The Strategic Planning Committee, as defined in Bylaw No. 18, Section 1(g) is responsible for reviewing NSSAR programs, evaluating NSSAR needs and making recommendations to the Executive Committee, Trustees, and Congress on its findings in the form of the NSSAR Strategic Plan. The Committee shall (i) prepare a one-year, five-year and ten-year plan, (ii) submit the plan to the President General and Executive Committee for review and approval prior to submission of the strategic plan by the Secretary General to the Board of Trustees for its final approval, and (iii) shall review the strategic plan during each fiscal year and advise the President General, Executive Director, Executive Committee and Board of Trustees of its comments.
Membership of the Committee may be found here
Chronology of Strategic Planning
On August 1, 2013 the Strategic Planning Committee initiated a comprehensive strategic planning process designed to develop a strategic plan for the NSSAR that will provide direction and growth through 2025.
The NSSAR has done planning in the past. Various individual committee, project, Center and Foundation plans exist also. It is important to review plans, update them, and develop a cohesive NSSAR plan which is simple that 1) charts a direction, 2) allows efforts to be aligned around common objectives, 3) influences resource allocation decisions as appropriate, and 4) allows a competitive advantage to be articulated clearly.
Toward that end, we began a comprehensive strategic planning process consisting of developing the following strategic planning elements:
Vision: Desired end-state at some point in the future
Core Values: Guide Behavior
Distinctive Capabilities: Core competencies required to fulfill our mission
Goals: What is to be accomplished in each Distinctive Capability in order to reach our vision
Strategies: Define direction to accomplish goals. Critical things we must do to achieve our distinctive capabilities. Guide fulfillment of Strategies. Results can be measured.
Tactics: Actions required to meet Strategic Objectives
Result/Date Initiated and Completed/Responsibility/Revenue and Cost
The planning process consists of the Strategic Planning Committee of approximately 15 members to draft plan elements through Strategies. At that point, a number of focused Task Forces, each consisting of approximately 5 members will be established around each Distinctive Capability and its Goal and Strategies. The Task Forces will be charged with reviewing the draft work of the Strategic Planning Committee, drafting Tactics including a Financial Responsibilities Table, which when executed would result in Strategic Objectives being met, and making recommendations back to the Strategic Planning Committee. The Financial Responsibilities Table will identify Result, Date Initiated, Date Completed, Responsibility, Revenue and Cost. A number of iterations might occur between the Strategic Planning Committee and the Task Forces until sufficient consensus occurs to allow movement toward implementation to begin.
Progress in meeting established targets of the Strategic Objectives and the Financial Responsibilities Table will be assessed periodically to determine progress. This assessment could be integrated into a Balanced Score Card approach that would allow an assessment of whether Goals are being met and whether the Strategic Priorities need adjustment.
This periodic review and adjustment process will inform the Strategic Planning Committee as it prepares the next one-year plan from the Tactics and Action Items identified in the Financial Responsibilities Table for the next year.
Evolution of the Strategic Plan is chronicled throughout the links below, which are updated as meetings of the Strategic Planning Committee take place.
1.0 Strategic Planning Committee Process Memo 2013.08.01
2.0 Strategic Planning Committee Presentation 2013.08.01
3.0 Memo to Strategic Planning Committee, Mission, Vision, Values 2013.08.01