On
Sunday 23rd July 2017, the very dormant National Drama Association of Trinidad and Tobago (NDATT) elected a
new executive. These sacrificial lambs or very brave souls, are charged with
not only revitalising the association after some five years of sleep like
death, but also to rebuild it even stronger than it was before. These eight
persons have quite an enormous task ahead of them!! Additionally, a number of associations, groups and societies within the Creative Industries have been struggling in one way or another; to not only meet the needs of its membership, to locate the necessary resources but also to remain relevant in 2017.
So,
to the business part of this blog…. my two cents on the question of:
What should an
executive do in the FIRST 100 DAYS;
when you have inherited
semi-dead association... ANY ASSOCIATION?
The
association could be: a professional association; an athletic association; a
union; a past pupils association; a neighbourhood watch; a "society" etc. etc. etc.
This is a tough topic to capture in one blog post, especially if it has to be adaptable for ANY association. So, here goes!
I am going to REALLY SIMPLIFY the process by using GENERAL GUIDELINES.
I have broken it down into SEVEN (7) steps, they are NOT easy steps but they are NECESSARY to ensure that the executive is in “fit”/“alignment”;
I am going to REALLY SIMPLIFY the process by using GENERAL GUIDELINES.
I have broken it down into SEVEN (7) steps, they are NOT easy steps but they are NECESSARY to ensure that the executive is in “fit”/“alignment”;
with the needs of its
membership and the environment.
These
first 100 days, are all about gathering information, understanding the
environment, analysis and high level planning!!!
STEP 1: Update ALL
or Join Online Platforms
We
are in 2017, all of any association membership or potential membership is ONLINE. A new executive needs to
immediately capture and assess its online platforms, be it a website, blog,
Facebook page, Instagram, twitter etc. Within the first few days of being
elected, these platforms need to be updated. Updated with what you may ask? Well
let’s see… start with the profiles of the new executive. The membership and
potential membership will have questions about the persons who are now leading
the association.
The association officer with responsibility for Information and Communication or Public Relations needs to be immediately on the ball, pulling down old information and cleaning up all online spaces. If the organisation is fairly well established, a membership data base could be created online, which would include a brief profile of the member and contact information. This provides immediate benefit to members via increased visibility; and also creates a strong impression that the new executive is in fact on the ball with its labour of love.
The association officer with responsibility for Information and Communication or Public Relations needs to be immediately on the ball, pulling down old information and cleaning up all online spaces. If the organisation is fairly well established, a membership data base could be created online, which would include a brief profile of the member and contact information. This provides immediate benefit to members via increased visibility; and also creates a strong impression that the new executive is in fact on the ball with its labour of love.
STEP 2: Assess and
Analyse the Membership (Beneficiaries)
A
new executive should not trust old data on its membership as many things may
have changed since the last time the membership was engaged. Truthfully it is
hard to vouch for the integrity of something that you were not a part of. The
person with responsibility for Research and Statistics needs to
immediately consider the old data and immediately get to the business of
getting new data on the CURRENT membership.
Two simple questions guide this process: Who do we represent and what do they want? The new executive may find that some of the old-ongoing projects may no longer be relevant for the new membership. You may find that, given the needs of the membership that the association focus may need to change… which may call upon a new set of skills and resources and even the creation of new posts on the executive.
Two simple questions guide this process: Who do we represent and what do they want? The new executive may find that some of the old-ongoing projects may no longer be relevant for the new membership. You may find that, given the needs of the membership that the association focus may need to change… which may call upon a new set of skills and resources and even the creation of new posts on the executive.
Step 3: Identify
Resources- Internal and External
A
resource CAPABILITY and CAPACITY analysis needs to be done by the new
executive. Basically, what skills sets currently exist within the association,
not only on the executive but also the membership. Then you start flagging
things e.g. while I have X resources, I may not have enough of X for Project A
but I may have enough to achieve Project B.
The executive must now consider the resources that exist external to the organisation. These could be linkages, networks, existing contracts, membership in international organisations etc. This helps the executive have a great idea of the external environment upon which they can partner, leverage or call upon in order to assist them in charting the way forward. The beauty about this step is that in the process the executive will gather data i.e. EVIDENCE, to not only make decisions i.e.. evidence based management but also to assist it in its lobbying and advocacy efforts.
