Setting the course for the next half century.(IFA PRESIDENT AND CEO'S COLUMN)

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The author of the popular futurist book "Megatrends," John Naisbitt wrote, "Strategic planning is worthless--unless there is first a strategic vision." Keeping this proposition in mind is essential as the International Franchise Association's board of directors gathers this summer to define a strategic vision for the association, a key component of crafting a new, three-year strategic plan for IFA.

Strategic planning is always important, but our next plan may be more critical than ever. Franchising is dealing with the fallout from the most severe economic downturn since the Great Depression, and with it a stagnant credit market that is hampering the level of growth we have seen in the past decade. A new Congress and a new administration have a bold policy agenda that some say will put the government too much in the driver's seat of business and commerce. And, 2010 marks the 50th anniversary of IFA, so the timing is right to take stock of where we have been and where we want to go next.

As important as it is for any organization to develop a vision and a plan, the process by which they are developed may be even more important, especially for an association like IFA. An inclusive approach is imperative to ensure that the views of all stakeholders--franchisors, franchisees and suppliers--are considered and reflected in the vision, mission and priorities ultimately adopted to implement strategic priorities.

To accomplish this, IFA Chairwoman Dina Dwyer-Owens, CFE, in May appointed a strategic planning group that represents all segments of our membership and directed that group to review IFA's mission and vision and make recommendations to the board for a new strategic plan. The board reviewed the working group's initial draft at its meeting in June and final consideration is scheduled for September during the annual IFA Public Affairs Conference in Washington, D.C.

To inform this initiative, a survey of IFA members was conducted to determine member satisfaction and views on future priorities for the association. Coverage of the survey will appear in the August issue of the magazine.

The member survey showed that 90 percent of IFA members are "highly satisfied" or "satisfied" with their association. More than 95 percent "strongly agree" or "agree" with the current vision of IFA: "to be the preeminent voice and acknowledged leader for franchising worldwide." Some 99 percent "strongly agree" or "agree" with IFA's current mission to protect, enhance and promote franchising. When asked what the top priorities of the association should be, the strong consensus centered on three: government relations, education and conferences, and communications and information.

The high member satisfaction and strong support for the current vision and mission create a good starting point as the board tackles the challenge of looking into the future and setting the association and the industry on the path of continued growth and prosperity. The strong numbers don't mean that we've accomplished our mission. To the contrary, those numbers simply seem to support the current direction of the IFA to enhance association's presence in Washington, D.C. and step up efforts to promote the economic importance of franchising. The new strategic plan will build on the progress we've made in the past few years, and chart an aggressive and dynamic vision for the future that we can all embrace.

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