Strategic Plan

Alliance for Sustainability
Strategic Plan (Phase I)

September 2009 through December 2012
Adopted by the Alliance Board of Directors, September 8, 2009

The Alliance for Sustainability in Ashland, Wisconsin…

 
• Facilitates a regional approach, building capacities that result in regional progress toward established goals.
 
• Builds a citizenry across all sectors in the region that is knowledgeable about how to help create a sustainable, thriving regional community, and is skilled and motivated to take action.

Gathers the regional story and shares it as a means to continue to build momentum to enhance sustainability in the region and so that others may learn, advancing the movement across the globe.

Alliance for Sustainability Values & Beliefs

 
• Shared Ownership. We value and create opportunities to join with people and organizations to build on our respective strengths and collaborate on ways to achieve our shared visions for a healthier, more vibrant future.
 
• Responsiveness. Recognizing that we live in dynamic times, we make an effort to research and understand opportunities and needs of our region so we may apply our resources toward more effective and sustainable shared solutions.
 
• Innovation. We are systems thinkers and agents of positive change. As recognized leaders in building capacities to develop more lasting and vibrant communities, we are willing to try new things while we learn.
 
• Accountability. We hold ourselves accountable with solid benchmarks to measure our own progress and share that progress with others. We value the process of working with partners to establish regional indicators so that we can share in measuring and celebrating Chequamegon Bay’s progress together.
 
• Balance. We seek balance in the ways we approach problem solving. We consider the needs and opportunities of people today with consideration, too, of those yet to come. We seek to understand the interdisciplinary nature of issues in the process of innovating balanced solutions.

Five Strategies To Achieve Our Vision…

 
•  Strategy 1. The Alliance for Sustainability walks the talk and is an organizational model that exhibits the qualities of a sustainable, thriving community to maximize regional resources and opportunities.
 
• Strategy 2. The Alliance demonstrates leadership as a capacity-building agent for the Chequamegon Bay regional community model of sustainability.
 
• Strategy 3. The Alliance collaborates with regional partners to position Chequamegon Bay to become a national model of a sustainable thriving rural community.
 
• Strategy 4. The Alliance collaborates with regional partners to sustain Chequamegon Bay’s model of a sustainable thriving rural community.
 
• Strategy 5. Building on the experiences and lessons learned in helping to develop the Chequamegon Bay model, the Alliance plays a central role in facilitating education about and promotion of the model so that others may learn.

Strategy 1. Goal A: Develop strong organizational infrastructure, capacities and best practices to create a sustainable thriving organizational model.

Objective 1. Develop best practices in human resources. (By June 2010)

1.1 Recruit and elect a Board Member with professional background in human resources.

1.2 Develop a human resources manual with best practice policies and procedures for the Alliance. At a minimum, topics will include unpaid staff/volunteer management, staff management, office/day-to-day organizational operations, communications, staff training, performance reviews, email, political activity, and equipment use policies.

1.3 Complete steps necessary to put in place structures for a staff benefit program.

1.4 Pass an affirmative action policy (if current bylaws do not satisfy this need) to ensure that presence of this policy will not hold back grant eligibility.

1.5 Investigate legal and insurance issues (if any) related to forecasted enhancements of volunteer and/or independent contractor roles for the Alliance (speaker’s bureau, Campaign Sustain Trainers, Campaign Sustain Neighborhood Ambassadors, volunteer coordinators, interns, etc.).

1.6 Develop and launch Alliance Board orientation and training program including a program for Advisory Board members.

1.7 Develop a staffing (paid and unpaid staff) plan to guide capacity building of the Alliance. At a minimum, topics will include staff and unpaid staff/volunteer needs forecasted over the next two years, draft position descriptions, roles, and an organizational chart.

1.8 Develop capacities to track volunteer hours.

1.9 In accordance with staffing plan, recruit qualified volunteers for positions (besides board or advisory board) that assist in building and sustaining Alliance capacities (e.g., volunteer coordinator, office volunteers, exhibit/outreach volunteers, membership management/recruitment volunteers).

1.10 Develop volunteer (including board) recognition strategies and develop associated plans/capacities.

1.11 Develop an Alliance membership strategy with “bridges” that link to various other activities of the Alliance (e.g., fund raising, volunteer program, resource recruitment connections, recruiting for memberships all year at programs, etc.). Launch membership program backed up with necessary information management, communications, benefit, and member management systems.

Objective 2. Develop best practices in fiscal management and fund development. (By April 2010)

2.1 Create a fund development plan with strategies for increasing the stability/sustainability of funding streams. Include clarification of roles (who will develop which funding sources? What is our desired percentage of funding from various sources?).

2.2 Develop an annual grants planning tool which identifies and ranks prospective grant opportunities for the organization.

