Community Records Strategic Plan

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Example of result of strategic planning effort for a music education organization.

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Community Records Strategic Plan

  1. 1. Community Records Foundation... Please work with the Strategic Planning Committee to make any changes or notify the committee of any changes to the Google Document. 1. Is a leader in developing and building the Ypsilanti community in a way that is inclusive and reflects its diversity. 1.1.Information gathered about stakeholders is readily available and maintained. This information is used to help with all decision making, fundraising, marketing and eventually strategic plans. 1.1.1.Full understanding of the community itself (relationships, assets and connections) and the support CRF can provide. 1.1.2.A guide and goals (centered around the goals of the strategic plan) of CRF community involvement helps inform decisions on which projects and partnerships and how to evaluate them. 1.1.3.There is an increase in fundraising opportunities as a result of stakeholder engagement. 1.1.4.Growing number of events meet more than one need of the community and are evaluated as such. 1.2.Seen as part of the community development process by government, businesses, and citizens. Seen as a leader in communication and self-expression bringing people together in open dialogue and service. 1.2.1.Helps convene or participate in groups focused on community development, always holding true to the values of diversity and building new bridges between groups and people. 1.2.2.Young people, clients, other groups are aware of and involved in local community organizations and charities. 1.2.3.Provides family friendly events and participation opportunities for those attending to be exposed to new art experiences. 1.2.4.Our impact in the community emphasizes our needs and encourages increased fundraising. 1.3.Active membership in community organizations and affairs. 1.3.1.CRF community members are a part of local leadership positions. 1.3.2.Community membership can be tied to increased funding. 1.3.3.Seen as a leader in supporting open communication of issues and ideas in the community. 1.4.Innovator in artistic programming actively providing opportunities to help other organizations in the community, especially dispersed populations, in networking, collaboration, and understanding of diversity. 1.4.1.Connections are made between students, their families and local charities addressing social justice issues. 1.4.2.Understanding of local artists impact on the community.
  2. 2. 1.4.3.Fee structure is created for services. 1.4.4.Scholarship program for qualified students. 1.4.5.Families become donors to CRF 1.4.6.CRF programs directly benefit local charities & orgs with similar goals. 1.5.Innovator in artistic programming actively providing opportunities to help other organizations in the community, especially dispersed populations, in networking, collaboration, and understanding of diversity. Regular support is provided to local organizations that are in line with the goals of both organizations. Community support of CRF is evident. Assets and needs of CRF are always readily available. 1.5.1.CRF community members are a part of local leadership positions. 1.5.2.Community membership can be tied to increased funding. 1.5.3.Seen as a leader in supporting open communication of issues and ideas in the community. 1.5.4.Connections are made between students, their families and local charities addressing social justice issues. 1.5.5.Understanding of local artists impact on the community. 1.5.6.Fee structure is created for services. 1.5.7.Scholarship program for qualified students. 1.5.8.Families become donors to CRF 1.5.9.CRF programs directly benefit local charities & orgs with similar goals. 1.5.10.Community partners are satisfied with us. 1.5.11.City/State gov’t entities are aware of CRF & its programs. 1.5.12.Other nonprofits are aware of CRF & its programs. 1.5.13.Local schools are aware of CRF & its programs. 1.5.14.Appropriate disclosure of assets available on Web site or filed with the State. 1.5.15.Needs of CRF are prominently displayed on Web site and posted on real and virtual bulletin boards and classifieds. 1.6.Board of Directors strives to be representative of the diversity seen in the community. 1.6.1.Created board member recruitment plan helps the board better reflect the diversity of our clientele and community. 1.6.2.Plan for Board member diversity is advertised within and outside of the CRF community.
  3. 3. 2. Is actively engaging in fundraising activities and planning that supports this strategic plan. 2.1.Grants fund both expansion and basic needs but do not drive the organization and its goals. Support received for expanding programs 2.1.1.Government and foundation grant proposals focus on services that lessen the negative impacts of an economic downturn. 2.1.2.Gov’t and foundation grant proposals are all within CRF’s mission. 2.1.3.Current programing is supported. 2.2.Regular funding is expected and maintained from sponsorship sources. 2.2.1.CRF has a working plan to secure sponsorships. 2.2.2.Donor information is clear, accessible and managed. 2.2.3.Donors feel recognized. 2.2.4.All marketing/informational materials include donation/giving opportunities listed. 2.2.5.Align with local businesses that support our mission and goals. 2.3.Regular fundraising events engage diverse local audiences and feature CRF performers, supporters, and activities. Fundraising events recognize major volunteers, donors, and other supporting entities. 2.3.1.More money is raised for programming. 2.3.2.Our events meet attendance goals. 2.3.3.Our visibility in the community is increased. 2.3.4.The continuation of event planning ensures events are well organized and can support fundraising goals. 2.3.5.A committee, volunteer, board member or employee has the task of officially thanking volunteers, donors and other supporting entities. 2.4.A unique product is produced on a regular basis that promotes CRF and brings in funds such as CDs, local music guide, branded local goods, or apparel. 2.4.1.IMPROVisation series is marketed and distributed on and off the Web. 2.4.2.CRF artists’, of all ages, recordings are marketed and distributed on and off the Web. 2.4.3.CRF podcasts are posted and marketed on and off the Web. 2.4.4.An online store is established and managed to sell our products, incl. individual songs, on the Web site. 2.4.5.A CRF promotional video is completed and available for free download on our Web sites.
