welcome! yp leadership workshop 1/21/12. strategic planning keshia johnson matt sinclair evan ishida
TRANSCRIPT
Welcome! YP Leadership Workshop1/21/12
Strategic PlanningKeshia JohnsonMatt SinclairEvan Ishida
Agenda
What is Strategic Planning? Importance of a Vision and
Mission Evaluating Internal and External
Factors Setting Goals-SMART-Keshia Action Planning Exercise: Breakout Discussion –
Executing an Action Plan Wrap Up Discussion
Self Assessment
• Can you define strategic planning?
Before we start, let’s assess the audience’s knowledge of strategic planning:
• Do you know what questions strategic planning can help answer?
Definition of Strategic Planning
The activity an organization undertakes to define its strategic direction and align the organization behind the strategy
Results in the organization more effectively implementing its strategy and managing performance as conditions change
Results in a well-defined strategy for the organization to pursue
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Strategic Planning:
Strategic Planning Process:
The foundational process that enables an organization to dynamically adjust its strategy based on changing conditions and performance to achieve targeted results
Despite the importance of strategic planning, many industry leading organizations do not “plan” well
Source: 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
More 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 Research
Strategic Planning is undertaken by organizations in order to prepare for success and hedge against uncertainty
What 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?
Organizations want to understand the drivers of uncertainty and set clear, obtainable goals
• Develop a robust comprehensive strategy with clear performance outcomes
• Create greater alignment among leadership team in translating plans into tactics
• Institute more effective management of the organization and performance orientation
• Enact key initiatives at an efficient pace
• Increase certainty and reduce volatility
• Integrate organizational readiness and ability to adapt to changing needs
Benefits of Strategic Planning
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Increase ability to adapt to organizational needs with pace, certainty and agility
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When planning, we take into account key considerations and leading practices in our strategy development process
Set strategic direction and goals
Develop action plans and roadmap
Incorporate contingency plans
Implementation planning
Build measurement reporting methodology
Execute on action plans
Refine process and improve
Phase 1: Analysis
Phase 2:Design
Phase 3:Alignment & Execution
Understand organizational motivation
Develop situational awareness
Incorporate expertise from key stakeholders
Develop vision statements and mission statement
Vision Statements
• 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?
Through all of our products, services and relationships, we will add to life's enjoyment. – Anheuser-Busch
Global 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
Mission Statements
• Does 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?
To 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-Cola
To make people happy. – Walt Disney
Evaluating Internal & External Factors
Strengths•What is the organization good at ?•What operations are efficient?•What external feedback has been positive?•Where have resources been saved/reduced?
Opportunities
•How can the organization grow?•What are common practices?•Where can improvements be made?
Threats•Are expectations changing?•Is demand for services reduced?•Are operating cost increasing?•Is their competition?
Weaknesses•Where have cost increased?•Where have efficiencies not been realized?•Where have expectations not been met?•What has caused a membership outcry?
Strengths – Weaknesses – Opportunities - Threats
Goal Setting
AchieveWhat 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?
http://www.youtube.com/watch?v=uThBb3kGf4k&feature=related
Setting SMART Goals and Measures
Specific
Measurable
Actionable
Responsible
Timeframe
Write a sample goal(s) for your organization
Goal Description
Action
Action
Action
TangibleSub-Action
TangibleSub-Action
Goal Action Responsible Support Deliverable CommentsTiming
Identify Resource
Identify Resource Deadline Outcome Comments
Identify Resource
Identify Resource Deadline Outcome Comments
Identify Resource
Identify Resource Deadline Outcome CommentsTangible
Sub-Action
Developing Action Plans to execute on strategic goals and measures
Action Plans provide a framework for execution when driving towards a goal
Goals provide a description of the
overall task at hand.
Actions and sub-actions provide
tangible deliverables through which goals
can be obtained
Responsibility and Support give
governance to deliverables in order to manage success
Timing represents duration and
provides goals and milestones to reach
towards
Deliverables define the outcome of each tangible deliverable
Taking Action Plans further – Developing Roadmaps
1Q12 2Q12 3Q12 4Q12 Feb ‘12
Establish interim board and implementation
committees
Business Plan: Revenue and Incubation
Funding
Hire and train Executive Director
4-5 Months
3-4 Months• Approach potential board members for positions• Crystallize business plan• Develop phase 1 & 2 implementation committees
• Approach selected incubation centers• Finalize deal for interim incubation• Define Revenue streams for sustainment
• Approach potential investors• Obtain funding for Phase 1 implementation• Obtain funding for Phase 2 and ongoing operations
• Develop Assessment and Selection strategy and plan• Recruit/interview/hire Executive Director• Begin Executive Director shadowing/training
Illustra
tive Only
Roadmaps provide timelines and a visual explanation of individual project items, as well as dependencies and milestones necessary to manage a project
12-15 Months
= Milestone = Dependency
Dependencies show work that is reliant upon other work in order to begin or
conclude
Milestones show key stage gates throughout the
project
6-8 Months
Individual work efforts, or projects, are laid out on a timeline to show priority, duration and requirements
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:
1)What challenges have you experienced executing plans in your organizations? 2)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
Wrap Up- What did we learn?
