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Planning Cycle
The strategic plan task force constructed a plan-
ning cycle for the board, president, president-elect,
President-Elect Perspective
and executive director that defines for each quarter
of the year and associated board meeting how the
strategic plan should affect activities. For example,
in the first quarter of one’s president-elect year, the
Using SP and current AOP, March–June: With ED, develop
plan is used to motivate presidential initiatives to
develop ideas for AOP AOP proposed for next year;
be discussed at the March board meeting. The June
for presidential year; coordinate with budget
preliminary discussion
March June
committee regarding
board meeting is focused on the effects on the bud-
with board in March
get for the following year. The planning process
BoD BoD
effect on budget
from the president-elect’s perspective is shown on
Meeting Meeting the previous page—this diagram was part of task
force chair Robert Rodriguez’s presentation to the
Nov/Dec August
board in November of 2007.
BoD BoD
ASA sections, chapters, and committees have
Finalize next year’s
begun to view their objectives and work through the
Meeting Meeting
Continue to monitor
AOP based on status progress on current
lens of the strategic plan. For example, as reported in
of current AOP AOP, checking for
the November 2008 issue of the Amstat News (http://
effect on proposed AOP
content.yudu.com/Azrxt/yudunov08/resources/10.
htm), the Section on Statistical Education conducted
a strategic planning session at JSM 2008. This activ-
ity was funded by an ASA member initiative grant.
The purpose of the planning was to produce a mis-
AOP Annual Operating Plan sion statement and strategic objectives for the sec-
tion. The section strove to place their strategy in the
ED Executive Director
context of the larger ASA strategic plan. I encourage
SP Strategic Pla n
you to think about how you and your ASA activities
relate to the strategic plan.
Now that we have the strategic plan and it is
being integrated into our work, we need to evalu-
statistical analysis.” The objective of the dimension
ate how well we are doing in meeting the plan. Ron
is then described (e.g., for visibility: “Promote the
Wasserstein, the ASA’s executive director, links all
need for sound statistical practice to inform deci-
board topics to the strategic plan, producing a table
sionmaking in public policy and science policy.”)
that shows how each agenda item placed before the
Then, several example strategies are given. In this
board ties into the plan. He divides the items into
way, the plan is particularly relevant, concise, and
those requiring action, those that are to be discussed
actionable—qualities that are much valued by
without a particular action needed, and those that are
those of us who are perhaps somewhat jaded by
for information only. Board members can track the
past strategic plans and processes from our non-
progress of strategic plan dimensions via these tables
ASA walks of life.
at each board meeting. In addition, the board has
As mentioned in my January column, I am
recently created a committee to review progress on
the first ASA president with the advantage of this
the strategic plan and to make recommendations for
new strategic plan. I synthesized my election plat-
modifications. This committee also will recommend
form objectives with the strategic plan dimensions
launching a new strategic plan as appropriate.
to identify presidential initiatives. I have formed
The planning is done, and now the work begins.
workgroups focusing on financial status, meetings,
I will update you on the strategic plan and other
and organizational efficiency. I also will focus on
issues over the course of 2009, and I welcome your
visibility and impact in policymaking, a dimension
ideas and suggestions at any time. Thank you. ■
on which much progress has been made by many
across the association in recent years.
4 AMSTAT NEWS FEBRUARY 2009
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