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Welcome! YP Leadership Workshop 1/21/12.

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Presentation on theme: "Welcome! YP Leadership Workshop 1/21/12."— Presentation transcript:

1 Welcome! YP Leadership Workshop 1/21/12

2 Strategic Planning Keshia Johnson Matt Sinclair Evan Ishida

3 What is Strategic Planning? Importance of a Vision and Mission
Agenda What is Strategic Planning? Importance of a Vision and Mission Evaluating Internal and External Factors Setting Goals-SMART-Keshia Action Planning Exercise: Breakout Discussion –Executing an Action Plan Wrap Up Discussion

4 Self Assessment Before we start, let’s assess the audience’s knowledge of strategic planning: Can you define strategic planning? Do you know what questions strategic planning can help answer?

5 Definition of Strategic Planning
The activity an organization undertakes to define its strategic direction and align the organization behind the strategy Results in a well-defined strategy for the organization to pursue Strategic Planning Process: The foundational process that enables an organization to dynamically adjust its strategy based on changing conditions and performance to achieve targeted results Results in the organization more effectively implementing its strategy and managing performance as conditions change

6 Despite the importance of strategic planning, many industry leading organizations do not “plan” well
65 percent of typical organizations do not link their strategic priorities to their budget, virtually ensuring that key strategic initiatives do not get funded and resources may not be supplied to deliver on the strategic plan - Harvard Business School 95 percent of employees in most organizations do not understand their [own] strategy - Harvard Business School More than two thirds of companies admit that their planning accuracy has diminished due to economic volatility, while more than 80% recognize that the importance of accurate plans is actually increasing for the same reason - Accenture Research 77% of companies change their planning process every year; 85% are planning to enhance their core planning capabilities in the next 1-2 years - BARC Institute Source: Harvard Business School, The Office of Strategy Management, Robert S. Kaplan, Mar 2006. Accenture Research, The Future Used to be Easier: Planning for Success in Dynamic Environments, Jun 2010. BARC Institute, Planning and Budgeting in European Companies, Jun 2008

7 Strategic Planning is undertaken by organizations in order to prepare for success and hedge against uncertainty Organizations want to understand the drivers of uncertainty and set clear, obtainable goals What products and services will my “customers” demand in the future? What are the “players” I need to deal with in the future? And how can I win my battles? What oversight might my organization expect, and what are the implications of that oversight? What are the prospects for success for my organization?

8 Benefits of Strategic Planning
Increase ability to adapt to organizational needs with pace, certainty and agility Develop a robust comprehensive strategy with clear performance outcomes Create greater alignment among leadership team in translating plans into tactics Institute more effective management of the organization and performance orientation Enact key initiatives at an efficient pace Increase certainty and reduce volatility Integrate organizational readiness and ability to adapt to changing needs 8

9 When planning, we take into account key considerations and leading practices in our strategy development process Phase 1: Analysis Phase 2: Design Phase 3: Alignment & Execution Understand organizational motivation Develop situational awareness Incorporate expertise from key stakeholders Develop vision statements and mission statement Set strategic direction and goals Develop action plans and roadmap Incorporate contingency plans Implementation planning Build measurement reporting methodology Execute on action plans Refine process and improve

10 Plan with the end in mind
When planning, we take into account key considerations and leading practices in our strategy development process Phase 1: Analysis Phase 2: Design Phase 3: Alignment & Execution 1.1 Understand Organizational Motivation 1.2 Develop situational awareness 1.3 Incorporate expertise from key stakeholders 1.4 Organizational vision Determine the key drivers of the organization Understand historical reasoning for prior decisions Communicate motivation to stakeholders Understand the needs for the organization in the marketplace Understand niche in which organization fits Interview external resources for input Interview key stakeholders Develop stakeholder analysis Develop vision statement Set organizational mission statement Plan with the end in mind

11 Plan with the end in mind
When planning, we take into account key considerations and leading practices in our strategy development process Phase 1: Analysis Phase 2: Design Phase 3: Alignment & Execution 2.1 Initial strategic direction and goals 2.2 Action plans and roadmap 2.3 Contingency plan Understand end goal of organization Understand objectives that must be met to reach end state Develop tangible and achievable goals Narrow scope to eliminate non-valuable activities Identify actionable deliverables needed to achieve goal Identify milestones and timelines that must be adhered to Assign responsible and accountable resources Develop accountability plan Develop risk and issue escalation process Understand method by which to address risks Address contingencies Prepare for worst case scenario Plan with the end in mind

