning Process
  • A formal strategic planning process has the
    following results
  • 1. A mission statement and a vision statement
  • 2. An environmental scan and conclusions about
    future scenarios -- usually 3-5 years
  • 3. Basic goals for the time period in the scan,
    and goals for the coming one year period
  • 4. Objectives and actions that will move the
    organization toward the goals
  • 5. Implementation plans that assign
    responsibilities for action
  • 6. Performance metrics to measure success
  • Gerald L. Gordon., Strategic Planning For
    Association Executives, ASAE, 1997

5
The Strategic Planning Process Goals and
Objectives
  • Goals are broad objectives are narrow
  • Goals are general intentions objectives are
    precise
  • Goals are intangible objectives are tangible
  • Goals are abstract objectives are concrete
  • Goals can't be validated as is objectives can be
    validated

6
Strategic Planning at PRSA Planning Process
  • The PRSA process was based on a widely used
    business approach to strategic planning.
  • The process integrates two plans
  • Strategic Plan (3 year) Vision, Mission, Goals
    and Performance Indicators
  • Business Plan Annual objectives and tactics
    with assignment of responsibility for
    implementation incorporates departmental plans

7
Strategic Planning at PRSA Planning Process
Membership Research
Market Analysis
SWOT
Attributes
Mission
Vision
Goals
Performance Indicators
Board
Delegates
Staff
Committees
Members
Partners
Final Strategic Plan
Develop Business Plan
Implementation
Report Performance
8
Vision/Mission Statements
  • Vision
  • The Public Relations Society of America serves a
    diverse community of professionals, empowering
    them to excel in effective, ethical and
    respectful communications on behalf of the
    organizations they represent and the
    constituencies they serve.
  • Mission
  • The Public Relations Society of America, the
    worlds leading advocate for communications
    professionals, advances the careers of its
    members by providing
  • Lifelong learning Vibrant, diverse, and
    welcoming professional communities Recognition
    of capabilities and accomplishments and Thought
    leadership, ethics and professional excellence.

9
PRSA Future Attributes
Broad tool kit
Empowerment
Professional
Mentoring
Ethics
Customer-Focused
Customized
Networking
Responsive
Reputation
Diverse
Fun
  • Virtual

Value
Knowledge
Advocate
PR Powerhouse
Data-Driven
10
PRSA Goals
  • Learning
  • Deliver exceptional, relevant lifelong learning
    opportunities.
  • Community
  • Create welcoming, diverse, global communities
    where members engage, connect and build
    relationships.
  • Thought Leadership/Knowledge Sharing
  • Advance strategic and tactical capabilities by
    serving as the leading source of ideas,
    techniques, best practices and innovative
    research.

11
PRSA Goals
  • Recognize Capabilities Accomplishments
  • Recognize and honor the capabilities and
    accomplishments of members through credentialing,
    awards and leadership development.
  • Advocacy Ethics
  • Enhance awareness of the vital role of public
    relations and its contribution to open, honest
    and respectful communications.
  • Organizational Excellence
  • Enable PRSA to be a best in class member service
    organization where members and staff collaborate
    for success.

12
Strategic Overview Key Performance Indicators
  • Membership
  • Membership Totals Growth
  • Membership Retention
  • PRSSA Conversion
  • APRs/Growth APRs
  • Diversity
  • Financial
  • Dues Revenue
  • Average Income/Member
  • Non-dues Revenue/Profit
  • PD
  • Job Center
  • Silver Anvil
  • Sponsorship/Partnership
  • Conference
  • Quality
  • Membership/Customer Satisfaction
  • Overall Measure
  • PD Evaluation
  • Conference Evaluation
  • Section Evaluation
  • Leadership Rally Evaluation
  • Readership Survey
  • Impact
  • Web Traffic
  • Effectiveness of Advocacy Initiatives

13
Strategic Business Plan
  • Goal -- Learning -- Deliver exceptional, relevant
    lifelong learning opportunities.
  • Objective Respond to the market for
    professional development learning opportunities
    by delivering relevant programming through
    multiple channels with competitive pricing
    options. (Staff - Marketing, PD / Committee
    Professional Development, Leadership Continuum
    Task Force)
  • Supporting Action Further develop a
    segmentation framework to elevate relevancy and
    value targeting PD to career stages,
    specialization and industry.
  • Supporting Action Broaden content expertise by
    expanding the pool of presenters.
  • Supporting Action Provide leadership
    development for PRSA leaders.
  • Supporting Action Market and promote learning
    opportunities to customers using innovative
    technologies including a PD blog and
    video/graphic narratives.
  • Objective Ensure that PRSAs International
    Conference offers attendees a rich, intensive
    learning experience including peer-to-peer
    networking an opportunity to explore industry
    products and services and be motivated and
    inspired by presenters and roundtable
    discussions. (Staff Special Events,
    Partnerships, Marketing / Committee
    International Conference Committee)
  • Supporting Action Create a calendar that
    establishes deadlines for programming,
    sponsorship, marketing and other decisions
    earlier in the planning cycle.
  • Supporting Action Recruit a mix of presenters
    that inspire discussion and debate including
    business and professional leaders as well as
    media and political personalities.
  • Supporting Action Establish a conference theme
    to create a cohesive experience for attendees.
  • Supporting Action Develop a comprehensive
    conference marketing plan.

14
Chapter Strategic Planning Survey Summary
  • Most Chapters either have plans or want them
  • 57 have a Strategic Plan
  • 74 of those with Strategic Plans use them
  • 55 have one year plans
  • 81 of those without plans say they would like to
    have one eventually
  • Most Chapter Presidents are not familiar with the
    PRSA Strategic Plan, but feel it would be
    valuable to align their plan with Nationals
  • 83 are not familiar with PRSAs Strategic Plan
  • 70 believe its a good idea to align the
    Chapters plan with Nation
  • N53 Chapter Presidents

15
Aligning Chapter Plans to PRSAs Goals --
Discussion
  • How can Chapters build plans around PRSAs goals?
  • Learning
  • Community
  • Thought Leadership Knowledge Sharing
  • Recognize Capabilities Accomplishments
  • Advocacy Ethics
  • Organizational Excellence

16
2007 Strategic Planning Committee
  • Jeff Julin, APR (Chair)
  • Mary Deming Barber, APR, Fellow PRSA (Member)
  • Michael Cherenson, APR (Member)
  • Gerard Corbett, APR, Fellow PRSA (Member)
  • Mary Lynn Cusick, APR (Member)
  • Anthony DAngelo, APR (Member)
  • Robert Frause, APR, Fellow PRSA (Member)
  • Gary McCormick, APR, Fellow PRSA (Member)
  • Elizabeth Pecsi, APR (Member)
  • Cheryl Procter-Rogers, APR, Fellow PRSA (Member)
  • David Rickey, APR (Member)
  • Renee Walker, APR (Member)
  • Susan Walton (Member)
  • Rhoda Weiss, APR, Fellow PRSA (Member)
  • William Murray, President and COO PRSA (Staff)
  • Christina Darnowski, Director of Research and
    Project Management (Staff)
  • Donna Jonas, Executive Assistant and Leadership
    Project Manager (Staff)
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