My WebLink
|
Help
|
About
|
Sign Out
Home
Browse
Search
06-11-2002 PTRC Agenda
ArdenHills
>
Administration
>
Commissions, Committees, and Boards
>
Parks, Trails and Recreation Committee (PTRC)
>
PTRC Minutes (1999 to Present)
>
1999-2009
>
2002
>
06-11-2002 PTRC Agenda
Metadata
Thumbnails
Annotations
Entry Properties
Last modified
10/4/2024 12:17:03 AM
Creation date
7/28/2022 8:28:38 AM
Metadata
Fields
Template:
General
There are no annotations on this page.
Document management portal powered by Laserfiche WebLink 9 © 1998-2015
Laserfiche.
All rights reserved.
/
31
PDF
Print
Pages to print
Enter page numbers and/or page ranges separated by commas. For example, 1,3,5-12.
After downloading, print the document using a PDF reader (e.g. Adobe Reader).
View images
View plain text
• Once identified, the mission presents the desired end in view for the <br /> organization. By relating this mission to the present and anticipated realities of <br /> the community, the organization creates a vision which identifies -- in concrete <br /> terms --how the world would be different if the organization achieved its <br /> mission. This vision, in turn, gives rise to a set of strategies that identify how the <br /> organization will pursue its mission over the next few years. And, on the basis of <br /> the identified mission and strategies, the organization is able to develop the goals <br /> and objectives, budgets, operating and staffing plans, marketing and public <br /> relations plans, and other information necessary to progress. <br /> It is the continual evolution of what the organization does to achieve its purpose <br /> -- i.e., continually re-inventing the organization-- that defines the essence of the <br /> board's role in planning. However, for several reasons, boards seldom <br /> undertake that crucial thinking. One of the reasons is a tendency to focus on the <br /> minutiae of the process--budgets, goals and objectives, etc. --rather than the <br /> much harder questions of mission and strategy. As indicated in the diagram, the <br /> board's role in planning is to carry the process through the identification of <br /> strategy, and then hand the plan off to management for the development of <br /> detail. <br /> Another reason is the "paralysis of success," the lulling into complacency that <br /> • occurs when organizations are successful at their present mission. Success in the <br /> present leads organizations to search for ever-better ways to do whatever it is <br /> that they have done to be successful. This is planning at the management level, <br /> not at the governance level, and leads to organizations becoming increasingly <br /> good at things that are increasingly irrelevant. <br /> Because most board members a) come from some management background, and <br /> b)find the challenges of real governance very difficult, and because we have <br /> lots of nifty tools for improving performance (e.g. CQI), this sort of planning <br /> often "passes" for the governance-level planning that must orient the <br /> organization to its future rather than its present. <br /> A second reason why boards don't engage in the crucial thinking that is <br /> necessary is that they begin their strategic planning with the organization's <br /> mission, rather than its purpose. The diagram shows that the organization's <br /> purpose is a lens through which it looks to understand the realities of its <br /> community. But many organizations use the mission, rather than the purpose, as <br /> this lens--the questions they ask about changes in the needs and resources of the <br /> community they serve have to do not with the purpose of the organization, but <br /> with the activities that define the organization's present mission. <br />
The URL can be used to link to this page
Your browser does not support the video tag.