12 Plan with the end in mind
When planning, we take into account key considerations and leading practices in our strategy development process Phase 1: Analysis Phase 2: Design Phase 3: Alignment & Execution 3.1 Develop implementation plan 3.2 Measurement and status reporting 3.3 Execute plan 3,4 Refine and measure Develop plan to implement all action plans Prioritize individual action items Create governance structure Determine methods by which to measure success Develop standardized reporting status method Communicate out to stakeholders Execute implementation plan Analyze implementation, action plans Understand strengths and weaknesses to implementation Refine and improve planning process for future Plan with the end in mind

13 Does it represent challenging, yet realistic outcomes?
Vision Statements Through all of our products, services and relationships, we will add to life's enjoyment. – Anheuser-Busch Global diversification is a vital component of the Company's strategic positioning. This diversification is unique in the athletic footwear and apparel industry and provides many distinct advantages. – Foot Locker   Does it provide all constituencies with a clear sense of what the leadership wants the organization to become? Does it represent challenging, yet realistic outcomes? Does it communicate its essential message directly and succinctly? Is it energizing and/or inspiring?

14 Does it clearly define the organization?
Mission Statements To refresh the world in body, mind and spirit. To inspire moments of optimism through our brands and our actions. To create value and make a difference everywhere we engage. - Coca-Cola To make people happy. – Walt Disney Does it clearly define the organization? Is it clear and understandable? Is it brief enough for most to remember and communicate it easily? Is it broad enough to allow flexibility, but not so broad as to lose focus? Is it a unifying force providing direction and guidance?

15 Evaluating Internal & External Factors
Strengths – Weaknesses – Opportunities - Threats Weaknesses Where have cost increased? Where have efficiencies not been realized? Where have expectations not been met? What has caused a membership outcry? Strengths What is the organization good at ? What operations are efficient? What external feedback has been positive? Where have resources been saved/reduced? S W Threats Are expectations changing? Is demand for services reduced? Are operating cost increasing? Is their competition? Opportunities How can the organization grow? What are common practices? Where can improvements be made? O T

16 What is it we want and don’t have? Preserve
Goal Setting Achieve What is it we want and don’t have? Preserve What is it we have and want to keep? Avoid What is it we don’t have and don’t want? Eliminate What is it we have and don’t want?

17 Setting SMART Goals and Measures
Specific Measurable Actionable Responsible Timeframe Write a sample goal(s) for your organization

18 Developing Action Plans to execute on strategic goals and measures
Action Plans provide a framework for execution when driving towards a goal Actions and sub-actions provide tangible deliverables through which goals can be obtained Responsibility and Support give governance to deliverables in order to manage success Timing represents duration and provides goals and milestones to reach towards Goals provide a description of the overall task at hand. Deliverables define the outcome of each tangible deliverable Goal Action Responsible Support Timing Deliverable Comments Identify Resource Deadline Outcome Comments Action Tangible Sub-Action Goal Description Action Tangible Sub-Action Action Tangible Sub-Action

19 Taking Action Plans further – Developing Roadmaps
Roadmaps provide timelines and a visual explanation of individual project items, as well as dependencies and milestones necessary to manage a project Dependencies show work that is reliant upon other work in order to begin or conclude Milestones show key stage gates throughout the project Individual work efforts, or projects, are laid out on a timeline to show priority, duration and requirements 1Q12 2Q12 3Q12 4Q12 Feb ‘12 Establish interim board and implementation committees Approach potential board members for positions Crystallize business plan Develop phase 1 & 2 implementation committees 3-4 Months Business Plan: Revenue and Incubation Approach selected incubation centers Finalize deal for interim incubation Define Revenue streams for sustainment 4-5 Months Illustrative Only Funding Approach potential investors Obtain funding for Phase 1 implementation Obtain funding for Phase 2 and ongoing operations 12-15 Months Hire and train Executive Director Develop Assessment and Selection strategy and plan Recruit/interview/hire Executive Director Begin Executive Director shadowing/training 6-8 Months = Milestone = Dependency

