Strategic Planning:

What exactly is it and what does it look like for Urban Sprouts?

Urban Sprouts

Advisory Board

5/19/09;

Updated 12/8/09

Pre-Planning: Mission Statement

• Draft of Mission Statement as of today:

• 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.

Overview: A Strategic Plan

• What it IS:

• Sets an overall direction of how an organization will respond to the

dynamic and unpredictable environment around it.

• Sets priorities; builds commitment.

• A guide for informed decision-making.

• A form of planning that is a continuous process.

• What it IS NOT:

• Operational planning that predicts specific, year-by-year, concrete

objectives and implementation.

• A static business plan that assumes the future is predictable.

• A substitute for judgments made as things change in the real world.

• A smooth, linear process.

Strategic Planning vs. Other kinds of Planning

• 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?”

• Long-Range Planning asks: “What should we be doing each year for the next three to five years?”

• Operational Planning asks: “What do we need to be doing for the upcoming year and/or immediately to best accomplish our mission?”

What does a Strategy look like?

• A Strategy:• Is the longer-term course that the ship is steering, not how the

ship responds to the waves.

• Outlines how an organization best uses its resources to fulfill its mission, given its current capacity and its environment.

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.

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/ResourcesExisting funds for after school programsYouth Development expertise in communityUniversity Service Learning program in community

People/PlayersYouthAfter-school fundersUniversity studentsSchoolsCommunity organizationsParents

StrategyCreate after school youth

development programs staffed by university students.

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

Next Steps: Set Strategies

1. Group our list of ideas into 3-5 strategic areas

2. Prioritize the strategic areas in order of time-sensitivity

3. Calendar one strategic area per board meeting and identify board member as lead and facilitator– Combine with recurring agenda items on yearly board calendar

4. At each meeting, develop one strategic area into a Strategy (a statement)

5. For each Strategy, flesh out the resources, capacity and individual contacts we can draw on

Next Steps: Write the Plan

• For each Strategy, detail goals and objectives that will enable us to fulfill the strategy

• For each Strategy, detail the tasks we will accomplish and who will be responsible

• Set a timeline with points to check in and assess progress over the coming year

• Write all this into one document (the Plan)• Add timeline to Board Calendar for FY 09-10• Next Step: Implement the Plan

Set Strategies, Steps 2-3:

Data from RetreatPriority (#)

Strategic Areas Board Leader

Meeting Month

ProgressAs of 12/2009

1 Mission, Vision, Values

BrentLisa

June/ July Mission done; V,V to do in January

2 Program Growth/Reach AbbyKisai

July Drafted.Approved.

2 Staff, HR, Capacity AbbySimran

July Drafted.Approved.

2 Training, Dissemination LisaAbby

Sept Drafted.Approved.

3 Fundraising SimranTBD

Sept Drafted.Approved.

3 Reputation, Publicity SanazStacie

Sept/ Oct Drafted.Approved.

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/MandateBuilding ecoliteracy, equity, wellness and community with families and youth.

Capacity/ResourcesOur model and evaluation resultsOur reputation with the schools and communityOur existing fundersED trainings and coachingBoard members’ expertiseOther partners and mentors in the community with expertise

People/PlayersYouthCity AgenciesStaffTeachersSchool administratorsFamiliesFundersOther CBOsBoard MembersCal School Garden NetworkUniversities - Cal

Strategy•Strategy: Maintain a balance between increasing units of direct service and

strengthening programs vs. disseminating our work more broadly.Sub-strategies:

•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).•New Schools: Fund as you go rule - Only new schools if funding is there.•Dissemination: Create separate strategy for dissemination and training.

•Objectives:- Sustaining: Improve our programs through feedback, documentation & evaluation of our programs- Develop our training program (see other strategy)

Strategy #1: Program Growth/Reach SWOT Analysis

StrengthsOur program model and evaluation resultsOur experience over 5 yearsED trainings and coachingBoard members’ expertiseLean organizationYouth Development componentUniqueness - middle and high schools, grassroots-driven, under-served communitiesBoard/volunteer knowledge of communications, publicity

WeaknessesLimited resources - money and timeChallenge to make schools sustainableTurnover at schoolsLimited reach - low numbersLimited time devoted to fundraising and administrationNeed volunteer management for non-direct service work

OpportunitiesOur reputation with the schools and communityOther partners and mentors in the community with expertiseOur existing fundersLean organization - makes us replicable, competitiveSchool gardens are hot, a major trendPartnerships with other related organizationsSocial entrepreneurship - income-generating programsOther orgs, schools, teachers want training and technical assistance from us

ThreatsEconomic crisis/situation - state and beyondCompetitors - orgs doing similar workLow visibility, press, presenceDysfunctional public school system & Prop 13Multi-billion dollar food industry advertisingPoor food access in neighborhoods

Strategic Plan 2009-2012:Strategy #2 - Staff, HR,

CapacityStrategic issue: How can we best use our resources to create a supportive and sustaining working environment for our staff members and leaders?

