Boris Frank Associates ______________________________ 608/845-3100 7094 Paoli Road, Verona, WI 53593 borisfrank@tds.net ACCELERATED STRATEGIC PLANNING PROCESS The following accelerated process has been developed by Boris Frank Associates specifically to assist smaller and medium sized agencies in preparing working strategic plans. The process has been utilized by over 500 not-for-profit and government agencies. Boris Frank Associates 7094 Paoli Road Verona, Wisconsin 53593 (608) 845-3100 borisfrank@tds.net © 2007, Boris Frank Associates _____________________________________________________________ Serving Not-For-Profit Organizations Since 1982 EXPERIENCE AND BACKGROUND Boris Frank has been facilitating planning for a variety of organizations for more than 25 years. He has facilitated planning for over 300 not-for-profit and government agencies including such diverse organizations as the Oconomowoc and Manitowoc Historical Societies; Ronald McDonald House; Southwest Community Action Agency; the Wisconsin Biotechnology Association; the Wisconsin Association of Lakes; Boy Scout and Girl Scout Councils, the State Department of Housing and The University of Wisconsin Law School. PROCESS The process includes: * Review of the Organization’s mission * Developing a vision for the Organization * Analysis of strengths and weaknesses * Discussion of opportunities available to the Organization * Review and discussion of challenges to the Organization’s achieving its goals and objectives * Establishing strategic goals, objectives and priorities * Initiating the process of implementing the goals and assigning responsibilities and deadlines The process includes a planning meeting to address vision, goals and strategic objectives, and elements of an implementation document based upon results of the process. ADVANCE PLANNING Individual interviews are conducted with Board members, staff and key volunteers to determine what critical issues need to be addressed, and to obtain their ideas and recommendations regarding Organization plans. Stakeholders to be interviewed are selected in consultation with Board and staff. Interview questions include: ? What is our image? Credibility? ? How effective are we? How good a job do we do? ? What can we improve or do better? ? What trends or changes do you see? ? What opportunities are there for us? ? What challenges or threats do we face? ? What key or priority issues do you think we should be addressing? ? What goals and objectives do you think we should set? Board and staff are also asked to complete an Organizational Assessment that identifies operational issues that require attention. A copy is attached (page 7.) PLANNING MEETING Board members and staff participate in a planning meeting that leads to adoption of key strategic goals and objectives for the Organization. A draft one-day agenda is attached (page 5.) DRAFT PLANNING MEETING AGENDA 8:00 - 8:30 Gather; Rolls, bagels, coffee, juice 8:30 - 8:45 Introductions 8:45 - 9:15 Goals for the day Current situation: “Where are we now?” 9:15 - 9:45 Affirmation of our mission, our vision, our values 9:45 - 10:15 List key issues Report from pre-interviews with staff and Board 10:15 - 10:30 Break 10:30 - 11:30 Key Issue #1: - Objectives, strategies, responsibilities 11:30 - 12:00 Key Issue #2: - Objectives, strategies, responsibilities 12:00 - 12:45 Serve lunch 12:45 - 1:15 Key Issue #3: - Objectives, strategies, responsibilities 1:15 - 1:45 Key Issue #4 - Objectives, strategies, responsibilities 1:45 - 2:00 Break 2:00 - 2:45 Other Issues 2:45 - 3:00 Next steps 3:00 - 3:15 Summary, adjourn Key issues are identified in consultation with the Board and staff prior to the planning meeting The planning meeting report serves as the Board and staff operating and activity agenda for the Organization. Specific activities...an action plan...are then developed by staff and volunteers to achieve the goals and objectives. TIMING The process described can usually be completed within two to four weeks, depending upon availability of participants. COST Total facilitation cost for the process, including expenses, is normally in the range of $1,500 to $2,000 depending upon proximity to Madison and number of participants. CONFIDENTIAL ORGANIZATIONAL ASSESSMENT © Copyright 2007 Boris Frank Associates ___________________________________________________________ Serving Not-For-Profit Organizations Since 1982 To help evaluate the effectiveness of our organization, please complete this questionnaire using the following scale: 1. Not or never true 2. Rarely true 3. True 50% of the time 4. Usually true 5. Always or absolutely true 6. Do not know 7. Does not apply BOARD 1. ___ Board members understand the roles and responsibilities of a board 2. ___ Our bylaws are up to date and effective 3. ___ Board members understand the principles of “due care and diligence, prudence, and good faith” 4. ___ We follow our bylaws 5. ___ There is a formal process for selecting board members 6. ___ Community diversity is represented on the board 7. ___ There are board term limits which are enforced 8. ___ There are written, current board job descriptions 9. ___ There are written, current performance standards for board members 10. ___ New board members are adequately oriented and trained 11. ___ The board works well together 12. ___ There are people on the board with financial expertise 13. ___ The board and its members regularly evaluate their effectiveness 14. ___ Board meetings are effective, well run and deal with important issues 15. ___ Board and committee meetings start and end on time 16. ___ The Board receives an agenda and related documents in advance of board meetings 17. ___ Board minutes are kept, reflecting actions and dissent 18. ___ Board members review advance information and come prepared to meetings 19. ___ Board and staff conflict of interest and loyalty policies are in place 20. ___ Privacy and confidentiality policies are in place 21. ___ All board members receive appropriate financial reports and understand them 22. ___ The bylaws provide for removing ineffective or inactive board members 23. ___ The board meets in executive session to discuss staff and personnel issues 24. ___ Bylaws, policies and procedures are periodically reviewed COMMITTEES 1. ___ It is clear how committees can be formed 2. ___ The committee