OPENING THE DOORS TO THE FUTURE OF MUNCIE

Transcription

1 OPENING THE DOORS TO THE FUTURE OF MUNCIE The Strategic Plan of the Boys & Girls Club of Muncie January P a g e

2 Process The Strategic Planning was comprised of the Board and the Chief Professional Officer. The committee first reviewed the current performance of the organization by analyzing key data which included organizational Key Performance Indicators, Three-Year Trend Analysis, and current program and service data. The committee identified and discussed key challenges in the community and for the organization, establishing important areas of opportunity for the vision of the Club in the next three years. The committee then established strategic themes and statements based on identified opportunities for growth. The Strategic Planning Team Board Members: Mark McKinney, President Pat Botts, Treasurer Andre Mitchell Ted Baker Jon Miller Juli Metzger Staff: Micah Maxwell, CPO Boys & Girls Club of America: Wally Graffen, Facilitator Adopted by the Board of Directors on March 4, 2014 Board Members: Mark McKinney, President Greg Barnes, Vice President Pat Botts, Treasurer Angela Beck, Secretary Ted Baker, Member Tim Heller, Member Juli Metzger, Member Jon Miller, Member Andre Mitchell, Member Rob Santoni, Member Ben Smith, Member Staff: Micah Maxwell, CPO Boys & Girls Club of America: Andre Arrington, Director Org. Development Wally Graffen, Facilitator 2 P a g e

3 Our Mission & Values Our mission: To inspire and enable all young people, especially those who need us most, to reach their full potential, as productive, caring and responsible citizens. Our vision: The Boys & Girls Club of Muncie is a catalyst for civic engagement, and success is within reach of every child, and whole generations of children are inspired. Instill in members: Respect Responsibility Empowerment - High Self-Esteem Integrity The Boys & Girls Club of Muncie Provides: A safe place to learn and grow Ongoing relationships with caring, adult professionals Life-enhancing programs and character development experiences Hope and opportunity Our core promise to youth: To provide a safe environment and have a positive impact on their lives. Our core promise to the community: We create meaningful connections with individuals and organizations, are intentional in our pursuit to create measurable change in the children and families we serve, and operate with integrity, attention to detail and excellence. The Club: Provides after-school and summer programming for youth, grades K-12. Well-trained staff and volunteers provide safe, affordable supervision and fun programs to enhance the development of your child. The Club strives to inspire and enable young people to realize their full potential by: Nurturing their talents Helping them develop friendships Building their self-esteem Connecting them with a caring adult role models By reaching children at an early age and providing positive activities and encouragement, the Club provides a safe and nurturing place once school lets out and during the summer months. 3 P a g e

4 We Believe We are accountable to our children, families and the community at-large. We are committed to doing the best, being the best and expecting the best. Our programs provide quantifiable outcomes that prove we are making changes in attitude, aptitude or the behaviors of our members. Programs must be safe, fun, provide positive relationships and have high expectations and recognition. All decisions will be based on our mission. Helping Kids, Helping the Community For the past 80 years, Boys & Girls Club of Muncie has provided kids and teens with programs that focus on education, healthy lifestyles and character and leadership development. Today, we serve more than 700 Muncie area youth in grades K-12. We offer hands-on educational and experiential enrichment every day after school, as well as all-day programming during the summer and other breaks. The Club is a safe setting where youth can participate in both supervised and self-directed activities designed to give them the developmental assets necessary in becoming successful adults. Homework help, leadership opportunities, computer access, and a range of ageappropriate activities are offered at the Club every day. Our youth development strategy is to instill a sense of competence, usefulness, belonging, and influence in the young people we serve. Boys & Girls Club of Muncie offers programs in five core areas: Education & Career Development Character & Leadership Development Health & Life Skills The Arts Sports, Fitness & Recreation 4 P a g e

5 The Strategic Pillars The Strategic Plan identified these five pillars to be addressed in the planning process with the goal to obtain by 2020: Board Transformation Create a motivated and effective team known for strategic successes and long-term vision Marketing & Development Strategic messaging of community impact and resource development through Board members, staff, and volunteers to help the Club reach its fullest capacity Facilities/Safety Maximize the facility and ensure child safety to support the organization in reaching the program s fullest potential Human Resources/Operations Develop and invest in a well-trained, motivated, professional staff and volunteers while striving to strengthen our processes, policies and procedures Program/Outreach Engage EVERY child in the Greater Muncie Area through strategic programs, partnerships and outreach, enabling them to become productive citizens. 5 P a g e

