Strategic Plan March 2009

Transcription

1 Strategic Plan March 2009

2 SAUL and DAYEE G. HAAS FOUNDATION STRATEGIC PLAN Approved March 13, 2009 STRATEGIC POSITIONING STATEMENT In 2008 The Haas Foundation s Board of Directors voted to change the status of the organization from a private foundation to a public charity to facilitate growth in fundraising and programs that will benefit communities and children across Washington State. The Haas Foundation s goal is to expand the capacities and resources of local secondary schools statewide to help more students in need stay in school or enhance their engagement with learning. Toward this goal, The Haas Foundation will: Help secondary schools statewide access and enhance their use of the Haas program infrastructure, i.e. web-based accounting; volunteer and fundraising training; etc.; Expand research, assessment and measurement of Haas program outcomes on children s ability to remain in and succeed in secondary school; Expand board, volunteer, donor and citizen engagement in Haas to raise and distribute more funds at the local level, raise public awareness and grow the Foundation corpus support. STRATEGIC PRIORITIES for In pursuit of these goals, the Haas Foundation has prioritized the following goals for : I. Expand the capacities of secondary schools to raise more funds, help more students in need and measure the short and long-term results of their efforts through the Haas program. More secondary schools statewide acquire and strengthen use of the Haas infrastructure and enhance their capacities to fundraise and recruit local volunteers and supporters Data collection, outcomes measurement and research on Haas Foundation program outcomes is expanded and enhanced II. III. IV. Develop a new board governance model consistent with the requirements of governing a public charity Board develops, adopts and demonstrates ownership for a new governance model appropriate to the board of a public charity Board composition is strengthened to meet Haas strategic requirements Haas Heritage Advisory Council is expanded (or re-organized) to provide more options for alumni board and other key stakeholders to maintain their involvement with Haas Expand Haas Foundation s fundraising A comprehensive fundraising plan is developed and implemented Annual fundraising (both individual and corporate/foundation) increases each year based on targets set in the fundraising plan By 2012 The Haas Foundation assesses and determines the need, timing and feasibility of a possible capital/endowment campaign to expand the corpus Strengthen visibility and brand identity of the Haas Foundation New brand identity and messaging is developed for Haas by 2010 and rolled out by 2011 The existing organizational marketing/communications plan is updated and implemented Dissemination of resource information to schools, designed to support, enhance and promote their Haas programs, is expanded Haas Foundation Strategic Plan 1

3 HAAS FOUNDATION STRATEGIC PLAN STRATEGIES AND TACTICS I. EXPAND THE CAPACITIES OF SECONDARY SCHOOLS TO RAISE MORE FUNDS, HELP MORE STUDENTS IN NEED AND MEASURE THE SHORT AND LONG-TERM RESULTS OF THEIR EFFORTS THROUGH THE HAAS PROGRAM. Model for expanding local school fundraising developed, tested and disseminated More secondary schools are successful in raising more funds As a result of greater local school fundraising, more students are served Evaluation methodologies are enhanced and expanded Through The Haas Foundation web-based infrastructure, secondary schools are able to tap into other in-kind and alternative funding resources to help students Strategies and Tactics A. More secondary schools statewide acquire and strengthen use of the Haas infrastructure and enhance their capacities to fundraise and recruit local volunteers and supporters 1) Continue to partner, identify best practices and help expand the capacities of existing Haas enrolled secondary schools ( ) 2) Place higher priority on continuing funding for existing secondary schools 3) Offer the Haas Foundation s web-based infrastructure (and other technical assistance and tools) to all secondary schools in Washington State regardless of funding availability (to enable more secondary schools to build their own Haas funding base through their local Adopt-A-School programs) 4) Develop a replicable model for expanding local school fundraising: Recruit and work intensively with secondary schools to develop a replicable model/ prototype for successful local school engagement and fundraising, with 10% of secondary schools having signed up for the Adopt-a-School Program by 2012 Expand and test the model with additional secondary schools by Document best practices and publish and distribute an electronic manual that can be used by secondary schools everywhere B. Data collection, outcomes measurement and research on Haas Foundation program outcomes is expanded and enhanced 1) Work with local secondary schools and volunteers to develop additional evaluation measures, including exploring potential ways to track children through their school careers 2) Seek grant partners to fund one or more evaluation protocols or to conduct a research study 3) Explore possible partnership with OSPI on a potential longitudinal study Haas Foundation Strategic Plan 2

