Page 6 - Association of ADFAS, Strategic Plan 2020-2026, Book Format, Version 2.05b (PFarr, 23Oct2020)_Classical

Association of ADFAS Strategic Plan 2020-2026: ‘Embracing the Arts, enriching Australia’

2.2 Purpose of this Strategic Plan 3 KEY PLANNING TERMS DEFINED

The previous ADFAS Strategic Plan produced in 2005 was titled ‘ADFAS –
Towards 2010’ – refer Section 2.1. Thus, there has been a ten-year gap 3.1.1 Business Metric
without having an up-to-date Strategic Plan. • A Business Metric is a quantifiable measure that is used to track and
assess the status of a specific business process. Business metrics
2.2.1 The Need for this Plan Now should address key areas such as brand awareness, patronage
(membership + guests), customer satisfaction, profitability, etc.
Given the passage of a decade since 2010, and with ADFAS having reached
th
its 30 Anniversary in 2019, plus the massive disruption caused by the
COVID-19 pandemic from early 2020, this new Strategic Plan is essential from 3.1.2 Strategy
many points of view, including good Corporate Governance. Strategy is the process of refining the organisational purpose, selecting
the organisation’s goals and developing ways to achieve them.

“This Strategic Plan is new ground for ADFAS as we enter the
next stage of development. Having been involved in the initial ▪ Strategy is about defining the direction(s) the organisation wants to take
stage of planning in Jan. 2020, I understand it having many and allocating the resources and managing the risks to get the
complexities, but at the same time the need for the Plan to be organisation to where it wants to be.
simple so it can be greased easily by al involved “ ▪ Strategic planning involves looking at the organisation as a complete
entity and is concerned with its long-term development. This involves
- Peter Windeyer, former National Secretary, March 2020 looking at what the organisation was set up to do, where the organisation
is now, determining where you want to get to, and mapping how to get
2.2.2 What to Watch For there.
The first key consideration always is “what is missing?” Hopefully, the many 3.1.3 Strategic Plan
bright stakeholders in ADFAS will be able to pinpoint any vital gaps or areas
lacking clarity. ▪ The Strategic Plan helps manage the steps to get there. The Strategic
Plan needs to be reviewed as circumstances change; hence anticipate
Another key issue is that this one document can only really be the Strategy and adapt to challenges and changes in the internal and external
Plan for the Association, since the Societies are 38 individual legally environments. It should demonstrate that there is effective control and
incorporated bodies. Herein lies the rub in that the Societies need the parent management of the organisation by including a governance section with
Association but the latter does not control them. It can guide and assist but examples of controls.
not dictate in a legal sense.
3.1.4 Strategic Aims
Unity is strength and the Societies need to comprehend and buy into the 2020-
2026 Strategic Plan and do their level best to implement the many parts ▪ Strategic aims are broad statements of what the organisation hopes to
relating to them. achieve in the current/next planning timeframe.
▪ The objectives must relate to the strategic aims.
However, if we take a key challenge of growing the number of Societies, that
would be unlikely to happen if just left to the existing Societies since it’s 3.1.5 Objectives
probably not in their interests to put resources into trying to get a new body up
and running in their demographic vicinity. Hence, the need for combined effort. The objectives will guide ADFAS on:
▪ What will change or be achieved? What impact do you want to make?

Association of ADFAS, Strategic Plan 2020-2026, Version 2.05 (PFarr, 23Oct2020) 5