3 What is Strategic Planning? Importance of a Vision and Mission AgendaWhat is Strategic Planning?Importance of a Vision and MissionEvaluating Internal and External FactorsSetting Goals-SMART-KeshiaAction PlanningExercise: Breakout Discussion –Executing an Action PlanWrap Up Discussion
4 Self AssessmentBefore 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 strategyResults in a well-defined strategy for the organization to pursueStrategic Planning Process:The foundational process that enables an organization to dynamically adjust its strategy based on changing conditions and performance to achieve targeted resultsResults 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 School95 percent of employees in most organizations do not understand their [own] strategy- Harvard Business SchoolMore 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 Research77% of companies change their planning process every year; 85% are planning to enhance their core planning capabilities in the next 1-2 years- BARC InstituteSource: 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 uncertaintyOrganizations want to understand the drivers of uncertainty and set clear, obtainable goalsWhat 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 agilityDevelop a robust comprehensive strategy with clear performance outcomesCreate greater alignment among leadership team in translating plans into tacticsInstitute more effective management of the organization and performance orientationEnact key initiatives at an efficient paceIncrease certainty and reduce volatilityIntegrate organizational readiness and ability to adapt to changing needs8
9 When planning, we take into account key considerations and leading practices in our strategy development processPhase 1:AnalysisPhase 2:DesignPhase 3:Alignment & ExecutionUnderstand organizational motivationDevelop situational awarenessIncorporate expertise from key stakeholdersDevelop vision statements and mission statementSet strategic direction and goalsDevelop action plans and roadmapIncorporate contingency plansImplementation planningBuild measurement reporting methodologyExecute on action plansRefine 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 processPhase 1:AnalysisPhase 2:DesignPhase 3:Alignment & Execution1.1Understand Organizational Motivation1.2Develop situational awareness1.3Incorporate expertise from key stakeholders1.4Organizational visionDetermine the key drivers of the organizationUnderstand historical reasoning for prior decisionsCommunicate motivation to stakeholdersUnderstand the needs for the organization in the marketplaceUnderstand niche in which organization fitsInterview external resources for inputInterview key stakeholdersDevelop stakeholder analysisDevelop vision statementSet organizational mission statementPlan 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 processPhase 1:AnalysisPhase 2:DesignPhase 3:Alignment & Execution2.1Initial strategic direction and goals2.2Action plans and roadmap2.3Contingency planUnderstand end goal of organizationUnderstand objectives that must be met to reach end stateDevelop tangible and achievable goalsNarrow scope to eliminate non-valuable activitiesIdentify actionable deliverables needed to achieve goalIdentify milestones and timelines that must be adhered toAssign responsible and accountable resourcesDevelop accountability planDevelop risk and issue escalation processUnderstand method by which to address risksAddress contingenciesPrepare for worst case scenarioPlan 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 processPhase 1:AnalysisPhase 2:DesignPhase 3:Alignment & Execution3.1Develop implementation plan3.2Measurement and status reporting3.3Execute plan3,4Refine and measureDevelop plan to implement all action plansPrioritize individual action itemsCreate governance structureDetermine methods by which to measure successDevelop standardized reporting status methodCommunicate out to stakeholdersExecute implementation planAnalyze implementation, action plansUnderstand strengths and weaknesses to implementationRefine and improve planning process for futurePlan with the end in mind
13 Does it represent challenging, yet realistic outcomes? Vision StatementsThrough all of our products, services and relationships, we will add to life's enjoyment. – Anheuser-BuschGlobal 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 StatementsTo 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-ColaTo make people happy. – Walt DisneyDoes 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 - ThreatsWeaknessesWhere have cost increased?Where have efficiencies not been realized?Where have expectations not been met?What has caused a membership outcry?StrengthsWhat is the organization good at ?What operations are efficient?What external feedback has been positive?Where have resources been saved/reduced?SWThreatsAre expectations changing?Is demand for services reduced?Are operating cost increasing?Is their competition?OpportunitiesHow can the organization grow?What are common practices?Where can improvements be made?OT
16 What is it we want and don’t have? Preserve Goal SettingAchieveWhat is it we want and don’t have?PreserveWhat is it we have and want to keep?AvoidWhat is it we don’t have and don’t want?EliminateWhat is it we have and don’t want?
