STLF is engaging in this strategic intent process for two main purposes:
The following three components are represented in this process:
Context Building
This section captures STLF's foundation. This context informs and both the Strategic Commitment and Operation Plan sections.
Strategic Commitment
This section captures STLF's strategic direction in the short- to long-term.
Operating Plan
This section captures STLF's metrics and tactics, focusing on what is required to advance our vision from the ground-level.
This second section follows the first three sections of the below process chart.

Below we have outlined three strategic goals. The following goals, strategies, and metrics are communicated using the below definitions:
Goal 1: Reveal More Leadership in More People
Goal 2: Become the Organization That Stakeholders Want to Support and Invest In
Goal 3: Become a Sector Thought Leader Relating to Internal Capability (processes, Models, Training, Etc)
Content
Metrics
Summary
Tactics Owners
Summary
Strategy 1A: Expand College Pay it Forward Tours (more Tours at existing colleges, more colleges)
Strategy 1B: Train More Leaders/increase the Number of Leaders
Strategy 1C: Increase the Depth of Experience for Leaders
Strategy 1D: Create Quantifiable, Regular Space for Innovation for New Student Programs
Strategy 1E: Create Quantifiable, Regular Space for Innovation for New Sustainable Adult Programs
Strategy 1F: Create Quantifiable, Regular Space for Innovation for New Business Development (new Services to New Populations)
Strategy 1G: To Be the Leadership Home for Game-changers, Solution-creators and Change-makers.
Strategy 2A: Attract Funders and Community Supporters Who Share Our Mission/Belief
Strategy 2B: Engage Students, Alumni, Parents, and Board Members
Strategy 2C: Retain Our Stakeholders by Providing a Compelling Value Proposition
Strategy 2D: Cultivate Individual Funders at a Pace and Depth That Positions Stlf to Exceed Our Budgeted Revenue Goal
Strategy 3A: Maintain Strong Financial Health and Business Model
Strategy 3B: Identify THE Key Data Points Needed to Make Decisions
Strategy 3C: Scaling and Strengthening Leadership Structures (core & Succession Models)
Strategy 3D: Invest in Organizational Capacity
Strategy 3E: Prioritize Staff With Adequate Capacity, Pipeline Building, Training
Strategy 3F: Building Reputation Through Sharing and Convening
Strategy 3G: External Recognition in Work Environment and Sector
Strategy 3H: Continually Produce High Quality Programs
Content
Programs Core (ProCo)
Summary
Wiebs
Summary
This first section follows the below process chart.

Challenge
Our world needs to invest in and cultivate young leaders to address social issues that affect the world.
Mission & Vision
Why we exist. What we aspire to become.
Shared Beliefs
Statements that represent organization-wide beliefs that most impact our decisions, behaviors, and goals.
Key Stakeholders
For each stakeholder: value proposition and values.
Recognize that:
Mission (why we exist): Revealing leadership through service, relationships, and action
.
Vision (what we aspire to become) OPTIONS:
The following statements represent organization-wide beliefs that most impact our decisions, behaviors, and goals.
High-Touch College Leaders: Offer a chance to be the cream of the crop while continuing to challenge and support them with mentorship and guidance, relationships with staff, and fun leadership roles.
Service/Housing Contacts: Service - Provide the people power organizations need to accomplish their work in a timely, high-quality manner. Housing - Provide a low-risk way to assist and invest in a body of youth that is grateful and energizing.
College Leaders: Have a fun way to build their leadership skills, be a role model for peers and young people, and a network and set of experiences that will benefit them for their entire lives.
Alumni: Being a part of a group of people with whom they can safely share, grow, and have fun, all while helping others.
College, High School, and Middle School Participants: Relevant experience that combines fun ways to better connect with peers, learn about oneself, and be exposed to future opportunities.
Funders: Help fulfill personal, corporate, and foundation mission by effectively and efficiently leveraging contributions to maximize results while sharing ways they are fostering positive change.
Schools: A partner who does most of the work to provide a learning and explorative opportunity for its students, which will help improve their school community and practice soft skills.
Parents: Provide their children with positive influences and valuable life skills in a way that aligns with their goals and hopes (for their children).
