1 strategic action plan 2004 – 2011 winter board meeting miami beach, florida january 30-february...

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STRATEGIC ACTION PLAN 2004 – 2011

Winter Board MeetingMiami Beach, Florida

January 30-February 1, 2004

Celebrating Our 25th

1979-2004

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Focused on Peace and the

Peace Corps Community

VisionA world in peace shaped by understanding and tolerance.

MissionTo lead the Peace Corps Community to foster peace by working together in service, education and advocacy.


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Methodology

• Approximately 160 interviews• Visits with 24 Affiliates• Staff Retreat• Review by NPCA Board Executive Committee• Comments by Advisory Council Members and

other Leaders


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SWOT Analysis

Strengths Weaknesses Opportunities Threats

Sole national organization for RPCVs

and staff

Lack of membership in

NPCA

Milestones: NPCA’s 25th, PC’s

50th

Competition

PC “brand” Identity/Awareness

Vision and Mission align with current

events

Weak finances

Strategically placed members

Unfocused; tail wags the dog

Greater technology to serve members

Resources stretched

too thin

Passion/commitment Infrastructure PC Cooperative Agreements, partnerships

Safety and security


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Action Plan: 2004 – 2011

Overall priority:

Help lead PC community to foster peace through working together in service, education and advocacy through:

– Identify exemplary service, education and advocacy activities, communicate about them and help replicate and scale.


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Program Goals

Service: Education: Advocacy:

Promote greater and more effective service to country and community.

Success:

Double numbers involved and enhance impact

Leverage insights to enhance global understanding and tolerance.

Expand network participation from 3k to 7.5k

Have discernible impact on issues important to Peace Corps community.

Help make changes to improve Peace Corps’ responsiveness to community issues


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Tools Required for Action

Human Resources

Financial Resources

Systems & Technology

Organizational Structure

Become a best of class organization that recruits, develops and retains a dedicated, diverse and higher performing group of employees and board members, assisted by interns and volunteers.

Assure that the financial resources required to successfully address priority initiatives will be available.

Strengthen our database systems and infrastructure to enhance planning, management and decision making to improve program implementation and membership service.

Adjust organization as needed to increase efficiencies, expand capabilities and enhance performance, e.g. through board and staff restructurings.


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A Resource for the PC Community: 2004

Phase I: A Stabilization Plan

Milestones: Programs:•Strengthen value proposition of NPCA

•Focus on core activities (global ed, advocacy)

•Improve public view by designing and executing communication plan

•Strengthen our core infrastructure systems and processes

•Deliver on Peace Corps Cooperative Agreement

•Generate $100k in net revenue

•Establish and fund reserve/endowment with $100k

•Implement new AMS with as minimal disruption possible

•Service—Focus on promotion of service through awards, grants

•Global Education—secure ongoing funding, implement plans to make “glue for network”

•Advocacy—sharpen focus to produce discernible effects on PC community issues

•Peacebuilding—deemphasize until resources available

•Emergency Response Network—deemphasize until resources available

•Microenterprise Program—spin off responsibility to the program Committee

Development: Events:•Design and execute fundraising plan

•Secure multi-year capacity building grant

•Develop plans for capital campaign

•Grow Director’s Circle membership by 10%

•Implement planned giving program

•Director’s Circle Weekend, DC—March 11-13

•Biennial Conference, Chicago—August 5-8

•Salute to Service, DC—September 22

Budget: $1.6 millionStaff: 11 FTE

Membership: 12,000


1979-2004

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A Resource for the PC Community: 2005 – 2008

Phase II: A Growth Plan

Milestones: Programs:

•Continue to strengthen value proposition by enhancing and communicating benefit of membership

•Enhance NPCA’s identity/brand

•Deepen core programs

•Implement New Group Dues Policy

•Service—identify “best practice” projects, help replicate/take to scale

•Global Education—provide resources essential for being a “must go to resource.”

•Advocacy—delivering results on issues that matter to PC community

Development: Events:•Quiet stage of capital campaign

•Robust planned giving

•Hill strategy for major grant underway

•Continue growth of Director’s Circle

•Director’s Circle weekends—March 2005, 2006, 2007, 2008

•45th Anniversary Conference—Spring/Summer 2006

•Regional or National Conference—Spring 2008

•Salute to Service—September 2005, 2006, 2007, 2008

By 2008--Budget: $3 million

Staff: 15 FTE

Membership: 16,000


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A Resource for the PC Community: 2009 – 2011

Phase III—A Plan for the Future

Goals: Programs:•Aggressively taking advantage of 50th anniversary milestone to strengthen the NPCA value proposition

•Service—help identify and scale best practice programs

•Global Education—“go to resource”

•Advocacy—delivering results that matter on PC community issues

Development: Events:•Generate resources needed to support more robust NPCA

•Active and public capital campaign

•Extensive planned giving

•Director’s Circle Weekends, DC—March 2009, 2010, 2011

•Regional Conference—Spring 2010

•Salute To Service—September 22, 2009, 2010, 2011

• 50th Anniversary Events beginning in 2010

By 2011--Budget: $5 million

Staff: 20 FTE

Membership: 21,000


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Leverage the 50th to engage and grow membership by:

• Significant, demonstrable advocacy on priority PC issues

• Strong links to serving volunteers and their families

• Active, engaged individuals and group memberships who clearly value NPCA

• NPCA well-positioned for next 50 years


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Following the recent Board endorsement, the

next steps are:

• Communicate to: Members, Group Leaders, Director’s Circle, Advisory Council, etc…

• Implement, focusing on priorities

• Track and Report Quarterly


1979-2004

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