Strategic planning Workshop

1. Strategic planning Workshop The Cambridge Approach

2. Strategic PlansPlanning to Win Strategic Plans:Planning to Win winning needs teamwork winning takes preparation winning requires a strategy

3. Strategic Plans:Planning to Win winning needs teamwork winning takes preparation winning requires a strategy

4. strategic planningisan interlocked process • EDA • strategy • EDA • strategy

5. planning for victory all levels of the party need • well-planned, coordinated, strategies • strategies with measureable actions and results • strategies that work with the resources we have if strategic planning is done well, a stronger, moremodern Party will emerge

6. strategic planning is serious business • Our inter-related strategies are like a 3-legged stool • EDA strategies • PTA strategies • National strategies • if one part fails, we all fall down

7. strategic planning is serious business • Our inter-related strategies are like a 3-legged stool • EDA strategies • PTA strategies • National strategies • if done carelessly, the outcome won’t make sense

8. strategic planning is serious business • Our inter-related strategies are like a 3-legged stool • EDA strategies • PTA strategies • National strategies • with skillful planning and dedicated follow-through a strong, modern party will emerge

9. strategic planning is serious business • good intentions are not enough • success requires follow-through at all party levels • “The road to hell is paved with good intentions” • proverb, attributed to St. Bernard of Clairvaux1090-1153

10. The approach Cambridge took prioritization responsibility enlistment teamwork follow-through

11. prioritization • so much to do. so few resources. the clock is ticking. • we had to prioritize.

12. prioritization • so much to do. so few resources. the clock is ticking. • it started with goal-setting. • we chose what we would focus on now to build for tomorrow.

13. responsibility • so much to do. so few resources. the clock is ticking. • Cambridge EDA board members volunteered to lead each priority area.

14. enlistment • so much to do. so few resources. the clock is ticking. • Cambridge EDA board members joined teams to develop sections of the strategy

15. teamwork • so much to do. so few resources. the clock is ticking. • the teams developed measureable plans and presented to the board

16. follow through • so much to do. so few resources. the clock is ticking. • the teams report at all monthly board meetings

17. Strategy teams

18. strategy teamscommunications strategy

19. strategy teamstechnology strategy

20. strategy teamsfundraising strategy

21. strategy teamsmembership strategy

22. strategy teamsmembership strategy

23. strategy teamsmembership strategy

24. strategy teamsmembership strategy

25. strategy teamssupporter and community outreach strategy

26. strategy teamssupporter and community outreach strategy

27. strategy teamspolicy development strategy

28. strategy teamsEDA finance strategy

29. strategy teamselection readiness strategy

30. strategy teamstraining strategy

31. Resources:you have more than you think work hard share with your neighbours play nice

32. an EDA can be a lonely place • small membership ..currently under 200 in Cambridge • skills gaps ..marketing gurus, communications experts, … • energy gaps ..we have families and day jobs • so much to do. so few resources. the clock is ticking. How will the job get done?

33. an EDA can be a lonely place….but it doesn’t have to be we all have good neighbours-- • common local issues • you have skills they could use • they have skills you need • cross-fertilization of ideas

34. an EDA can be a lonely place….but it doesn’t have to be so many opportunities-- • fund raising • media communications • local policy development

35. an EDA can be a lonely place….but it doesn’t have to be working with our neighbours is an important part of Cambridge’s strategy

36. Strategic planning Workshop The Cambridge Approach