GPA - 2007 Strategic Plan and Annual Work Program

 

ANNUAL WORK PROGRAM

The emphasis of the 2007 work program will be on the following ten (10) initiatives.  Responsibility for each item as confirmed by the GPA Board. 

1.  Develop Oversight Process and Hire an Executive Director
The Georgia Chapter has become a large and fairly complex organization with two annual conferences and over 1,000 members.  The GPA membership has approved a dues increase to partially fund an executive director and the Executive Committee has been charged by the Board undertake the necessary steps to make this occur in 2008.

2.  Evaluate and Amend the Process and Content of Conferences
Consider the process for conference development including materials, registration, etc. to determine the optimal format to minimize VP for Programs and Treasurer’s workload.  (I think increasing the efficiency of conference development can be pursued without specific reference to any particular individual’s workload.)  Review recommendations from retreat to include conference topics related to community design/form codes, MPO sessions, etc.  Seek member input on topics of need and interest.  Provide recommendations for Board action, if needed, to improve process of delivering conferences.  This activity will be directed to the VP for Programs.

3.  Membership Services Advancement
Advance the chapter’s efforts with regard to newsletters, website, membership recruitment and service.  Review the process for developing newsletter content and develop an annual schedule.  Continue publishing a membership directory and brochures.  Consider how District Directors become GPA champions for recruiting, distribute new member “welcome kit”, contacting “dropped” members, and providing or maintaining services such as chapter pins, shirts, and coffee mugs.   This activity will be directed to the VP for Chapter Services.  Adam Hazell will assist the VP with updating the GPA website.  Development of a GPA new member “Welcome Kit” will be directed to Phil Clark and Adam Hazell.

4.  Advance GPA Legislative Advocacy
Seek to advance research and promotion with ACCG, GMA and GEDA to enable one growth management tool and one planning law amendment or addition each year.  Consider where rule changes may be appropriate versus new laws.  Investigate the status of APA’s pilot program and legislative advocacy services to improve GPA’s standing and capabilities in the legislative arena, particularly as it relates to the Georgia General Assembly and local government membership organizations.  This activity will be directed to the Chair of the Legislative Committee.

5.  Engage Involvement by Minorities
Develop a new member “welcome kit” and seek to distribute through conferences, web site, District Directors, etc.  Seek greater participation from minorities in the chapter’s committee structure; nurture and support efforts of minority planners to form a formal or informal sub-chapter structure under the umbrella of the chapter.  Increase minority membership in the chapter.  Use District Directors to identify minority planners that may be requested to participate in GPA at a greater level.  This activity will be directed to the President until a Committee Chair can be identified.

6.  Evaluate Communications Strategies for Engaging Members
Review how an updated website in conjunction with an electronic newsletter (as a supplement to written newsletter) may engage members.  Consider a standard format and “look” for conference announcements, written and electronic newsletters, website, etc.  Make a recommendation to the GPA Board for action.  This activity will be directed to the VP for Chapter Services and VP for Programs to coordinate.

7.  Awards for Individual Contributions to the Chapter
Encourage volunteerism and extraordinary contributions by board members and the membership with awards or other significant recognitions for outstanding service. President and Past-President to determine award recipients and awards to be presented at annual fall conference.

8.  Continue 150+ Volunteers Initiative
Build on this initiative established in 2003 to involve as many members as possible in chapter activities, through committee work and conference activities.  During 2005, solicit new members for committees.  Organize the activities of committees to get volunteers actively working to advance the work program.  Consider initiating Housing and Environmental Committees based on response from members.  President-Elect will coordinate with GPA Board and Committee Chairs.

9.   Develop Regular Work Program Report
GPA President and President-Elect develop a method and written format to update the GPA Board and committees on progress towards implementation of the annual work program.  On a quarterly basis evaluate the work program progress and seek to advance items from GPA Board retreat.  Consider how an annual survey of members can be established and completed at fall conferences as a tool to update the work program document.  The President-Elect will coordinate this activity.

