The document outlines a strategic planning process for a nonprofit organization serving immigrants. It discusses setting a vision and mission, analyzing strengths/weaknesses, and defining strategic priorities and goals. Key priorities identified include diversifying funding, growing the budget, providing high quality services, and meeting community needs regardless of ability to pay. Governance principles are to ensure the board adds value, conducts oversight, and ensures accountability and transparency. The process aims to create a future state and strategic plan to guide the organization.

1. Ontario Council of Organizations Serving Immigrants – ED ForumStrategic Planning and Governance –November 3rd, 2009

3. Strategic PlanningWhere are you going?How are you going to get there?What rules are you going to follow?How will you know that you are on the right track and how will you know when you have arrived?

4. Strategic Planning Process6. ImplementationCURRENT STATEDESIRED FUTURE STATE1. Set ContextInterviews, Surveys& Community Profile5. Implementation Plan Objectives, AccountabilitiesBudgets, Risk Management,Update/Revision Process2. Define Strategic FrameworkVision, Mission, Values, & Strategic Priorities3. Define GoalsCurrent State Assessment, SWOTGap Analysis, and Definition of Goals4a. Refine & RatifyStrategic Framework

5. Mapping the FutureFormulate aspirations that are worth believing in and fighting for by meeting three challenges:Challenge #1 - Vision Statement Challenge #2 - Mission StatementChallenge #3 - Core ValuesChallenge #4 – Strategic Priorities

6. Community Vision – Key QuestionsWhat are your ultimate hopes for this community? What conditions in your community would have to exist (within the segments you serve) for your organization to no longer be needed?I wish to live in a community that…..

7. VisionYour ultimate hope for your target population:Habitat for Humanity Canada: “A world where everyone has a safe and decent place to live.”Hospital for Sick Children (Sick Kids): “Healthier children. A better world.”Canadian Cancer Society: “Creating a world where no Canadian fears cancer.”

8. Mission – Key QuestionsTo achieve the vision, whose needs will you serve?What role should you play in addressing these needs?Our mission is to do……..for……..

9. MissionThe role your organization currently has, or would like to have, in realizing its vision.Habitat for Humanity Canada: “To break the cycle of poverty and build strong communities by helping people gain access to affordable and sustainable housing”Sick Kids: “As innovators in child health, we will lead and partner to improve the health of children through the integration of care, education and research.” “The Canadian Cancer Society is a national, community-based organization of volunteers whose mission is the eradication of cancer and the enhancement of the quality of life of people living with cancer.”

10. Core Values-Key QuestionsWhat do we value in terms of how we do what we do?What do we value in our relationships with each other and our partners?What principles or beliefs should guide our work?What do board members and employees stand for and embrace?What rules will we follow?

11. Core ValuesWhat your organization believes in, stands for, and embraces.Sick Kids: “Excellence– in compassionate family-centered care and service that embraces diversity; in management and decision making; in promoting teamwork and encouraging leadership; and in a safe and healthy environment.” “Integrity– in our commitment to accountability and transparency; in respect for all; in effective communication; and in our ethical practices.”“Collaboration– in all our relationships; with families and children throughout the care process; building knowledge and capabilities across the health-care system; and supporting transitions of care and service.” “Innovation– in creating, evaluating and disseminating new knowledge; in developing and implementing creative approaches for family-centered care, research and education; and in responding to the unique and changing needs of children and of the health-care system.”

12. Strategic PrioritiesDefine what your organization will do about its most critical, strategic issues.Each strategic priority should define two key elements:The critical issue that the organization must address to deliver on its mission, and Measurement.

13. Strategic PrioritiesProgram PriorityWhat must you excel at in order to achieve it mission?Through our…understand and meet the social services needs of the vulnerable/communityNeeds assessmentSet prioritiesProduct services designEvaluate

14. Strategic PrioritiesStakeholder PriorityWho are your stakeholders?What value do you offer them?What do you want them to be saying about you?

15. Strategic PrioritiesOrganizational PriorityHow will we sustain our ability to change and grow?Human resourcesInfrastructure (IT, buildings…)

16. Strategic PrioritiesFinancial PriorityHow do we wish to appear to our funders?To meet our future needs – what should the funding mix be?What should our budget be?

17. Gap Analysis Gap between Current State and Future VisionFuture VisionStrategicGapCurrent State

18. Supporting Goals – Key QuestionsWhat is your organization’s current state relative to each strategic priority?What are the major, strategic gaps between your current state and each strategic priority?What goals will need to be achieved to bridge the gaps over the next 3-5 years?

