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Dover Adult Learning Center of
Strafford County
Strategic Plan
December 1, 2007 – June 30, 2011
Mission:
To help adults in the
Strafford County area enhance their life-coping skills and improve their
lives through basic education, job training, high school completion, and
enrichment classes. We help our students become more effective lifelong
learners, family members, workers, and citizens.
Background:
During the 2006-2007 school
year, after the move to the McConnell Community Center was in place, the
Board of Directors authorized the Executive Director to apply for funding to
hire a consultant to develop a new strategic plan. A proposal was solicited
from Peggy Kieschnick and funding was secured from the New Hampshire
Charitable Foundation – Piscataqua Region and from The Corporate Fund. The
schedule for the plan development was set to begin in spring 2007 and
conclude by winter 2008.
The need for a plan had been
evident for the prior two to three years. The Center’s 2001-2006 plan had
guided activity effectively through the decision to make the move to the
McConnell Community Center. The Board had suspended development of a new
plan until that move had been made.
With the moves to McConnell in
Dover and to First Church Congregational in Rochester, the Center is now
well positioned to build for future growth and to respond to the changing
external environment.
The Board identified several
major factors as certain or potential change agents for the Center:
·
Populations are in transition as Dover becomes a more affluent
community and adults who are more likely to need literacy services move to
the northern part of the county
·
State law will change in 2009, to require that students stay
enrolled in high school until age 18
·
Two full-time staff have announced retirement dates: the
senior counselor in June 2008 and the Executive Director in June 2009
·
Previously identified and/or implemented opportunities for
program growth need attention, particularly enrichment, workforce
development and literacy in the northern part of the county
·
Organizational infrastructure, including computer systems,
long-term fund development and marketing plans need review and strengthening
·
The move to McConnell has brought opportunities for
collaboration which need to be explored
The Board’s starting point for
the strategic planning process was to acknowledge the many strengths of the
organization and to recognize that shifting internal and external factors
require intentional response.
Strategic Goals
Throughout the work groups and
retreats there was remarkable consensus on the major areas for focus in the
next three years.
1.
Strengthen Our Organization So that We Have the Foundation and
Leadership We Need To Serve Our Community and Achieve Our Mission.
2.
Broaden and Deepen Community Awareness and Support for the Work That
We Do.
3.
Expand the Literacy Services we Provide in Rochester and Respond to
Changing Literacy Needs throughout the County.
4.
Revitalize Our Enrichment and Workforce Development Programs and Use
Them to Expand Community Support for our Mission.
Goal 1:
Strengthen Our Organization So that We Have the Foundation and Leadership We
Need To Serve Our Community and Achieve Our Mission.
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Objective 1.1
Succession Planning. Ensure smooth
transitions when staff in leadership positions leave the
organization. |
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Milestones |
Lead |
Due
Date
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Status
√ |
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1.1.1
All Job Descriptions Up to Date. We have
up to date job descriptions for every staff position.
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Exec.
Dir.
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6/1/08
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1.1.2
Major Policies and Procedures in Writing.
All of our major policies and procedures are in writing.
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Exec.
Dir.
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11/1/08
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1.1.3
Executive Director Job Description & Qualifications Complete.
We have developed a job description and have identified the
qualities, skills, and experience we are seeking in our next
Executive Director.
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Bd. Pres. |
3/1/08 |
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1.1.4
Executive Director Recruiting Begun. We have formally and
informally begun recruiting for a new Executive Director
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Bd. Pres. |
12/1/08 |
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1.1.5
Executive Director Hired. We have hired a new Executive
Director
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Bd. Pres. |
5/1/09 |
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Objective 1.2
New Staff Positions.
We have added the staff positions we need to
achieve our strategic goals.
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Milestones |
Lead |
Due
Date |
Status
√ |
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1.2.1
Financial Analysis of Possible New Positions Complete.
We have completed an analysis of the financial impact of adding
an Assistant Director and a Counselor Aide.
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Chair, Bd. Fin. Comm. |
4/1/08 |
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1.2.2
Decision and Hiring Timeline for Asst. Exec. Dir. Complete.
We have decided if and when to add an Assistant Executive
Director.
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Chair, Bd. Fin. Comm. |
5/1/08 |
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1.2.3
Decision and Hiring Timeline for Counselor-Aide Complete.
We have decided if and when to add a Counselor-Aide position.
