STLF's Live Strategic and Operating Plan
STLF is engaging in this strategic intent process for two main purposes:
- To clarify STLF’s purpose and value proposition so we can easily convey it to others
- Provide a North Star and compass to make day-to-day and board level decisions
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.
Strategic Commitment
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: Aspirational stretch objective that we aim to accomplish in the long-term, with quantifiable progress annually.
- Strategy: Method by which we will advance to achieve the goal.
- Metric: Quantifiable measurement of progress (action or target) to be created and completed annually. Please note, the below metrics represent the current fiscal year (to be completed by 8/31/2014).
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
Summary
HR: Programs
Summary
HR: Staff
Summary
Finance and Operations
Summary
Development
Summary
Executive Directors
Summary
Context Building
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.
Annual Review
Annually, the EDs will engage in a process to ensure the alignment and strength of STLF's direction.
Challenge
Recognize that:
- Prior leadership experience is often required for leadership positions. Society doesn’t provide young people with enough first-chance leadership experiences.
- Countless areas of improvement exist for our society. Society doesn’t continually invest enough in building a strong leadership pipeline to address these social issues.
- Many meaningful, experiential leadership experiences require resources or access. Society doesn’t create enough paths so all young people have a chance to lead.
Mission & Vision
Mission (why we exist): Revealing leadership through service, relationships, and action
.
Vision (what we aspire to become) OPTIONS:
- Inspiring people to live a lifestyle of leadership and service.
- 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.
- We believe in our responsibility to contribute to a community leadership pipeline - doing so will make a greater impact by developing more leaders to solve the world’s social issues rather than solving a specific social issue.
- We believe in furthering STLF’s mission collectively in cores, as well as through our individual values and leadership.
- We believe experiences are most powerful and effective when implemented by those desiring the greatest learning. (student ownership/leadership)**
- We believe in deeply cultivating those we come across.
- We believe in respectful, personal, and purpose-oriented interactions.
- We believe that stable, predictable fiscal health and activity makes for a stronger organization.
- We believe in dreaming, creating, measuring, and sustaining.
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.
- Relationships with people around whom they can be themselves
- Being challenged to grow and lead
- Being among the best, a master, in the STLF realm
- Opportunities to enhance resume and life experiences
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.
- Giving time and energy for the betterment of a/the community
- Mission-based work and a well-organized body of committed volunteers
- Respect and gratitude
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.
- First-time leadership and role model opportunities
- Making a difference for younger students and the greater population
- New challenges and opportunities to grow
Alumni: Being a part of a group of people with whom they can safely share, grow, and have fun, all while helping others.
- Relationships with people around whom they can be themselves
- Feeling alive, needed, and appreciated
- New experiences, planned spontaneity, and being part of a movement
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.
- Fun life experiences that push boundaries
- Being unique while still belonging
- Independence
- Opportunities to enhance resume and life experiences
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.
- Valuable and comparable return on their investments
- Authentic, personal updates, follow-through, and gratitude
- Making a positive difference for others, internally in the organization and through the organization’s work
Schools: A partner who does most of the work to provide learning and explorative opportunities for its students, which will help improve their school community, practice soft skills, and enhance the school’s brand equity.
- Youth education, development, and preparation
- A productive and magnanimous school environment/culture
- Partners who had value, are easy to work with, and further STLF’s mission
Parents: Provide their children with positive influences and valuable life skills in a way that aligns with their goals and hopes (for their children).