20 Breakout Discussion –Executing an Action Plan-Evan
Introduction: In this exercise, you will discuss your experiences creating and executing action plans with your organizations. Directions: In your table group discuss the following two questions: What challenges have you experienced executing plans in your organizations? Based on what you have learned so far, what can you do as a leader to improve the way your organization plans and executes? After your group has answered the questions, we will have a large group discussion. Time Involvement: 20 minutes- Discuss questions (10 min each) 15 minutes- Group Discussion

21 Wrap Up- What did we learn?
What is Planning? Importance of a Vision and Mission Evaluating Internal and External Factors Setting Goals-SMART Action Planning Exercise: Breakout Discussion –Executing an Action Plan Wrap Up Discussion What Questions Do You Still Have?

22 Recruitment & Retention Vi Huynh & Christin Miller

23 Recruitment & Retention Overview
MotivAsians Overview Cleveland Professional 20/30 Club Overview Elevator Pitch

24 MotivAsians Overview Established in 2001
Mission: MotivAsians for Cleveland is the premier organization cultivating a vibrant Asian community for Greater Cleveland by promoting the attraction and retention of Asian-American professionals through leadership and professional development, networking, and community engagement. Connect, Engage, and Develop Asian Professionals No fee membership Member = anyone in our Yahoo Group 529 list subscribers (members) as of December 31, 2011 Represent over 100 different companies in NE Ohio Recruitment and Retention became a priority in July 2009

25 MotivAsians Yahoo Group - Membership by Date Joined (July 2009)
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26 MotivAsians Yahoo Group - Membership by Date Joined (Dec 2011)
26

27 MotivAsians Recruitment Strategies
Identify Target Audience Community Recruitment Cleveland Asian Festival Case University Graduate School Open House AsiaTown events Company Affinity Groups / Employee Resource Groups Cleveland Clinic KeyBank Lubrizol GE Lighting Internet (Gateway) Facebook LinkedIn State of MotivAsians – every July Free Press Plain Dealer My Cleveland, CBC Magazine, Crain’s Cleveland, IB Mag, UNC Alumni Magazine

28 MotivAsians – Recruitment at 2011 Cleveland Asian Festival & Lunar New Year 2011 Asia Plaza

29 MotivAsians – Signage and Handouts
Business Card Sign Up Sheet Outdoor Banner Indoor Banner Newsletter Print Source Vistaprint Living Social / Groupon deals - $10 for $50 Example Banner & Banner Stand (w/S&H): $72.21 Paid: $ $10 (LS Voucher) = $24.96 500 Business Cards for $10

30 MotivAsians at Lincoln Electric & GE Lighting 2011

31 MotivAsians – Internet Resources - Membership Data Tracking
Yahoo Groups RSVPs bit.ly Google Doc Facebook Stats Website Stats LinkedIn

32 MotivAsians Yahoo Group - Membership by Date Joined (Dec 2011)
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33 Bit.ly link stats to RSVP Form
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34 RSVP Form via Google Docs
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35 Google Doc – RSVP Data 35

36 MotivAsians Facebook Stats

37 MotivAsians Website Stats
37

38 The Cleveland Professional 20/30 Club Membership

39 The Cleveland Professional 20/30 Club Overview
Established in 2001 Mission: To attract and retain young professionals in Greater Cleveland by providing events focused on both personal and professional development. Networking Social Philanthropy Education Paid Membership: $75/Year $50 if renew within 1 month of expiring Reach: 316 paid members 3,000+ through social media efforts and e2030 newsletter 4,989 in database

40 20/30 Club Strategies Member Rewards Program Community Involvement
Additional Incentive Connect With Community Community Involvement Festivals College Engagements Co-sponsorships Philanthropy Focused Events Leadership Opportunities Committees: Networking, Social, Philanthropy, Education Membership, Communications Project Lead New Member Socials Meet Leadership Presentation Ambassador Program Communications Web: LinkedIn e2030 newsletter Personalized Messaging

41 20/30 Communications

42 Signage and Handouts Business Cards Social Media Cards
Brochures (2 different) Large & Small Banner Upcoming Events Community Partner Handouts