What is Planning? Importance of a Vision and
Mission Evaluating Internal and External
Factors Setting Goals-SMART Action Planning Exercise: Breakout Discussion –
Executing an Action Plan Wrap Up Discussion
What Questions Do You Still Have?
Recruitment & RetentionVi Huynh & Christin Miller
Recruitment & Retention Overview
• MotivAsians Overview
• Cleveland Professional 20/30 Club Overview
• Elevator Pitch
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 Professionals
• No fee membership
• Member = anyone in our Yahoo Group
• 529 email list subscribers (members) as of December 31, 2011
• Represent over 100 different companies in NE Ohio
• Recruitment and Retention became a priority in July 2009
MotivAsians Yahoo Group - Membership by Date Joined (July 2009)
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160
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Year
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MotivAsians Yahoo Group - Membership by Date Joined (Dec 2011)
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2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
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MotivAsians Recruitment Strategies
• Identify Target Audience
• Community Recruitment• Cleveland Asian Festival
• Case University Graduate School Open House
• AsiaTown events
• Company Affinity Groups / Employee Resource Groups• Cleveland Clinic
• KeyBank
• Lubrizol
• GE Lighting
• Internet• www.motivasians.org (Gateway)
• State of MotivAsians – every July
• Free Press• Plain Dealer My Cleveland, CBC Magazine, Crain’s Cleveland, IB Mag, UNC Alumni Magazine
MotivAsians – Recruitment at 2011 Cleveland Asian Festival & Lunar New Year 2011 Asia Plaza
MotivAsians – Signage and Handouts
• Business Card
• Sign Up Sheet
• Outdoor Banner
• Indoor Banner
• Newsletter
• Print Source
•Vistaprint
• Living Social / Groupon deals - $10 for $50
• Example
• Banner & Banner Stand (w/S&H): $72.21
• Paid: $14.96 + $10 (LS Voucher) = $24.96
• 500 Business Cards for $10
MotivAsians at Lincoln Electric & GE Lighting 2011
MotivAsians – Internet Resources - Membership Data Tracking
• Yahoo Groups
• RSVPs
• bit.ly
• Google Doc
• Facebook Stats
• Website Stats
MotivAsians Yahoo Group - Membership by Date Joined (Dec 2011)
0
20
40
60
80
100
120
140
160
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Year
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Bit.ly link stats to RSVP Form
RSVP Form via Google Docs
Google Doc – RSVP Data
MotivAsians Facebook Stats
MotivAsians Website Stats
The Cleveland Professional 20/30 Club Membership
Established in 2001
Mission: To attract and retain young professionals in Greater Cleveland by providing events focused on both personal and professional development.
Networking
Social
Philanthropy
Education
Paid Membership: $75/Year
$50 if renew within 1 month of expiring
Reach: 316 paid members
3,000+ through social media efforts and e2030 newsletter
4,989 in database
The Cleveland Professional 20/30 Club Overview
Member Rewards Program• Additional Incentive
• Connect With Community
Community Involvement• Festivals
• College Engagements
• Co-sponsorships
• Philanthropy Focused Events
Leadership Opportunities • Committees: Networking, Social, Philanthropy, Education
Membership, Communications
• Project Lead
New Member Socials• Meet Leadership
• Presentation
• Ambassador Program
Communications• Web: www.cleveland2030.org, Facebook, @CP2030, LinkedIn
• e2030 newsletter
• Personalized Messaging
20/30 Club Strategies
20/30 Communications
Signage and Handouts
Business Cards
Social Media Cards
Brochures (2 different)
Large & Small Banner
Upcoming Events
Community Partner Handouts
20/30 Membership Tracking
Website
•Data Management
•Output Excel Documents
Automated Messaging
•To Members
Personalized Welcome
30-day Notice
Thank You
•Internal
New Members
Renewals
Event Sign-Up
Communication Statistics
20/30 Recruitment & Retention
Membership Needs
• Questionnaires
•Open Communication
•Retention > Good Word of Mouth > Recruitment
Membership Message
• Why 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.