19. Intro to GovernanceGovernanceMake policyLimitations on managementHire CEODue diligenceAuditRaise fundsLobby

20. Intro to GovernanceGovernance(working definition)Where are you going?How are you going to get there?How will you know?What rules will follow follow?Vision/Mission/Values/Strategic Priorities

21. Intro to GovernanceGovernance - Fiduciary DutiesRequired to exercise their power with competence (or skill) and diligence in the best interests of the corporationDuty of CareSkill/competenceDiligenceDuty of Loyalty (no profit/conflict of interest)HonestyGood faith

22. Intro to GovernanceGovernanceCarver modelPolicyDelegationMeans/endsManagement modelIntrinsically involvedDay to day decisionsRepresentational ModelFocus on interests of subordinate concerns

23. Governance as Leadershipin 3-Part HarmonyAdapted from“Governance as Leadership”Richard Chait et al. 2005Fiduciary ModeGovernanceasLeadershipStrategic ModeGenerative Mode

24. Board DevelopmentEthical ConductPolicies procedureMeetingsEvaluation/reviews

25. How to link strategic planning and governance?Individuals support what they help createThe Board’s role is to cause planning to occur – not necessarily to do the planningOne day events rarely workStrategic planning is about a robust processConsult broadly and use a cross-functional planning team

26. Strategic Planning Process6. ImplementationCURRENT STATEDESIRED FUTURE STATE1. Set ContextInterviews, Surveys& Community Profile5. Implementation Plan Objectives, AccountabilitiesBudgets, Risk Management,Update/Revision Process2. Define Strategic FrameworkVision, Mission, Values, & Strategic Priorities4b. GovernanceReview3. Define GoalsCurrent State Assessment,Gap Analysis, and Definition of Goals4a. Refine & RatifyStrategic Framework

27. Governance PrinciplesGovernance PrinciplesIn order for the Board to support the implementation of the Strategic Plan, what are the principles that the Board should follow?

28. Example: Governance PrinciplesLay solid foundations for management and oversight by recognizing and publishing the respective roles and responsibilities of board and management. Structure the board to add value by designing a board of an effective composition, size and commitment to adequately discharge its responsibilities and duties. Actively promote ethical and responsible decision-making Safeguard the integrity in financial reporting. Make timely and balanced disclosure.

29. Example: Governance PrinciplesRespect the rights of stakeholders and facilitate the effective exercise of those rights. Recognize and manage risk. Encourage enhanced performance. Remunerate fairly and responsibly. Recognize the legitimate interests of stakeholders.

30. CompetenciesCompetency Identification and DevelopmentWhat competencies are required of the Board in order to ensure the success of the Strategic Plan?Are these competencies in the Board?How do you close the gap?

31. Strategic Planning: The Case StudyCommunity Vision – The county is a strong, caring, healthy community where families and individuals are empowered to access the resources they need to thrive.Mission-In collaboration with our community partners, we provide timely and responsive individual, couple and family counseling regardless of spiritual orientation or ability to pay

32. Strategic Planning: Creating the Future StateValues –Our values are:Respect - We treat people with dignity. We are individually accountable for how we act and behave.Excellence - We provide quality counseling and support.Social Justice - We treat people and groups fairly and offer, through our services, an opportunity for families to receive a just share in the benefits of society.Transparency - We hold a privileged position of trust. We communicate our results and our challenges.Compassion - We balance emotional concern with an informed course of action.Commitment to Serve - It is an honour to invest our lives in helping others. We seek to understand the needs of those that we serve and provide for those needs.Entrepreneurial Spirit - We actively seek opportunities to learn,change and grow.

33. Strategic Planning: Priorities2008 - 2012FinancialWe will diversify funding and achieve stable and predictable revenue to support its workWe will grow its operating budget to $3 millionInternal Business ProcessesStakeholderVision Mission ValuesWe will be a leader in the County and provide the highest quality services to individuals, couples and familiesWe will meet the needs of individuals, couples and families regardless of their ability to pay.Human ResourcesWe will be the most rewarding agency at which to work, learn and grow.

34. Governance Principles - Directors are encouraged to actively participate through being informed, independent, conducting self-evaluation, ongoing development and contributing;Board will add value to the agency and the agency add value to the community;Directors will ensure financial oversight and accountability;The Board will ensure disclosure and transparency to stakeholders;The Board will establish clear strategic direction, andThe Board will focus on fiduciary responsibilities

35. Board CompetencyGovernance experience; Financial Savvy; Knowledge of the whole community;Commitment to continuous learning;Ambassadorship;Risk Management;Human resource; Policy Development; Social Service experience, andFund raising experience.

36. Board make-upIncluding appropriate competency and:The Board will reflect the community (including catholicity), andThe Board will reflect diversity.The Board will be recruited using the competencies previously mentioned - number total 11.Board Committee StructureAudit committee – financial, health and safety, employee standards, public health, and environmental;Policy/Procedures (governance) committee – to examine bylaws (currently there are multiple bylaws in use);Finance Committee, andRecruiting and Nominating (HR) committee.

37. Board/Management SplitBoard role: set strategic plan and provide appropriate oversight;Management role: Execute the approved business plan within the oversight parameters set by the Board;Executive Director role: Responsible to the Board for the execution of the Strategy as defined by the annual Business PlanReport to the Board significant variances from the existing Business PlanManagement/Board liaison, andEnsure that joint planning cycle is conducted

39. Strategic Planning SessionJohn BakerAperio215 Spadina Ave Suite 170Toronto, ONM5T 2C71-800 -479-2782www.aperio.caEnd of Presentation