43 20/30 Membership Tracking Website Data Management
Output Excel Documents Automated Messaging To Members Personalized Welcome 30-day Notice Thank You Internal New Members Renewals Event Sign-Up Communication Statistics

44 20/30 Recruitment & Retention
Membership Needs Questionnaires Open Communication Retention > Good Word of Mouth > Recruitment Membership Message Why Join? “Elevator Pitch” - Designed to quickly catch the attention of the audience, persuade them to pay attention to what you have to say, and convince them that they want to hear more. Concise Clear Compelling Conceptual Create a Foundation

45 Creating An Elevator Pitch
Length: 30 seconds - 1 minute Communicate Main Message Who you are - what you want them to remember most about you What the organization is about - state your value Why they need to become a member - unique benefits When & How they can join Memorize it!

46 Elevator Pitch Practice Session
Worksheet Overview Elevator Pitch Worksheet Completion Let’s Practice!

47 Questions?

48 Fundraising & Event Planning Session
Amanda Maggiotto & Lindsay Silverstein

49 Fundraising & Event Planning Session
Please answer one of the following questions and be prepared to share your response! Have you been to any successful fundraising events lately? If so, what about the event did you find enjoyable or successful? Have you been to an event that was poorly planned or unsuccessful? If so, where did they go wrong?

50 Providence House “Every Child is Your Child”

51 Providence House WHO do we serve? The children we serve are from economically disadvantaged families throughout greater Cleveland. We serve families with children ages 0-6 years old. Last year, 368 inquiries were made, 216 qualified for placement, and 164 babies and children from 114 families were admitted into our care and provided with 4,601 days of care. Of those served: 60% of children were at risk for abuse/neglect 48% of families were homeless One in three children had a caregiver with a medical crisis One in ten children had a caregiver affected by a mental health crisis One in 11 children was a witness to domestic violence

52 Providence House WHAT services do we provide for families & children? Children’s Crisis Services Family Preservation Services Children's Emergency Shelter Case Management Direct Childcare Services Crisis Counseling Assigned Childcare Model Service Referral & Linkage Early Education & Parent Mentoring & Coaching Developmental Milestone Enrichment Discharge Planning Family Preservation Aftercare

53 Providence House WHERE are we located? In your backyard! We are located in the community in which we serve. Providence House 2037 West 32nd Street Cleveland, OH 44113

54 Providence House WHEN do we serve our clients?
When families are actively in crisis 24/7—we provide around the clock care for children While families are seeking help and working to rebuild One year following a child’s stay at Providence House WHEN are children reunited with their families? When the family has fulfilled all requirements identified in their “contract” Parents are required to visit their children while they are in Providence House

55 Providence House WHY do we do what we do?
Protect children by providing for their physical, emotional, developmental, and educational needs Empower families through education, respect, and responsibility Build community by preventing tragedy, reducing system involvement, and ending the cycle of abuse

56 Providence House Phriends Group Phriends Event PH Events
“Phriends” of Providence House are charged with being advocates for PH when with friends, at the workplace, and in the community. Phriends Event PH Events Wine Tasting, Light Bistro • Pinwheels for Prevention Beer Tasting, The Market • Shades of Blue Luncheon Phall Phest, Around the Corner • Child Abuse Prevention Month City2City, Tower City/Ohio City • Deck the House March Madness, Barley House

57

58 Our Four Causes Our Four Causes My Heart! My Life Childhood Obesity Power To End Stroke Go Red For Women

59 Our 2020 Impact Goal The 2020 Impact Goal is two-fold:
To reduce death from heart disease & stroke by at least 20% by the year 2020 And to improve overall heart health My Life Check/Life’s Simple 7 (http://mylifecheck.heart.org): It’s never too late to make better choices for your health and we invite you to start a new life resolution now. 1. Get active 2. Control cholesterol 3. Eat better 4. Manage blood pressure 5. Lose weight 6. Control blood sugar 7. Stop smoking

60 The Perception The Reality
Go Red For Women The Perception Only 8 percent of women identified heart disease and stroke as their No. 1 health threat. (2000 survey) Most women perceive breast cancer as the leading health problem and cause of death of women today. Women generally assume that men are at greater risk to develop heart disease and stroke. More than one-third of all women think that heart disease is associated with sudden death. The Reality Cardiovascular Disease kills more than half a million females every year—about a death per minute. That’s more than the next five causes of death combined.  In every year since 1984, cardiovascular disease has claimed the lives of more females than males. One in every 2.5 women died from cardiovascular disease in 2004, while 1 in 29 died from breast cancer.