Concise
Clear
Compelling
Conceptual
Create a Foundation
Creating An Elevator Pitch
Length: 30 seconds - 1 minute
Communicate Main Message
• Who you are - what you want them to remember most about you
• What the organization is about - state your value
• Why they need to become a member - unique benefits
• When & How they can join
Memorize it!
Elevator Pitch Practice Session
• Worksheet Overview
• Elevator Pitch Worksheet Completion
• Let’s Practice!
Questions?
Fundraising & Event Planning SessionAmanda Maggiotto & Lindsay Silverstein
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?
Providence House“Every Child is Your Child”
Providence House
WHO 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/neglect48% of families were homelessOne in three children had a caregiver with a medical crisisOne in ten children had a caregiver affected by a mental health crisisOne in 11 children was a witness to domestic violence
Providence House
WHAT services do we provide for families & children?
Children’s Crisis Services Family Preservation ServicesChildren's Emergency Shelter Case ManagementDirect Childcare Services Crisis CounselingAssigned Childcare Model Service Referral & LinkageEarly Education & Parent Mentoring & Coaching Developmental Milestone Enrichment Discharge Planning Family Preservation
Aftercare
Providence House
WHERE are we located?
In your backyard! We are located in the community in which we serve.
Providence House2037 West 32nd StreetCleveland, OH 44113
Providence House
WHEN do we serve our clients?
• When families are actively in crisis• 24/7—we provide around the clock care for children• While families are seeking help and working to rebuild• One year following a child’s stay at Providence House
WHEN are children reunited with their families?
• When the family has fulfilled all requirements identified in their “contract”• Parents are required to visit their children while they are in Providence House
Providence House
WHY do we do what we do?
• Protect children by providing for their physical, emotional, developmental, and educational needs
• Empower families through education, respect, and responsibility
• Build community by preventing tragedy, reducing system involvement, and ending the cycle of abuse
Providence House
Phriends Group
“Phriends” of Providence House are charged with being advocates for PH when with friends, at the workplace, and in the community.
Phriends Event PH Events• Wine Tasting, Light Bistro • Pinwheels for Prevention• Beer Tasting, The Market • Shades of Blue Luncheon• Phall Phest, Around the Corner • Child Abuse Prevention Month
• City2City, Tower City/Ohio City • Deck the House
• March Madness, Barley House
Our Four Causes
Our Four Causes My Heart! My Life Childhood Obesity
Power To End Stroke Go Red For Women
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
2020 • And to improve overall heart health
My 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 active2. Control cholesterol 3. Eat better 4. Manage blood pressure 5. Lose weight6. Control blood sugar7. Stop smoking
Go Red For Women
The 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.
Go Red For Women
Captures 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.
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 events
♥ More 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.
Why Fundraise?
Staff Member Volunteer
•Why we do it •Event = Publicity •Opportunity to present mission
& gain supporters •Networking •Operational costs v. specific item •Incorporate/thank volunteers
Fundraising & Event Planning Session
Fundraising & Event Planning “Best Practices”
by Amanda Maggiotto & Lindsay Silverstein
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 organization
E.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 exam
Attendees
• Set a goal of attendees• Ask 10 committee members, board members, volunteers, etc., to sell 5 tickets, bring 5 friends to the event, etc.
Fundraising & Event Planning Session
Volunteerism
What attributes makes someone a good volunteer?
• Recruiting the “RIGHT” volunteer chairs• Clearly stating expectations
• Recruitment of volunteers• Clearly stating expectations• Having an array of opportunities• Good fit for everyone
• Ask other volunteers for introductions/recommendations
• Succession planning
• Fundraising vs. friendraising
Fundraising & Event Planning Session
Sponsors
Corporate 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 sponsors
Individual Sponsors • Can’t hurt to ask! • Seek out board members, community reps, friends of your organization to sponsor parts of your event
E.g.) Happy Hour/Keg or Food sponsor Raffle item donation or sponsored Ask season ticket holders to donate one set of tickets
Fundraising & Event Planning Session
Mission Moments
Mission is passion! Passion = more $ raised
Continually tie the mission • Committee meetings, mission moments• Realistic examples• One of one meetings• At the events• Pre and post mission opportunities• Thank you letters/phone calls from survivors
Fundraising & Event Planning Session
Event Planning/Logistics
• Over prepare then go with the flow
• Always confirm, never assume
• Identify appropriate contacts
• Think about payment ahead of time
• Communicate with team/volunteers
• Walk through event in your head
Fundraising & Event Planning Session
Target Audience
• Before planning event, identify target audience• Do some research about target audience• Effects price, attire, venue, activities, etc.
