STRATEGIC PLAN January 1, 2015 December 31, 2017 Planning Team: Patricia Andrade, Chair Jim Bednar Colleen Cutshaw-Tierney Rhonda Fleming Bill Holmes Adaline Klemmedson Anne Maley Bob McKay Shelly Silverman John Smith Julia Waterfall-Kanter Facilitator: Carol Tornow Approved on December 18, 2014 by SVP Tucson s Board of Directors 1
MISSION AND VISION Our Mission SVP Tucson is an ever expanding community of engaged philanthropists dedicated to building the capacity, strength and impact of nonprofits in addressing social problems. We accomplish this through: Thoughtful and strategic investments and collaborations Our Partners engagement and expertise, and Inspiring and equipping Partners to be more strategic and effective with their giving Our Vision We envision our community as a model of success for engaged philanthropy, known across the nation for fostering collaborative, effective and sustainable approaches to solving social challenges. 2
STRATEGIC PLAN Core Strategy #1 Strengthen SVP s Internal Capacity Team Lead: Anne Maley SVP is committed to self-enhancement and growth to meet the changes and challenges facing nonprofits in Tucson. We will update roles and expectations, develop skills of partners and enhance communications throughout the organization. These changes will help with our strategic recruitment of new partners and increase our ability to diversify and expand our funding base. GOAL #1: Prepare and empower SVP Partners, Lead Partners and Work Teams with the training, resources and support needed to engage effectively within the community and with SVP's Investee organizations. 1. Clarify SVP s key roles and skill requirements. a. Review and update key expectations and core capacities desired for Partners who serve on Committees, on Work Teams, as Lead Partners, as Corporate or community liaisons, or in any other important role. b. Educate Partners about the role of social venture partnerships in building the capacities of community nonprofits; the variety of internal and external opportunities for engagement that are available through SVP; and the training, resources and support available to assist Partners who make the choice to actively engage in nonprofit capacity building. c. Create a new system to promote and connect interested Partners with engagement opportunities. 2. Assess current skills gaps and develop a plan to address them. a. Identify skills gaps and/or perceived training needs for SVP Partners, Lead Partners, Board Members and Work Teams. b. Develop and implement a training and support program focused on preparing SVP Partners for successful engagement with Investees and other community nonprofits. c. Expand upon current New Partner On-Boarding Program including orientation, engagement, mentoring and communications. 3
3. Enhance support for Lead Partners and Work Teams. a. Create clear communications structure and feedback process among Lead Partners, Work Teams, Investees and Staff to help ensure Team success. b. Provide standards and specifications for commonly used capacity building products such as strategic plans, board education modules, board committee charters, fund development plans, etc. that can be used by Lead Partners and Work Teams. c. Improve our baseline assessment tool. d. Provide guidance to SVP work teams for developing an investee exit strategy and transition plan, including helping investees in the final months of the investment period to identify other funders as appropriate. GOAL #2: Grow and strengthen the Partnership by strategically recruiting new members and increasing the engagement and contributions of current Partners. 1. Finalize and execute a comprehensive recruitment plan for Partners including Corporate Partners and Associate Partners. 2. Explore ways of engaging non-partners to augment current SVP Partner talents and experience to ensure that the right mix of capacity building skills are available to Investees as needed. a. Partner with local businesses, consultants and nonprofit leaders with capacity building skills and experience. b. Encourage Corporate Partners to lend employees with the skills and expertise SVP needs on a project, with an investee, or for SVP itself. c. Create an "alumni network" of current and former investee executive directors and offer roundtables and other forums for enhancing SVP's capacity building efforts. GOAL #3: Expand and diversify SVP's sources of revenue in order to expand SVP's impact and to help ensure its long-term financial sustainability. a. Seek funds from grant makers, foundations and donors to support SVP s as it moves toward expanding its impact on capacity building in nonprofits and to ensure its long-term stability. b. Investigate securing resources beyond Partner dues, such as planned gifts, permanent endowments, strategic philanthropic partnerships, corporate support, multiple partnership levels, etc. c. Explore opportunities to deliver capacity building activities to the broader community. 4