61 Go Red For Women Captures and celebrates the energy, passion, emotion and intelligence of women to work collectively to wipe out heart disease through partnerships, education, fundraising and everyday lifestyle choices and actions.

62 Cleveland’s Go Red For Women Event
The 2011 campaign raised more than $800,000 and ranked 2nd largest event in the nation. Sold-out event with over 960 attendees. Over 500,000 local people have been reached through annual attendance at the Go Red For Women Luncheon and community events More than $3.2 million (net) locally has been raised during the past eight years. The Annual Go Red For Women Event will be held on Friday, February 17, 2012 at the Renaissance Cleveland Hotel.

63 Why Fundraise? Volunteer Staff Member •Why we do it •Event = Publicity
•Opportunity to present mission & gain supporters •Networking •Operational costs v. specific item •Incorporate/thank volunteers

64 Fundraising & Event Planning Session
Fundraising & Event Planning “Best Practices” by Amanda Maggiotto & Lindsay Silverstein

65 Fundraising & Event Planning Session
Set Goals! Monetary • Set a monetary goal for each event (and/or year, quarter, etc.) • Give a tangible example of how the donation will help the organization E.g.) $5,000 will help Providence House build a new playground, $250 covers a child’s care for one night, $40 covers the cost of one medical exam Attendees • Set a goal of attendees • Ask 10 committee members, board members, volunteers, etc., to sell 5 tickets, bring 5 friends to the event, etc.

66 Fundraising & Event Planning Session
Volunteerism What attributes makes someone a good volunteer? Recruiting the “RIGHT” volunteer chairs Clearly stating expectations Recruitment of volunteers Having an array of opportunities Good fit for everyone Ask other volunteers for introductions/recommendations Succession planning Fundraising vs. friendraising

67 Fundraising & Event Planning Session
Sponsors Corporate Sponsors • Contact companies/non-profits to buy tables/tickets for employees/board members/committee members, etc • Contact community outreach departments, politicians, local businesses • Groups with vested interested (e.g., Cleveland Clinic for AHA) or specific need • Be ready to sell your organization to sponsors • Provide advertisement or some benefit to sponsors Individual Sponsors • Can’t hurt to ask! • Seek out board members, community reps, friends of your organization to sponsor parts of your event E.g.) Happy Hour/Keg or Food sponsor Raffle item donation or sponsored Ask season ticket holders to donate one set of tickets

68 Fundraising & Event Planning Session
Mission Moments Mission is passion! Passion = more $ raised Continually tie the mission Committee meetings, mission moments Realistic examples One of one meetings At the events Pre and post mission opportunities Thank you letters/phone calls from survivors

69 Fundraising & Event Planning Session
Event Planning/Logistics Over prepare then go with the flow Always confirm, never assume Identify appropriate contacts Think about payment ahead of time Communicate with team/volunteers Walk through event in your head

70 Fundraising & Event Planning Session
Target Audience Before planning event, identify target audience Do some research about target audience Effects price, attire, venue, activities, etc. Vs.

71 Fundraising & Event Planning Session
Individual Fundraising Similar to the cycle of dating Ask questions/learn Cultivate, it’s long process Special recognition/levels Make it a personal Timing is everything

72 Fundraising & Event Planning Session
Schedule of Events Yearly Calendar Advertise future events Discounts for future events/Incentives to buy early or pre-register Package deal E.g.) Providence House luncheon, City2City, Pinwheels for Prevention

73 Fundraising & Event Planning Session
Spread the Word for FREE! Use social media Facebook Twitter LinkedIn Youtube Community blogs invites Foursquare News outlets Post on news/radio webpage Write editorials Message Boards Forward information to.. Community groups Workplace/ Work groups

74 Fundraising & Event Planning Session
Thank Yous/Acknowledgement Can never say thank you enough Handwritten notes/phone calls Make it personal Say thank you without another request, ask for feedback No matter what level have at least 4 touch points throughout the year Be creative