2.3 Make annual grants planning part of an annual board planning process.

2.4 Develop a fund raising plan that complements the membership plan. Include strategies for individual giving, business giving and business sponsorships. Coordinate with program team on how fund-raising plans will connect with program sponsorships. Include strategies for fund-raising inside the region and outside the region.

2.5 Build capacities for the Alliance to be able to submit federal grant applications through Grant.gov.

2.6 Evaluate needs, options, and costs for audits to be conducted to ensure best practices in accounting and fiscal management.

2.7 Modeling United Way giving opportunities or other similar donation programs, develop capacities for the Alliance to bill for/receive regular donations (e.g., monthly or quarterly) via automatic withdrawal or other methods.

2.8 Develop internal controls/policies for financial management.

2.9 Provide board training on fund development.

Objective 3. Develop best practices in communications and information technology. (By September 2010)

3.1 Develop a communications plan with communications policies (including policies on taking “position” statements or filing public comments on various public issues). Topics will include roles and responsibilities for Alliance communications in addition to strategic communications goals, themes, messages, and/or methods.

3.2 Update the Alliance organizational brand to reflect the new mission/vision.

3.3 Develop Alliance website platform to reflect best practices and achieve strategic communications goals.

3.4 Improve efficiency and effectiveness of communicating with/among board, membership, constituencies through the use of technology (e.g., e-blasts, software tools, forums, etc.) and further reaching out (e.g., townships, citizens).

3.5 Strategize about and put in place infrastructure that strengthens the efficiency and effectiveness of the Alliance’s information/outreach efforts in the region and beyond (e.g., build outreach list-serves, poster distribution networks, social marketing, etc.).

3.6 Strategize about and take steps to strengthen Alliance’s relationship with the media (all types—print, electronic, radio, etc.).

3.7 Develop outreach tools (e.g., brochures, etc.) for the Alliance to promote membership and participation.

3.8 Update Alliance exhibit boards to reflect new mission/vision.

3.9 Continually build capacities that foster open communications and sharing between Alliance members to support dialogue and momentum-building strategies.

Objective 4. Walk the sustainability talk. (By March 2010)

4.1 Create a policy on sustainability-related practices for the organization including (at least) office, public programs, outreach/communications, and events.

4.2 Publish a values statement on behalf of the organization (website).

4.3 Integrate regular (at least annual) strategic planning functions into the organization’s workplan.

4.4 Develop a position statement on what constitutes a “sustainable thriving organization” and why this is important to achievement of our mission/vision.

4.5 Develop evaluation tools and a logic model to guide Alliance advancement. Include outcome and impact statements that reflect economic, environmental, and social aspects.

4.6 Map sustainability “content” issues and opportunities (transportation, local foods, energy, climate change, etc.) and develop a strategy about how to advance Alliance mission in this context.

4.7 Clarify service delivery and operational models for the organization, being deliberate in discussions and decisions about which pathways to take for greatest sustainability.

Strategy 1. Goal B: Further develop our strong, professional community presence.

Objective 1. Continue to build a regional Alliance “program” presence that demonstrates alignment with the new organizational mission/vision. (By February 2010)

1.1 Develop capacities that result in forecasted Alliance program planning infrastructure, but which maintain flexibility to insert and/or substitute programs when the need/opportunity arises.

1.2 Continue the Pie & Politics tradition, formalizing its structure to improve quality and coordination with key stakeholders.

1.3 Investigate alternative methods, technologies, and opportunities for Alliance programming to increase assessibility to new and more diverse audiences.

1.4 Investigate alternative methods, technologies, and opportunities for programs to demonstrate what sustainability is all about (e.g., reducing impacts, etc.).

1.5 Develop program capacities that engage even more volunteers in providing or supporting quality programming experiences to build the sustainability movement in the Chequamegon Bay region.

Objective 2. Enhance the community presence of the Alliance using a well-developed advisory. (By January 2010)

2.1 Develop an Alliance Advisory Board plan and launch the plan. Strategize about representation from the region as well as potential current or future representation from outside the region. Include, at a minimum, purpose, functions, leadership, membership, orientation, rotation, communications.

2.2 Publicize development of an Advisory Board.

2.3 Integrate Advisory Board roles in all relevant aspects of Alliance plans and operations.

Objective 3. Develop Campaign Sustain capacities that engage volunteers in helping to create a sustainable, thriving community where they live while building an Alliance community presence and communication network throughout the region. (By September 2010)

3.1 Develop and launch a best practice train-the-trainer Campaign Sustain plan that can be adapted to various sustainability content areas, neighborhoods, and communities.

3.2 Develop communications/outreach plan to accompany the Campaign Sustain plan to inform public officials, communities, and citizens about Campaign Sustain capacities, opportunities, and partnerships (use of the network).

