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Strategic Goals Responsibility Charts Communications Plan Outcomes Operating Plan: s Measures of Success Consequences of

2 Formulating the Mess Ends Planning Means Planning Design of Implementation Design of Controls Resource Planning Outcomes Vision Idealized State Strategic Themes Strategic Goals Outcomes Organizational Core Competencies Operating Plan Actions based on Strategic Goals Responsibility Charts Communications Plan Outcomes Operating Plan: s Measures of Success Consequences of Performance or Non-Performance to the Plan Outcomes Budget Staffing Plan Fundraising Plan Copyright 2016 Reproduction by permission only 2

14 CEO COO CFO CMO HR ACTOR DECISION 2016 Operating Plan Development A R C C C 2016 Operating Plan Execution C A/R R R I 2016 Budget Pro Forma A A R C/I C/I 2016 Financial Plan A C R I I 2016 Marketing & Communication Plan A C I R C Copyright 2016 Reproduction by permission only 14

15 OVERALL GOAL: LONG-TERM SUSTAINABILITY # Strategy 1 Rebuild the SEFMD Operating Council structure for improved efficiency and operational sustainability. 5/16-4/18 2 Create SEFMD leadership succession planning for long-term sustainability. 5/16-6/ Reinvigorate the Fair with innovative approaches to improve participants' experience and engagement. Reinvigorate strategic partnerships with teachers, parents, volunteers, supporters, donors, alumni, and industry to improve engagement and funding. Reinvigorate the Fair community outreach with innovative logo, website, social media presence, and community activities. 5/16-6/17 5/16-9/17 9/16-9/17 6 Develop operational sustainability of systems and processes. 4/17-9/18 7 Re-evaluate the SEFMD governance and structure of the Board for improved efficiency and governance sustainability. 4/17-4/18 8 Create SEFMD governance succession planning for long-term sustainability. 9/17-9/18 Copyright 2016 Reproduction by permission only 15

1 Evaluate efficiency and effectiveness of the current SEFMD Operating Council structure, appropriate representation of key

16 Strategy 1: Rebuild the SEFMD Operating Council structure for improved efficiency and operational sustainability. Responsibility: Objectives: 5/16-4/ Evaluate efficiency and effectiveness of the current SEFMD Operating Council structure, appropriate representation of key specialty areas and communities, systems, and processes as well as previous configurations that produced the best results in the past. 1.2 Rebuild the Operating Council based on findings in 3.1. Copyright 2016 Reproduction by permission only 16

17 Exec Comm Bd of Dir Ops Council Science Fair Director Board Science Fair Participants Strategy 1: Rebuild the SEFMD Operating Council structure for improved efficiency and operational sustainability. DECISION ACTOR 1.1 Evaluate efficiency and effectiveness of the current SEFMD Operating Council structure, appropriate representation of key specialty areas and communities, systems, and processes as well as previous configurations that produced the best results in the past. A R A C I 1.2 Rebuild the Operating Council based on findings in 3.1. A C A C I Copyright 2016 Reproduction by permission only 17

18 Strategy 1: Rebuild the SEFMD Operating Council structure for improved efficiency and operational sustainability. Responsibility: OPERATING COUNCIL 1.1 Objective: Evaluate efficiency and effectiveness of the current SEFMD Operating Council structure, appropriate representation of key specialty areas and communities, systems, and processes as well as previous configurations that produced best results in the past. 1.1 Action Plan (Tactics) Develop detailed committee procedures and resource needs by 6/ Recruit OC members/committee chairs (10-12 people) by 6/ Recruit and train volunteers to implement committee plans 8/1-3/ Measures of Success Turnover of Operations Council membership is less than 25% Success of individual committees in their duties 12/16 Copyright 2016 Reproduction by permission only 18

Strategy 1: Rebuild the SEFMD Operating Council structure for improved efficiency and operational sustainability. Responsibility: 1.2 Objective: Rebuild the Operating Council based on findings in 1.1. 1.2 Action Plan (Tactics) 1.