 

LONG-RANGE STRATEGIC PLAN

PROCESS

The Board of Directors will be the steering committee for the strategic planning process.  The President will be the champion.  The Past President or President-Elect will be the coordinator.  (2003 plan)

NATIONAL ORGANIZATIONAL MANDATES

The American Planning Association provides leadership in the development of vital communities by advocating excellence in community planning, promoting education and citizen empowerment, and providing the tools and support necessary to effect positive change (2003 plan)

APA CHAPTER PRESIDENT’S COUNCIL CHAPTER  MANDATES

  1. Each Chapter shall prepare and maintain a long-range plan of development and submit same to the CPC executive committee every five years.
  2. Mission Statement:  Each Chapter shall develop a mission statement, which defines the Chapter’s core function(s) or purpose(s) and submit to the CPC executive committee.
  3. Annual Work Plan:  Each Chapter shall prepare an Annual Work Plan, which identifies specific quantifiable goals for the coming year, based on the mission statement.  This Work Plan can be a listing of goals and objectives, much of which correspond to these criteria.  The work plan is to be submitted to the CPC Executive Committee.
  4. Each Chapter must prepare and submit the financial report for the previous (or most recent) fiscal year to the CPC Executive Committee annually.  The report shall include the identification of all sources of income as well as expenditures.
  5. Bylaws:  Chapters shall operate under a current set of bylaws.  Chapters shall review their bylaws no less then once every four years and update as needed.  These bylaws shall be sent to APA staff and the CPC executive committee.
  6. Each Chapter must send its Chapter president or proxy to at least one of the two leadership meetings held in any given calendar year.
  7. Each Chapter must hold a business meeting annually within the chapter boundaries.
  8. At least three (3) times per year, each Chapter shall publish and send to its members, the CPC Executive Committee and the Executive Director, a newsletter or comparable publication that focuses on current information and concerns relevant to its Chapter.  This publication maybe in an electronic form.
  9. Chapter publications shall be identified with the full name of the Chapter as "a Chapter of the American Planning Association," and with the uniform logotype of the Association.

CHAPTER ORGANIZATIONAL MANDATES

The purposes of the Chapter shall be (per Article II of the association’s bylaws) to encourage, promote and assist physical, economic, and human resources planning within the State of Georgia and to further the purposes of the American Planning Association, including but not limited to the following:

  1. To provide for the exchange of ideas and to disseminate information to public officials and others engaged in or interested in planning and community development;
  2. To foster meetings, conferences, and educational programs relating to planning and development;
  3. To promote and support research and publications relating to planning and development and other pertinent subjects;
  4. To develop programs for the examination and continuing education of professional planners;
  5. To develop high standards for professional practice and competency through education;
  6. To otherwise promote understanding, cooperation, coordination, and support necessary for progressive planning and development throughout the State of Georgia. 

General mandates include (a) Conduct an annual membership meeting (Article V, Section 1) and (b) Prepare list of members (Article V, Section 6).  The Board of Directors is responsible for the following major tasks: (a) Formulate Annual Work Program and Budget; (b) Report business to the membership; (c) Establish dates of all annual meetings; and (d) Hold two meetings every calendar year.

STAKEHOLDERS

The general public; local, regional, and state governments; planning commissioners and elected officials; professional planners; allied design professionals; APA; disadvantaged groups; students.

GOALS AND STRATEGIES

1.   Develop strategies to increase membership.

  • Create and maintain a member data base (membership directory).
  • Develop a new member welcoming system.
  • Determine dropped members and contact them about maintaining membership.
  • Target planning officials for membership.
  • Target students for membership.
  • Target minority planners for membership.
  • Promote AICP as the professional membership of planners.
  • Use committees of GPA to develop up-to-date programs, continuing education sessions, newsletter articles, web-based information, and member services that are relevant and meaningful to a diverse group of planning professionals.

2.   Provide affordable, accessible continuing education opportunities for practicing planners and planning officials at conferences.

  • Establish continuing education credits for attendees at chapter conferences.
  • Provide and expand Community Planning Institute programs in coordination with other providers.
  • Evaluate and reconfigure the curriculum for Community Planning Institute (added 12-7-04)

3.   Pursue social, economic, and racial equity by being more aggressive in attracting minorities to the planning profession.

  • Nurture minority planners to take on leadership positions, serve on committees and task forces and work on special projects (APA plan).
  • Urge and provide support for members to fulfill their obligations under the APA Ethical Principles of Planning and AICP Code of Ethics to provide pro bono services to disadvantaged communities, and report on these activities (APA plan).