17 Setting SMART Goals and Measures SpecificMeasurableActionableResponsibleTimeframeWrite 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 goalActions and sub-actions provide tangible deliverables through which goals can be obtainedResponsibility and Support give governance to deliverables in order to manage successTiming represents duration and provides goals and milestones to reach towardsGoals provide a description of the overall task at hand.Deliverables define the outcome of each tangible deliverableGoalActionResponsibleSupportTimingDeliverableCommentsIdentify ResourceDeadlineOutcomeCommentsActionTangibleSub-ActionGoal DescriptionActionTangibleSub-ActionActionTangibleSub-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 projectDependencies show work that is reliant upon other work in order to begin or concludeMilestones show key stage gates throughout the projectIndividual work efforts, or projects, are laid out on a timeline to show priority, duration and requirements1Q122Q123Q124Q12Feb ‘12Establish interim board and implementation committeesApproach potential board members for positionsCrystallize business planDevelop phase 1 & 2 implementation committees3-4 MonthsBusiness Plan: Revenue and IncubationApproach selected incubation centersFinalize deal for interim incubationDefine Revenue streams for sustainment4-5 MonthsIllustrative OnlyFundingApproach potential investorsObtain funding for Phase 1 implementationObtain funding for Phase 2 and ongoing operations12-15 MonthsHire and train Executive DirectorDevelop Assessment and Selection strategy and planRecruit/interview/hire Executive DirectorBegin Executive Director shadowing/training6-8 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 MissionEvaluating Internal and External FactorsSetting Goals-SMARTAction PlanningExercise: Breakout Discussion –Executing an Action PlanWrap Up DiscussionWhat Questions Do You Still Have?
22 Recruitment & Retention Vi Huynh & Christin Miller
23 Recruitment & Retention Overview MotivAsians OverviewCleveland Professional 20/30 Club OverviewElevator 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 ProfessionalsNo fee membershipMember = anyone in our Yahoo Group529 list subscribers (members) as of December 31, 2011Represent over 100 different companies in NE OhioRecruitment and Retention became a priority in July 2009
25 MotivAsians Yahoo Group - Membership by Date Joined (July 2009) 25
26 MotivAsians Yahoo Group - Membership by Date Joined (Dec 2011) 26
27 MotivAsians Recruitment Strategies Identify Target AudienceCommunity RecruitmentCleveland Asian FestivalCase University Graduate School Open HouseAsiaTown eventsCompany Affinity Groups / Employee Resource GroupsCleveland ClinicKeyBankLubrizolGE LightingInternet(Gateway)FacebookLinkedInState of MotivAsians – every JulyFree PressPlain 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 CardSign Up SheetOutdoor BannerIndoor BannerNewsletterPrint SourceVistaprintLiving Social / Groupon deals - $10 for $50ExampleBanner & Banner Stand (w/S&H): $72.21Paid: $ $10 (LS Voucher) = $24.96500 Business Cards for $10
30 MotivAsians at Lincoln Electric & GE Lighting 2011
31 MotivAsians – Internet Resources - Membership Data Tracking Yahoo GroupsRSVPsbit.lyGoogle DocFacebook StatsWebsite StatsLinkedIn
32 MotivAsians Yahoo Group - Membership by Date Joined (Dec 2011) 32
38 The Cleveland Professional 20/30 Club Membership
39 The Cleveland Professional 20/30 Club Overview Established in 2001Mission: To attract and retain young professionals in Greater Cleveland by providing events focused on both personal and professional development.NetworkingSocialPhilanthropyEducationPaid Membership: $75/Year$50 if renew within 1 month of expiringReach: 316 paid members3,000+ through social media efforts and e2030 newsletter4,989 in database
40 20/30 Club Strategies Member Rewards Program Community Involvement Additional IncentiveConnect With CommunityCommunity InvolvementFestivalsCollege EngagementsCo-sponsorshipsPhilanthropy Focused EventsLeadership OpportunitiesCommittees: Networking, Social, Philanthropy, EducationMembership, CommunicationsProject LeadNew Member SocialsMeet LeadershipPresentationAmbassador ProgramCommunicationsWeb: LinkedIne2030 newsletterPersonalized Messaging
44 20/30 Recruitment & Retention Membership NeedsQuestionnairesOpen CommunicationRetention > Good Word of Mouth > RecruitmentMembership MessageWhy 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.ConciseClearCompellingConceptualCreate a Foundation
45 Creating An Elevator Pitch Length: 30 seconds - 1 minuteCommunicate Main MessageWho you are - what you want them to remember most about youWhat the organization is about - state your valueWhy they need to become a member - unique benefitsWhen & How they can joinMemorize it!
46 Elevator Pitch Practice Session Worksheet OverviewElevator Pitch Worksheet CompletionLet’s Practice!
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?
