As illustrated below, there is a diminishing timeline associated with our strategic planning process.
Our Vision and Overarching Goals define the future state we strive to achieve. The Key Strategic Initiatives, Implementation Plans, and Review and Reload steps (collectively known as the Plan for Success) provide the roadmap for getting us from where we are now to where we want to be. They break our three-year goals down into increasingly smaller pieces that are manageable. It’s like the metaphorical question, “How do you eat an elephant?” The answer is, “One bite at a time.” Thus it is that we identify the Key Strategic Initiatives that must be accomplished in the next year.
The Fall 2017 meeting of the NACE International Board of Directors was held on September 27 to 29. The following board key strategies (BKS) and definitions of success were agreed upon:
BKS—1: Forensic Analysis
Description: Use forensic analysis techniques to evaluate and optimize mission performance.
Definition of Success: We will know we’ve been successful when, by October 2018, we have:
• Conducted a pilot evaluation to define challenges and performance gaps in Education
• Revised the blueprint for Education based upon forensic evaluation findings
• Made recommendations to the NACE Board of Directors based upon program outcomes
• Proposed a plan and associated timeline to institutionalize forensic analysis into the association
BKS—2: Member Engagement
Description: Position NACE membership for the future.
Definition of Success: We will know we’ve been successful when, by October 2018, we have:
• Increased Volunteer Manager participation by 100%
• Created a best practices document for global sections/committees
• Developed role definitions for section/community officers
• Proposed a plan and associated timeline to institutionalize member engagement into the association
BKS—3: Resource Optimization
Description: Analyze and evaluate human, capital, and physical resources to assure they are used in an efficient, optimal, and financially prudent manner.
Definition of Success: We will know we’ve been successful when, by October 2018, we have:
• Established a clear understanding of existing resource capacity
• Benchmarked our understanding of resources to industry standards/best practices
• Provided recommendations based our understanding and analysis of the data for the following resource areas:
- Human (staff, volunteers)
- Financial
- Structural
- External (vendors, partners)
• Proposed a plan and associated timeline to institutionalize resource optimization into the association
BKS—4: Public Policy
Description: Utilizing key NACE leaders to influence public policy across the globe in an effort to improve how governments/industry plan for corrosion.
Definition of Success: We will know we’ve been successful when, by October 2018, we have:
• Actively engaged a minimum of five new corrosion champions
• Published a quarterly international public policy newsletter
• Integrated all internal stakeholders into public policy initiatives
• Adopted and internalized our tasks into the Public Policy and Outreach Committee
• Propose a plan and associated timeline to institutionalize public policy into the association
Accomplishing the four board key strategies and associated Definitions of Success outlined above, over the course of the next year, will move the association one step closer to the overarching goals the Board established for 2019.
Note: This article is maintained as part of an ongoing series of posts on the NACE web site.