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)