6 Strategic Pillar: Board Transformation The Board of Directors of The Boys & Girls Club of Muncie strives to be a motivated and effective team, known for strategic successes and long-term vision. The board is comprised of well-functioning committees who are mission-focused. The transformation is an ongoing process to identify potential board members, create a meaningful orientation process and collaborative environment that promotes accountability and identifies a succession plan. Listed below are discussion points of the Strategic Plan. The SWOT action plan - Strength-Weakness-Opportunities-Threats and From To are meant to be guidance toward a more active, engaged Board of Directors. Strengths Community Involvement Strong leadership/personalities Diversity Entrepreneurial Spirit BGCA Support Opportunities Increase size Diversity Increase awareness of impact Partnerships to expand impact Accountability Weaknesses Attendance (at times) Diversity Size Club participation History Fatigue Time constraints Financial integrity By laws Succession Threats From To Very Little Structure Limited Accountability for Board Members Need a Stronger Board Active s Board Development HR Resource Development Program Facilities & Safety Marketing & Communications Finance Sub s as needed Every Board member is held to the same standards Everyone Contributes Serve on at least one committee Bring new & potential donors in for tours Stewardship Thank You Attend meetings Becoming the Board of Choice Diversity of thought and backgrounds Increase size of Board Strong recruitment plan Succession Planning Onboarding process 6 P a g e

7 Action Steps Targeted Area Objectives Completion Board Goals & Accountability Board Structure Person or Date Responsible Develop goals for each Board member 04/30/14 Executive Every Board member agrees and signs goals 5/31/14 Board President for 2014 Review of goals Jun, Sep, & Dec 14 Board Development Evaluate 2014 System and adjust if needed January 15 Board Development Review bylaws for relevancy and accuracy Establish timeline for election of officers, classes, terms, etc. Structure Define the needed committees and assign a Board member to each committee Each committee will develop a recruitment strategy for members and define their goals for the next 12 to 18 months All committees will be filled with a minimum of five members and no more than seven. members do not need to be members of the Board. No Board member should serve on more than two committees. s will report at each Board meeting on only action items. Minutes on meetings will be ed out one week prior to each Board meeting for members to review s will review goals and adjust as needed and present changes to the Board 03/31/14 Executive 05/31/14 Assigned Board member for each committee 09/30/14 Assigned Board member for each committee 12/31/14 Board President 06/30/15 Board President Board Development Board evaluates the current roster to 03/31/14 Board President develop a needs assessment for new members Board finalizes targeted Board size 3/31/14 Board President Prospect ID sessions take place to target key individuals needed for the Board based on 05/31/14 Board Development the assessment Recruitment Process 06/01 09/30/14 Board Development Board training and orientation process is established 07/31/14 Board Development All new Board members are finalized and receive orientation 11/30/14 Board Development All Board members are evaluated based on objectives 01/31/15 Board Development Repeat entire process (Completion Date) 12/31/16 Board Development Reach Goal of Board Size 01/01/17 7 P a g e

8 Strategic Pillar: Marketing & Development Today, the Boys & Girls Club of Muncie embarks on a public relations and resource development system that will help position the organization to make an even greater impact in the community. To do so, it is critical that the organization looks for ways to expand its financial resources to meet the growing needs, while remaining transparent and accountable to community investors. In addition, the organization needs to educate the community on its impact on the children of the Greater Muncie area. Listed below are the Strategic Plan discoveries and action plan through Strength- Weakness-Opportunities-Threats and From To to increase the funds and marketing to reach program potential. Strengths 80 Years of serving youth Strong Brand Something to Sell (Good Product) Strong History (80yrs) Philanthropic Community KIDS! Opportunities Philanthropic Community Larger Footprint/ECI Found/Fund Strategic Alliances Reengaged Board/New Exec Ready & Willing Community Stewardship Weaknesses Perceived uncertainty No signature event Standard Process No endowment/rainy Day Fund Closed doors? Perception Donor Fatigue Debt Threats From Lack of understanding on the impact the club has in Muncie area Need for more funding streams to increase budget and program Limited funds To Marketing Plan in place to promote and foster an environment on club impact throughout the Muncie area Variety of funding increase the amount of members the Club serves Signature Special Events It Just Takes One Campaign Strategy for Grants Endowment Rainy Day Fund Increase funding by 30% over the next five years to increase outreach, locations and impact 8 P a g e