19 Strategy 1: Rebuild the SEFMD Operating Council structure for improved efficiency and operational sustainability. Responsibility: 1.2 Objective: Rebuild the Operating Council based on findings in Action Plan (Tactics) Develop detailed committee procedures and resource needs by 6/ Recruit OC members/committee chairs (10-12 people) by 6/ Recruit and train volunteers to implement committee plans 8/1-3/ Measures of Success Turnover of Operating Council membership is less than 25% Success of individual committees in their duties 12/16 Copyright 2016 Reproduction by permission only 19

20 Strategy 2: Create SEFMD leadership succession planning for long-term sustainability. Responsibility: Objectives: 5/16-6/ Assure that there is a succession plan for SEFMD leadership. 2.2 Assure that there is a succession plan for the SEFMD Operating Council. Copyright 2016 Reproduction by permission only 20

21 Exec Comm Bd of Dir Ops Council Science Fair Director Board Science Fair Participants Ops Council Comm Chrs Strategy 2: Create SEFMD leadership succession planning for long-term sustainability. ACTOR DECISION 2.1 Assure that there is a succession plan for SEFMD leadership. R C C A I C 2.2 Assure that there is a succession plan for the SEFMD Operating Council. I C A/R I I R Copyright 2016 Reproduction by permission only 21

22 Strategy 2: Create SEFMD leadership succession planning for long-term sustainability. Responsibility: BOARD OF DIRECTORS EXECUTIVE COMMITTEE 2.1 Objective: Assure that there is a succession plan for SEFMD Co-Fair Directors. 2.1 Action Plan (Tactics) Determine core competencies for each Co-Fair Director position by 9/ Consult with current Co-Fair Directors (Exec Comm) by 8/ Appoint Fair Director(s) In-Training By 1/ Hire Intern for Co-Science Fair Directors by 9/ Measures of Success Have at least 1 Fair Director in Training Position filled by January 2017 Have identified Interns with start dates by Fall 2016 Copyright 2016 Reproduction by permission only 22

23 Strategy 2: Create SEFMD leadership succession planning for long-term sustainability. Responsibility: Co-Fair Directors & Operations Committee Chairs 2.2 Objective: Assure that there is a succession plan for SEFMD Operations Council Chairs. 2.2 Action Plan (Tactics) Determine core competencies for each Committee Chair position by 7/ Consult with current Operations Council Committee Chair by 6/ Measures of Success Have committee chairs in place with at least one potential successor 9/16 Have demonstrated functionality of each Committee Copyright 2016 Reproduction by permission only 23

24 Strategy 3: Reinvigorate the Fair with innovative approaches to improve participants experience and engagement. Responsibility: Objectives: 3.1 Evaluate the possibility of providing further offerings, e.g. Invention Fair, in addition to the SEFMD ISEF-compliant fair. 5/16-6/ Increase the use of technology for navigating the Science Fair and for the judging process Provide more activities for the students, parents, and teachers during the SEFMD Fair days, including sponsored lunches by various industries, support of specialties at individual tables, exhibition space in a nearby venue to Cobo Hall, etc. Develop using spaces other than Cobo Hall in order to have more flexibility for the Science Fair structure and offerings. Engage in a due diligence process by the Board to evaluate the pros and cons of continuing within the ISEF structure to assure an informed decision going forward Provide unique additional rewards for students, schools, and teachers, e.g., consider developing a People s Choice award. Copyright 2016 Reproduction by permission only 24

25 Exec Comm Bd of Dir Ops Council Science Fair Director Board Science Fair Participants Strategy 3: Reinvigorate the Fair with innovative approaches to improve participants experience and engagement. DECISION ACTOR 3.1 Evaluate the possibility of providing further offerings, e.g. Invention Fair, in addition to the SEFMD ISEF-compliant fair. R C C A C/I 3.2 Increase the use of technology for navigating the Science Fair and for the judging process. A R C C C/I 3.3 Provide more activities for the students, parents, and teachers during the SEFMD Fair days, including sponsored lunches by various industries, support of specialties at individual tables, exhibition space in a nearby venue to Cobo Hall, etc. C R A C C/I Copyright 2016 Reproduction by permission only 25