  4. 4. 2.5.Relationships are seen as the cornerstone of our fundraising activities. We are aware of who our relationships are with and work regularly to maintain them and cultivate new ones. 2.5.1.Continue to establish relationships with local nonprofit and for profit businesses. 2.5.2.Log is created of all inter-organizational relationships between CRF & others. 3. Is a local specialist in providing creative opportunities for self-expression, entertainment, social activities, and music events. 3.1.Community Records Foundation is a hub for the local music and art scene, supporting its growth. Programing and events are seen as consistent by the community. 3.1.1.Established network of local musicians and songwriters. 3.1.2.Information is readily available about the local scene including: how to enter, venues, active groups, and how CRF can help. 3.1.3.All CRF events promote socializing and/or the sharing of resources through use of CRF Web site. 3.1.4.Lessons and recordings are provided on model that provides for a cash flow. 3.1.5.Strong emphasis given to supporting, teaching, coaching, promoting youth artists, seeding the next generation. 3.1.6.Connects local artists across divisions and media, incl. socio-economic status, youth/elders, music/visual, etc. 3.1.7.Reliable programming creates spaces and events that promote a local culture of attendance to them, after School Songwriting Program is one of these reliable programs. 3.2.Provides unique music and arts education to community members. Seen as a local creative hub that fosters selfexpression and creativity in the community especially to those who do not often have the opportunity. 3.2.1.After-school programming bridges the community and promotes interaction among diverse populations. 3.2.2.Music education and activities consistently bring different groups together. 3.2.3.All arts programs are centered around creation of original art. 3.2.4.Arts education curriculum is unique in how it connects artists to social justice organizations/charities in the community. 3.2.5.All gatherings promote socializing and/or the sharing of resources.
  5. 5. 3.2.6.All activities, events and projects are inspired or planned by community members, specifically, youth and their families, organizations or centers we are working with and the groups serviced by CRF. 3.2.7.CRF actively searches out artists who need support, both financial and emotional, working to nurture and encourage artists and potential artists in their quest for self-expression. 3.2.8.CRF creates spaces and opportunities for community members to express themselves. 3.3.Provides affordable entertainment services and events that are accessible and well attended. Seen as leader for participatory music events and activities in the community. 3.3.1.Seen as a leader in incorporating communication into events and activities. 3.3.2.All activities, events and projects are inspired or planned by community members, specifically, youth and their families, organizations or centers we are working with and the groups serviced by CRF. 3.3.3.All gatherings promote socializing and/or the sharing of resources. 3.4.Local and diverse volunteers are easily accessible through developed relationships with Eastern Michigan University, community organizations, and other sources. Being a CRF volunteer or staff member is a sought after opportunity. 3.4.1.Creates an overall external relations program that encompasses communications and interaction with its various stakeholder, including students, families, community supporters, neighborhoods, public schools and higher education. 3.4.2.Actively seeks to develop enthusiastic alliances and mutually beneficial relationships with other educational and community based associations. 3.4.3.Actively seeks to connect people with long and short term volunteer opportunities. 3.4.4.Identifies a diverse volunteer pool by targeting specific abilities, ages, skill sets, interests and expertise. 3.4.5.Creates leadership training program and appreciation events for volunteers. 3.4.6.Allows volunteers hands on experience in the arts, music and education. 3.4.7.Fosters new skills and builds career experience for resumes. 3.4.8.Encourages community members to pursue interests in music and community regardless of age, gender or ability. 4. Develops internal controls and management strategies that promote growth, sustainability, accountability, and transparency of the organization.