9 Action Steps Targeted Area Objectives Completion Marketing Strategy to Promote Organization Person or Date Responsible Create Marketing (MC) 04/30/14 Executive MC will develop a recruitment strategy for members MC develops a strategy to promote impact of programs to defined mediums MC creates materials and objectives based on defined strategies MC created guidelines for all events, resource development and marketing materials All areas of marketing are evaluated for impact 06/30/14 Marketing Chair 10/31/14 Marketing Chair 1/31/15 Board Development 3/31/15 12/31/15 Diversified Funding Streams Create Resource Development 04/30/14 Executive Develop a recruitment strategy for members 06/30/14 Resource Development Evaluation of all Muncie Area Special Events and to determine a signature event 08/30/14 Resource Development Set up of 18 month RD Calendar 09/30/14 Resource Development Define the Club s Signature Event 09/30/14 Resource Development Adopt the One Campaign 10/31/14 Resource Development Develop and launch Direct Mail Campaign 11/30/14 Resource Development Corporate Campaign is launched 01/01/15 Resource Development Grant Strategy is created 09/30/14 CPO Review of RD Calendar 06/30/15 Resource Development Increase Funding Review of budget and target areas of opportunity for growth and define goals for the two years, with a minimum of a 10 percent year-over-year growth Evaluate data collection system and establish guidelines for capturing information Establish a stewardship system for 12 month cycle with guidelines for events, small and large gifts Create a donor retention program to evaluate growth and gaps 05/31/14 Executive 07/31/14 Executive 12/31/14 Resource Development 06/31/15 Resource Development Create a Prospect ID of board 06/30/15 Executive 9 P a g e

10 members and community leaders to define opportunities for new contributors Evaluate the budget and make adjustment 06/30/15 Executive Create action plan for results of Prospect ID to Launch a planned giving & endowment campaign 02/28/16 Resource Development 10 P a g e

11 Strategic Pillar: Facility / Safety The Boys & Girls Club of Muncie currently has a facility that serves its purpose, but is not the optimal building needed for optimal program delivery. The Clubhouse is in need of expansion to fit the needs of the children. Outreach gives the organization a way of reaching more children that need Club programs. Listed below are the Strategic Plan discoveries and action plan through Strength- Weakness-Opportunities-Threats and From To to maximize the facilities and outreach potential. Strengths Building is debt free Recent make over Know where it is (Park, Inspire, Unity) Weaknesses Old Serve South Madison neighborhood Location perception Doesn t reflect value of quality Opportunities School/external sites Room to expand Other locations Threats Maintenance upkeep Not adequate Don t look successful Winning Team Location/safety Money From Need of a formal facility committee No outreach to other neighborhoods and communities To Create a facility management committee to develop strategy for current facility Develop and implement an outreach strategy to reach those neighborhoods and communities 11 P a g e

12 Action Steps Targeted Area Objectives Completion Creation of a Facilities Creation of a Safety Designates a board member to develop a to explore and strategize action steps for the current facility, potential new locations of the Club house Person or Date Responsible 04/31/14 Executive is fully operational 06/01/14 Executive creates an action plan for upkeep and improvements of the facility that includes cost and a recommended timeline 09/30/14 Facilities Board approves the final plan of action to implement conducts a feasibility study for potential areas of growth. Working collaboratively with the program committee plans will include program and service needs of the Muncie area 12/31/14 Board President 05/31/15 Facilities & Program Completion of the feasibility study 12/31/15 Program Director Board approves the final plan of action to implement 3/31/16 Board President Designates a board member to develop a 04/31/14 Executive to explore and strategize action steps for the safety of the organization is it prioritizes child safety. is fully operational 06/01/14 Executive creates an action plan for updating safety and security that includes cost and a recommended timeline 09/30/14 Safety Review of all safety procedures and a plan to correct or update needed areas Board approves the final plan of action to implement conducts a feasibility study for potential areas of growth. Working collaboratively with the program committee plans will include program and service needs of the Muncie area 09/30/14 Safety 12/31/14 Board President 05/31/15 Safety & Program Completion of the feasibility study 12/31/15 Program Director Board approves the final plan of action to 3/31/16 Board President implement 12 P a g e

