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J A N U A R Y , 2 0 1 7
MANAGEMENT
TRENDS
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C
ommunity Association Boards are faced with a
number of challenges requiring their input and
decision on a regular basis. While these matters
need to be addressed with regular frequency they can be
overwhelming and become the only function of the board
and management. The use of a strategic plan can be
instrumental in guiding the board and allowing a balance
of regular problem solving plus moving the community in a
forward direction. Strategic planning is an organizational
management activity that is used to set priorities, focus
energy and resources, strengthen operations, ensure that
employees and other stakeholders are working toward
common goals, establish agreement around intended out-
comes/results, and assess and adjust the organization’s
direction in response to a changing environment. It is a
disciplined effort that produces fundamental decisions and
actions that shape and guide what an organization is, who
it serves, what it does, and why it does it, with a focus on
the future. Effective strategic planning articulates not only
where an organization is going and the actions needed to
make progress, but also how it will know if it is successful.
The use of a plan will limit the quick pivots and the sub-
sequent shift of focus that can occur. Changes arising from
board member replacements or knee-jerk reactions to hot
issues can frequently take everyone off task. Having a plan
will result in continuity, a more efficient use of resources and
time, and demonstrate a commitment to members they serve.
Planning does not have to be hard and can be scaled
to fit your group. Here are a few simple steps in getting a
strategic plan developed:
Step 1 -
Getting Ready:
Use the board, some members of the board, or a com-
mittee, and a management team member to outline a few
key issues you wish for the process to address (i.e. owner
What’s the Plan?
By Nancy S. Hastings, CMCA, AMS, PCAM
Branch President, Associa Mid-Atlantic
participation, large scale projects, property value stabili-
zation). Establish a reasonable timeline for the process to
occur. Begin to gather data using existing statistics, studies,
surveys, etc. Be sure to reach out to current and past com-
mittee members and board members. This group of people
are your Planning Committee.
Step 2 -
Articulate a Mission and a Vision:
Draft both a mission and a vision statement. This mission
should outline the purpose of the organization and the
vision should articulate what success looks like. Consult
your governing documents for some initial language on
your mission.
Step 3 -
Assessing the Situation:
Once an organization has committed to why it exists and
what it does, it needs to take a look at its current situation.
Determine the organization’s strengths, weaknesses, and
performance - information that will highlight the critical
"However beautiful the strategy, you should
occasionally look at the results."
— Winston Churchill
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