1A: 50 College PIF Tours
Summary
1A: One Expansion Tour (40 College Students/eight Universities)
Summary
Content
Content
1B: Train 600 Student Leaders
1B: Add Three Student Leader Trainings, in Addition to Existing Two Retreats and Two Conferences
Content
Content
1C: Pilot and Evaluate Mentorship Program
1D: Create Coaching Training for Staff
Content
Content
1D: One College Pif Expansion Tour and 3 Student Leadership Trainings
Content
1E: A Developed Plan for Glory Days Adventures (GDA) Implementation and Management
Summary
Content
1F: List of Marketable Capabilities Addressed With Board
Content
1G: Create a One-pager That Captures the Idea
Content
2A: Raise $368,790 in Development Revenue (individual, Corporate, Foundation and Events)
Content
2B: $6,000 Raised From Students
2B: $35,000 Raised From Alumni
2B: $34,000 Raised From Parents
2B: $20,000 in Board-inspired Gifts
2B: Five External Speaking Engagements, Presentations, And/or Significant Media Appearances
2C: Have Value Prop That Is Able to Be Branded and Communicated
Content
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TACTICS Board support -
1) fundraising assistance
2) connections at universities and other corporate-foundation support
3) increasing our brand and visibility
Content
2D: Raise at Least $180,000 From Individual Donors
Content
3A: Meet or Exceed Planned Budget
3A: Operating Cash Reserve at 6 months
3A: 60% Earned Revenue, 55% Fixed Expenses
3B: Balanced Scorecard for Board and Co-executive Director Use
3B: Core-specific Dashboards Exist for Each Core
3C: Will Convene an Evaluative Meeting With at Least the Eds, to Identify the Resources That Need to Be Created (review of Staff Capacity, Pipeline, New Positions, Etc)
3D: Annually Evaluate and Update the Salary Goals File
3D: Hire Two Fellow Staff Positions, Two Spring and Two Summer Student Positions
Summary
3E: Quantify Staff Capacity Analytics and Incorporate Into Program-operation Model
3E: Compile Leadership Pipeline List for Student Staff and Full Time Staff Positions
3E: Execute 2 Staff Retreats and 3 Stlf Days
3F: Create New Content and Purposes for Best Practice Summit
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3G: Identify Success Factors for “best Places to Work” and “best Nonprofit” and “best Small Business” Lists
Content
3H: Complete and Publish a Quality Assessment Annually
Content
1A: 50 College PIF Tours
1A: One Expansion Tour (40 College Students/eight Universities)
1B: Train 600 Student Leaders
1B: Add Three Student Leader Trainings, in Addition to Existing Two Retreats and Two Conferences
1C: Pilot and Evaluate Mentorship Program
1D: Create Coaching Training for Staff
1D: One College Pif Expansion Tour and 3 Student Leadership Trainings
1E: A Developed Plan for Glory Days Adventures (GDA) Implementation and Management
Summary
1F: List of Marketable Capabilities Addressed With Board
1G: Create a One-pager That Captures the Idea
2A: Raise $368,790 in Development Revenue (individual, Corporate, Foundation and Events)
2B: $6,000 Raised From Students
2B: $35,000 Raised From Alumni
2B: $34,000 Raised From Parents
2B: $20,000 in Board-inspired Gifts
2B: Five External Speaking Engagements, Presentations, And/or Significant Media Appearances
2C: Have Value Prop That Is Able to Be Branded and Communicated
2D: Raise at Least $180,000 From Individual Donors
3A: Meet or Exceed Planned Budget
3A: Operating Cash Reserve at 6 months
3A: 60% Earned Revenue, 55% Fixed Expenses
3B: Balanced Scorecard for Board and Co-executive Director Use
3B: Core-specific Dashboards Exist for Each Core
3C: Will Convene an Evaluative Meeting With at Least the Eds, to Identify the Resources That Need to Be Created (review of Staff Capacity, Pipeline, New Positions, Etc)
3D: Annually Evaluate and Update the Salary Goals File
3D: Hire Two Fellow Staff Positions, Two Spring and Two Summer Student Positions
3E: Quantify Staff Capacity Analytics and Incorporate Into Program-operation Model
3E: Compile Leadership Pipeline List for Student Staff and Full Time Staff Positions
3E: Execute 2 Staff Retreats and 3 Stlf Days
3F: Create New Content and Purposes for Best Practice Summit
3G: Identify Success Factors for “best Places to Work” and “best Nonprofit” and “best Small Business” Lists
3H: Complete and Publish a Quality Assessment Annually
Content
1A: 50 College PIF Tours
Content
1B: Train 600 Student Leaders
1B: Add Three Student Leader Trainings, in Addition to Existing Two Retreats and Two Conferences