2. Niagara Region Children’s Safety Village PLANNING FOR STRATEGIC PLAN

3. Debbie Davis Suzanne Lacasse Chris Michael Sherri-Marie Millar Who are we? Terry Cockerline 4 Niagara

4. Overview Our Mission Project Process Where to Start? Why a Strategic Plan? ABC’s of Strategic Planning Results – Strategic Plan Next Steps More About Us Questions

5. Our Mission… Evaluate current business practices; Provide suggestions for strategic direction over the next three years. As requested by the Safety Village: …with the aim of securing a viable & sustainable education centre…

6. Where to Start? Project kick-off meeting at Safety Village Introduced to Safety Village Clarified project expectations Received relevant background information Reviewed current operation, challenges & studies completed to date Proposed the development of a Strategic Plan

7. Why a Strategic Plan? Forces an organization to establish priorities & make choices (what to do or not do) Pulls an organization together & improves performance Provides a single game plan for execution Counters excessive inward & short-term thinking Communicates what is important to stakeholders

8. A B C’s of Strategic Planning ssessment BackgroundAnalysisSWOT aseline Significant Issues Align/Fit Capabilities Gaps omponents Mission & Vision Major Goals (Pillars) Specific Components own to Specifics Performance Measures/Targets Initiatives/ Projects Actions Plans valuate Review ProcessCorrective Actions Revise Plan

9. Governance Goal 1: Formalize a Governance Model/Structure for a Working Board Goal 2: Develop Policies Defining Expectations 1.1 Develop a skills matrix for working board and identify gaps – recruit new members as appropriate 1.2 Define job descriptions for board members 1.3 Formalize specific committees that can undertake meaningful tasks 1.4 Review and finalize board member recruitment package 1.5 Develop succession planning for board members 2.1 Identify and formalize policies for board members and organization 2.2 Identify and formalize policies for volunteers

10. Fiscal Management Goal 3: Develop Sustainable Financial Business Plan 3.1 Development of Capital Reserves (emergency fund) 3.2 Create Memorandum of Understanding (MOU) with credit union – include partial debt forgiveness, repayment requirements and schedule 3.3 Explore funding opportunities through community fundraising/external partnerships/government agencies 3.4 Develop meaningful debt reduction plan 3.5 Produce a ‘Case for Support’ for Safety Village as a charity 3.6 Patent organization program and become ‘Safety Authority’ in the area 3.7 Expand utilization of the organization’s facility for revenue generating purposes

11. Stakeholders Goal 4: Formalize/Define Relationships Goal 5: Build Relationships with Stakeholders Goal 6: Enhance Relationships with School Boards 4.1 Create Memorandum of Understanding with current partners & sponsors 4.2 Define relationships with volunteers 5.1 Prepare plan to create new partners & sponsors at regional & government level 5.2 Create relationships with all three levels of government and corporations 5.3 Focus on expanding customer base 5.4 Utilize support teachers 5.5 Re-engagement of existing supporters 5.6 Work with other safety villages to build an advocacy campaign 6.1 Seek resolution to transportation issue 6.2 Promote directly with school boards, principals and teachers

12. Programming Goal 7: Align Curriculum & Program with Ministry Standards Goal 8: Align Curriculum & Program with Police, EMS and Fire Program Stds Goal 9: Expand Programming to Include Additional Safety Initiatives 7.1 Review/revise curriculum to ensure programs are in accordance with Ministry standards. 7.2 Stakeholder meeting for qualitative assessment of programs/instructors 7.3 Instructor training program (to teach children) 7.4 Develop an exit survey with the school board 7.5 Develop performance indicators to monitor and measure program outcomes 8.1 Review/revise curriculum to ensure programs are in accordance with Police, EMS and Fire standards. 8.2 Develop a process to monitor Police, EMS and Fire instructor performances 9.1 Develop new client groups (seniors, scouts, summer camps) 9.2 Explore new programs (first aid, eco-programs) 9.3 Patent program(s) (new/old)

13. Branding Goal 10: Develop Strong Communications Strategy Goal 11: Develop New Look (Corporate Image) 10.1 Create a story 10.2 Utilize social network (Facebook, Twitter) 10.3 Formalize communication to stakeholders (newsletter) 10.4 Define target audience 11.1 Develop new organization name and logo 11.2 Produce new website 11.3 Develop new marketing materials

14. Next Steps…. Re-Evaluate Mission & Vision Statements Execute Projects/Initiatives Set Specific Performance Measures & Targets Evaluate & Revise Strategic Plan as Needed

15. More About Us What we learned Rewarding experience Future Commitment Chris Michael Newest Board Member

16. Questions Niagara Region Children's Safety Village 300 Woodlawn Rd., Welland www.niagarasafetyvillage.com