Purpose of the meeting

Desired Outcomes of the meeting:

Pre work for Meeting:

Please read the following in your Organizational Planning© manual:  the Overview section, Phase 1, and pages 1-22 in Phase 2.  Please read them before coming to the meeting. Make any notes or questions you have about the reading. Bring your Manual with you to all meetings.

Sue opened the meeting by reviewing the agenda and having each person introduce themselves and share what…

We’re Looking Forward to:

Sue talked through the five phases of planning and answered questions about strategic planning. We then discussed the Benefits and Concerns as we move into planning. Sue will revisit this list from time to time in the process to make sure the benefits are being met and the concerns are being addressed.

• Helping determine how to use resources (financial and human)
• What is OSBA’s role in State, Business, Legislature?  How do we want to fit in?
• Opportunity to stop and look at things
• By communicating process – dispel long-standing myths
• Associate members more actively involved – and boards and trustees
• Role model strategic planning for districts
• Create compass for staff and leadership and to determine Executive Director role, staff performance, trustee agendas
• Trustees doing board evaluation
• Lessen burden of staff – trustees/members share in work
• Help us with diversity of boards we serve.
• Lessen the crevasse between staff and trustees
• Diversity of board members of boards
• How to maximize the use of that diversity
• End of process – staff feels fully licensed and equipped to move out and be creative
• Strategies for effective communication and evidence of it
• Inclusivity of new board members around state – orientation
• OSBA should be top of mind for all districts in transition (recruiting leadership, strategic planning any district needs – change that perception)
• Other associations are taking lead in state education – OSBA should be the leader (ask Ed)

Concerns about the Planning Process

• Include staff – what’s going on?  Get their buy-in
• That we will be afraid to take risks instead of real strategic change
• Bogged down process
• That our plan is meaningful
• Staff and trustees implementing the plan – reports of progress clear
• Allow staff to be empowered and creative
• Balance of people, process, product
• How to share the Strategic Plan with future leadership
• Define how to engage new people in the plan

 Sue led the team  through the chartering process. (see completed Team Charter attached.)

Names we brainstormed for the team were:

• Goal Oriented Action Team
• Strategic Planning Action Team
• Star = Strategic Team Achieving Results
• Score = Setting the Course for Organizational Results in Education Excellence
• V.I.S.A. Team = Visionary Initiatives for Strategic Action (the Winner!)

We reviewed the job description for the team members. We adopted the proposed ground rules and added one more. These are printed on the name tents for the meetings.

We discussed how we thought we could announce or kick-off the strategic planning process. We started by listing the events already occurring in the future.

Upcoming Events:

• Regional meetings
• November Annual Conference
• Briefcase Newsletter – brief introduction  (Section with regular planning updates)
• Section with regular planning updates on the website as well.
• OSBA update
• Emails to members
• Journal – longer article
• All Staff (Sept. 24th) on website beginning of meeting.  PowerPoint from Sue (define strategy)
• Meeting Memory on website after each meeting.
• Lead people to all vehicles of communication.
• Includes some on-going communication

See the Action Register for those actions to be completed in regards to the Kick-Off.

The team brainstormed categories to cover in the historical synopsis:

It was suggested that the columns in the historical document be limited to 3 to 5 instead of so many decades. (see attached grid) The categories will be listed down the left hand side creating boxes in the document to describe milestones in the history of OSBA.

The team discussed how to best get feedback from “those they serve.”

• Monthly random sampling
• Programming Evaluations (plan evaluations for new services)
• Bi-annual survey (demographic)
• Bi-annual Member Needs Survey
• Regional meetings, hand out surveys  -- national interviews
• Scientific sampling interviews
• Trustees interview new board members (regionally)
• Targeted sampling of non-users
• Partner/Legislature Survey

It was also emphasized that perhaps we could be asking those who are NOT members for feedback. A list of others might include:

Non-Board Members:

We discussed how to get input from internal staff and board members regarding their perspective on how things are going. The team decided to have an electronic survey done internally by staff using some of the questions from the Organizational Planning manual. Criteria we wanted to maintain in doing this survey was:

See the Action Register for what will be done.

The team listed several categories in which to identify trends. These were assigned to a team to meet and share responsibility to find information about the trends. This team will
1. write team statements (left column on template)
2. identify the source of the trend information (middle column)
3. describe some implications for each trend (third column) *the Visa Team will finish adding to the Implications in our next meeting as well.

The Trend categories are:

Competitive Environment

Technology Changes

Financial

Demographic Shifts

Public records

• Voice in Legislature
• Term limits – need for re-education

Crisis Trends/Threats/Security IssuesCustomer Shifts

• More Treasurers

Issues Bin – These are issues that we need to not lose sight of. We will return to these in the process.

Those members who have an asterisk after their name means they are the lead on that action. They are responsible for initiating the work and keeping it going to completion.

saw 9-17-07

VISA Team
About Us OSBA


©Ohio School Boards Association, 2007