26 Exec Comm Bd of Dir Ops Council Science Fair Director Board Science Fair Participants Strategy 3: Reinvigorate the Fair with innovative approaches to improve participants' experience and engagement. DECISION ACTOR 3.4 Develop using spaces other than Cobo Hall in order to have more flexibility for the Science Fair structure and offerings. C R C A C 3.5 Engage in a due diligence process by the Board to evaluate the pros and cons of continuing within the ISEF structure to assure an informed decision going forward R C C A C 3.6 Provide unique additional rewards for students, schools, and teachers, e.g., consider developing a People s Choice award. C R A C I Copyright 2016 Reproduction by permission only 26

27 Strategy 3: Reinvigorate the Fair with innovative approaches to improve participants' experience and engagement. Responsibility: BOARD OF DIRECTORS EXECUTIVE COMMITTEE 3.1 Objective: Evaluate the possibility of providing further offerings, e.g. Invention Fair, in addition to the SEFMD ISEF-compliant fair. 5/16-6/ Action Plan (Tactics) Research other Science Fair offerings and STEM competitions 12/ Determine the feasibility of providing at least one new offering in the next fair cycle. 3.1 Measures of Success Production of a report 1/17 Copyright 2016 Reproduction by permission only 27

28 Strategy 3: Reinvigorate the Fair with innovative approaches to improve participants' experience and engagement. Responsibility: OPERATING COUNCIL 3.2 Objective: Increase the use of technology for navigating the Science Fair and for the judging process. 3.2 Action Plan (Tactics) Develop white paper on use of technology in judging and navigation process 3/17-4/ Cost-benefit analysis of /17-6/ Design and implementation of application design 3.2 Measures of Success White paper report and development of application Deliverables achieved according to timeline 6/17-12/17 Copyright 2016 Reproduction by permission only 28

29 Strategy 3: Reinvigorate the Fair with innovative approaches to improve participants' experience and engagement. Responsibility: OPERATING COUNCIL 3.3 Objective: Provide more activities for the students, parents, and teachers during the SEFMD Fair days, including sponsored lunches by various industries, support of specialties at individual tables, exhibition space in a nearby venue to Cobo Hall, etc. 3.3 Action Plan (Tactics) Create Special Events Committee 8/ Committee recommendation report and suggested sponsors 12/ Implement activities 3/ Measures of Success Deliverables achieved according to timeline Copyright 2016 Reproduction by permission only 29

Strategy 3: Reinvigorate the Fair with innovative approaches to improve participants' experience and engagement. Responsibility: OPERATING COUNCIL 3.

30 Strategy 3: Reinvigorate the Fair with innovative approaches to improve participants' experience and engagement. Responsibility: OPERATING COUNCIL 3.4 Objective: Develop using spaces other than Cobo Hall in order to have more flexibility for the Science Fair structure and offerings. 3.4 Action Plan (Tactics) Research available spaces that meet site requirements based on assumed participation 3.4 Measures of Success Creation of report, including cost benefit analysis 1/17 Copyright 2016 Reproduction by permission only 30

31 Strategy 3: Reinvigorate the Fair with innovative approaches to improve participants' experience and engagement. Responsibility: BOARD OF DIRECTORS EXECUTIVE COMMITTEE 3.5 Objective: Engage in a due diligence process by the Board to evaluate the pros and cons of continuing within the ISEF structure to assure an informed decision going forward 3.5 Action Plan (Tactics) Executive Committee needs to appoint a subcommittee 9/ Subcommittee researches pros and cons 12/ Measures of Success Preparation of report Copyright 2016 Reproduction by permission only 31

32 Strategy 3: Reinvigorate the Fair with innovative approaches to improve participants' experience and engagement. Responsibility: OPERATING COUNCIL 3.6 Objective: Provide unique additional rewards for students, schools, and teachers, e.g., consider developing a People s Choice award. 3.6 Action Plan (Tactics) Expand awards committee charter to include additional awards 6/ Measures of Success Creation of additional awards Copyright 2016 Reproduction by permission only 32