4.   Develop and advance an agenda for stronger planning legislation in Georgia.

  • Update and publicize GPA position on Legislative Issues in Georgia.
  • Update and advance strategy for legislative changes that support GPA position.
  • Work with other organizations to support legislation consistent with GPA position.
  • Publish educational material about current legislative initiatives, track status of bills of interest to the planning profession and keep membership informed of ways to become involved in planning legislation in Georgia and the nation.

5.   Foster joint relationships and partnerships with other organizations.

  • President and President Elect to engage in dialogue with GMA, ACCG, GAZA, MPOs, regional development centers, Blueprint fellows, and other organizations of similar interests. (modified by Board 12/12/03)
  • Program Committee to identify GPA presenters and conference sessions for GMA and ACCG conferences and consider GPA Conference sessions for presentations by ACCG, GMA, and GAZA.
  • Chair of Legislative Committee to identify joint legislative support and public education efforts with GMA and ACCG
  • Professional Development Committee and PODO Committee to identify joint continuing education opportunities with GAZA, GMA and ACCG
  • Develop communications and joint interests with GAZA.
  • Continue GPA's involvement with the Blueprints Partners.

INTERNAL AND EXTERNAL ANALYSIS OF THE ORGANIZATIONAL ENVIRONMENT (SWOT)

Strengths

  • A growing membership base.
  • Increasing popular support for planning in Georgia.

Weaknesses

  • An uncertain economy including state budget cuts.
  • Lack of a proactive, organizational culture.
  • Few organizational resources other than modest budget and volunteers.
  • Lack of visibility and respect as an organization.

Opportunities

  • Increased standing through diversification.
  • Support of chapter efforts by APA National.

Threats

  • Possible “competition” from other agencies and organizations in the training arena.
  • Inadequate member support and resources to achieve work program goals and objectives.

STRATEGIC ISSUES

  • How to grow the membership and capitalize on its strengths.
  • How to sustain and further the increased popular support for planning in Georgia.
  • How to crystallize an organizational mission that will motivate board members and volunteers.
  • How to increase the good standing of the organization in the public eye.
  • How to manage volunteers given available organizational resources.
  • How to capitalize on programs and services provided by APA National.
  • How to deal with possible “competition” from other organizations relative to the chapter’s mission.
  • How to engage and empower membership to exert the effort needed to ensure the chapter work program initiatives are accomplished.

STRATEGIES TO MANAGE THE ISSUES

  • Institute a program to grow the membership.
  • Take advantage of opportunities to increase the visibility of the chapter.
  • Prepare a strategic plan with “buy in” from the board and volunteers.
  • Organize volunteers and maximize their involvement.
  • Monitor programs of APA National and seek resources where available.
  • Turn competitive situations into opportunities for collaboration.
  • Emphasize responsibility and accountability of board members, appointees, and committee chairs to implement all aspects of the chapter plan and work program.
  • Determine and apply incentives to reward work that attains chapter objectives.
  • Determine and apply disincentives to discourage “shirking” in terms of attaining chapter objectives.

ORGANIZATIONAL VISION FOR THE FUTURE

GPA will (by 2009 unless otherwise specified):

  • Grow the membership from 725 to 850 members in 2005, 1,000 members in 2006. and 1200 members by 2009.
  • Diversify the membership, with organized committees for planning officials, minorities, students, and in substantive planning arenas (e.g., transportation, historic preservation, urban design, etc.).
  • Increase organizational standing, with additional members serving on state and regional committees and steering committees.
  • Increase member attendance at the chapter’s annual conference from 24% (175) to 30% (255) in 2005 and to 300 in 2009.
  • Increase member attendance at the chapter’s spring conference to 200 by 2009. (added by Board 12/12/03)
  • Increase the number of committees and their input in conference planning activities.
  • Increase the number and amount of conference program sponsorships.
  • Increase the number of consulting firms advertising in the Georgia Planner Newsletter.
  • Successfully compete to bring a future national planning conference back to Atlanta.
  • Maintain 150+ volunteers to help with implementing the organization’s work program.
  • Achieve formal or informal recognition from APA National for chapter improvement and implementation of the objectives of APA National through seeking awards and offering contributions to Chapter Success Manual.