Strategic Plan Michelle Mackay

Transcription

1 Strategic Plan Michelle Mackay Prepared by the 2014 CREW Vancouver Board of Directors: President: Past President: Director, Events: Director, Events: Director, Sponsorship: Director, Sponsorship: Director, Membership: Director, Marcom: Director, Education: Director, Finance: Facilitator: Michelle Mackay, Blackwood Partners Stephanie Zuke, Hughes Condon Marler Architects Larissa Jacobson, Bentall Kennedy (Canada) LP Mandy Newton, Adera Development Corp. Suki Grewal, CMLS Financial Inc. Tammy Stephen, OMICRON Sally Whitehead, Sajasian Ventures Inc. Leslie Lai, CB Richard Ellis Chrystal Burns, Bentall Kennedy (Canada) LP Dale Sherman, Morguard Natasha Chetty, Bellwether Strategies Administrative Offices: Columbia Street, Vancouver, BC V6A 2R5

2 1 In fall 2013, CREW Vancouver launched a strategic planning initiative to set long term goals. The project involved gathering stakeholder feedback to benchmark current perceptions, determining opportunities and creating a vision for future success that could be achieved through informed, thoughtful guidance of chapter leadership. The following goals were ratified at two facilitated meetings: the first combined the expertise and experience of past and future leadership to create goals that would provide an opportunity to capitalize on past success. The second drew on the expertise of future leaders to clarify goals and focus on strategies required to achieve the outcomes envisioned. A. CORE PURPOSE CREW Network CREW Network is dedicated to advancing the achievements of women in commercial real estate. It seeks to influence the success of the commercial real estate (CRE) industry by focusing on fulfilling four key initiatives: business development, leadership development, industry research and career outreach. CREW Vancouver CREW Vancouver brings together prominent women in the commercial real estate industry for a series of educational forums and networking events. CREW Vancouver also provides a crucial link to the CREW Network, fostering communication amongst leading real estate professionals across the United States and Canada. B. GOALS: By 2016, CREW Vancouver will: 1. Offer a clear, differentiated value proposition for each stakeholder group that CREW Vancouver relies on for support. Stakeholders identified were: members, sponsors, volunteers, future members and industry leaders. 2. Benefit from increased, active involvement of younger members of the industry 3. Be more visible within the local CRE industry, with a stronger reputation 4. Have reliable, cost effective and efficient operations administration that includes sound financial management 5. Support cross functional collaboration between portfolios to capitalize on opportunities and priorities 6. Bridge the gap between CREW Network and CREW Vancouver by connecting local members to the benefits of the network at large 7. Foster a satisfied, stable membership with a retention rate of 85% These goals will be achieved through the implementation of effective, relevant local strategies. Our success in reaching these goals will be measured by comparing results to the benchmarks identified in the fall 2013 stakeholder feedback surveys, and through quantitative measurements such as financial results and demographics.

3 2 C. PORTFOLIO OBJECTIVES In January 2014, the CREW Vancouver board of directors identified the following portfolio objectives. Each objective will help advance the achievements of women in the commercial real estate industry through educational, leadership and networking opportunities the during the next three to five years. EVENTS 1. Actively engage directors, members and sponsors to ensure that chapter education, networking and leadership opportunities offer a clear value proposition. Supports goals #1 and #2. 2. Ensure that events reflect our commitment to being a high caliber, quality organization. Supports goal #3. 3. Manage events to increase chapter profile, while optimizing size and attendance to ensure financial stability. Supports goals #4 and #5. Responsible: Laura Sowden and Mandy Newton Performance indicators: event feedback and attendance, financial performance MARKETING & COMMUNICATIONS 1. Convey CREW brand proposition clearly and consistently in all communications. Supports goals #1 and #3. 2. Streamline delivery of communications via existing channels to improve efficiency and reduce clutter. Supports goals #4 and #5. 3. Deliver communications in a timely manner to enable decision making, reduce delays, and reduce conflicts with other industry events. Supports goal #4. 4. Increase and improve use of social media to engage stakeholders. Supports goals #1, #2, #5 and #6. 5. Develop website content to include CREW Network and other resources that are of value, and that reflect our overall goals. Supports goal #6. 6. Improve use of analytic tools to determine what is and is not effective, and make decisions accordingly. Supports goals #4 and #5. Responsible: Leslie Lai Performance indicators: marketing and communication analytics, engagement, audience perceptions and return on investment FINANCE 1. Create forms, checklists and processes to ensure integrity of financial management 2. Increase the use of charts and graphics to demonstrate the value of the financial investment that sponsors, members and supporters receive 3. Provide financial reporting of event revenue and cost, to support decision making 4. Create a succession plan for the finance portfolio 5. Support financial management of chapter portfolios Responsible: Dale Sherman Performance indicators: financial performance, administrative efficiencies

