Strategic Planning:   What exactly is it and what does it look like for Urban Sprouts? <ul><li>Urban Sprouts </li></ul><ul...
Pre-Planning: Mission Statement <ul><li>Draft of Mission Statement as of today: </li></ul><ul><li>By cultivating school ga...
Overview:  A Strategic Plan <ul><li>What it IS: </li></ul><ul><li>Sets an overall direction of how an organization will re...
Strategic Planning vs.  Other kinds of Planning <ul><li>Strategic Planning  asks: “Based on our current understanding of t...
What does a Strategy look like? <ul><li>A Strategy: </li></ul><ul><li>Is the longer-term course that the ship is steering,...
How can we be sure it’s a Strategy? Moore’s Strategic Triangle Strategic issue :  How can we best use our resources to pre...
Strategic Planning Step by Step An ongoing process Articulate Mission, Vision & Values Gather & Assess Information Set Str...
Next Steps: Set Strategies  <ul><li>Group our list of ideas into 3-5 strategic areas </li></ul><ul><li>Prioritize the stra...
Next Steps: Write the Plan  <ul><li>For each Strategy, detail goals and objectives that will enable us to fulfill the stra...
Set Strategies, Steps 2-3:  Data from Retreat Priority (#) Strategic Areas Board Leader Meeting Month Progress As of 12/20...
Strategic Plan 2009-2012: Strategy #1 - Program Growth/Reach Strategic issue :  How can we best use our existing programmi...
Strategy #1: Program Growth/Reach SWOT Analysis Strengths Our program model and evaluation results Our experience over 5 y...
Strategic Plan 2009-2012: Strategy #2 - Staff, HR, Capacity Strategic issue :  How can we best use our resources to create...
Strategic Plan 2009-2012: Strategy #3 - Training, Dissemination Strategic issue :  How can we best use our model and our e...
Strategic Plan 2009-2012: Strategy #4 - Fundraising SWOT Strengths Weaknesses Strong and unique mission and message Excell...
Strategic Plan 2009-2012: Strategy #4 - Fundraising Strategic issue :  How can we best attract and cultivate new resources...
Strategic Plan 2009-2012: Strategy #5 - Reputation, Publicity Strategic issue :  How can we best use our resources to buil...
Strategic Plan 2009-2012: Strategies with Goals <ul><li>Strategy 1: Program Growth/Reach </li></ul><ul><li>STRATEGY: Maint...
Strategic Plan 2009-2012: Strategies with Goals <ul><li>Strategy 3: Training/Dissemination </li></ul><ul><li>STRATEGY: Pos...
Strategic Plan 2009-2012: Strategies with Goals <ul><li>Strategy 5: Reputation, Publicity </li></ul><ul><li>STRATEGY: Incr...
Strategic Plan 2009-2012: Strategies with Goals <ul><li>Strategy 2: HR, Staff, Capacity </li></ul><ul><li>STRATEGY: Streng...
Presentation based on: <ul><li>Strategic Planning for Nonprofit Organizations:  </li></ul><ul><li>A Practical Guide & Work...
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Strategic Planning for Urban Sprouts

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Overview and next steps of Urban Sprouts' strategic planning process.