33 Strategy 4: Reinvigorate strategic partnerships with teachers, parents, volunteers, supporters, donors, alumni, and industry to improve engagement and funding. Responsibility: Objectives: 4.1 Create professional development offerings for teachers and students using multiple platforms, e.g., inperson, on-lime webinars, streaming video, etc. 5/16-9/ Provide mentoring resources for students and teachers. 4.3 Create a SEFMD Donor Advisory Board. 4.4 Create an SEFMD Alumni Council that can provide ideas and expertise on an ad hoc basis. 4.5 Improve collaboration with industries and universities for a higher mutual return-on-investment of resources for SEFMD and key strategic deliverables that industries and universities are requesting. Copyright 2016 Reproduction by permission only 33

34 Exec Comm Bd of Dir Ops Council Science Fair Director Board Science Fair Participants Ops Council Comm Chrs Strategy 4: Reinvigorate strategic partnerships with teachers, parents, volunteers, supporters, donors, alumni, and industry to improve engagement and funding. DECISION ACTOR 4.1 Create professional development offerings for teachers and students using multiple platforms, e.g., in-person, online webinars, streaming video, etc. I C A I I R 4.2 Provide mentoring resources for students and teachers. I C A I I R 4.3 Create a SEFMD Donor Advisory Board. A/R I C A I I Copyright 2016 Reproduction by permission only 34

35 Exec Comm Bd of Dir Ops Council Science Fair Director Board Science Fair Participants Ops Council Comm Chrs Strategy 4: Reinvigorate strategic partnerships with teachers, parents, volunteers, supporters, donors, alumni, and industry to improve engagement and funding. DECISION ACTOR 4.4 Create an SEFMD Alumni Council that can provide ideas and expertise on an ad hoc basis. I I A I I R 4.5 Improve collaboration with industries and universities for a higher mutual return-on-investment of resources for SEFMD and key strategic deliverables that industries and universities are requesting. A/R I C A I I Copyright 2016 Reproduction by permission only 35

36 Strategy 4: Reinvigorate strategic partnerships with teachers, parents, volunteers, supporters, donors, alumni, and industry to improve engagement and funding. Responsibility: OPERATING COUNCIL COMMITTEE CHAIRS 4.1 Objective: Create professional development offerings for teachers and students using multiple platforms, e.g., in-person, online webinars, streaming video, etc. 4.1 Action Plan (Tactics) Create a video series and put on SEFMD website Establish a calendar of outreach events and post on website 4.1 Measures of Success Video series has been completed and posted on website People are attending Copyright 2016 Reproduction by permission only 36

37 Strategy 4: Reinvigorate strategic partnerships with teachers, parents, volunteers, supporters, donors, alumni, and industry to improve engagement and funding. Responsibility: OPERATING COUNCIL COMMITTEE CHAIRS 4.2 Objective: Provide mentoring resources for students and teachers. 4.2 Action Plan (Tactics) Develop strategies for making mentor pairings 4.2 Measures of Success Form letter, hot line, - are they done? Copyright 2016 Reproduction by permission only 37

38 Strategy 4: Reinvigorate strategic partnerships with teachers, parents, volunteers, supporters, donors, alumni, and industry to improve engagement and funding. Responsibility: BOARD OF DIRECTORS EXECUTIVE COMMITTEE 4.3 Objective: Create a SEFMD Donor Advisory Board. 4.3 Action Plan (Tactics) Identify and recruit prospective members 4.3 Measures of Success Setting targets and funding Copyright 2016 Reproduction by permission only 38

39 Strategy 4: Reinvigorate strategic partnerships with teachers, parents, volunteers, supporters, donors, alumni, and industry to improve engagement and funding. Responsibility: OPERATING COUNCIL COMMITTEE CHAIRS 4.4 Objective: Create an SEFMD Alumni Council that can provide ideas and expertise on an ad hoc basis. 4.4 Action Plan (Tactics) Identify and recruit prospective members 4.4 Measures of Success Increased/sustained participation Copyright 2016 Reproduction by permission only 39