13 Strategic Pillar: Human Resources / Operations The Boys & Girls Club of Muncie has experienced a high amount of staff turnover over the past decade. As a result, there is a lack of institutional memory. The organization needs to invest in professional, well-trained staff. In addition, the processes, policies and procedures that guide operations need to be revised to meet current and future programming efforts. Moreover, the strategy needs to include an effective volunteer management plan including recruitment, retention and recognition. The Strategic Plan did not focus on this pillar during the initial session, but developed it based on a need to bring together fragmented ideals as a strategic pillar. Action Steps Targeted Area Objectives Completion Creation of Human Resources and Operations Designates a board member to develop a to explore and strategize action steps for the current facility, potential new locations and safety of the Club house Person or Date Responsible 04/31/14 Executive is fully operational 06/01/14 Executive creates an action plan for upkeep and improvements of the facility that includes cost and a recommended timeline 09/30/14 Facilities and Safety Review of all safety procedures and a plan to correct or update needed areas Board approves the final plan of action to implement conducts a feasibility study for potential areas of growth. Working collaboratively with the program committee plans will include program and service needs of the Muncie area 09/30/14 Facilities and Safety 12/31/14 Board President 05/31/15 Facilities and Safety & Program Completion of the feasibility study 12/31/15 Program Director Board approves the final plan of action to 3/31/16 Board President implement 13 P a g e

14 Strategic Pillar: Program / Outreach The Boys & Girls Club of Muncie has an established program with a strong sports element. The Club is now part of the Formula for Impact to measure outcomes. Average Daily Attendance (ADA) and membership is on the increase, but Teen membership is low. Listed below are the Strategic Plan discoveries and action plan through Strength- Weakness-Opportunities-Threats and From To to grow the program. Strengths B&G Club program model SAFE and FUN Focused and Supportive Staff Opportunities More info to board Formal and defined PR plan Invest in staff (training) Shift from ADA focus to board based outcome Weaknesses Lack of Board knowledge Lack of communication knowledge Reporting and defining outcomes Threats Lack of documentation High turnover Understanding of outcomes/programming From Staff with a need of goals and objectives To Entire organization with set goals & objectives Average ADA ADA to reach out to every Muncie area youth that needs Club services No clear understanding of Impact Lack of policies and procedures Part of the National Youth Outcomes Initiative and seeing the impact Program that orientates families to Great Futures that Starts Here in Muncie Policies and procedures in place to guide the organization 14 P a g e

15 Action Steps Targeted Area Objectives Completion Performance Objectives & Goals Board & CPO will set goals and objectives for 2014 from programs to fundraising. From what is set the CPO will develop Performance objectives for key staff Mid-year progress review of CPO, staff and board on the goals & objectives Review of CPO, staff and board on goals & objectives Person or Date Responsible 06/31/14 Board President & CPO 12/31/14 Board President & CPO 06/31/15 Board President & CPO ADA & Impact Policy & Procedures Program Development Plan: Establish goals for the next three years on increase for ADA and expansion of programming for teens, girls, academic achievement and non-sports programs. Goals will be established for impact on each CORE program area. Conduct two benchmarking trips to other Clubs Mid-year progress review on the Program Development Plan Program Director will attend a training from BGCA on middle management Implement a BGCA program audit from national staff for recommendation on the development plan and Impact assessment Update and adjust the program Development plan based on BGCA program audit Mid-year progress review on the program development plan Program Benchmark Comparison from 2013 to Adjustment made to the program development plan based on results All procedures are reviewed. They include but are not limited to: Manual of Operations, Crisis Manual, Finance and Personnel Missing and updated materials are given to appropriate committees to complete All manuals and procedures are completed and approved by the Board 06/31/14 Program Director & Program 10/31/14 Program Director 12/31/14 Program 12/31/14 CPO 12/31/14 CPO 02/28/15 Program Director & Program 07/31/15 Program 01/31/16 Program Director & Program 04/30/14 Executive 06/30/14 CPO 12/31/14 Board of Directors 15 P a g e