The Chapter Plan of Action

Guide
The Chapter Plan of Action

Planning is a prerequisite to accomplishing goals. Following a Plan of Action consists of assessing now what should be done in the future to effectively fulfill the aims and needs of the members, the chapter and the community.

COMPONENTS

A Plan of Action is not a schedule of events, which only specifies the activity and when it is to take place. A Plan of Action must answer the following questions:

1. Why does the organization exist? – The Mission or Purpose.

The mission of an organization is the reason for its existence, the definition of its purpose. Each chapter is unique and will have its own mission, but it must be closely related to the mission of JCI:

"To contribute to the advancement of the global community by providing the opportunity for young people to develop the leadership skills, social responsibility, entrepreneurship and fellowship necessary to create positive change."

2. Where will the organization concentrate its efforts? – The Key Result Are as.

The mission should now be divided into Key Result Areas, which will determine where the organization and the officers should invest most of the time, talents, energy, and money.

The Key Result Areas are the areas where primary attention needs to be focused and where results, not activities are significant.

3. What do we want to do? – The Objectives.

Objectives form the basis for determining what activities should be performed. Objectives also help to establish criteria for evaluating how well the activities are being conducted.

An objective is a statement of a result to be achieved and must start with the word "to," followed by an action verb. It must be clear, achievable, and measurable.

4. Who will be responsible for it? – The officer or person Responsible.

Each objective must clearly indicate who will be responsible for the coordination of the action and the accomplishment as well as the development of strategies and the assignment of new responsibilities to each strategy.

5. When should it start and be completed? – The Deadlines.

The objective must also state dates to begin and end or a time period within which the result is to be accomplished.

6. How much is it going to cost? – The Budget.

The objective must stipulate the maximum investment the chapter is willing to authorize.

7. How do we want it to be done? – The Strategies.

The objective is now divided into smaller strategies, which are general actions to be taken to accomplish the objective. The objective must also indicate the person responsible, the deadline, and the cost.

8. How each strategy should be completed? – The Action Steps.

The one responsible for each strategy must now decide how the strategy will be carried out. Action Steps are the small tasks that must be taken to accomplish the strategy.

After the above process is completed, the actions should be spread over the yearly calendar.

STEPS

The following steps should be taken during the development of the chapter's Plan of Action:

1. Draft of the Plan of Action is made.

The President and the Secretary have the responsibility to prepare a draft of the Plan of Action for the next year.

2. The Board of Directors amends draft.

The draft is discussed by the Board of Directors and amended if necessary.

3. Final Proposal goes to General Assembly.

The proposal is submitted to the general membership and amended if necessary at the annual General Assembly.

4. New Board incorporates the changes approved by General Assembly.

The final Plan of Action is now printed and distributed to all members.

5. Board members prepare their plans.

Each officer of the new Board prepares a Plan of Action after being given his or her assignments and responsibilities for various objectives.

6. Individual plans are approved.

Each officer's Plan of Action is approved by the Board of Directors during the first month in office.

The cost and deadlines can now be set for all activities.

7. Yearly Schedule of Events is designed.

The Secretary can now spread the activities over a yearly calendar and send it to all members with the deadlines and assignments.


8. Supervisors follow up on their teams' duties.

Now is the time for action, and the immediate supervisors of each officer should follow up with their team members to make sure that everything is going according to plan and schedule.

9. Evaluation and recommendations for the next year are made.

The President and supervisors should evaluate the progress every month and make recommendations on actions or objectives to be included in the next year's Plan of Action.

10. Draft of next year's Plan of Action is made.

Go back to the first step. By properly using the evaluation and recommendations, it is easy to draft next year's Plan of Action.

SUMMARY

A clear and achievable Plan of Action is both a guide to direct the efforts of officers and members but is also a tool that helps communicate the directions and purposes the group is aiming for.

It is important to understand that a Plan of Action is not cast in stone once it is printed. It's prudent to review your plans monthly and update them quarterly... or whenever circumstances in the chapter change significantly.