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Strategic Planning for Urban Sprouts

  1. 1. Strategic Planning: What exactly is it and what does it look like for Urban Sprouts? <ul><li>Urban Sprouts </li></ul><ul><li>Advisory Board </li></ul><ul><li>5/19/09; </li></ul><ul><li>Updated 12/8/09 </li></ul>
  2. 2. Pre-Planning: Mission Statement <ul><li>Draft of Mission Statement as of today: </li></ul><ul><li>By cultivating school gardens in SF’s under-served neighborhoods, Urban Sprouts partners with youth and their families to build eco-literacy, equity, wellness and community. </li></ul>
  3. 3. Overview: A Strategic Plan <ul><li>What it IS: </li></ul><ul><li>Sets an overall direction of how an organization will respond to the dynamic and unpredictable environment around it. </li></ul><ul><li>Sets priorities; builds commitment. </li></ul><ul><li>A guide for informed decision-making. </li></ul><ul><li>A form of planning that is a continuous process. </li></ul><ul><li>What it IS NOT: </li></ul><ul><li>Operational planning that predicts specific, year-by-year, concrete objectives and implementation. </li></ul><ul><li>A static business plan that assumes the future is predictable. </li></ul><ul><li>A substitute for judgments made as things change in the real world. </li></ul><ul><li>A smooth, linear process. </li></ul>
  4. 4. Strategic Planning vs. Other kinds of Planning <ul><li>Strategic Planning asks: “Based on our current understanding of the environment, are we doing the right thing? How can we best use our resources to achieve our mission?” </li></ul><ul><li>Long-Range Planning asks: “What should we be doing each year for the next three to five years?” </li></ul><ul><li>Operational Planning asks: “What do we need to be doing for the upcoming year and/or immediately to best accomplish our mission?” </li></ul>
  5. 5. What does a Strategy look like? <ul><li>A Strategy: </li></ul><ul><li>Is the longer-term course that the ship is steering, not how the ship responds to the waves. </li></ul><ul><li>Outlines how an organization best uses its resources to fulfill its mission, given its current capacity and its environment. </li></ul>Strategy Objective that supports this Strategy An SPCA shifts from focusing on caring for neglected animals to running programs that prevent cruelty to animals. Hire an education director to coordinate education efforts. An art museum chooses to rent much of their collection rather than use their funds to purchase new art pieces. Acquire at least 50% of exhibitions from other museums’ collections. An organization discovers that while its clients value its services, people in the community know little about its work. A strategy is to increase their visibility. Contract with a public relations firm to assist in the development of a marketing campaign. The Board of an all-volunteer organization decides to hire staff to run the organization and to turn the board in to a governance board rather than a hands-on administrative board. Train board members on the roles and responsibilities of a governance board.
  6. 6. How can we be sure it’s a Strategy? Moore’s Strategic Triangle Strategic issue : How can we best use our resources to prevent youth violence? Mission/Mandate Decrease youth violence Capacity/Resources Existing funds for after school programs Youth Development expertise in community University Service Learning program in community People/Players Youth After-school funders University students Schools Community organizations Parents Strategy Create after school youth development programs staffed by university students.
  7. 7. Strategic Planning Step by Step An ongoing process Articulate Mission, Vision & Values Gather & Assess Information Set Strategies Write the Plan Implement the Plan Evaluate & Monitor the Plan Get Ready = start here = we are here
  8. 8. Next Steps: Set Strategies <ul><li>Group our list of ideas into 3-5 strategic areas </li></ul><ul><li>Prioritize the strategic areas in order of time-sensitivity </li></ul><ul><li>Calendar one strategic area per board meeting and identify board member as lead and facilitator </li></ul><ul><ul><li>Combine with recurring agenda items on yearly board calendar </li></ul></ul><ul><li>At each meeting, develop one strategic area into a Strategy (a statement) </li></ul><ul><li>For each Strategy, flesh out the resources, capacity and individual contacts we can draw on </li></ul>
  9. 9. Next Steps: Write the Plan <ul><li>For each Strategy, detail goals and objectives that will enable us to fulfill the strategy </li></ul><ul><li>For each Strategy, detail the tasks we will accomplish and who will be responsible </li></ul><ul><li>Set a timeline with points to check in and assess progress over the coming year </li></ul><ul><li>Write all this into one document (the Plan) </li></ul><ul><li>Add timeline to Board Calendar for FY 09-10 </li></ul><ul><li>Next Step: Implement the Plan </li></ul>
  10. 10. Set Strategies, Steps 2-3: Data from Retreat Priority (#) Strategic Areas Board Leader Meeting Month Progress As of 12/2009 1 Mission, Vision, Values Brent Lisa June/ July Mission done; V,V to do in January 2 Program Growth/Reach Abby Kisai July Drafted. Approved. 2 Staff, HR, Capacity Abby Simran July Drafted. Approved. 2 Training, Dissemination Lisa Abby Sept Drafted. Approved. 3 Fundraising Simran TBD Sept Drafted. Approved. 3 Reputation, Publicity Sanaz Stacie Sept/ Oct Drafted. Approved.