75 Fundraising & Event Planning Session
Be Creative Think outside of the box From start to finish

76 Fundraising & Event Planning Session
Be an Advocate! Always have your organization’s intentions in mind Make it your mission to spread the word Have an elevator speech ready Look for opportunities to advocate for your group

77 Fundraising & Event Planning Session
Case Study Plan a “family friendly” fundraiser to benefit the Providence House. Plan an event for young professionals to benefit the Providence House that is NOT centered on alcohol. Plan an “all men’s” event for the American Heart Association Plan an event for young professionals to benefit the American Heart Association

78 Focus on the following areas to plan your event • Planning/ Logistics
Case Study Cont. Focus on the following areas to plan your event • Planning/ Logistics • Fundraising • Publicizing • Recruitment • Mission/Education

79 Marketing and Communications: Finding Your Message and Making it Work
with Jose Feliciano, Jr., Young Latino Network, and Kari Mirkin, YNPN Cleveland

80 Marketing and Communications
The Definition of Marketing “Marketing is the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large.” – American Marketing Association

81 Marketing and Communications
Understanding Your Organization, Your Offer, and Your Value What is our mission? What makes us unique? What value will someone find in becoming a member/ attending this event/ joining the board/ making a donation, etc.? Is there anything we can do to increase this value?

82 Marketing and Communications
Marketing Mix – The 4 Ps (for Your YP Group) Product (Your Offer) membership, sponsorship, an event, a program, a fundraising appeal Place an appropriate meeting spot or event venue that is convenient and accessible Price a dollar amount that covers your costs while staying within stakeholders’ expectations Promotion any method of communication that puts you in touch with your stakeholders about the offer

83 Marketing and Communications
Making Marketing Work for YP Organizations Identifying Stakeholders Who can benefit from our work? Who can contribute to our mission? Informing Stakeholders What do they need to know about us? How we will get the message across? Satisfying Stakeholders Does our offer meet the needs and address the concerns of our stakeholders?

84 Marketing and Communications
Identifying Stakeholders Members companies, schools, young professional events, online social networks Mentors professional associations, members’ employers, local media Potential Partners related organizations, event sponsors, host venues

85 Marketing and Communications
Informing Current and Potential Stakeholders Traditional Advertising print flyers (general and event-specific) in heavy-traffic locations, press releases to media outlets, business cards Direct Communication event-specific notices, regular newsletters Social Media Twitter, Facebook, and LinkedIn, related groups’ social media outlets Web Presence Well-maintained website, external online event calendars, account

86 Marketing and Communications
Tips for Effective Communication Match the offer to the audience Match the offer to the appropriate media outlet Ensure accuracy and continuity; have a unified “voice” Use concise, appealing language Maintain an organizational culture of professionalism Avoid “information overload” by carefully planning communications

87 Marketing and Communications
Understanding Branding “Branding is the process of creating a clear, consistent message about your organization, so that when people see your logo or hear your name, they'll think of your mission and programs in terms you have defined.” – Bill Nissim, Marketing Consultant Tools for Consistent Branding Organization name, logo, mission statement, “elevator speech”, promotional graphics, member cards/pins

88 Marketing and Communications
Satisfying Stakeholders Trend Tracking remain aware of and communicate developing issues that affect members and other stakeholders; pay attention to event attendance and membership levels Evaluation and Feedback use formal and informal methods of surveying stakeholders’ suggestions and reactions to programming and other offers Adaptability continually change offers (and they way you communicate them) to best meet trends, attract new stakeholders, and the feedback provided by stakeholders

89 Marketing and Communications
Getting Your Board “On Board” Setting Strategy encourage buy-in by discussing branding, promotions, and other marketing and communications strategy issues as a group Internal Communications respect board members’ time constraints by establishing guidelines for communicating organizational matters; utilize tools that streamline these communications Consistent Messaging provide all board members with updated promotional materials; establish internal controls that ensure the accuracy and professionalism of all external communications

90 Marketing and Communications
Case Study

91 Marketing and Communications
Best Practices What successful steps has your YP organizations taken to identify, inform, and satisfy stakeholders? Which marketing and communications methods have worked well for your YP organization?


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