Core Strategy #2 Increase Community Awareness Team Lead: Adaline Klemmedson At SVP we know that effective and strategic marketing is critical to the success of any organization. Therefore, keeping all of our core strategies in mind, we will draw up a plan that will put our projects, Partners and Investees in the spotlight. Our message of working together to address our community s most entrenched issues resonates. By sharing our stories we will attract more interest in our unique model and approach and draw more people and resources to our efforts. GOAL #1: Increase community awareness of SVP and capacity building. Objective: 1. Develop and implement a comprehensive Marketing and PR Plan. 5
Core Strategy #3 Innovate and Collaborate to Meet Community Needs Team Lead: John Smith Addressing the capacity building needs of Tucson s nonprofits is especially challenging given the size and complexity of the local nonprofit community. SVP Tucson seeks to introduce new and innovative approaches to nonprofit capacity building, such as Fast Pitch, that will increase our visibility as well as expand our communitywide reach and impact. In addition, we hope to serve as a catalyst for increased collaboration among funders, donors and other capacity-building organizations within the community. GOAL #1: Successfully introduce, launch and implement SVP's Fast Pitch program as a model for philanthropic engagement and non-profit capacity building in Tucson. Objectives: 1. Use Fast Pitch as an opportunity to increase awareness of SVP and its social venture model of community engagement and nonprofit capacity-building. 2. Assess the success of the 2015 Fast Pitch, and incorporate findings and improvements into the plans for subsequent Fast Pitch programs and for other SVP capacity-building activities. 3. Cultivate the relationships made with community representatives and other funders and with young and developing nonprofits during the process. This may include "after-event" alumni activities to keep connections strong and working. 4. Bring a keynote speaker to the Fast Pitch event that can provide the build greater understanding of the potential of working together to solve community issues. GOAL #2: Strategically strengthen Tucson s non-profit community by working collaboratively with other funders, corporate and community partners. Objectives: 1. Identify key funders and capacity building service providers within the community in order to better understand where productive collaborative relationships would be most beneficial for maximizing impact and minimizing duplication of efforts. 2. Build relationships with local nonprofit consultants, encouraging the exchange of resources and information about capacity building and the nonprofit community. 3. Participate in community dialogues related to our focus areas, to philanthropic topics, or to nonprofit capacity building. 6
Core Strategy #4 Drive for Impact Team Lead: Patricia Andrade SVP Tucson is eager to articulate the rationale behind our efforts with investees, and how we believe those activities directly influence their organizational capacity (i.e. our impact model). While we know that our model has proven successful in our first 7 years, we are interested in refining our understanding of the nature of our impact. To gain an understanding of the magnitude of our overall influence, we will develop a tool that assesses our impact on investee organizations as a result of our work. GOAL #1: Create an impact model and methodology to measure and report SVP s impact strengthening investee capacity. 1. Develop an impact model and methodology that addresses who or what impact SVP is attempting to achieve and provides a tool to measure changes in our Investees' organizational development and capacities. a. Review the methodologies used by other affiliates for their applicability to Tucson SVP. b. Work in collaboration with Core Strategy #1 team. GOAL #2: Assess and improve our current service delivery model to expand SVP s reach and impact in the local non-profit community. 1. Assess and improve the effectiveness of our current service delivery model in strengthening investee impact. a. Convene a task force of Partners to assess and incorporate service delivery model elements that could improve SVP s impact as a capacity builder. (see Addendum for list of action item suggestions) GOAL #3: Collaborate with funders to increase the range of funding models and sources available to support capacity building in local nonprofits. Objectives: 1. Work with selected local funders to explore the creation of a mezzanine fund to support local nonprofits that successfully scale or merge. 2. Participate in current community conversations about funding models under consideration (Tucson NP Loan Fund/CFSA social impact bonds, etc.) 7