  11. 11. Strategic Plan 2009-2012: Strategy #1 - Program Growth/Reach Strategic issue : How can we best use our existing programming and resources to reach more youth and families? Mission/Mandate Building ecoliteracy, equity, wellness and community with families and youth. Capacity/Resources Our model and evaluation results Our reputation with the schools and community Our existing funders ED trainings and coaching Board members’ expertise Other partners and mentors in the community with expertise People/Players Youth City Agencies Staff Teachers School administrators Families Funders Other CBOs Board Members Cal School Garden Network Universities - Cal <ul><li>Strategy </li></ul><ul><li>Strategy : Maintain a balance between increasing units of direct service and strengthening programs vs. disseminating our work more broadly. </li></ul><ul><li>Sub-strategies: </li></ul><ul><li>Sustaining : Our existing schools are highest-quality models / examples. </li></ul><ul><li>Work towards making existing schools self-sufficient and sustaining so we can move on to other sites (longer-term goal). </li></ul><ul><li>New Schools: Fund as you go rule - Only new schools if funding is there. </li></ul><ul><li>Dissemination : Create separate strategy for dissemination and training. </li></ul><ul><li>Objectives: </li></ul><ul><li>- Sustaining: Improve our programs through feedback, documentation & evaluation of our programs </li></ul><ul><li>- Develop our training program (see other strategy) </li></ul>
  12. 12. Strategy #1: Program Growth/Reach SWOT Analysis Strengths Our program model and evaluation results Our experience over 5 years ED trainings and coaching Board members’ expertise Lean organization Youth Development component Uniqueness - middle and high schools, grassroots-driven, under-served communities Board/volunteer knowledge of communications, publicity Weaknesses Limited resources - money and time Challenge to make schools sustainable Turnover at schools Limited reach - low numbers Limited time devoted to fundraising and administration Need volunteer management for non-direct service work Opportunities Our reputation with the schools and community Other partners and mentors in the community with expertise Our existing funders Lean organization - makes us replicable, competitive School gardens are hot, a major trend Partnerships with other related organizations Social entrepreneurship - income-generating programs Other orgs, schools, teachers want training and technical assistance from us Threats Economic crisis/situation - state and beyond Competitors - orgs doing similar work Low visibility, press, presence Dysfunctional public school system & Prop 13 Multi-billion dollar food industry advertising Poor food access in neighborhoods
  13. 13. Strategic Plan 2009-2012: Strategy #2 - Staff, HR, Capacity Strategic issue : How can we best use our resources to create a supportive and sustaining working environment for our staff members and leaders? Mission/Mandate Staff and leaders are operating in the “sustaining operating system” and often step into “soaring” Capacity/Resources Advisory Board = team of kindred spirits ED has Personal Leadership Network & some mentors Advisory Board expertise to create Director of Ops position Potential Board subcommittee members - lots of interest Rich Snowdon the amazing coach Potential Fellowship opportunities Untapped talents to take on new roles among board, staff and youth/students Identifying what is “Fun” for our leaders ED’s growing experience and comfort with managing and supporting staff People/Players Staff members Executive Director Advisory Board Funders - Foundation, Government Youth staff/leaders Other mentors, kindred spirits, and partners in the community Strategy Strengthen our existing structure so that we can create a supportive, sustaining, and challenging working environment for our staff, volunteers, and board. <ul><li>Goals - Objectives : </li></ul><ul><li>More Focus for ED role -- leadership in field, not admin overwhelm, communications, training, sharing, still some teaching, mentoring staff </li></ul><ul><li>Foster Staff Leadership -- growth opps, sense of professionalism, admin role, external engagement role, full time hours </li></ul><ul><li>Sustain Board Leadership -- strong involvement, sustaining, balance of big picture work and concrete projects, growth/learning, fun. </li></ul>