40 Strategy 4: Reinvigorate strategic partnerships with teachers, parents, volunteers, supporters, donors, alumni, and industry to improve engagement and funding. Responsibility: BOARD OF DIRECTORS EXECUTIVE COMMITTEE 4.5 Objective: Improve collaboration with industries and universities for a higher mutual return-on-investment of resources for SEFMD and key strategic deliverables that industries and universities are requesting. 4.5 Action Plan (Tactics) Identify university and industry contacts Find ways to develop relationships 4.5 Measures of Success Contact list with positive results from relationships Copyright 2016 Reproduction by permission only 40

41 Strategy 5: Reinvigorate the Fair community outreach with innovative logo, website, social media presence, and community activities. Responsibility: Objectives: 9/16-9/ Develop and implement a marketing and PR plan for each constituent group. 5.2 Create a robust social media campaign congruent and complementary to the PR plant that provides ongoing social media contact with key constituent groups Copyright 2016 Reproduction by permission only 41

42 Exec Comm Bd of Dir Ops Council Science Fair Director Board Science Fair Participants Board Comm Chr Strategy 5: Reinvigorate the Fair community outreach with innovative logo, website, social media presence, and community activities. DECISION ACTOR 5.1 Develop and implement a marketing and PR plan for each constituent group. R I C A I R 5.2 Create a robust social media campaign congruent and complementary to the PR plant that provides on-going social media contact with key constituent groups R I C A I R Copyright 2016 Reproduction by permission only 42

43 Strategy 5: Reinvigorate the Fair community outreach with innovative logo, website, social media presence, and community activities. Responsibility: BOARD OF DIRECTORS EXECUTIVE COMMITTEE and BOARD OF DIRECTORS COMMITTEE CHAIR 5.1 Objective: Develop and implement a marketing and PR plan for each constituent group. 5.1 Action Plan (Tactics) Determine constituent group (PR/Marketing) Develop marketing plans for specific target Identify media streams to use (PR) 5.1 Measures of Success Media drop Participation by constituents Copyright 2016 Reproduction by permission only 43

44 Strategy 5: Reinvigorate the Fair community outreach with innovative logo, website, social media presence, and community activities. Responsibility: BOARD OF DIRECTORS EXECUTIVE COMMITTEE and BOARD OF DIRECTORS COMMITTEE CHAIR 5.2 Objective: Create a robust social media campaign congruent and complementary to the PR plant that provides on-going social media contact with key constituent groups 5.2 Action Plan (Tactics) Explore the possibility of hiring a PR/donor relations/fundraising professional to manage social media, fundraising, and community relations 5.2 Measures of Success 1/17-6/18 Decision is made by Board and Fair Director(s) 7/17 Copyright 2016 Reproduction by permission only 44

Strategy 6: Develop operational sustainability of systems and processes. Responsibility: Objectives: 4/17-9/18 6.1 Educate the Board and Operating Council on what current systems and processes exist.

45 Strategy 6: Develop operational sustainability of systems and processes. Responsibility: Objectives: 4/17-9/ Educate the Board and Operating Council on what current systems and processes exist Identify who in the Operating Council should be crossed trained in how to access and use the entire SEFMD system and processes beyond the current director and his right-hand assistant. Evaluate the need to update systems, software, hardware and operational processes for long-term sustainability. Evaluate the need for a dedicated SEFMD space for administrative functions, meeting space, storage, and equipment. Copyright 2016 Reproduction by permission only 45

46 Exec Comm Bd of Dir Ops Council Science Fair Director Board Science Fair Participants Ops Council Comm Chrs Chief Tech Officer Strategy 6: Develop operational sustainability of systems and processes. DECISION ACTOR 6.1 Educate the Board and Operating Council on what current systems and processes exist. C C A I I R I 6.2 Identify who in the Operating Council should be crossed trained in how to access and use the entire SEFMD system and processes beyond the current director and his right-hand assistant. C C A I I R I 6.3 Evaluate the need to update systems, software, hardware and operational processes for long-term sustainability. A C C I I C R 6.4 Evaluate the need for a dedicated SEFMD space for administrative functions, meeting space, storage, and equipment. A C R A I N/A C Copyright 2016 Reproduction by permission only 46

