<p> AFFILIATE PLAN BUILDER For use throughout the Affiliate Leadership Meeting and later with your affiliate board.</p><p>Note that many ideas contained in this Affiliate Plan Builder are derived from The Will to Govern Well: Knowledge, Trust & Nimbleness by Glenn H. Tecker, Jean S. Frankel, and Paul D. Meyer, CAE, (Washington, DC: ASAE, 2002), and from ideas and handouts of the 2005 ASAE Symposium for Chief Staff and Chief Elected Officers, prepared by Tecker Consultants (427 River View Executive Park, Trenton, NJ 08611; 690-396-7930; www.tecker.com )</p><p> This form lays out a knowledge-based process for deciding what your affiliate will do.  When used by your board, this process promotes ongoing strategic thinking and sound strategy development.  This process is what our agenda refers to as “strategic governance.”  Strategic governance is a way to ensure organizational survival and not a way to just do the chores.</p><p>STARTING WITH OUR GOALS FOR THIS MEETING TO BUILD A PLAN Choose one of your goals for this meeting and list it here:</p><p>Why did you choose this goal?</p><p>Why again?</p><p>Why again?</p><p>Frame your goal as something you’d like your affiliate to accomplish. ANALYSIS  This is the process of discovering what you know and what you need to know.  According to Tecker (see reference note on page 1), “In a knowledge based organization, who makes the decision is far less important than the quality of information and insight on which the decision is made.”  For this part of the process anyone with the requisite expertise can gather and prepare the answers to the four questions.  Research and analyze the issue during the meeting and after using the four questions below. Use your and others’ expertise (knowledge, ideas, beliefs, and predictions).  Remember that facts don’t speak for themselves.  As you discover information, ask yourself, “Of what is this an instance?” (from Cathy Rudder, George Mason University, Virginia, NCTE Executive Board Consultant, 8/4/05) </p><p>Question 1: What do we know, believe, or predict about affiliate members’ needs, wants, and preferences relative to the proposed goal?</p><p>Question 2: What do we know, believe, or predict about current realities in our profession and political, business, and demographic trends relevant to the proposed goal?</p><p>2 Question 3: What do we know, believe, or predict about the capacity and strategic position of our affiliate that is relevant to the proposed goal?</p><p>Question 4: What are the ethical implications of our choices?</p><p>3 VETTING POSSIBLE DECISIONS This part of the process ultimately has to be done by the board—it requires their involvement and support as well as the resulting motions to put decisions into action.</p><p>Stage One: Based on your analysis of the goal, brainstorm all possible decisions—let no idea, good or bad, go unrecorded!</p><p>4 Stage Two: Organize the list of possible decisions by grouping those that go together, noting those that exclude others, and crossing out those that won’t work for your affiliate at all.</p><p>Stage Three: Discuss the list and select those decision options that you want to go forward. Assign an individual or a group to craft a motion for the board.</p><p>WHO WHY </p><p>5 SELECT STRATEGIES Now the issue is ready to become policy.</p><p>Step One: The motion crafter(s) bring forward a motion to the board. The motion(s) should describe a strategy (an end goal).</p><p>Step Two: The board discusses the motion in light of the research completed during the analysis stage and the results from the vetting stage. The motion is accepted as is, amended and accepted, or rejected.</p><p>Step Three: Once a motion is accepted, the board then needs to develop an action plan to enact the strategy. The action plan needs the following information:</p><p>Strategy Action To Be Taken By When Where At What W Cost? h o m</p><p>6 7</p>