Strategic Planning Thrusts
IMPROVE INTERNAL STAFFING AND MANAGEMENT
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TACTIC
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ACTION
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TIMELINE
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Timely
and thorough employee training
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1. Evaluate and document job-specific training needs of each position. 2. Develop an employee-training plan for each position, based on first three years of hire. 3. Create annual, position-specific training budgets. Champion: Executive Director
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Q2
Q3 Q3 |
Maximize
staff retention
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1. Create and document an internal assessment of staff needs and concerns regarding their work duties. 2. Develop a duty/resource matrix that includes a documented back-up plan of all staff/volunteer functions. 3. Retain an independent volunteer evaluator to complete an external review of staff/functions. 4. Develop a staff retention plan based on the internal and external reviews. Champion: Executive Director
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Q3
Q3 Q1-Fiscal 08-09 Q2-Fiscal 08-09 |
Work
environment
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1.
Identify and create a plan that would address office environment
concerns in current facility and potential new facility.
Champion: Facilities Committee
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As determined by the facilities committee
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BOARD GROWTH AND DEVELOPMENT |
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TACTIC
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ACTION
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TIMELINE
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Board Growth-Board
of Choice |
1. Use completed board profiles to analyze board composition 2. Develop a survey instrument to be distributed to current and past nonprofit board members (Red Cross and the community at large) to determine why they serve on non-profit boards. Results will be compiled, compared, and contrasted. 3. Research, assess, and determine different categories of board members and participation levels. 4. Develop a board recruitment plan based on profile results and interviewing process. · Identify desirable characteristics that are underrepresented by the current board composition · Identify, and partner with, other nonprofits to target excellent board candidates · Target high profile board members that meet plan criteria · Increase size and levels of board membership. Champion: |
Q2 Q3 Q3 Q4 |
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Board Development |
1. Conduct a board self-assessment to determine educational needs of each board member 2. Implement ten-minute educational training segments at every board meeting based on the needs identified in the board assessment. 3. Conduct an annual board retreat for strategic planning and budgeting purposes 4. Create a board leadership succession plan for all board officers. 5. Identify and assess individual board member interest in chapter and beyond-the-chapter growth opportunities for board members 6. Develop an exit interview questionnaire for all board members leaving the board and conduct exit interviews prior to their departure. Champion: |
Q2 Q3 Q3 Q2 Q4 Q3 |
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ADEQUACY OF BUILDING LOCATION |
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TACTIC |
ACTION |
TIMELINE |
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Needs Assessment |
1. Appoint an adhoc facilities committee with needed expertise and vested interest to spearhead this project. 2. Develop a facility needs assessment plan using the real estate space questionnaire provided by the Real Estate Asset Optimization Office (REAOpt).
3. Develop financial feasibility analysis of Chapter staying with Blood Region vs. Chapter securing facility arrangements independent of the Blood Region. Champion: Charlotte Kemerer |
Q2 December 2007 Q2 December 2007 Q2 December 2007 |
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Meet with Board of
Directors |
Present results, options and recommendations from the Facility Needs Assessment Plan to the Board of Directors for approval to move forward with the process. Champion: Charlotte Kemerer |
Q3 |
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Develop Plan |
Develop required preliminary business plan that will include: objectives of the project, estimated financial impact, estimated operational impact, capital requirement, and potential risks for each scenarios: · Renew current lease and refit space design to maximize efficiency · Lease a new facility Purchase a new facility Champion: Charlotte Kemerer/Sam
Dickson |
Q3 |
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Investigate and
Present Options |
Investigate options and available rental /purchase space
Champion: Charlotte Kemerer/Facilities
Committee |
Q4 2007-Q12008 |
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REAOpt Process |
1. Engage architectural and/or other requisite expertise to construct the space planning documents. 2. Submit Business Plan and completed Real Estate Space Requirement Questionnaire to Service Area Executive and REAOpt office for review. 3. Conduct a site visit with ARC Transaction Manager assigned to the project to review plans. 4. Submit finalized business plan for review and approval. 5. Work with the National Office of General Counsel to finalize all legal documents. Plan Champion: Charlotte Kemerer & Facilities Committee |