  14. 14. Strategic Plan 2009-2012: Strategy #3 - Training, Dissemination Strategic issue : How can we best use our model and our experiences to reach more youth and families? Mission/Mandate Building ecoliteracy, equity, wellness and community with families and youth. Capacity/Resources Our model and evaluation results Our reputation with the schools and community Our existing funders ED trainings and coaching Board members’ expertise Other partners and mentors in the community with expertise People/Players Youth City Agencies Staff Teachers School administrators Families Funders Other CBOs Board Members Cal School Garden Network Universities - Cal Strategy Position ourselves as experts in the field of school garden education so that we can share our model and expand our reach. <ul><li>Objectives : </li></ul><ul><li>Partner with similar organizations to reach larger collective goals. </li></ul><ul><li>Provide services, trainings or products based on our model that generate revenue </li></ul><ul><ul><li>Evaluation tools </li></ul></ul><ul><ul><li>Target teacher-education, credentialing programs and school administrators </li></ul></ul><ul><li>Seek out speaking engagements and relevant events at which to pitch our model. </li></ul><ul><li>Publish our evaluation results. </li></ul>
  15. 15. Strategic Plan 2009-2012: Strategy #4 - Fundraising SWOT Strengths Weaknesses Strong and unique mission and message Excellent product/services Successful track record obtaining founda. and govt. grants 2008-09: __% Renewals; __ % new gifts Regular contact with supporters through blog, e-News, Fall & Spring print newsletter Strong volunteer program Successful annual event Need fundraising plan Need more unrestricted funds ED’s time is stretched in this area No staff or board members experienced with individual fundraising Hasn’t been board priority Not enough time and help to plan events More staff time required for fundraising (research & cultivation) Opportunities Threats Strong support from teachers and principals Growing visibility/reputation Attracting new community partnerships and volunteers Food industry contacts – events, other. Partnering with local restaurants Growing corporate volunteer groups Technology & online fundraising Board contacts Corporations interested in social resp., environmental and food issues Engaging former board members Foundation interest in food, obesity, food justice, environment issues SF Mayor interested in our issues Funding our training and leadership initiative Need to diversify funding to be sustainable: one source is 50% of budget, ending in 2012 Not enough contact with donors between asks. Need to increase donor acknowledgement, recognition Need to ask more often than once a year No segmentation in approach Need major donor personal asks Not involving non-board volunteers in fundraising Economy – foundations decreasing grant amts., others limiting new proposals More competition out there doing what we do
  16. 16. Strategic Plan 2009-2012: Strategy #4 - Fundraising Strategic issue : How can we best attract and cultivate new resources and maintain current sources to support our mission? Mission/Mandate Build diverse, non-restrictive, and sustainable sources of funding. Capacity/Resources Advisory Board Staff Volunteers Pro-bono Consultants Fundraising Sub-Comittee The Extraordinaries People/Players Staff members Executive Director Advisory Board Funders - Foundation, Government <ul><li>Strategy </li></ul><ul><li>Cultivate new, sustainable and diverse sources of funding, through fostering stronger relationships between Urban Sprouts and funders, at a pace with our capacity. </li></ul>Objectives : 1)Hire a Fundraising Consultant to develop fundraising plan 2) Set up a Fundraising Committee 3) Reach out to 30 corporate and family foundations - given the current level of public interest 4) Increase rate of individual giving by converting volunteers ( especially corporate) into donors
  17. 17. Strategic Plan 2009-2012: Strategy #5 - Reputation, Publicity Strategic issue : How can we best use our resources to build the buzz and exposure for Urban Sprouts? Mission/Mandate Capacity/Resources Audrey Roderick / Staff Volunteers / Champions Stacie Dong - Pro-bono Consultant Marketing/Publicity Committee People/Players Staff members Executive Director Advisory Board Funders - Foundation, Government Strategy Increase and spread awareness of the organization's mission through building relationships with media outlets to build out our base of support. Objectives : 1) Develop Media Press Kit & Fact Sheet ; Develop a very unique messaging platform 2) Develop relationships with media 3) Set up a Publicity/Marketing Committee 4) Use our evaluation results to create a pitch for services and products for new schools