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Exec. Dir. |
5/1/08 |
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1.2.4 Rochester Counselor-Aide
Job Description & Qualifications Complete. We have developed
a job description & have identified the qualities, skills, &
experience we are seeking in a Counselor-Aide for our Rochester
office.
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Roch. Site Admin. |
12/31/07 |
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1.2.5
Assistant Executive Director Job Description & Qualifications
Complete. We have developed a job description and have
identified the qualities, skills, and experience we are seeking
in an Assistant Exec. Dir.
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Exec. Dir.
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3/1/08 |
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Milestones |
Lead |
Due
Date |
Status
√ |
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1.2.6
Rochester Counselor-Aide Hired. We have hired a
Counselor-Aide for our Rochester office |
Roch. Site Admin. |
9/1/08 |
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1.2.7
Assistant Executive Director Hired. We have hired an
Assistant Executive Director
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Bd. Pres. |
9/1/08 |
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Objective 1.3 Technology.
To upgrade our technology so that we
can effectively collect, track and use information.
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Milestones |
Lead |
Due
Date |
Status
√ |
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1.3.1 All
Computers Networked. We have secured a server and networked
our computers.
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Exec. Dir.
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8/1/08 |
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1.3.2
Fundraising Software Up and Running. We have an effective
fundraising database in place.
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Chair Bd. Fund-raising Comm. |
8/1/09 |
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1.3.3
Student Database Software Up and Running. We have an
effective student database in place.
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Terry Snook |
4/1/08 |
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1.3.4
On-Line Registration Up and Running. Students can register
on-line for all of our classes.
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Exec. Dir. |
7/1/08
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1.3.5
Office Staff Support Technology. Our office staff are
comfortable with using and learning about new technology and
have had the training they need to use the new technology
successfully. |
Exec. Dir. |
6/1/09 |
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Objective 1.4 Board Developments. To
strengthen our Board’s ability to lead the organization and
serve as effective ambassadors to the community.
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Milestones |
Lead |
Due
Date |
Status
√ |
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1.4.1
Staff Make Presentations Regularly at Board Meetings.
Individual staff members make presentations to the Board at
least six times a year.
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Exec. Dir. |
1/1/08 & on-going |
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1.4.2
Board Member Orientation Improved. We have reviewed,
revised and implemented our orientation and training plan for
new Board members.
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Chair Bd. Nom. Comm. |
6/1/08 |
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1.4.3
Board Self-Assessment Completed & Used. We complete a Board
Self-Assessment; analyze the results; and, implement necessary
changes at least once a year.
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Chair Bd. Nom. Comm. |
6/1/08 & On-going |
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1.4.4
Donor Cultivation Training Complete. Our Board members have
participated in the training they need to cultivate donors
effectively and with confidence |
Bd. Pres. |
March 2009 |
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Goal 2: Broaden and Deepen Community Awareness and Support
for the Work That We Do.
Our goal is to ensure that a broad cross-section of the
communities we serve: know us; know how to use our services; support us
financially; and, enroll in our classes.
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Objective 2.1
Establish Marketing Priorities. Identify
priority audiences and key messages for Literacy, Enrichment,
Workforce Development and Fund Development
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Milestones |
Lead |
Due
Date |
Status
√ |
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2.1.1
Literacy Priorities Identified. We have identified
the priority audiences and key messages for our literacy
Programs.
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Chair Ad-Hoc Mktg. Comm. |
12/1/08 |
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2.1.2
Enrichment Priorities Identified. We have identified
the priority audiences and key messages for our Enrichment
Programs.
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Chair Ad-Hoc Mktg. Comm. |
12/1/08
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2.1.3
Workforce Development Priorities Identified. We have
identified the priority audiences and key messages for our
Workforce Development programs |
Chair Ad-Hoc Mktg. Comm. |
6/1/09 |
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2.1.4
Fund Development Priorities Identified. We have
identified the priority audiences and key messages for our
financial development work. |
Chair
Bd. Fund-raising Comm. |
6/1/09 |
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Objective 2.2
Branding. To create a consistent “brand”
the helps the public understand who we are, what we do and why
it matters.
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Milestones |
Lead |
Due
Date |
Status
√ |
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2.2.1 Brand
Created. We have clearly identified and articulated
our “brand.”
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Bd. Pres.
