Wisconsin Judicare Strategic Planning Initiatives
Strategic Planning Objectives:
The following are general objectives for Judicare’s planning process:
The process of strategic planning has been ever-present at Judicare. From early Planning Workshops and Retreats in 1996, through Private Attorney Involvement Plans, to 2003’s Fiscal Year Short-Term Action Plan, Wisconsin Judicare’s staff and Board of Directors recognize the importance of the planning process. In June 2004, the Judicare Board had a renewed vigor to undertake a more comprehensive plan development. Staff attorneys at Judicare, with past strategic planning and non-profit organizational effectiveness training, presented the Board with the above objectives. A comprehensive guidebook and sample strategic plans were also distributed at this meeting. The purpose of objective one, reviewing the basics of planning, was to get the entire Board moving in the same direction—starting with the same knowledge base. Members were taught to look at planning as a strategic analysis, as setting strategic direction, and as action planning. They were provided with recommendations for engaging a consultant or facilitator to keep planning on schedule and running smoothly.
The Board also received a guide on who should be involved in the planning (it is the responsibility of the chief executive and Board chair to organize the planning group and drive development and implementation of the plan), a step-by-step planning process and design of how meetings should be scheduled and organized (meetings are to be more frequent to keep momentum and well managed to keep focus), and three models to follow when planning (basic, organic and issue based models). Most importantly, the Board was presented with materials on the urgency and benefits of strategic planning: the need to have an organization keep focus, to bridge staff and Board members, and to communicate organizational goals to constituents. The real importance of strategic planning is the actual process, not the final plan document.
The review of planning basics was well received by the Board of Directors, and there was agreement on the importance of undertaking a more comprehensive planning process in the near future. To follow this stage, was the drafting of a sample timeline. This timeline is one to be used as a guide, with the understanding that as funding changes and deadlines are amended, the plan timeline itself will adjust. The timeline, like the strategic plan itself, is a dynamic document—one that changes as objectives are reached or as priorities change. The following is a rough estimate of what a board-drafted strategic planning timeline should look like. A Board retreat was held on October 22, 2004. Much progress was made as Board members discussed goals, strategies and objectives. A second retreat is scheduled for December 17, 2004. At this half-day retreat, Board members and Judicare staff will come together to discuss Judicare’s future, focusing on a vision statement.
RETREATS
Staff Attorneys organized two full retreat sessions for the Wisconsin Judicare, Inc. Attorneys, Staff, Wisconsin Judicare Board of Directors, and Relevant Stakeholders. Below are multi-media representations of the Agendas for those days, as well as any "Year in Review" summaries of our Planning Process:
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Wisconsin Judicare, Inc. provides the information on this Web site as a public service to low-income persons in northern Wisconsin, our participating attorneys, card issuers, and other Internet users. While the information on this site is about legal issues, it is not legal advice. Laws vary from state to state and even federal laws may be applied differently in different states. Moreover, due to the rapidly changing nature of the law and our reliance upon information provided by outside sources, Wisconsin Judicare makes no warranty or guarantee concerning the accuracy or reliability of the content at this site or at other sites to which judicare.org links.
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Site Last Updated: April 13, 2008
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