3.3 Put in place methods to sustain Campaign Sustain capacities (By May 2011)

Objective 4. Use a variety of media to enhance Alliance image and presence. (By February 2010)

4.1 Build on communications plans and strategies in Goal A to use a variety of media to highlight Alliance activities and leadership on a regular basis.

4.2 Publish and disseminate an annual report beginning in 2009.

4.3 Issue a quarterly newsletter.

4.4 Develop a plan for making professional presentations (conferences) and exhibiting; build it into the annual workplan and budget.

Objective 5. Revisit the idea of a “Sustainable Chequamegon Center” and take action accordingly.

Strategy 1. Goal C: Develop/Enhance our strategic alliances with various sectors and leaders to advance our mission/vision.

Objective 1. Demonstrate the Alliance’s interest in an inclusive approach to creating its sustainable, thriving organizational model by collaborating with regional organizations and leaders to develop/enhance strategic alliances that will benefit the Alliance and the region. (By May 2010)

1.1 Engage area chambers of commerce, tourist bureaus, businesses/industry, education/schools, faith-based, tribal, government/townships, and other community organizations in collaborative planning to determine opportunities/needs to develop/enhance strategic alliances. (Seek shared infrastructure, reduced overhead, unity around vision.)

1.2 Develop memorandums of understanding with various regional groups to lift up synergistic alliances/opportunities.

1.3 Involve the Advisory Board in identifying lesser engaged sectors/regional leaders/individuals and strategizing about how to build common understanding. Act on plans and engage those lesser involved in a meaningful way with the Alliance.

1.4 Review the Sustainable Chequamegon Initiative with key stakeholders. Determine next steps related to the plan (integrating with other regional initiatives, etc.) and take action.

Strategy 2. Goal A: Facilitate development of the tools to clarify and support the model.

Objective 1. Develop tools that express best practices in education and outreach that contribute to development of the Chequamegon Bay model (story-telling, capturing lessons learned, etc.) (By March 2010)

1.1 Develop a plan for education and outreach capacity-building to include local (come-to-us) as well as “go-to-them” methods that build on lessons learned and further develop the sustainable community development model. Address staffing, messages, curriculums, tour designs, logistics, marketing materials, financial details, policies and procedures, and centralized tracking.

1.2 Clarify and formalize partnerships with/between other regional organizations/individuals on developing the Chequamegon Bay model through mutually beneficial education and outreach efforts.

1.3 Relate education/outreach efforts to other potential consulting and membership services that the Alliance may be able to offer as a funding mechanism to further develop the model or help to sustain it financially. (Tools for budding eco-municipalities? Etc.)

Objective 2. Gather stories of Green Teams and enhance supports for continued development among existing Green Teams. (By April 2010)

Objective 3. Gather stories of OEI partners to document project effects and impacts. (By December 2009)

Strategy 2. Goal B: Facilitate regional stakeholdership over the model.

Objective 1. Develop an multi-sector oversight committee to oversee development of the model and help promote it. (By January 2010)

Strategy 2. Goal C: Facilitate enhancements that lift up the Chequamegon Bay model.

Objective 1. Expand Green Team Network in the Chequamegon Bay region. (By December 2010)

Objective 2. Assist in building capacities to support OEI Partners in implementing 25 x 25 Plans. (Make presentations with them to councils, boards, other governing bodies? Grant writing assistance? Assisting with public education and outreach? Etc.) (By January 2010)

Objective 3. Investigate and create regional funding strategies for lifting up the Community Model (revolving loans, subgrants, local carbon offsets, etc.). (By May 2010)

Objective 4. Collaborate with partners to develop regional indicators and tracking methodologies across sectors/organizations. Put reporting/monitoring systems in place. (By July 2010)

Objective 5. Tap the Alliance Advisory Board and the model’s oversight committee for strategic connections that can help build capacities and support the model. (By December 2010)

Objective 6. Continue to seek funding for and assist in building capacities (e.g., wind consortium) to support advancement of sustainability in Chequamegon Bay. (By December 2010)

Objective 1. With the regional oversight committee and other regional partners, engage state, midwest and national organizations in nurturing development and positioning of the national model. (By December 2011)

Objective 2. Host a Sustainability Summit with regional organizations and individuals to engage in dialogue about further developing strategic alliances and capacities that will position the Chequamegon Bay model nationally. (By May 2011)

Objective 1. Working with the oversight committee and local partners, strategize about and put in place strategies to help sustain the Chequamegon Bay model. (By December 2010)

Objective 1. Review the Alliance infrastructure (and adjust accordingly) to ensure it is aligned with central roles in facilitating promotion and education of the model. (By May 2011)