51 Providence HouseWHO 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 HouseWHAT 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 HouseWHERE 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 crisis24/7—we provide around the clock care for childrenWhile families are seeking help and working to rebuildOne year following a child’s stay at Providence HouseWHEN are children reunited with their families?When the family has fulfilledall requirements identified in their “contract”Parents are required to visit theirchildren 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 needsEmpower families through education, respect, and responsibilityBuild 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 EventsWine Tasting, Light Bistro • Pinwheels for PreventionBeer Tasting, The Market • Shades of Blue LuncheonPhall Phest, Around the Corner • Child Abuse Prevention MonthCity2City, Tower City/Ohio City • Deck the HouseMarch Madness, Barley House
58 Our Four CausesOur 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 2020And to improve overall heart healthMy 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 WomenThe PerceptionOnly 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 RealityCardiovascular 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 WomenCaptures 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 eventsMore 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
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 organizationE.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 examAttendees• 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 VolunteerismWhat attributes makes someone a good volunteer?Recruiting the “RIGHT” volunteer chairsClearly stating expectationsRecruitment of volunteersHaving an array of opportunitiesGood fit for everyoneAsk other volunteers for introductions/recommendationsSuccession planningFundraising vs. friendraising
67 Fundraising & Event Planning Session SponsorsCorporate 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 sponsorsIndividual Sponsors• Can’t hurt to ask!• Seek out board members, community reps, friends of your organization to sponsor parts of your eventE.g.) Happy Hour/Keg or Food sponsorRaffle item donation or sponsoredAsk season ticket holders to donate one set of tickets
68 Fundraising & Event Planning Session Mission MomentsMission is passion!Passion = more $ raisedContinually tie the missionCommittee meetings, mission momentsRealistic examplesOne of one meetingsAt the eventsPre and post mission opportunitiesThank you letters/phone calls from survivors
69 Fundraising & Event Planning Session Event Planning/LogisticsOver prepare then go with the flowAlways confirm, never assumeIdentify appropriate contactsThink about payment ahead of timeCommunicate with team/volunteersWalk through event in your head
70 Fundraising & Event Planning Session Target AudienceBefore planning event, identify target audienceDo some research about target audienceEffects price, attire, venue, activities, etc.Vs.
71 Fundraising & Event Planning Session Individual FundraisingSimilar to the cycle of datingAsk questions/learnCultivate, it’s long processSpecial recognition/levelsMake it a personalTiming is everything
72 Fundraising & Event Planning Session Schedule of EventsYearly CalendarAdvertise future eventsDiscounts for future events/Incentives to buy early or pre-registerPackage dealE.g.) Providence House luncheon, City2City, Pinwheels for Prevention
73 Fundraising & Event Planning Session Spread the Word for FREE!Use social mediaFacebookTwitterLinkedInYoutubeCommunity blogsinvitesFoursquareNews outletsPost on news/radio webpageWrite editorialsMessage BoardsForward information to..Community groupsWorkplace/ Work groups
74 Fundraising & Event Planning Session Thank Yous/AcknowledgementCan never say thank you enoughHandwritten notes/phone callsMake it personalSay thank you without another request,ask for feedbackNo matter what level have at least4 touch points throughout the yearBe creative
75 Fundraising & Event Planning Session Be CreativeThink outside of the boxFrom start to finish
76 Fundraising & Event Planning Session Be an Advocate!Always have your organization’sintentions in mindMake it your mission to spread the wordHave an elevator speech readyLook for opportunities to advocate for your group
77 Fundraising & Event Planning Session Case StudyPlan 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 AssociationPlan 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 thathave value for customers, clients,partners, and society at large.”– American Marketing Association
81 Marketing and Communications Understanding Your Organization,Your Offer, and Your ValueWhat 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 appealPlacean appropriate meeting spot or event venue that is convenient and accessiblePricea dollar amount that covers your costs while staying within stakeholders’ expectationsPromotionany method of communication that puts you in touch with your stakeholders about the offer
83 Marketing and Communications Making Marketing Work forYP OrganizationsIdentifying StakeholdersWho can benefit from our work? Who can contribute to our mission?Informing StakeholdersWhat do they need to know about us? How we will get the message across?Satisfying StakeholdersDoes our offer meet the needs and address the concerns of our stakeholders?
84 Marketing and Communications Identifying StakeholdersMemberscompanies, schools, young professional events, online social networksMentorsprofessional associations, members’ employers, local mediaPotential Partnersrelated organizations, event sponsors, host venues
85 Marketing and Communications Informing Current andPotential StakeholdersTraditional Advertisingprint flyers (general and event-specific) in heavy-traffic locations, press releases to media outlets, business cardsDirect Communicationevent-specific notices, regular newslettersSocial MediaTwitter, Facebook, and LinkedIn, related groups’ social media outletsWeb PresenceWell-maintained website, external online event calendars, account
86 Marketing and Communications Tips for Effective CommunicationMatch the offer to the audienceMatch the offer to the appropriate media outletEnsure accuracy and continuity; have a unified “voice”Use concise, appealing languageMaintain an organizational culture of professionalismAvoid “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 ConsultantTools for Consistent BrandingOrganization name, logo, mission statement, “elevator speech”, promotional graphics, member cards/pins
88 Marketing and Communications Satisfying StakeholdersTrend Trackingremain aware of and communicate developing issues that affect members and other stakeholders; pay attention to event attendance and membership levelsEvaluation and Feedbackuse formal and informal methods of surveying stakeholders’ suggestions and reactions to programming and other offersAdaptabilitycontinually 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 Strategyencourage buy-in by discussing branding, promotions, and other marketing and communications strategy issues as a groupInternal Communicationsrespect board members’ time constraints by establishing guidelines for communicating organizational matters; utilize tools that streamline these communicationsConsistent Messagingprovide all board members with updated promotional materials; establish internal controls that ensure the accuracy and professionalism of all external communications
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?