Q1 2008 |
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TARGETED, ACTIVE VOLUNTEER BASE |
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TACTIC
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ACTION |
TIMELINE |
Strengthen the utilization of volunteers in the works of the chapter by better defining the volunteer needs of the chapter as well as the roles of staff and volunteers in each activity |
Disaster
1. Identify targeted chapter disaster
response capacity today and in
three years from now
2. Identify number and skill sets of volunteers
required to meet chapter’s response capacity today and in three years 3. Develop program to recruit, train, utilize,
and retain the volunteer base today and in three years Blood1. Identify the number of volunteers needed per community based on the number of blood drives held there each year. 2. Identify and list communities experiencing volunteer shortages 3. Utilize current disaster volunteers from the targeted communities to cross- train to work at blood drives and help recruit additional volunteers from their community. 4. Develop program to recruit, train, utilize, and retain volunteers in those communities. Focus on developing leadership day chairpersons in each targeted community. Health and Safety
1. Identify the number of volunteer instructors needed today and in three years from now to teach all community classes. Define each course that would be considered as a community course. 2. Develop a recruitment plan that would utilize current AP instructors, former teachers, etc. 3. Explore sharing volunteer instructors with surrounding chapters, each specializing in a different course that is not often taught. 4. Identify number of health and safety volunteers needed to do data entry, class scheduling, manikin set-up, and inventory and recruit accordingly. Service to Armed Forces
1. Identify the targeted number of volunteers needed to adequately respond on a 24- hour basis to military calls. 2. Eliminate inactive on-call volunteers that do not respond 3. Appoint an SAF Team Captain to handle back-up calls. 4. Develop a program to recruit new SAF workers and retain the 22 current workers 5. Explore
SAF partnership with CRC and SWPA. Youth 1. Define youth by age groups to better identify and define objectives of the youth group. 2. Identify
and define objectives for the youth group over a three-year period 3. Develop
and plan a yearly schedule of leadership activities for the youth group 4. Recruit
youth leadership volunteers from each school to lead identified activities |
Q3 |
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Assure all
volunteers receive a standardized, motivational orientation to the chapter
within one week of application or written interest. |
1. Develop a standardized PowerPoint orientation for each general orientation session. 2. Develop a PowerPoint program specific orientation that would be used once volunteer chooses a service to participate in. 3. Utilize other volunteers and staff at each presentation to motivate new volunteers. Champion: Champion: Volunteer Development
Director/Volunteer Liaison Committee |
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Effectively train disaster volunteers in their
primary, secondary, and tertiary disaster functions. |
1. Create a concise career path development template for all disaster services volunteers for the director to use to create individualized volunteer career path plans. 2. Develop an annual training schedule to meet needs of leadership volunteers, based on career path development and publish quarterly training schedules on chapter website. Champion: Volunteer Development
Director/Volunteer Liaison Committee |
Q1 Fiscal 2007-2008 |
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Measure volunteer
satisfaction annually and make necessary changes to overall volunteer program
as needed. |
1. Utilize the Volunteer Liaison Committee to develop a plan to evaluate volunteer satisfaction levels 2. Create a direct line of communication between the Volunteer Liaison Committee and the Executive Committee. Champion: Volunteer Development
Director/Volunteer Liaison Committee |
Q4 Fiscal 2008 |
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FINANCIAL SUSTAINABILITY THROUGH NEW AND
INCREASED FUNDING |
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TACTIC |
ACTION |
TIMELINE |
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BOARD CAMPAIGN |
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Year 1 Goal: $15,000 Year 2 Goal: $20,000 Year 3 Goal: $22,000 |
· Increase board size from 16 to 24 members over a three- year period. Increase by 2-3 members per year. · Focus on recruiting corporate board members from targeted geographic areas of the jurisdiction · Increase Friends of the Board participation to ensure 100% of Board members sending letters every year. Champions:
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6-30-10 On-going 12-31-08 |
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MAJOR DONORS |
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Year 1 Goal: $ 47,000 Year 2 Goal: $52,600 Year 3 Goal:
$61,000Focus on Donor-Centered
Activities |
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Thank you phone calls made to direct mail
donors giving $50.00 or more within 48 hours of receiving donation. Donor
comments and donor information added to the database weekly ·
Add 50 current donor phone numbers to database
each week ·
Visit with 4 individual donors per month ·
Target 20 individual major donors to get 2
gifts of $5,000 each ·
Chapter and legacy newsletter mailers sent out
