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Strategic Initiatives for Organizational Growth

Analyzing strengths, weaknesses, opportunities, and threats, and setting targets for growth across the organization. Exploring changes in accountability structures and convention strategies for effective operations as an international organization.

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Strategic Initiatives for Organizational Growth

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  1. A Five Year Strategy for our Organisation • ICM Output 2014

  2. Breakout Number One • What would you add / take away from the strengths and weaknesses we described?

  3. Strengths • Diversity • Culture of Volunteerism • Sharing of Best Practice • Multi Disciplinary Institute • Low Cost/good value HQ (+W) • Creditable Reputation • Network with Branches • Central Governance

  4. Weaknesses • Recognition Failure (?) • Too many opportunities : need to prioritise • No educational offerings in some branches • No advantage of CILT membership (perception) • No advantage in CILT membership upgrade (perception) • Thin HQ Support (Perception) • Funding Limitations • Web Support Limitations

  5. Opportunities • Variety of T & L Educational Offerings • Local Influences and marketing • Alignments/alliances with competition (?) • More skill opportunities • Retention/Improved control standards

  6. Threats • Too wide a focus (?) • Equality in Membership Processes • Attraction of other membership • Long Term Planning of necessary

  7. Breakout Number Two • What are your views on the split of accountabilities between COT / IMC & the Secretariat? • Are there any other organisational changes we should make to work effectively as an International organisation?

  8. Breakout Number Three • Should we set goals and targets for growth across all our organisation? • How do we best now build on the initiatives for YP’s and WiLAT?

  9. Targets • Membership growth Yes • Worlds most comprehensive L&T Training • Prof Standing / Status • - Government recognition • - Employer recognition • Employers looking for CILT membership • CILT support for members to give employer confidence • - Comprehensive CPD • - Credibility of profession

  10. Targets cont • WiLAT as an attraction in SA - Government Interest in Women • YP’s and WiLAT Except where

  11. Goals • Membership • Global presence • Finance • Sustainable operation • Awareness

  12. YPs & WiLAT • Local level support • Grass Roots awareness - schools • Best practice Sharing • Institutionalisation of programmes • Networking Platforms - Social media

  13. YPs & WiLATcont • Employ Opps “CILT member needed” • CILT fundraising for women and YP’s • YP’s and WiLAT Co-ordinator at centre

  14. Breakout Number Four • Do you agree with our Convention strategy? • How can we make this work effectively? • How can we all contribute?

  15. Convention Format • Must be run by CILT (not conference within conference) • Preparatory work- imperative • Must mix up • Journal?? →Communicate • More value out of the 4 days • How can all contribute? Limited engagement - Harness inherent skills • Present all country/regional reports and evaluate

  16. Convention Format cont • Publish attendees with contact details after permission • Report back to countries with outcome of convention • Declare objectives • Fellowship? • Learning? Best practices? • Expose potential new stakeholders • Theme? Agenda - more robust • Relate to 5 year plan

  17. Location • Accessibility – Flights/Visa eg Dubai Macau Africa Forum venue • Affordability • Combine with Exhibition + include book publishers • Capability of host country and willingness • Why host?

  18. Location cont • Contract out the organising - cost? - resourcing - Panel within CILT - Who would take the risk of losses?

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