GFWC/Ohio Federation of Women's Clubs

Long Range Planning Committee

 

Chairman:  Barbara Whitaker (2009)

Vice Chairman:  Evelyn Bachman (2010)

Member:  Sharon Pervo (2010)                        Member:  Julie Vugrinovich (2010)

Member:  Kathy Combs (2010)                       Member:  Vera Craigo (2011)

 

COMMITTEE GOALS:

1. To review and update the GFWC/Ohio Federation of Women’s Clubs Strategic Plan.
2. To encourage member clubs to develop, review and update strategic plans for their use.

SUMMARY – The Long Range Planning Committee is responsible for strategic planning that reflects a unifying vision for the state organization based on the foundation laid by the General Federation of Women’s Clubs and the GFWC/Ohio Federation of Women’s Clubs Constitutions, Bylaws, Resolutions, Strategic Plans and through communication with its membership.  The GFWC/Ohio Federation of Women’s Clubs Strategic Plan, first adopted by the membership at the 2006 Annual Convention, is a working document that guides and strengthens the activities of the organization.  Focusing on these main issues and the achievement of the goals and objectives defined within the Plan will guide GFWC/Ohio toward realizing its vision.

THE REVIEW PROCESS – Clubwomen will be surveyed and participate in the updating of the Plan through the organization’s communications resources.  The results will be studied by the committee which will report to the Board of Directors in January 2009.  The proposed revisions will be submitted to the membership for approval at the 2009 state convention. 

CLUBS - Clubs are encouraged to conduct their own strategic planning in order to strengthen and guide their own visions for the future.  Once developed, these plans should be implemented and periodically reviewed.  They are “living” documents to be used and revised; not meant to be stagnant.  They provide a measurable means of evaluating the club’s achievements and weaknesses.

TIPS FOR STRATEGIC PLANNING – Carefully select the members of the planning committee using members who can, and will, contribute constructively to the process and who are positioned to implement the plan. 

In long range planning, goals and projections are based on the assumption of organizational stability.  Strategic planning provides the means for a club to adapt its services and activities to meet changing needs of the club and community. 

Make the goals realistic and achievable.  Larger goals should be divided into smaller, more easily achievable components.  Link the plan to the budget process.  Estimate the resources required to accomplish all the steps needed to implement the plan.  This includes not only financial resources but people, facilities and equipment. 

Educate and involve the club members in the process.  Make sure they understand the terminology and the critical role they play in both the development and implementation of the plan, as well as future evaluation and revision. 

When holding the planning sessions, avoid distractions and interruptions.  Allow enough time for the planning sessions.  Encourage open and thoughtful communication from all members of the committee and once the strategic plan has been formulated, be sure to share it with the membership.

Once the plan has been developed, it must be integrated into the day-to-day workings of the club.  Keep the plan alive.  Have the committees and officers develop specific steps to implement the strategic plan as it pertains to their committees or offices.  Review/revise the plan at predetermined intervals.