Strategic Plan

WESTOP Looks to the Future

WESTOP's 2002-2006 Strategic Plan

2003-2004 Update

Strategic Planning Committee
WESTOP Board of Directors
2003-04 Board Year

Introduction

As chair of the 2003-04 Strategic Planning Committee, I would like to begin the engagement process of our committee. As we begin to enter the final months of the 2003-04 board year, it is imperative that we begin now to formulate the future of WESTOP's Strategic Plan (2003-2007). For reference, I have attached a copy of the latest 2002-06 Strategic Plan and the August Strategic Plan Report including current recommendations and identifying responsible persons. WESTOP's Strategic Plan is also located in our website within Resources.

As presidents of your respective chapters, your involvement in this endeavor is important and vital. The first step is designed to encourage your active participation and feedback. Please read this document and add, delete, reword or rephrase as you see appropriate. Please note that our work will contribute to the development of our committee's final report, which will include our recommendations to the Strategic Plan. This exercise does not negate our task to continue to respond to the recommendations made to us from the prior year's committee.

The continued Strategic Plan will be predicated on the following: (Note: this is not all-inclusive and awaits your building comments-suggestions-recommendations)

· WESTOP continues to grow in membership with higher percentages of younger TRiO/WESTOP members

· WESTOP, the largest geographical TRiO region, is rich in diversity and, therefore, WESTOP must continue to find productive ways to embrace this DIVERSITY

· WESTOP's diverse population beckons INCLUSION of all our members

· WESTOP must continue to re-define itself regarding-

1) PROFESSIONAL and PROJECT DEVELOPMENT
2) LEGISLATIVE and STUDENT ADVOCACY
3) REGIONAL ISSUES and
4) it's RELATIONSHIP with the COUNCIL FOR OPPORTUNITY IN EDUCATION

· WESTOP must develop a vision and plan that is PROACTIVE rather than reactive.

A Changing Climate

With a new era of accountability upon us, WESTOP must plan to prepare with respect to four major challenges 1) the management of our membership growth and the means to "educate" our newer, less experienced members 2) enhance the programmatic quality and management of our projects in response to Federal Site Visits and Audits 3) expand our resource base beyond the government and/or COE boundaries and 4) continue toward the development of our own research to support success and to promote the visibility (through publications and other means) of our successful graduates.

Roles

As members of the Strategic Planning Committee, especially as Chapter Presidents, you are expected to engage your chapter membership is this engagement process. It is, therefore, extremely important that your chapter meetings include discussion of the current Strategic Plan and that you provide opportunity for the members to make recommendations for future consideration. Since I will be unable to participate in chapter PDS's, you are also expected to, at your chapter Professional Development Seminars (PDS) to include workshops/seminars (with you as it's facilitator) for your membership. Obviously, it is extremely important that you are completely familiar with 1) the Strategic Plan 2) the recommendations made to our committee and 3) the process and procedure (timeline) toward the development of our recommendations to the Strategic Plan.

Strategic Planning Timeline

Phase 1: September-October 31, 2003

· Review current Strategic Plan (SP)
· Review SP recommendations of 2002-03 Strategic Planning Committee (attachment)
· Referencing this document, review, identify and
provide comments, recommendations, etc.

Phase 2: November 1-14, 2003

· Submit and compile feedback from committee members

Phase 3: November 14-January 30, 2004

· Submit feedback to committee for final review & discussion

Phase 4: February-March 5, 2004

· Finalize End-of-Year Report; submit to WESTOP President

Phase 5: April (2004 WESTOP Conference)

· Report at Meeting of the Members session
I want to encourage you to solicit your member's thoughts and opinions because we know that the combined wisdom of all our members is what will determine WESTOP's future Strategic Plan. It is, after all, their Strategic Plan.