  18. 18. Strategic Plan 2009-2012: Strategies with Goals <ul><li>Strategy 1: Program Growth/Reach </li></ul><ul><li>STRATEGY: Maintain a balance between increasing units of direct service and strengthening programs versus disseminating our work more broadly. </li></ul><ul><li>SUB-STRATEGY 1: Sustaining : Our existing schools are highest-quality models / examples. Work towards making existing schools self-sufficient and sustaining so we can move on to other sites (longer-term goal). </li></ul><ul><li>SUB-STRATEGY 2: New Schools : Fund as you go rule - Only new schools if funding is there. </li></ul><ul><li>SUB-STRATEGY 3: Dissemination : Create separate strategy for dissemination and training. </li></ul><ul><li>Strategy 2: HR, Staff, Capacity </li></ul><ul><li>STRATEGY: Strengthen our existing structure so that we can create a supportive, sustaining, and challenging working environment for our staff, volunteers, and board. </li></ul><ul><li>GOAL 1: More Focus for ED role -- delegate operations and program roles to other staff; more leadership in field, communications, training, sharing, mentoring staff </li></ul><ul><li>GOAL 2: Foster Staff Leadership -- growth opportunities, sense of professionalism, admin role, external engagement role, full time hours </li></ul><ul><li>GOAL 3: Sustain Board Leadership -- strong involvement, sustaining, balance of big picture work and concrete projects, growth/learning, fun </li></ul>
  19. 19. Strategic Plan 2009-2012: Strategies with Goals <ul><li>Strategy 3: Training/Dissemination </li></ul><ul><li>STRATEGY: Position ourselves as experts in the field of school garden education so that we can share our model and expand our reach. </li></ul><ul><li>GOAL 1: Provide services, trainings or products based on our model that generate revenue </li></ul><ul><li>GOAL 2: Disseminate our model, results, message in the field and more broadly </li></ul><ul><li>Strategy 4: Fundraising </li></ul><ul><li>STRATEGY: Cultivate new, sustainable and diverse sources of funding, through fostering stronger relationships between Urban Sprouts and funders, at a pace with our capacity. </li></ul><ul><li>GOAL 1: Set up and develop Fundraising Committee </li></ul><ul><li>GOAL 2: Increase individual giving and board leadership in this area </li></ul><ul><li>GOAL 3: Increase corporate donations </li></ul><ul><li>GOAL 4: Sustain government funding sources </li></ul><ul><li>GOAL 5: Increase foundation grants </li></ul>
  20. 20. Strategic Plan 2009-2012: Strategies with Goals <ul><li>Strategy 5: Reputation, Publicity </li></ul><ul><li>STRATEGY: Increase and spread awareness of the organization's mission through building relationships with media outlets to build our base of support. </li></ul><ul><li>GOAL 1: Develop publicity plan for Fundraising Event </li></ul><ul><li>GOAL 2: Develop new media avenues to reach a wider audience </li></ul><ul><li>GOAL 3: Build audience for the communications already doing via newsletter, blog, FB, Twitter, Flickr, YouTube </li></ul>
  21. 21. Strategic Plan 2009-2012: Strategies with Goals <ul><li>Strategy 2: HR, Staff, Capacity </li></ul><ul><li>STRATEGY: Strengthen our existing structure so that we can create a supportive, sustaining, and challenging working environment for our staff, volunteers, and board. </li></ul><ul><li>GOAL 1: More Focus for ED role -- delegate operations and program roles to other staff; more leadership in field, communications, training, sharing, mentoring staff </li></ul><ul><li>GOAL 2: Foster Staff Leadership -- growth opportunities, sense of professionalism, admin role, external engagement role, full time hours </li></ul><ul><li>GOAL 3: Sustain Board Leadership -- strong involvement, sustaining, balance of big picture work and concrete projects, growth/learning, fun </li></ul><ul><li>GOAL 2, OBJECTIVES: </li></ul><ul><ul><li>Get input, feedback from staff </li></ul></ul><ul><ul><li>Increase staff appreciation </li></ul></ul><ul><ul><li>Increase staff opportunities for external leadership, engagement </li></ul></ul><ul><ul><li>Keep improving sense of collaboration and team support - time together </li></ul></ul><ul><ul><li>Expand staff role, hours </li></ul></ul><ul><ul><li>More exposure to career, leadership opportunities </li></ul></ul><ul><ul><li>Become a model for staff leadership so we can share it in our trainings </li></ul></ul>
  22. 22. Presentation based on: <ul><li>Strategic Planning for Nonprofit Organizations: </li></ul><ul><li>A Practical Guide & Workbook </li></ul><ul><li>By Michael Allision & Jude Kaye, </li></ul><ul><li>CompassPoint Nonprofit Services, </li></ul><ul><li>John Wiley & Sons, Inc., 2005. </li></ul>

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