quarterly to all current donors giving $500 or more annually ·
Annual report sent to all donors giving $500 or
more annually · Donor recognition (Clara Barton Society) at annual dinner and in annual report ·
Host a donor breakfast in year 3 ·
Target “affluent” areas where we have no or
little representation; intensive demographic research Champions: Erin DeCaro |
Weekly Weekly 6-30-09 6-30-09 6-30-08, on-going 11-30-08 11-30-09 11-30-10 10-30-08 3-10 On-going |
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Corporate- Good
Company |
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Establish Membership levels · Develop Corporate Packs: Event Sponsorship, Classes & Equipment, Blood Drives · 8 corporate visits per month Year 1: · Target 6 Corporations in year to get one $10,000 gift · Target 6 corporations to get one $5,000 gift · Target 9 corporations to get two $2,500 gifts · Press release, links to web site, newsletter advertisements, product usage & placement at events Champion: Erin DeCaro/ |
4-08 4-08 Monthly 6-30-09 |
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Planned Giving
Program |
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Develop Structure
of Planned Giving Program |
· 4 meetings per month with either potential planned giving donors or with professionals involved in planned giving to create awareness of Red Cross programs · Establish Planned Giving Committee & Chair identified. Will meet quarterly · Host Planned Giving Presentations semi-annually · Communicate planned giving opportunities in all of our mailings and printed materials Champions: |
6-30-09/monthly 12-30-08/quarterly 10-30-08/semi-annually 7-1-08/on-going |
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United Way |
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Year I Goal: $116,075 Year II Goal: $116,075 Year III Goal: $116,075 |
· Leverage relationships with corporate donors who give through UW in an effort to increase designations. Meet with 20 of the largest UW corporate-giving companies. · Increase number of presentations during UW campaign time Champions: Donna Pacella/
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6-30-10 9-08, annually |
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Grants & Foundations |
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Year I Goal:
$20,500 Year II Goal:
$21,115 Year III Goal:
$21,748 |
· Year 1: Target: Robertshaw ($3000), Community Foundation ($7000), Hollingsworth ($6000) Dominion Peoples ($1500) Gbg. Rotary ($1000) Omnova ($500), Millstein ($500), Walmart ($500), State Farm ($500) · Year 2: Target all foundations from year 1 plus $750 from CNB; resubmit State Farm Youth Grant · Year 3: Target all foundations from Year 1 and 2 plus submit grant requests to Baltimore Life ($500) and Murrysville Rotary ($1000) · Form partnerships with local schools, other nonprofits & hospitals to collaborate on grant funding opportunities outside of our jurisdiction Champion: Donna Pacelal/Bill
Malloy
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06-30-09 06-30-10 06-30-11 6-30-10 |
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Direct Mail |
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Year I Goal:
$32,000 Year II Goal:
$32,000 Year III Goal:
$33,000 |
· Conduct 12 mail campaigns, 3 of which will be conducted from purchased mailing lists and targeted to prospective donors. · Thank you letter signed by board chairman and sent to all donors within 48 hours of donation. · Personal thank you card and note sent from Executive Director within 48 hours of donation to donors giving $50.00 or more. Personal thank you to all donors during the Christmas campaign. · Continual weekly input of all HS participants, disaster recipients, blood donors, and all Red Cross patrons into Donor Perfect · Conduct a direct mail analysis on an annual basis, review and share results with Board. ·
Initiate a donor campaign in the Champions: Donna Pacella, Julie Smith |
Monthly Weekly Weekly 06-30-09/ongoing Annually 6-30-08 3-30-09 |
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Special Events |
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Year I Goal:
$70,800 Year II Goal:
$72,924 Year III Goal:
$75,112 |
Maintain all current special events in year one: BFDR ($40,000), Golf Classic ($22,800) Geraniums ($6,000) Turkey Trot ($2000) Year 2 and 3: Minimal 3% increase of special event revenue. Focus efforts on Golf and Bowling. Drop Geranium Sale in Year 3, as major gift focus and major gift revenue increases. Champions: Erin DeCaro/Dave Kolk |
06-30-09 06-30-10 06-30-11 |
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MARKETING
STRATEGIC THRUST |
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TACTIC
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ACTION |
TIMELINE |
Increase Health and
Safety gross revenues from $86,000 to $100,000 by June 30, 2008 (14% increase
from prior year)
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Increase sales from HS products from $25,000 to
$29,000 by: · Generating an average of $20 in sales of mission related products to every community class (78 classes) to reach goal of $1,560. We will have specific products for sale; they will be prominently displayed in the training room with prices; instructors will actively promote purchase by students at classes; we can also sell items to our current AP & FS customers through bi-weekly e-sheets · Sell 4 additional Zoll AED units to selected markets @$600 commission per unit ($2,440). This will be supported by the email, fax blitz, and marketing programs for Community and Full Service programs for CPR classes Champion: HS Director |
Q4 Q4 |