The executive must now consider the resources that exist external to the organisation. These could be linkages, networks, existing contracts, membership in international organisations etc. This helps the executive have a great idea of the external environment upon which they can partner, leverage or call upon in order to assist them in charting the way forward. The beauty about this step is that in the process the executive will gather data i.e. EVIDENCE, to not only make decisions i.e.. evidence based management but also to assist it in its lobbying and advocacy efforts.
Step 4: Reconsider Ongoing Projects or Stalled Projects
It
may not be wise to start from scratch with some projects and it may equally not
be wise to continue with some projects. Step 2 and Step 3, will help a new
executive determine which projects are relevant to its current membership and
more so, which projects are ACHIEVABLE.
A new executive needs to secure a few QUICK WINS to boast membership moral early in the game while
it works on the medium and longer term projects. Also, some projects may be critical but Step 3, revealed that the
resources don’t exist as needed… this tells the new executive were its needs to
develop or acquire resources moving forward.
Step 5: Reconsider
Fundamental Documentation
Most
associations have a constitution, and truth is if it is anything like the
National Constitution it is likely outdated. Step 2 and Step 3, feeds into Step
5. The assessment of the membership and resources, provides a strong direction
as to what a revised constitution would need to include. For example, if your
membership in 2017 is interested in having a greater online presence in order
to generate income, then a post of Online Business Development Officer
may be needed. If your membership wants a change in national policy in regards
to the sector or area of interest, you may need an External Relations and
Policy Officer. Reconsider all Consultant Reports, Studies and anything that speaks to the "bones" of the association.
Step 6: The
Strategic Plan
The
beauty about this six (6) step plan is that at the end of Step 5 you have all
the information you need to develop a Strategic Plan. Now, a strategic plan is
not a list of activities or projects, it is a bit more than that. A Strategic
Plan basically illustrates how each project is linked to the vision, mission
and objective of the association. It further documents who has responsibility
for major aspects of projects, so for example you may have a Ministry of
Government, or an international partner like the International Monetary Fund or
even the neighbourhood Community Center.
The Strategic Plan, also gives a sense of the timelines and dependencies… remember you are revitalising the dead… you need certain things to happen or peak at certain times in order to deliver the right bolt of electricity at the right time. Attached the Strategic Plan will be key supporting documentation and if possible detailed project plans. A basic GNATT Chart can be used to flesh out the project and to get down into the nitty-gritty of the project. Truth is, a project should NOT begin without a detailed project plan because in doing the plan, you will immediately pick up on areas that need more consideration or even more resources.
The Strategic Plan, also gives a sense of the timelines and dependencies… remember you are revitalising the dead… you need certain things to happen or peak at certain times in order to deliver the right bolt of electricity at the right time. Attached the Strategic Plan will be key supporting documentation and if possible detailed project plans. A basic GNATT Chart can be used to flesh out the project and to get down into the nitty-gritty of the project. Truth is, a project should NOT begin without a detailed project plan because in doing the plan, you will immediately pick up on areas that need more consideration or even more resources.
Step 7: A Full
Report to the membership
After
you have laboured for the last 100 days, let the membership know what you have
been up to. Some would have seen the updated online presence, some would have
been contacted for their membership profiles and needs, while some would have
no clue what was going on.
IF you follow the six steps, you will have to report on:
1. An
Updated Online Presence for the association and its members
2. A
Revised Constitution and review of fundamental documentation
3. A documented Resource Analysis of the association
4. A documented and clear directive from the membership
5. A
Strategic Plan with supporting documentation
6. A First 100
Days in Office Report
It
is a lot of work in the initial stages, but once you get to this point it is
just a matter of executing the Strategic Plan… and keeping wayward members,
opportunists and persons who don’t pull their weight in check. Easy right!!
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Do you agree with the blog post?
Does it make sense but only under certain circumstances?
Would the steps vary depending on the type of association?
Do you have anything to add or to take away?
Please let us know in the comments section below!
