There’s been quite a focus on “change” for SNA and the school nutrition profession over the last several months.SNA President Helen Phillips has asked members to “Stand up for Change,” using this declaration as the theme for her year’s plan of work. Last month, this magazine debuted a digital edition that you can read online. And, as of press time, we are still waiting to know what changes are in store with the release of the new meal pattern regulations. Of course, there have been many other changes, both in your own schools and districts, as well as behind the scenes of your national association and its state affiliates. In times of rapid and ongoing change, organizations can struggle to continually adjust to fight this particular fire or seize that specific opportunity.That’s why it’s so important to stop and take a breath—and do some strategic planning. A three-tofive-year strategic plan provides a framework for an organization’s leadership to act thoughtfully, productively and efficiently in its work on a weekly, monthly and long-term basis. Your leadership and management teams at SNA understand this. That’s why a special Strategic Planning Committee, composed of the SNA Board of Directors, appointed at-large members and the headquarters senior staff, came together in mid-December for a three-day meeting to lay a strategic foundation for the Association’s future. It would be easy to go into such a meeting armed with little more than an array of individual passionate and well-meaning visions and agendas. Instead, SNA compiled recent member satisfaction research and conducted a new survey to complement the existing findings. The rich data that resulted was most informative in helping the Committee to establish the top priorities among the opportunities and challenges that were identified. For example, members told SNA that the negative perceptions of school nutrition and the inadequate sources of revenue or government funding for programs were the most critical issues facing the profession. In addition, they ranked the importance of SNA training activities, frequency of visiting SNA’s website, reasons for earning the SNS credential, barriers to using online training and much more.Such feedback helps the organization identify the biggest gaps between member expectations and performance—but those gaps also translate to the greatest opportunities for the future. At press time, the official strategic plan was still being finalized prior to being formally presented. I can tell you that, in the coming months, you’ll be hearing more specifics about the five “strategic pillars” of the plan—Education and Professional Development, Public Image, Advocacy, Community and Membership—as well as new mission, vision and values statements. Let me take this opportunity, however, to thank all the participants of the Strategic Planning Committee for their thoughtful reflections and collaborative spirit— their work is another great example of how SNA’s leadership continues to drive this organization in the right direction.
Published by School Nutrition Association. View All Articles.
This page can be found at http://mydigimag.rrd.com/article/First+Word/963310/98952/article.html.