Mission/MandateStaff and leaders are operating in the “sustaining operating

system” and often step into “soaring”

Capacity/ResourcesAdvisory Board = team of kindred spiritsED has Personal Leadership Network & some mentorsAdvisory Board expertise to create Director of Ops positionPotential Board subcommittee members - lots of interestRich Snowdon the amazing coachPotential Fellowship opportunitiesUntapped talents to take on new roles among board, staff and youth/studentsIdentifying what is “Fun” for our leadersED’s growing experience and comfort with managing and supporting staff

People/PlayersStaff membersExecutive DirectorAdvisory BoardFunders - Foundation, GovernmentYouth staff/leadersOther mentors, kindred spirits, and partners in the community

StrategyStrengthen our existing structure so that we can create a supportive, sustaining, and challenging working environment for our staff, volunteers, and board.

Goals - Objectives:•More Focus for ED role -- leadership in field, not admin overwhelm, communications, training, sharing, still some teaching, mentoring staff•Foster Staff Leadership -- growth opps, sense of professionalism, admin role, external engagement role, full time hours•Sustain Board Leadership -- strong involvement, sustaining, balance of big picture work and concrete projects, growth/learning, fun.

Strategic Plan 2009-2012:Strategy #3 - Training,

DisseminationStrategic issue: How can we best use our model and our experiences to reach more youth and families?

Mission/MandateBuilding ecoliteracy, equity, wellness and community with families and youth.

Capacity/ResourcesOur model and evaluation resultsOur reputation with the schools and communityOur existing fundersED trainings and coachingBoard members’ expertiseOther partners and mentors in the community with expertise

People/PlayersYouthCity AgenciesStaffTeachersSchool administratorsFamiliesFundersOther CBOsBoard MembersCal School Garden NetworkUniversities - Cal

StrategyPosition ourselves as experts in the field of school garden education so that we can share our model and expand our reach.

Objectives:•Partner with similar organizations to reach larger collective goals.•Provide services, trainings or products based on our model that generate revenue

•Evaluation tools•Target teacher-education, credentialing programs and school administrators

•Seek out speaking engagements and relevant events at which to pitch our model.•Publish our evaluation results.

Strategic Plan 2009-2012:Strategy #4 - Fundraising SWOT

Strengths Weaknesses

Strong and unique mission and messageExcellent product/servicesSuccessful track record obtaining founda. and govt. grants2008-09: __% Renewals; __ % new giftsRegular contact with supporters through blog, e-News, Fall & Spring print newsletterStrong volunteer programSuccessful annual event

Need fundraising planNeed more unrestricted fundsED’s time is stretched in this areaNo staff or board members experienced with individual fundraisingHasn’t been board priorityNot enough time and help to plan eventsMore staff time required for fundraising (research & cultivation)

Opportunities Threats

Strong support from teachers and principalsGrowing visibility/reputationAttracting new community partnerships and volunteersFood industry contacts – events, other. Partnering with local restaurantsGrowing corporate volunteer groupsTechnology & online fundraisingBoard contactsCorporations interested in social resp., environmental and food issuesEngaging former board membersFoundation interest in food, obesity, food justice, environment issuesSF Mayor interested in our issuesFunding our training and leadership initiative

Need to diversify funding to be sustainable: one source is 50% of budget, ending in 2012Not enough contact with donors between asks.Need to increase donor acknowledgement, recognitionNeed to ask more often than once a yearNo segmentation in approachNeed major donor personal asks Not involving non-board volunteers in fundraisingEconomy – foundations decreasing grant amts., others limiting new proposalsMore competition out there doing what we do

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/MandateBuild diverse, non-restrictive, and sustainable sources of funding.

Capacity/ResourcesAdvisory BoardStaffVolunteersPro-bono ConsultantsFundraising Sub-ComitteeThe Extraordinaries

People/PlayersStaff membersExecutive DirectorAdvisory BoardFunders - Foundation, Government

Strategy•Cultivate new, sustainable and diverse sources of funding, through fostering stronger relationships between Urban Sprouts and funders, at a pace with our capacity.

