By Robert W. Browning
ABC’s of Strategic Planning for HOA’s
Strategic Planning. Now that’s a topic to cure insomnia. When I was first asked to write on this topic, I thought, maybe I should write about watching paint dry? Tat’s more excit- ing than suffering through a strategic plan- ning process. And I have been through a few, both for firms where I have worked, as well as a volunteer for CAI on both a national and local level. Strategic planning does not have to be dry, or boring, or tedious. If done right, it is downright exciting!
Robert Browning, PCAM, RS, is a twice-past president of the CAI CA North Chap- ter, served on CAI’s Board of Trustees, President of the Foundation for Community Association Research and Chair of the California Legis- lative Action Committee. He is also president of Browning Reserve Group which pro- vides approximately 1,000 reserve studies per year in the US & Mexico.
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How do I know it can be exciting? Personal experience. In the early 2000’s, I served six years on CAI’s National Board of Trustees. Te board went through a multi-year process using a professional facilitator who helped the board chart the course to where CAI is today. A thriving, growing, and dynamic organiza- tion spreading throughout the world.
CAI, through strategic planning accom- plished the following:
Created a new governance structure for the board using the Carver Policy Gov- ernance Model
Created a new membership structure inducing relationships between CAI and CAI’s members as people, rather than HOA’s
Re-branded the look and feel of all media within CAI
Invested in new technology and data- base to serve the members better
Tis article is not about CAI’s strategic planning process. But this example is being used to show how an ambitious plan can become a reality when good planning in- tersects with dedicated volunteers and staff for a common goal.
Does your association need a strategic plan? Try envisioning how you would like to see your association in five years. What do you see? Physical upgrades? Updating elements of governance? Build a new clubhouse? Get the reserve fund to a higher level? Build a sense of commu- nity while reducing apathy? Te list goes on and on. So where to start?
Plan to plan. Tis first step is easy. Now this may seem trivial, but many planning efforts have failed to get off the ground simply for starting the process without a clear path forward. “Plan to plan” means who, what, where, when, how, who brings the donuts, and most importantly, a timeline.
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