structure works 3. ___ All committees have clearly defined roles and responsibilities 4. ___ Committee reporting process is clear 5. ___ Committee minutes are kept PERSONNEL AND STAFFING 1. ___ The hiring process of the CEO is well defined and effective 2. ___ Role and relationship between board and staff is clear 3. ___ Communication between board and staff is effective 4. ___ There is a clear, current agency organizational chart 5. ___ The board is never involved in subordinate staffing decisions 6. ___ Staff is effective and competent 7. ___ Background checks are conducted when hiring 8. ___ Personnel handbook and policies are current and have been reviewed by competent human resource professionals 9. ___ Grievance procedures and policies are current 10. ___ Staff have a process to bring critical administrative and operating issues and concerns directly to the board without fear of retaliation 11. ___ A Whistleblower system exists 12. ___ Staff have current job descriptions and performance standards 13. ___ The CEO is evaluated at least annually 14. ___ All staff are regularly evaluated by their supervisor; appropriate records of evaluation are maintained in the employee’s personnel file 15. ___ Employee workload, compensation and benefits are at levels that attract a qualified staff 16. ___ Staff is responsive to board requests for information 17. ___ Volunteer policies and procedures are in place and are applied 18. ___ A CEO succession plan exists BUDGETING AND FINANCES 1. ___ We have adequate operating funds 2. ___ An annual budget is approved by the board 3. ___ The annual budget projects a “profit” 4. ___ We have a 12-18 month cash flow projection 5. ___ All income and funds received are deposited within 48 hours of receipt 6. ___ An accounting system based on generally accepted accounting principles is in place and applied 7. ___ Financial reports including statement of financial position (balance sheet) and statement of activities compared to budget and prior year are prepared and reviewed by the Board at least quarterly 8. ___ Internal financial controls, checks and balances based on generally accepted practices are in place and applied 9. ___ All payroll taxes and other payables are remitted in a timely manner and are up to date 10. ___ A regular audit or financial review is conducted within 3 to 5 months of the end of our fiscal year by a firm selected exclusively by board members not directly involved in the financial affairs of the organization 11. ___ Our audit is “clean” and unqualified 12. ___ Our auditor provides us with a Management Letter describing any issues that require attention 13. ___ Staff is not involved in selecting the auditor 14. ___ The Audit Committee and Finance Committee meet in executive session with the auditor 15. ___ All Board members receive a copy of the audit/review and management letter, and have an opportunity to meet with and question the auditor 16. ___ An adequate reserve fund exists 17. ___ We have an investment policy that is regularly reviewed 18. ___ Everyone handling money or involved in financial transactions is bonded or is covered by an employee dishonesty policy FUNDRAISING 1. ___ Responsibility for fundraising is clearly defined and assigned 2. ___ A fundraising plan is in place 3. ___ Fundraising is diverse, not depending upon limited sources 4. ___ The board plays a role in fundraising 5. ___ All board members contribute annually 6. ___ Board members and volunteers are adequately trained in sound fundraising procedures 7. ___ The board chair takes a lead role in fundraising 8. ___ Fundraising is cost effective 9. ___ We have a written Donors Rights and Privacy Policy 10. ___ All gifts and pledges are acknowledged within 48 hours of receipt 11. ___ A formal acknowledgement meeting IRS requirements is sent to all donors 12. ___ We are in compliance with Better Business Bureau guidelines MANAGEMENT AND OPERATIONS 1. ___ Operating policies and procedures have been approved by the board and are current 2. ___ There are clear policies as to who may speak for and commit the organization 3. ___ Working conditions and resources are adequate 4. ___ Technology is state-of-the-art 5. ___ Record keeping and files are current and accessible 6. ___ We have adequate insurance coverage including general liability, officers and directors liability, workers’ compensation;we review our coverage at least annually 7. ___ All federal and state operating and fundraising licensing and reporting requirements, including Federal Form 990, are met and the Board reviews these reports for accuracy and completeness 8. ___ A crisis resolution plan exists 9. ___ A confidentiality policy exists 10. ___ A document retention policy is in place 11. ___ We are familiar with and follow all rules, regulations and guidelines regarding political activity PUBLIC INFORMATION 1. ___ An agency spokesperson(s) has been identified 2. ___ An effective marketing and public information strategy is in place 3. ___ Stakeholders, clients, members and other partners are kept informed about the agency 4. ___ Marketing and public information materials are current and effective 5. ___ The agency responds in a timely and effective manner when contacted by the public 6. ___ We are well known in the community 7. ___ Our credibility is high and we have a positive image in the community PLANNING, PROGRAMS AND EVALUATION 1. ___ Mission is clear and current 2. ___ Vision and long range goals have been adopted 3. ___ A strategic plan has been approved by the board 4. ___ A strategic planning process, involving all board members and key staff, has been held within the last year 5. ___ Planning is based on a community needs assessment process 6. ___ Realistic, measurable goals and objectives are in place 7. ___ The strategic plan and agency goals are regularly reviewed and modified 8. ___ Our programs and projects are effective 9. ___ A process is in place to continually evaluate the effectiveness of the agency and our programs 10. ___ We regularly meet our goals and objectives Name of organization you are evaluating:_______________________________ My relationship to the organization: ___ Board member ___ Committee member ____ Volunteer ____ Staff ____ Other ______________________________ Name: (Optional) __________________________ Today’s date _____________________