Objectives:1)Hire a Fundraising Consultant to develop fundraising plan2) Set up a Fundraising Committee3) Reach out to 30 corporate and family foundations - given the current level of public interest4) Increase rate of individual giving by converting volunteers ( especially corporate) into donors

Strategic Plan 2009-2012:Strategy #5 - Reputation,

PublicityStrategic issue: How can we best use our resources to build the buzz and exposure for Urban Sprouts?

Mission/Mandate

Capacity/ResourcesAudrey Roderick / StaffVolunteers / ChampionsStacie Dong - Pro-bono ConsultantMarketing/Publicity Committee

People/PlayersStaff membersExecutive DirectorAdvisory BoardFunders - Foundation, Government

StrategyIncrease 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 platform2) Develop relationships with media 3) Set up a Publicity/Marketing Committee4) Use our evaluation results to create a pitch for services and products for new schools

Strategic Plan 2009-2012:

Strategies with GoalsStrategy 1: Program Growth/ReachSTRATEGY: Maintain a balance between increasing units of direct service and

strengthening programs versus disseminating our work more broadly.

• 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).

• SUB-STRATEGY 2: New Schools: Fund as you go rule - Only new schools if funding is there.

• SUB-STRATEGY 3: Dissemination: Create separate strategy for dissemination and training.

Strategy 2: HR, Staff, CapacitySTRATEGY: Strengthen our existing structure so that we can create a supportive,

sustaining, and challenging working environment for our staff, volunteers, and board.

• GOAL 1: More Focus for ED role -- delegate operations and program roles to other staff; more leadership in field, communications, training, sharing, mentoring staff

• GOAL 2: Foster Staff Leadership -- growth opportunities, sense of professionalism, admin role, external engagement role, full time hours

• GOAL 3: Sustain Board Leadership -- strong involvement, sustaining, balance of big picture work and concrete projects, growth/learning, fun

Strategic Plan 2009-2012:

Strategies with GoalsStrategy 3: Training/DisseminationSTRATEGY: Position ourselves as experts in the field of school garden education so

that we can share our model and expand our reach.

• GOAL 1: Provide services, trainings or products based on our model that generate revenue

• GOAL 2: Disseminate our model, results, message in the field and more broadly

Strategy 4: FundraisingSTRATEGY: Cultivate new, sustainable and diverse sources of funding, through

fostering stronger relationships between Urban Sprouts and funders, at a pace with our capacity.

• GOAL 1: Set up and develop Fundraising Committee

• GOAL 2: Increase individual giving and board leadership in this area

• GOAL 3: Increase corporate donations

• GOAL 4: Sustain government funding sources

• GOAL 5: Increase foundation grants

Strategic Plan 2009-2012:

Strategies with Goals

Strategy 5: Reputation, PublicitySTRATEGY: Increase and spread awareness of the organization's mission through

building relationships with media outlets to build our base of support.

• GOAL 1: Develop publicity plan for Fundraising Event

• GOAL 2: Develop new media avenues to reach a wider audience

• GOAL 3: Build audience for the communications already doing via newsletter, blog, FB, Twitter, Flickr, YouTube

Strategic Plan 2009-2012:

Strategies with GoalsStrategy 2: HR, Staff, CapacitySTRATEGY: Strengthen our existing structure so that we can create a supportive,

sustaining, and challenging working environment for our staff, volunteers, and board.

• GOAL 1: More Focus for ED role -- delegate operations and program roles to other staff; more leadership in field, communications, training, sharing, mentoring staff

• GOAL 2: Foster Staff Leadership -- growth opportunities, sense of professionalism, admin role, external engagement role, full time hours

• GOAL 3: Sustain Board Leadership -- strong involvement, sustaining, balance of big picture work and concrete projects, growth/learning, fun

• GOAL 2, OBJECTIVES:– Get input, feedback from staff

– Increase staff appreciation

– Increase staff opportunities for external leadership, engagement

– Keep improving sense of collaboration and team support - time together

– Expand staff role, hours

– More exposure to career, leadership opportunities

– Become a model for staff leadership so we can share it in our trainings

Presentation based on:

• Strategic Planning for Nonprofit Organizations:

• A Practical Guide & Workbook

• By Michael Allision & Jude Kaye,

• CompassPoint Nonprofit Services,

• John Wiley & Sons, Inc., 2005.