AAUW Northville-Novi (AAUWNN)

Strategic Plan, 2018-2022

Four-Year Plan, 2018-2022

Adopted by the AAUW Northville-Novi Board of Directors on Nov. 27, 2018.

MISSION 

Advancing equity for women and girls through advocacy, education, and philanthropy.

VISION STATEMENT

AAUWNN will be a powerful advocate, and visible leader in critical areas impacting the lives of women and girls.

GOALS

GOAL 1: Leadership Development

Provide AAUWNN with strong leaders having the necessary skills and knowledge to advance our mission.

GOAL 2: Financial Development

Enhance financial sustainability by increasing and diversifying revenue, with a goal of $30,000 by end of fiscal year 2021-22.

GOAL 3: Communication

Advance the perception and value of AAUWNN by having in place a professional, forward thinking, and pro-active communication strategy.

GOAL 4: Membership

Through dynamic recruitment and retention, develop a diverse organization of 140-150 members, who are proud to belong to AAUWNN, and are enthusiastic supporters of the branch with their time, talent and resources.

GOAL 5: Governance and Sustainability

Maximize AAUWNN capacity to be dynamic, forward thinking, and innovative by implementing best practices in governance and sustainability.

 

GOAL 1: LEADERSHIP DEVELOPMENT

Provide AAUWNN with strong leaders having the necessary skills and knowledge to advance our mission.

ACTION STEPS AND MEASUREMENTS

  • Support the work of the Nominating Committee by creating and convening a Leadership Task Force to identify and prepare qualified candidates to serve on the Executive Committee of the board; current through 2021-22 fiscal years.
  • Transition leadership to the Nominating Committee, by September 2021.

INDICATORS OF SUCCESS

  • Leadership Task Force convened January 2019
  • Qualified candidates are available to fill leadership vacancies by 2020-21.
  • Ongoing leadership development is in place.

 

GOAL 2: FINANCIAL DEVELOPMENT

Enhance financial sustainability by increasing and diversifying revenue, with a goal of $30,000 by end of fiscal year 2021-22.

ACTION STEPS AND MEASUREMENTS

  • Implement existing repeatable events: develop one new project; begin work on one new signature event. 2018-19
  • Create and hold signature event. 2019-20
  • Create and hold signature event, hold added events as needed to reach financial goals. 2020-22
  • Continue to increase endowment base, grant writing income and passive sources of income.

INDICATORS OF SUCCESS

  • Community projects have continued and expanded.
  • Endowment shows significant growth.
  • Signature event is in place and ready to repeat annually.
  • Income from passive sources and grant writing is contributing to the bottom line
  • Ample funding to meet administrative expenses and program and leadership activities.

 

GOAL 3: COMMUNICATION

Advance the perception and value of AAUWNN by having in place a professional, forward thinking and pro-active communication strategy.

ACTION STEPS AND MEASUREMENTS: 

  • Identify various internal and external communities and implement targeted communication accordingly.
  • Achieve consistency of message in all methods of communication.
  • Prepare packets of information for specific audiences and make them readily available in a central location.
  • Recruit and train a committee with relevant skill sets.
  • Establish a baseline for community outreach and awareness activities in year one and increase by 10% in each of the following years.
  • Develop and implement plans to promote branch activities, build on current relationships, and develop new relationships as relevant.

INDICATORS OF SUCCESS:

  • AAUWNN is well known and perceived as professional and adding value to the community.
  • AAUWNN goals and mission are highly visible.
  • Communication acts as a clearinghouse to automatically funnel information, ensure consistency in format and message, and promote all AAUWNN endeavors by 2022.
  • A Communication Committee is in place, with a transition plan, a succession plan for the chairperson, and all members having relevant skill sets.

 

GOAL 4: MEMBERSHIP

Through dynamic recruitment and retention, develop a diverse organization of 140-150 members, who are proud to belong to AAUWNN, and are enthusiastic supporters of the branch with their time, talent, and resources.

ACTION STEPS AND MEASUREMENTS:

  • Investigate and determine diversity reflective of our communities.
  • Develop a recruitment plan, identify and learn needs of target audiences, and recruit accordingly.
  • Develop a process to collect information on the necessary skills required by specific areas of responsibility and recruit accordingly.
  • In cooperation with the Website Development Committee develop a means to share detailed member information in a central location.

    INDICATORS OF SUCCESS:

  • Membership is consistent and diverse, and in the range of 140-150 people.
  • Members indicate a high level of involvement by participating with their time, talent, and philanthropy.
  • New members are engaged and retained for a minimum of five years.

 

GOAL 5: GOVERNANCE AND SUSTAINABILITY

Maximize AAUWNN capacity to be dynamic, forward thinking, and innovative by implementing best practices in governance and sustainability.

     ACTION STEPS AND MEASUREMENTS:

  • Perform an analysis of AAUWNN organizational functioning; establish and implement best practices.
  • Evaluate and support ongoing programs that further AAUWNN goals and objectives.
  • Develop a think tank to explore and initiate new programs and projects.
  • Survey members to identify skills, activities and roles performed in the organization; develop best method for distributing this information and recognizing members’ contributions.
  • Develop and implement succession plan by identifying organizational leadership skills needed, recruiting for these skills, and transferring leadership responsibilities, after mentoring, for vacant positions.
  • Integrate the Strategic Plan and review and update the Policies and Procedures governing document for the 2019-20 annual cycle.
  • Monitor and update Bylaws as needed.

 

    INDICATORS OF SUCCESS:

  • Committees are operating consistently and efficiently, following standard meeting protocol.
  • Effective committee intercommunication is taking place.
  • Incumbent committee chairs are grooming their successors.
  • Job descriptions/processes are current and documented.
  • Interest group members are more engaged.
  • Members are fully informed, committed, and stay with the organization.
  • Membership numbers continue to grow.

 

IMPLEMENTATION AND EVALUATION:

  • The strategic plan will guide the committees as they develop their annual plans.
  • Committees will work together as needed to achieve the goals of the plan.
  • The strategic plan will be reviewed in April of each year to assess progress; adjustments will be made as needed.
  • Planning for the next strategic plan will begin in 2021.
  • Necessary resources for the management, coordination, and execution of the strategic plan will be researched and implemented.