47 Strategy 6: Develop operational sustainability of systems and processes. Responsibility: OPERATING COUNCIL COMMITTEE CHAIRS 6.1 Objective: Educate the Board and Operating Council on what current systems and processes exist. 6.1 Action Plan (Tactics) Regular reporting by Fair Director Create a written document of procedures Fall Measures of Success Education process of Board and Operating Council Completed Fall 2016 Copyright 2016 Reproduction by permission only 47

48 Strategy 6: Develop operational sustainability of systems and processes. Responsibility: OPERATING COUNCIL COMMITTEE CHAIRS 6.2 Objective: Identify who in the Operating Council should be crossed trained in how to access and use the entire SEFMD system and processes beyond the current Fair Co-Directors. 6.2 Action Plan (Tactics) Identify CTO (Chief Technology Officer) Fall Measures of Success CTO has identified proficiency Copyright 2016 Reproduction by permission only 48

49 Strategy 6: Develop operational sustainability of systems and processes. Responsibility: CHIEF TECHNOLOGY OFFICER (CTO) 6.3 Objective: Evaluate the need to update systems, software, hardware and operational processes for long-term sustainability. 6.3 Action Plan (Tactics) CTO is in place and has completed a long-term sustainability assessment of systems, software, hardware, and IT operational processes CTO has created an action plan based on their assessment and will present this plan to the Fair Board, Director(s), and Operating Council 6.3 Measures of Success 9/17 CTO has identified proficiency and presented the action plan. 9/17 Copyright 2016 Reproduction by permission only 49

50 Strategy 6: Develop operational sustainability of systems and processes. Responsibility: SCIENCE FAIR DIRECTOR 6.4 Objective: Evaluate the need for a dedicated SEFMD space for administrative functions, meeting space, storage, and equipment. 6.4 Action Plan (Tactics) Committee to make recommendation 6.4 Measures of Success Cost benefit analysis Copyright 2016 Reproduction by permission only 50

51 Strategy 7: Re-evaluate the entire SEFMD governance and structure of the Board for improved efficiency and governance sustainability. Responsibility: Objectives: 7.1 Evaluate efficiency and effectiveness of the current SEFMD Board structure, and appropriate representation of key specialty areas, systems, and processes. 4/17-4/ Evaluate the need for a formal Board Committee structure 7.3 Rebuild the Board based on findings in 7.1 and Create an ad hoc Board Committee to address the State Science Fair as a future strategic issue. Copyright 2016 Reproduction by permission only 51

52 Exec Comm Bd of Dir Ops Council Science Fair Director Board Science Fair Participants Strategy 7: Re-evaluate the entire SEFMD governance and structure of the Board for improved efficiency and governance sustainability. ACTOR DECISION 7.1 Evaluate efficiency and effectiveness of the current SEFMD Board structure, and appropriate representation of key specialty areas, systems, and processes. R I C A N/A 7.2 Evaluate the need for a formal Board Committee structure R I C A N/A 7.3 Rebuild the Board based on findings in 7.1 and 7.2. R I C A N/A 7.4 Create an ad hoc Board Committee to address the State Science Fair as a future strategic issue. R C C A C Copyright 2016 Reproduction by permission only 52

53 Strategy 7: Re-evaluate the entire SEFMD governance and structure of the Board for improved efficiency and governance sustainability. Responsibility: BOARD OF DIRECTORS EXECUTIVE COMMITTEE 7.1 Objective: Evaluate efficiency and effectiveness of the current SEFMD Board structure, appropriate representation of key specialty areas, systems, and processes. 7.1 Action Plan: (Tactics) Executive Committee analysis Annually in February 7.1 Measures of Success Report submitted Copyright 2016 Reproduction by permission only 53