- Safe, values-aligned experiences for their kids
- Positive peers and role models for their kids
- Their children’s skills increases and perspectives broadened
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 BY JULY 15
1C: Create Coaching Training for Staff BY JULY 15
1C: Pilot and Evaluate Mentorship Program BY JULY 15
Content
1C: Create Coaching Training for Staff BY JULY 15
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 BY JUNE 15
Summary
1E: A Developed Plan for Glory Days Adventures (GDA) Implementation and Management BY JUNE 15
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 BY AUGUST 5
1F: List of Marketable Capabilities Addressed With Board BY AUGUST 5
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 BY JULY 15
1G: Create a One-pager That Captures the Idea BY JULY 15
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 BY AUGUST 5
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 BY AUGUST 5
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 BY MAY 6
3B: Core-specific Dashboards Exist for Each Core BY JULY 15
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) BY MARCH 15
Strategy 3D: Invest in Organizational Capacity
3D: Annually Evaluate and Update the Salary Goals File BY MAY 15
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 BY JULY 15
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 ON JUNE 12
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 BY MAY 6
Content
3B: Core-specific Dashboards Exist for Each Core BY JULY 15
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) BY MARCH 15
Content
3D: Annually Evaluate and Update the Salary Goals File BY MAY 15
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 BY JULY 15
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 ON JUNE 12
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 BY JULY 15
3G: Identify Success Factors for “best Places to Work” and “best Nonprofit” and “best Small Business” Lists BY JULY 15
Content
Strategy 3H: Continually Produce High Quality Programs
3H: Complete and Publish a Quality Assessment Annually BY JULY 31
3H: Complete and Publish a Quality Assessment Annually BY JULY 31
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 BY JULY 15
1C: Create Coaching Training for Staff BY JULY 15
1D: One College Pif Expansion Tour and 3 Student Leadership Trainings
1E: A Developed Plan for Glory Days Adventures (GDA) Implementation and Management BY JUNE 15
Summary
1F: List of Marketable Capabilities Addressed With Board BY AUGUST 5
1G: Create a One-pager That Captures the Idea BY JULY 15
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 BY AUGUST 5
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 BY MAY 6
3B: Core-specific Dashboards Exist for Each Core BY JULY 15
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) BY MARCH 15
3D: Annually Evaluate and Update the Salary Goals File BY MAY 15
3D: Hire Two Fellow Staff Positions, Two Spring and Two Summer Student Positions
3E: Quantify Staff Capacity Analytics and Incorporate Into Program-operation Model BY JULY 15
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 ON JUNE 12
3G: Identify Success Factors for “best Places to Work” and “best Nonprofit” and “best Small Business” Lists BY JULY 15
3H: Complete and Publish a Quality Assessment Annually BY JULY 31
Programs
Content
1A: 50 College PIF Tours
1A: One Expansion Tour (40 College Students/eight Universities)
1D: One College Pif Expansion Tour and 3 Student Leadership Trainings
HR: Programs
Content
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 BY JULY 15
1D: One College Pif Expansion Tour and 3 Student Leadership Trainings
3H: Complete and Publish a Quality Assessment Annually BY JULY 31
Annual Review
Content
Process
Summary
Discussion
This includes carryover questions, future ideas, and other topics.
Discussion
- Ron's thing: value proposition for beneficiaries (communities served)
- When creating and editing strategies, consider the HOW AND WHAT (versus just the WHAT)
HR: Staff
Content
1C: Create Coaching Training for Staff BY JULY 15
3D: Hire Two Fellow Staff Positions, Two Spring and Two Summer Student Positions
3E: Quantify Staff Capacity Analytics and Incorporate Into Program-operation Model BY JULY 15
3E: Compile Leadership Pipeline List for Student Staff and Full Time Staff Positions
3E: Execute 2 Staff Retreats and 3 Stlf Days
Finance and Operations
Content
3A: Meet or Exceed Planned Budget
3A: Operating Cash Reserve at 6 months
3A: 60% Earned Revenue, 55% Fixed Expenses
Development
Content
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
2D: Raise at Least $180,000 From Individual Donors
3F: Create New Content and Purposes for Best Practice Summit ON JUNE 12
Executive Directors
Content
1E: A Developed Plan for Glory Days Adventures (GDA) Implementation and Management BY JUNE 15
Summary
1F: List of Marketable Capabilities Addressed With Board BY AUGUST 5
1G: Create a One-pager That Captures the Idea BY JULY 15
2C: Have Value Prop That Is Able to Be Branded and Communicated BY AUGUST 5
3B: Balanced Scorecard for Board and Co-executive Director Use BY MAY 6
3B: Core-specific Dashboards Exist for Each Core BY JULY 15
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) BY MARCH 15
3D: Annually Evaluate and Update the Salary Goals File BY MAY 15
3G: Identify Success Factors for “best Places to Work” and “best Nonprofit” and “best Small Business” Lists BY JULY 15
3H: Complete and Publish a Quality Assessment Annually BY JULY 31