4 II. DEVELOP A NEW BOARD GOVERNANCE MODEL CONSISTENT WITH THE REQUIREMENTS OF GOVERNING A PUBLIC CHARITY New governance model, appropriate to the board of a public charity, and based on best practices in board governance, is adopted by the Haas board High levels of ownership, participation and activism are demonstrated individually and collectively by board members Board member commitment to and personal stewardship of Haas fundraising activities significantly increased (i.e. includes continued 100% of board members giving annually at generous levels; increased overall board commitment to help with introducing friends to Haas; and helping with fundraising, etc.) Detailed Strategies: A. Board develops, adopts and demonstrates ownership for a new governance model consistent with the requirements of a public charity 1) An ad hoc board governance task force studies and recommends new governance policies based on best practices in non-profit governance 2) The Haas Foundation board adopts and implements new governance policies during ) New job descriptions are developed for the board 4) Board and board committee activities are defined and implemented at the appropriate levels to meet Haas strategic goals B. Board composition is strengthened to meet Haas strategic requirements 1) Conduct a board evaluation, identify additional or deeper skill sets needed to meet the requirements of the strategic plan 2) Develop and implement new strategies to recruit new board members C. Haas Heritage Advisory Council is expanded (or re-organized) to provide more options for alumni board and other key stakeholders to maintain their involvement with Haas 1) Haas Heritage Advisory Council is evaluated, redefined and reorganized as needed to provide additional service options to optimally utilize and leverage the talents and support of existing and new board alumni and other key stakeholders Haas Foundation Strategic Plan 3

5 III. EXPAND HAAS FOUNDATION S FUNDRAISING Comprehensive fundraising plan is developed and implemented; this plan guides Haas future development efforts and established benchmarks for evaluating progress Consistent and sustained annual increases in revenues from fundraising are generated, including the levels needed to achieve IRS public charity status Secondary schools raise more funds for the Haas program at the local level Plans for growing the corpus are explored (including study of capital/endowment campaign options), and if deemed feasible, are developed and implemented Detailed Strategies: A. A comprehensive fundraising plan is developed and implemented 1) Plan includes strategies for: Strengthening the fundraising culture of the organization; Enhancing stewardship activities; Identifying and expanding the donor base (individual/corporate/foundation donors); Developing a strong case statement for pitching the Haas benefits to the community; determining staffing requirements beyond the Director of Development and Database Coordinator; Optimally using volunteers and committees; Expanding utilization of the executive director in fundraising; Expanding staff and board training; Adopting Gift Acceptance policies. 2) Fundraising plan includes specific benchmarks of progress and a means to evaluate results over time. These include such benchmarks as: dollars raised, increases in numbers of donors; number of new gifts, returning gifts, in-kind donations, donor information etc. B. Annual fundraising (both individual and corporate/foundation) increases each year based on targets set in the fundraising plan C. By 2012 The Haas Foundation assesses and determines the need, timing and feasibility of a possible capital/endowment campaign to expand the corpus Haas Foundation Strategic Plan 4

6 IV. STRENGTHEN VISIBILITY AND BRAND IDENTITY OF THE HAAS FOUNDATION New name and brand identity chosen, including logo, tag line, etc. Visibility and understanding of Haas is increased Number and breadth of constituencies are expanded More constituents recruited, added to the mailing lists PSA created for radio and TV Detailed Strategies: A. New brand identity and messaging is developed for Haas by 2010 and rolled out by ) A branding study is undertaken and completed firm (either internally or contracted, as resources allow) 2) A new branding strategy is developed and approved, including the following elements: New name (perhaps keep Haas but change Foundation) is selected New logo New key messages about what Haas is and its value proposition Plan for rolling out the new name and identity Other collateral materials, e.g. letterhead, annual report, etc. 3) Brand identity is fully rolled out by 2011 B. The existing organizational marketing/communications plan is updated and implemented, addressing such details as: 1) Updated website with expanded links 2) Web-based tools 3) Newsletters 4) New key messages, tag lines 5) Compelling stories gathered, utilized C. Dissemination of resource information to schools, designed to support, enhance and promote their Haas programs, is expanded 1) Best practices for replication are gathered and disseminated to schools 2) Blogs/live journals and other tools are used to share information with schools Haas Foundation Strategic Plan 5