STLF's L Strategy Intent DRAFT

STLF is engaging in this strategic intent process for two main purposes:

  1. To clarify STLF’s purpose and value proposition so we can easily convey it to others
  2. Provide a North Star and compass to make day-to-day and board level decisions

The following three components are represented in this process:

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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.

Strategic Commitment

This second section follows the first three sections of the below process chart.

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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)

Operating Plan

Content

Metrics
Summary

Tactics Owners
Summary

Goal 1: Reveal More Leadership in More People

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.

Goal 2: Become the Organization That Stakeholders Want to Support and Invest In

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 

Goal 3: Become a Sector Thought Leader Relating to Internal Capability (processes, Models, Training, Etc)

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

Tactics Owners

Content

Programs Core (ProCo)
Summary

Wiebs
Summary

Context Building

This first section follows the below process chart.

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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.

Annual Review
Annually, the EDs will engage in a process to ensure the alignment and strength of STLF's direction.

Challenge

Recognize that:

Mission & Vision

Mission (why we exist):  Revealing leadership through service, relationships, and action

.

Vision (what we aspire to become) OPTIONS:

  1. Inspiring people to live a lifestyle of leadership and service.
  2. Building a pipeline of future leaders to solve the world’s most challenging social issues.

Shared Beliefs

The following statements represent organization-wide beliefs that most impact our decisions, behaviors, and goals.

Key Stakeholders

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).

Strategy 1A: Expand College Pay it Forward Tours (more Tours at existing colleges, more colleges)

1A: 50 College PIF Tours
Summary

1A: One Expansion Tour (40 College Students/eight Universities)
Summary

1A: 50 College PIF Tours

Content

1A: One Expansion Tour (40 College Students/eight Universities)

Content

Strategy 1B: Train More Leaders/increase the Number of Leaders

1B: Train 600 Student Leaders

1B: Add Three Student Leader Trainings, in Addition to Existing Two Retreats and Two Conferences

1B: Train 600 Student Leaders

Content

1B: Add Three Student Leader Trainings, in Addition to Existing Two Retreats and Two Conferences

Content

Strategy 1C: Increase the Depth of Experience for Leaders

1C: Pilot and Evaluate Mentorship Program

1D: Create Coaching Training for Staff

1C: Pilot and Evaluate Mentorship Program

Content

1D: Create Coaching Training for Staff

Content

Strategy 1D: Create Quantifiable, Regular Space for Innovation for New Student Programs


1D: One College Pif Expansion Tour and 3 Student Leadership Trainings 

1D: One College Pif Expansion Tour and 3 Student Leadership Trainings 

Content

Strategy 1E: Create Quantifiable, Regular Space for Innovation for New Sustainable Adult Programs

1E: A Developed Plan for Glory Days Adventures (GDA) Implementation and Management
Summary

1E: A Developed Plan for Glory Days Adventures (GDA) Implementation and Management

Content

Strategy 1F: Create Quantifiable, Regular Space for Innovation for New Business Development (new Services to New Populations)

1F: List of Marketable Capabilities Addressed With Board

1F: List of Marketable Capabilities Addressed With Board

Content

Strategy 1G: To Be the Leadership Home for Game-changers, Solution-creators and Change-makers.

1G: Create a One-pager That Captures the Idea

1G: Create a One-pager That Captures the Idea

Content

Strategy 2A: Attract Funders and Community Supporters Who Share Our Mission/Belief

2A: Raise $368,790 in Development Revenue (individual, Corporate, Foundation and Events)

2A: Raise $368,790 in Development Revenue (individual, Corporate, Foundation and Events)

Content

Strategy 2B: Engage Students, Alumni, Parents, and Board Members

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

Strategy 2C: Retain Our Stakeholders by Providing a Compelling Value Proposition

2C: Have Value Prop That Is Able to Be Branded and Communicated

2B: $6,000 Raised From Students

Content

2B: $35,000 Raised From Alumni

Content

2B: $34,000 Raised From Parents

Content

2B: $20,000 in Board-inspired Gifts

Content

2B: Five External Speaking Engagements, Presentations, And/or Significant Media Appearances

TACTICS Board support -

1) fundraising assistance

2) connections at universities and other corporate-foundation support

3) increasing our brand and visibility

2C: Have Value Prop That Is Able to Be Branded and Communicated

Content

Strategy 2D: Cultivate Individual Funders at a Pace and Depth That Positions Stlf to Exceed Our Budgeted Revenue Goal 

2D: Raise at Least $180,000 From Individual Donors

2D: Raise at Least $180,000 From Individual Donors

Content

Strategy 3A: Maintain Strong Financial Health and Business Model

3A: Meet or Exceed Planned Budget

3A: Operating Cash Reserve  at 6 months

3A: 60% Earned Revenue, 55% Fixed Expenses

Strategy 3B:  Identify THE Key Data Points Needed to Make Decisions 

3B: Balanced Scorecard for Board and Co-executive Director Use

3B: Core-specific Dashboards Exist for Each Core

Strategy 3C: Scaling and Strengthening Leadership Structures (core & Succession Models)

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)

Strategy 3D: Invest in Organizational Capacity

3D: Annually Evaluate and Update the Salary Goals File

3D: Hire Two Fellow Staff Positions, Two Spring and Two Summer Student Positions
Summary

Strategy 3E: Prioritize Staff With Adequate Capacity, Pipeline Building, Training

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

Strategy 3F:  Building Reputation Through Sharing and Convening

3F: Create New Content and Purposes for Best Practice Summit

3A: Meet or Exceed Planned Budget

Content

3A: Operating Cash Reserve  at 6 months

Content

3A: 60% Earned Revenue, 55% Fixed Expenses

Content

3B: Balanced Scorecard for Board and Co-executive Director Use

Content

3B: Core-specific Dashboards Exist for Each Core

Content

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)

Content

3D: Annually Evaluate and Update the Salary Goals File

Content

3D: Hire Two Fellow Staff Positions, Two Spring and Two Summer Student Positions

Content

3E: Quantify Staff Capacity Analytics and Incorporate Into Program-operation Model

Content

3E: Compile Leadership Pipeline List for Student Staff and Full Time Staff Positions

Content

3E: Execute 2 Staff Retreats and 3 Stlf Days

Content

3F: Create New Content and Purposes for Best Practice Summit

Content

Strategy 3G: External Recognition in Work Environment and Sector

3G: Identify Success Factors for “best Places to Work” and “best Nonprofit” and “best Small Business” Lists

3G: Identify Success Factors for “best Places to Work” and “best Nonprofit” and “best Small Business” Lists

Content

Strategy 3H: Continually Produce High Quality Programs

3H: Complete and Publish a Quality Assessment Annually

3H: Complete and Publish a Quality Assessment Annually

Content

Metrics

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

Programs Core (ProCo)

Content

1A: 50 College PIF Tours

Wiebs

Content

1B: Train 600 Student Leaders

1B: Add Three Student Leader Trainings, in Addition to Existing Two Retreats and Two Conferences

Annual Review

Content

Process
Summary

Discussion
This includes carryover questions, future ideas, and other topics.

Process

Content

Discussion

  1. Ron's thing: value proposition for beneficiaries (communities served)
  2. When creating and editing strategies, consider the HOW AND WHAT (versus just the WHAT)