Vs.
Fundraising & Event Planning Session
Individual Fundraising • Similar to the cycle of dating• Ask questions/learn• Cultivate, it’s long process• Special recognition/levels• Make it a personal• Timing is everything
Fundraising & Event Planning Session
Schedule of Events
• Yearly Calendar• Advertise future events• Discounts for future events/Incentives to buy early or pre-register• Package deal
• E.g.) Providence House luncheon, City2City, Pinwheels for Prevention
Fundraising & Event Planning Session
Spread the Word for FREE!
• Use social media• Facebook• Twitter• LinkedIn• Youtube• Community blogs• Email invites• www.eventbrite.com• Foursquare
• News outlets• Post on news/radio webpage• Write editorials• Message Boards
• Forward information to..• Community groups• Workplace/ Work groups
Fundraising & Event Planning Session
Thank Yous/Acknowledgement
• Can never say thank you enough• Handwritten notes/phone calls• Make it personal• Say thank you without another request, ask for feedback• No matter what level have at least 4 touch points throughout the year• Be creative
Fundraising & Event Planning Session
Be Creative • Think outside of the box• From start to finish
Fundraising & Event Planning Session
Be an Advocate!
• Always have your organization’s intentions in mind
• Look for opportunities to advocate for your group
• Have an elevator speech ready
• Make it your mission to spread the word
Fundraising & Event Planning Session
Case Study
1.Plan a “family friendly” fundraiser to benefit the Providence House.
2.Plan an event for young professionals to benefit the Providence House that is NOT centered on alcohol.
3.Plan an “all men’s” event for the American Heart Association
4.Plan an event for young professionals to benefit the American Heart Association
Case Study Cont.
Focus on the following areas to plan your event
• Planning/ Logistics
• Fundraising
• Publicizing
• Recruitment
• Mission/Education
Marketing and Communications: Finding Your Message and Making it Work
with Jose Feliciano, Jr., Young Latino Network,and Kari Mirkin, YNPN Cleveland
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
Marketing and Communications
Understanding Your Organization,Your Offer, and Your Value What 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?
Marketing and Communications
Marketing Mix – The 4 Ps (for Your YP Group)
Product (Your Offer)membership, sponsorship, an event, a program, a fundraising appeal
Placean appropriate meeting spot or event venue that is convenient and accessible
Pricea dollar amount that covers your costs while staying within stakeholders’ expectations
Promotionany method of communication that puts you in touch with your stakeholders about the offer
Marketing and Communications
Making Marketing Work forYP Organizations Identifying 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?
Marketing and Communications
Identifying Stakeholders
Memberscompanies, schools, young professional events, online social networks
Mentorsprofessional associations, members’ employers, local media
Potential Partnersrelated organizations, event sponsors, host venues
Marketing and Communications
Informing Current andPotential Stakeholders
Traditional Advertisingprint flyers (general and event-specific) in heavy-traffic locations, press releases to media outlets, business cards
Direct Communicationevent-specific notices, regular email newsletters
Social MediaTwitter, Facebook, and LinkedIn, related groups’ social media outlets
Web PresenceWell-maintained website, external online event calendars, email account
Marketing and Communications
Tips for Effective Communication
Match the offer to the audience
Match the offer to the appropriate media outlet
Ensure accuracy and continuity; have a unified “voice”
Use concise, appealing language
Maintain an organizational culture of professionalism
Avoid “information overload” by carefully planning communications
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 Consultant
Tools for Consistent BrandingOrganization name, logo, mission statement, “elevator speech”, promotional graphics, member cards/pins
Marketing and Communications
Satisfying Stakeholders
Trend Trackingremain aware of and communicate developing issues that affect members and other stakeholders; pay attention to event attendance and membership levels
Evaluation and Feedbackuse formal and informal methods of surveying stakeholders’ suggestions and reactions to programming and other offers
Adaptabilitycontinually change offers (and they way you communicate them) to best meet trends, attract new stakeholders, and the feedback provided by stakeholders
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 group
Internal Communicationsrespect board members’ time constraints by establishing guidelines for communicating organizational matters; utilize tools that streamline these communications
Consistent Messagingprovide all board members with updated promotional materials; establish internal controls that ensure the accuracy and professionalism of all external communications
Marketing and Communications
Case Study
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?