Response to Current Recommendations

At the August board meeting in Hollywood, various groups were identified to respond to each of the six recommendations. Please review this report (attached for your convenience). As Chapter Presidents, you have been identified to respond to recommendations 1, 2, and 5. It is clear that your chapter members must have opportunity to engage in the discussions surrounding each recommendation. As chapter presidents, it will be your responsibility to provide opportunities for membership discussion. As committee chair, I will expect each chapter to be responsive to the recommendations. I will be asking each of you to provide (prior to the next board meeting in October) a plan by which you will 1) address responses to the future Strategic Plan and 2) your plan to address the current recommendations.

Thank you all in advance. I hope this clarifies your role, tasks and timelines toward the development of our end-of-year report and our responses to the current recommendations.

Please call or write if you have any questions.

Irvin L. Coin, Chair, Strategic Planning Committee

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WESTOP is a regional network of members who promote access to educational opportunities on behalf of low-income, first-generation individuals and persons with disabilities by providing activities that will advance educational equity.

GOAL1: Develop and manage effective and timely responses to legislative priorities including re-authorization of the Higher Education Act

a. Establish yearly objectives and regional strategies to effectively respond to threats and opportunities presented by pending legislation
b. Present issues to COE Board and legislators
c. Distribute position papers to the Council, U.S. Department of Education, and appropriate legislators
d. Conduct letter writing campaigns to include chapters, institutions, other equity organizations, businesses, parents, and students
e. Conduct follow-up activities with legislators

GOAL 2: Enhance professional development and enrichment for members

a. Plan and implement mentoring programs for new members and new programs
b. Establish methods to insure appropriate professional development offerings
c. Provide professional development opportunities in addition to the Annual Conference and Chapter events
d. Evaluate effectiveness of professional development offerings and modify as needed
e. Develop and submit a Training Grant proposal for federal funding

GOAL 3: Facilitate and disseminate research that will enhance members' programs and the Association's effectiveness

a. Conduct research to identify crucial issues facing the Association and various constituencies
b. Conduct and evaluate research that would identify needed training programs
c. Conduct and disseminate research that will examine the effectiveness of programs
d. Establish incentives for WESTOP members and future leaders to conduct and publish research
e. Create publications and forums for the dissemination of research
f. Encourage individual programs to conduct and publicize research
GOAL 4: Strengthen WESTOP's communications and advocacy capacities among its members, other educational equity organizations and governmental entities

a. Create standard procedures for disseminating information within the Chapters and the Association
b. Establish and maintain collaborative linkages and alliances with other educational equity organizations
c. Develop strategies to coordinate with other equity organizations to maximize student benefit
d. Incorporate new communication technologies into Association business and activities
e. Implement structures within the Chapters that will empower members to influence state policy and legislation
f. Continue to support the legislative advocacy efforts of the Council for Opportunity in Education at the national level

GOAL 5: Insure the development and perpetuation of leadership skills within the membership

a. Require leadership development opportunities be offered at every WESTOP Annual Conference and Chapter Professional Development event
b. Regularly assess the leadership needs of members and the Association
c. Establish a leadership training and mentoring program
d. Educate the membership about the history of WESTOP and TRIO, the current political climate, legislative issues, and means of involvement

GOAL 6: Develop and implement new policies and procedures that will ensure the Association's fiscal security, accountability and continuity of operations

a. Evaluate regularly the effectiveness of the Association and its Board of Directors in meeting its goals, objectives and fiscal obligations
b. Establish procedures for internal and external fiscal evaluation
c. Create standard procedures for archiving the Association's records, legal documents and history
d. Standardize committee structures and policies to enhance continuity
e. Insure the annual renewal of the Association's General Liability, Indemnification, and Bonding insurance policies
f. Create and maintain a comprehensive policies and procedures manual for Board operations to include fiscal, committee, Chapter, Annual Conference and other operational guidelines
g. Annually plan and implement a comprehensive Board of Director's orientation
h. Annually review fiscal and operating policies for revision
i. Annually review the Strategic Plan for content and effectiveness

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