4 3 MEMBERSHIP 1. Clarify membership categories and change bylaws/governance if necessary. Supports goals #1, #2 and #4. 2. Diversify membership by industry. Supports goal #1. 3. Ensure that new members feel welcome. Supports goal #7. 4. Collaborate with the sponsorship committee to determine opportunities to increase membership and create joint initiatives. Supports goal #5. 5. Retain 85% of members year to year. Supports goal #7. 6. Grow membership by 15% in Supports goal #7. Responsible: Sally Whitehead Performance indicators: membership engagement, retention, referral and satisfaction, financial performance SPONSORSHIP 1. Renew 21 existing sponsors. Supports goals #1, #3 and #4 2. Generate $50,000 in revenue from sponsorship renewals. Supports goals #3 and #4 3. Examine sponsorship levels to determine opportunities to diversify sponsor roster and increase sponsorship revenue as well as sponsor satisfaction. Supports goal #3. 4. Diversify sponsorship base in a way that reflects what existing sponsors and the organization value strike the right balance between sponsor industries, levels and quantity of sponsor organizations. Supports goal #1. 5. Create sponsorship committee. Supports goals #4 and #5. 6. Coordinate strategies with events committee. Supports goal #5 7. Create a succession plan that includes documentation of activities/prospects to capture opportunities to continue/develop relationships. Supports goal #4. 8. Engage sponsors in education/outreach activities to capitalize on opportunities to extend benefits to them (recognition, networking, leadership opps, etc.). Supports goal #5. 9. Work with membership portfolio to find opportunities for cross collaboration to meet overall organizational goals. Supports goal #5. Responsible: Suki Grewal and Tammy Stephen Performance indicators: financial performance, sponsor engagement and feedback EDUCATION & OUTREACH 1. Reach out to young women enrolled in commerce programs in Metro Vancouver postsecondary institutions. Supports goals #1 and #2. 2. Engage experienced, formerly inactive members by providing mentoring opportunities. Supports goal #3. 3. Provide CREW Vancouver sponsors and the chapter itself the opportunity to connect. Supports goal #5. 4. Support CREW Foundation through increased awareness and fundraising. Supports goal #6. Responsible: Chrystal Burns Performance indicators: financial performance (funds raised), stakeholder engagement in strategy execution.

5 4 D. RISKS & ASSUMPTIONS The overall and portfolio objectives take the following risks and assumptions into account: LEADERSHIP 1. Directors will fulfill duties through personal commitment and delegation of tasks to committee members 2. Directors will execute strategies to the best of their ability and as a team 3. Directors will operate with respect to bylaws and governance models of CREW Network and CREW Vancouver 4. Directors will execute strategies with respect to the financial responsibility and requirements accorded 5. Succession plans will be created and implemented as necessary to ensure continuity of effort towards achieving organizational goals by 2017 FUNDING 1. Economic conditions affecting industries that CREW Vancouver relies on for support will remain stable between 2014 and Chapter leadership will be responsible for creating and managing the operational budget 3. When opportunities to secure funds through membership, sponsorship, grants or other means are identified, they will be pursued to the best ability of Chapter leadership 4. Surplus funds will be invested towards fulfilling the Chapter mandate E. PLAN MANAGEMENT The board of directors will monitor and evaluate progress towards achieving goals periodically throughout the year. Goals and strategies will be adjusted as necessary to bring flexibility into the implementation process and accommodate major developments. Reports will be made available to stakeholders as appropriate.