54 Strategy 7: Re-evaluate the entire SEFMD governance and structure of the Board for improved efficiency and governance sustainability.` Responsibility: BOARD OF DIRECTORS EXECUTIVE COMMITTEE 7.2 Objective: Evaluate the need for a formal Board Committee structure. 7.2 Action Plan (Tactics) Executive Committee analysis 7.2 Measures of Success Report submitted to Fair Board of Directors Annually in February Copyright 2016 Reproduction by permission only 54

55 Strategy 7: Re-evaluate the entire SEFMD governance and structure of the Board for improved efficiency and governance sustainability. Responsibility: BOARD OF DIRECTORS EXECUTIVE COMMITTEE 7.3 Objective: Rebuild the Board based on findings in 7.1 and Action Plan (Tactics) Executive Committee analysis 7.3 Measures of Success Report submitted to Fair Board of Directors Annually in February Copyright 2016 Reproduction by permission only 55

Strategy 7: Re-evaluate the entire SEFMD governance and structure of the Board for improved efficiency and governance sustainability. Responsibility: BOARD OF DIRECTORS EXECUTIVE COMMITTEE 7.

56 Strategy 7: Re-evaluate the entire SEFMD governance and structure of the Board for improved efficiency and governance sustainability. Responsibility: BOARD OF DIRECTORS EXECUTIVE COMMITTEE 7.4 Objective: Create an ad hoc Board Committee to address the State Science Fair as a future strategic issue. 7.4 Action Plan (Tactics) Create the committee 12/ Committee researches issues and makes recommendations 6/ Measures of Success Report submitted to fair Board of Directors Copyright 2016 Reproduction by permission only 56

57 Strategy 8: Create SEFMD governance succession plan for longterm sustainability. Responsibility: Objectives: 9/17-9/ Assure that there is a succession plan for the SEFMD Board. 8.2 Evaluate the need for a formal fundraising and grant writing professional to solicit the increased funds this strategic plan will require. Copyright 2016 Reproduction by permission only 57

58 Exec Comm Bd of Dir Ops Council Science Fair Director Board Science Fair Participants Strategy 8: Create SEFMD governance succession plan for long-term sustainability. ACTOR DECISION 8.1 Assure that there is a succession plan for the SEFMD Board. R I C A N/A 8.2 Evaluate the need for a formal fundraising and grant writing professional to solicit the increased funds this strategic plan will require. R I C A I Copyright 2016 Reproduction by permission only 58

59 Strategy 8: Create SEFMD governance succession plan for long-term sustainability. Responsibility: BOARD OF DIRECTORS EXECUTIVE COMMITTEE 8.1 Objective: Assure that there is a succession plan for the SEFMD Board. 8.1 Action Plan (Tactics) Create Board Committee chairs and assistant chairs Create Board Development Committee Revisit bylaws as they relate to term limits 12/ Measures of Success Formal/written succession plan for every Board position that is covered in bylaws Copyright 2016 Reproduction by permission only 59

60 Strategy 8: Create SEFMD governance succession plan for long-term sustainability. Responsibility: BOARD OF DIRECTORS EXECUTIVE COMMITTEE 8.2 Objective: Evaluate the need for a formal fundraising and grant writing professional to solicit the increased funds this strategic plan will require. 8.2 Action Plan (Tactics) Quantify fundraising needs based on strategic plan 12/ Measures of Success Report completed outlining the SEFMD fundraising need for current and future operation based on the strategic plan. Copyright 2016 Reproduction by permission only 60

61 Formulating the Mess Ends Planning Means Planning Design of Implementation Design of Controls Resource Planning Outcomes Vision Idealized State Strategic Themes Strategic Goals Outcomes Organizational Core Competencies Operating Plan Actions based on Strategic Goals Responsibility Charts Communications Plan Outcomes Operating Plan: s Measures of Success Consequences of Performance or Non- Performance to the Plan Outcomes Budget Staffing Plan Fundraising Plan TO BE COMPLETED Copyright 2016 Reproduction by permission only 61

Practitioners Network for Large Landscape Conservation Organizational Charter

Practitioners Network for Large Landscape Conservation Organizational Charter Last updated: December 7, 2015 1. Scope and Objectives The Practitioners Network ( Network ) is an alliance of individuals