  6. 6. 4.1.Regular review of evaluations from and on all CRF activities, staff, board members, and volunteers promotes accountability, growth and informs decisions. 4.1.1.All staff recognize and encompass the tasks provided in the job description for his/her specific position. 4.1.2.CRF has defined internal processes of two-way evaluation. 4.1.3.States the policies and procedures of the organization. 4.2.Board members, staff, and volunteers are in place to meet all organizational needs. 4.2.1.Professional development opportunities are identified and/or provided. 4.2.2.Board, staff and volunteer assignments are clearly defined and set-up for success. 4.2.3.Replacement of board, staff, and volunteer members does not present a gap in meeting organizational needs. 4.2.4.Easy access to and clear definition of available volunteer opportunities. 4.2.5.A steady stream of volunteers are from identified sources such as, but not limited to, EMU and U of M. 4.3.Infrastructure is established to make the activities of the organization transparent and understandable to the community with many entry points for this information. 4.3.1.Market research shows areas in which CRF is unique and different from the community. 4.3.2.Systems are put into place to ensure that everyone in the organization knows what is going on, e.g., board members, admin & staff all have easy access to timely information re: all CRF activities. 4.4.Knowledge of the local and CRF community is maintained and readily available. This information is used to help with all decision making, fundraising, marketing and eventually strategic plans. 5. Has an established location that allows for recording and group activities. 5.1.The location is an investment that immediately provides returns to cover its costs. Appropriate revenue and funding is obtained to safely pay for rent and furnishings. 5.1.1.Services of CRF are changed to meet the specific assets and limitations of the location and are advertised ahead of time. 5.1.2.Recording Studio is equipped to record members of the community, including individuals, small groups, large groups, open mic-ers, podcasters, etc. 5.2.The location is accessible to all different abilities.
  7. 7. 5.3.Decision making process includes a strong focus on the lowest negative social and environmental impacts including office supplies and furnishings and during-operation impacts. 6. Is recognized for its innovative art and music curricula and values which position it as a asset to the community. 6.1.Seen and known in a positive light for its values, services, and as an asset throughout the community that people want to be involved with. 6.1.1.Has an identifiable brand that is recognized throughout the community. 6.1.2.Engaging and interactive presence online. 6.1.3.Everyone in and outside of CRF knows what is going on, including worries and concerns and the resources needed to address them. 6.1.4.Marketing strategies encourage knowledge-building of both community arts and CRF itself. 6.1.5.Upcoming volunteer opportunities (long-term and short) are easily accessible to interested persons. 6.2.Develops music curricula that address different topics and groups. Developed curricula and the resulting programming are sought after and CRF provides services around them. 6.2.1.Established as a leader in after school programming and requested as expert and model setting. 6.2.2.Diversity objectives and learning outcomes are an essential component of curricula. 6.2.3.Offers mentoring opportunities to young people as part of the framework of all programs. 6.2.4.Offers music-making and songwriting programs for older adults in local residential and assisted living facilities. 6.2.5.Makes inter-generational connections between members of different programs. 6.2.6.Service to the community/ connection to local non-profits an integral part of all curricula and programs. 6.3.Community Records Foundation’s after- school programs continue and expand to be seen as a leader in after school programming. Expanded work provides higher gross margin through higher fees/lower variable costs. 6.3.1.After-school songwriting programs curricula encompass academic support goals (literacy and numeracy etc..). 6.3.2.After-school songwriting programs curricula focus on empowering students to create and sustain positive creative partnerships with others. 6.3.3.After-school songwriting programs connect students to resources in the community that help them achieve their own personal artistic goals.
  8. 8. 6.3.4.After-school songwriting programs empower students to benefit local charities/ non-profits with their art. 6.3.5.Graduates of the program become mentors to other students and are encouraged to join in the process of realizing the vision and goals of CRF. 6.4.Programming and activities address issues and concerns identified by the community itself. 6.4.1.Assessments are used to create targeted action plans that will lead to program improvement in areas of weakness. 6.4.2.CRF's many strong connections to community groups and concern for those under-represented in Community organizations makes it able to identify needs in the community as they arise. 6.4.3.CRF's continuing commitment and connection to students and members gives voice to the needs of said members. 6.4.4.Many services are provided by qualified volunteers seeking professional experience. 6.4.5.Cost/revenue structure is developed. 6.4.6.All voices included in activities and assessment.
  9. 9. Strategic Plan Pre-Eval Form - Project/Action Item Name: ___________________________ Completion Date:_________ Eval cycle :_________ Name(s) of person(s) championing project: _____________________________________________________________________________ Please rank this project/action item: Not working towards goal 0------------5 Fully engages action towards meeting this goal Goals: 1 Focus Area Influential Factors: Resources: Activities: Outputs: Outcomes & Impacts: Evaluation: 2 3 4 5 6 Description, what specific strategic plan outcomes does this work towards and how?:
  10. 10. Strategic Plan Pre-Eval Form - Project/Action Item Name: ___________________________ Completion Date:_________ Eval cycle :_________ Name(s) of person(s) championing project: _____________________________________________________________________________ Brief Description: Consideration for developing evaluation: Formative - help you improve your program. Summative - help you prove whether your program worked as planned. Audience of project: Relationships/Capacity: Quality/Quantity: Effectiveness/Satisfaction: Questions audience will have about program: Use of information:

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