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2/1/09 |
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2.2.2 Logo
Created. We have created a logo that reflects our
“brand.”
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Chair
Bd. Logo Comm. |
3/1/08
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2.2.3
All Written Materials Reflect Brand. All of our
written materials reflect our “brand” and use our new logo. |
Exec.
Dir. |
4/1/09 |
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Objective 2.3 Targeted
Marketing Materials. To tailor
our marketing so that we can effectively reach each of our
priority audiences.
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Milestones |
Lead |
Due
Date |
Status
√ |
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2.3.1
Literacy Materials Done. We have created targeted marketing
materials for our Literacy programs.
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Chair Bd. Program Comm. |
12/1/09 |
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2.3.2
Enrichment Materials Done. We have created targeted
marketing materials for our Enrichment programs.
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Chair Bd. Program Comm. |
12/1/09
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2.3.3
Workforce Development Materials Done. We have created
targeted marketing materials for our Workforce Development
programs.
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Chair Bd. Program Comm. |
3/1/10 |
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Milestones |
Lead |
Due
Date |
Status
√ |
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2.3.4
Potential Donor Materials Done. We have created targeted
marketing materials for our Potential Donors.
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Chair
Bd. Fund-raising Comm. |
3/1/10 |
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Objective 2.4 Systemized
Marketing and Development. To put
systems in place to capture and learn from data and to
systematize marketing and development activities.
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Milestones |
Lead |
Due
Date |
Status
√ |
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2.4.1
Marketing Calendar Created. We have created a
calendar of marketing activities to be completed each year. |
Chair Bd. Ad-Hoc Comm. |
6/1/10 |
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2.4.2
Development Calendar Created. We have created a
calendar of development activities to be completed each year. |
Chair Bd. Fund-raising
Comm. |
6/1/10
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2.4.3
Development Database Up and Running. Our donor new database
is up and running. |
Chair Bd. Fund-raising
Comm. |
6/1/09 |
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Objective 2.5 Planned Giving.
To establish a Planned Giving Program.
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Milestones |
Lead |
Due
Date |
Status
√ |
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2.5.1
Planned Giving Procedures Identified and Implemented. We
have identified and implemented all of the “pieces” we need to
have in place in order for someone to make a planned gift.
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Chair
Bd. Fin. Comm. |
12/1/09 |
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2.5.2
Staff and Board Understand Planned Giving Process.
Every Board member and key staff members know enough about
Planned Giving to be able to respond to simple questions from
potential donors about what to do if they would like to make a
planned gift.
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Chair
Bd. Fin. Comm. |
6/1/10 |
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2.5.3
Donor Materials Done. We have prepared written materials
about Planned Giving for potential donors.
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Chair
Bd. Fin. Comm. |
6/1/10 |
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2.5.4
Planned Giving Info. Included in all DALC Materials.
Our newsletter, annual appeal, and course offerings brochure
always let people know that they can support our work through
Planned Giving.
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Chair
Bd. Fund-raising Comm. |
6/1/10 |
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Objective 2.6 Major Gifts. To
implement a Major Gifts Program.
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Milestones |
Lead |
Due
Date |
Status
√ |
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2.6.1
Major Gifts Plan Complete. We have created a major
gifts plan that describes how we will develop and nurture
relationships with major donors (both individual and corporate);
and that establishes financial targets and benchmarks for our
Major Gifts Program.
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Chair
Bd. Fund-raising Comm. |
12/1/09 |
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Milestones |
Lead |
Due
Date |
Status
√ |
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2.6.2
Financial Targets for Corporate Major Gifts Achieved.
Reached the financial targets we set in our Major Gifts Plan
for Corporate donors.
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Chair
Bd. Fund-raising Comm. |
12/1/10 |
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2.6.3 Financial Targets for
Individual Major Gifts Achieved. We have reached the
financial targets we set in our Major Gifts Plan for Individual
Major Donors.
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Chair
Bd. Fund-raising Comm. |
12/1/10 |
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Objective 2.7 Events.
To host two special events each year that:
increase our visibility in the community; identify new potential
donors; build relationships with current donors; and, that
ideally generate revenue but that at least cover what it costs
in money and time to put the events on.
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Milestones |
Lead |
Due
Date |
Status
√ |
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2.7.1
True Cost Analysis Complete. We understand
the true costs of each of our major events (both in dollars and
in board and staff time).
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