Difference between revisions of "Strategic Plan"

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(Board approved 5/7/15.)
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'''Summer 2015 – Spring 2018'''
+
'''Summer 2018 – Spring 2021'''
  
  
'''1. Modernize Operations at the Central and Unit Levels'''
+
'''1. Collect Data and Improve Education to Support the Cooperative Experience'''
:a. Implement modern, integrated, and effective IT solutions, specifically:
 
::i. Implement the RMS housing software package (by the beginning of Spring 2016).
 
::ii. Finish setting up and build out our new Accufund accounting software package in order to utilize its full capabilities (by the end of Spring 2016).
 
::iii. Engage with professional consultants and implement more reliable, higher quality unit-level internet services (by Fall 2016).
 
::iv. Develop and begin using a new workshift website (by Spring 2017).
 
::v. Vet, select, and implement a purchasing, requisition, and inventory management software package (by Fall 2017).
 
:b. With the aid of outside expertise, thoroughly assess and revamp BSC food service options and purchasing, warehousing, and distribution practices.
 
::i. Task IACom with this as its primary project for the 2016-2017 academic year.
 
::ii. Vet and select an operational consultant with expertise in food distribution systems and warehousing to assist IACom in assessing the strengths and weaknesses of our current system and identifying opportunities for operating more effectively.
 
::iii. Research, assess the feasibility of, and implement low-cost food service models not currently being offered at both the houses and apartments.
 
:c. Continue to develop more systematic, effective operating procedures at the unit level to improve training and support for unit-level managers, as well as safety, habitability, cleanliness, cost-effectiveness, and the overall quality of our operations:
 
::i. Develop and implement better procedures and IT tools for check-ins, check-outs, room condition reports, and furniture inventory (by Fall 2017).
 
::ii. Develop comprehensive, standardized training programs to increase workshift performance (by Fall 2016).
 
:d. Develop more strategic, organized methods for long-term capital improvement planning and for tracking and responding to maintenance needs.
 
::i. Utilize RMS capabilities for maintenance request submission and routing to increase the quality of service and to allow for data collection/metrics on response time and job costs (by Fall 2016).
 
::ii. Continue to perform audits of all major building components and aggregate data regarding expected useful life of components into a building conditions database to inform long-range capital planning/prioritization.
 
::iii. Conduct disabled access, sustainability, and seismic audits for projects anticipated for the next 3-5 years to help facilitate capital improvement planning and fundraising (by Spring 2016).
 
  
 +
:a. Members:
 +
::i. Improve the retention of our target demographic(s)
 +
:::1. Collect and review retention data both at the BSC and unit-levels
 +
:::2. Regularly conduct member satisfaction surveys and exit surveys to understand members’ needs
 +
:::3. Continue to explore and implement programs that will reduce barriers to entry and retention of underrepresented populations, especially at the houses
 +
::ii. Revamp and expand cooperative education, including:
 +
:::1. How to cooperate, with an emphasis on grassroots/bottom-up engagement and an intentional grounding in BSC and cooperative movement history/philosophy
 +
:::2. Member rights and responsibilities, the social contract in the BSC, and conduct processes
 +
:::3. Cooperative financial management
 +
:::4. Develop prospective, new, and returning member education with regards to the priorities above and other key knowledge necessary for members to effectively engage
 +
::iii. Continue to expand and improve mental health and (dis)ability support
 +
::iv. Prioritize leadership recruitment and development as a core area of focus for the BSC and the member experience.
 +
::v. Develop systems to identify and share best practices in unit-level management between units and during leadership transitions and support unit-level strategic planning including multi-year improvement plans for the physical condition, operational effectiveness, and member experience at their unit.
  
'''2. Create Efficient and Engaging Governance Structures to Empower Members, Staff, and Alumni'''
+
:b. Staff & Leadership Positions:
:a. Task IACom with developing and expanding tools to promote and facilitate greater engagement in governance by both members and staff (e.g. online proposal, decision-making, and feedback tools; remote participation capabilities).
+
::i. Continue to develop systems to provide for more ongoing support, professional development, and leadership opportunities at all levels of the organization; identify and pursue at least two professional growth opportunities annually for each student leadership and/or staff position.
:b. Task Cabinet with addressing member and professional staff satisfaction and retention issues as a primary project for 2015-2016, by finding concrete ways to:
+
::ii. Build more effective, healthy, and constructive feedback mechanisms for professional staff, student staff, and unit-level managers.
::i. Develop better systems for providing ongoing support, professional development, and leadership opportunities at every level of the organization.
+
::iii. Continue to critically assess governance and operational processes to build greater engagement and provide opportunities for input from student/professional staff and unit-level leaders and ensure that work is effectively distributed sustainably.
::ii. Build more effective, appropriate, and constructive mechanisms for member feedback.
 
::iii. Strategically delegate and distribute decision-making to committees, units, and individuals such that members’ interest in unit-level decision-making is incorporated and such that Board is focusing on the highest-value projects and providing strategic organizational direction.
 
::iv. Set firm and reasonable time limits on meetings and set expectations for work completed outside of meeting spaces.
 
::v. Develop governance workflows that provide for and rely on greater input, participation, and development of work product/recommendations from student and professional staff.
 
:c. Offer more education to members about unit-level operations/finances/governance, and incorporate IT tools to facilitate meaningful dialog and participation in order to improve unit-level decision-making (ETCom to review annually).
 
:d. Provide greater support for communicating and assisting units and staff in implementing changes approved by Board and/or committees.
 
:e. Develop more avenues for alumni participation and input in BSC governance activities and alumni social, fundraising, and member service events.
 
:f. Address Board accessibility by improving the distribution of Board hours and the appreciation of Board work.
 
  
 +
:c. All Stakeholders:
 +
::i. Prioritize and continue to support the BSC in improving and expanding diversity and inclusion throughout the BSC through education and systematic operational improvements that support the engagement and leadership development of traditionally marginalized groups.
 +
:::1. At the beginning and end of contract periods, collect demographic data for our membership and those in leadership positions.
 +
:::2. Conduct surveys and focus groups to identify potential barriers to entry and retention in BSC units and access to leadership positions.
 +
:::3. Continue to improve and provide regular diversity and inclusion trainings for all members, unit-level managers, student/professional staff, and alumni volunteeers.
 +
:::4. Expand theme programming, support circles, and/or other systems tailored to supporting all stakeholders, but especially the unique needs of low-income and traditionally marginalized groups.
 +
:::5. Goal: 75% EOP by 2021, with a 5% increase in our EOP population per year.
  
'''3. Improve Member Education and Empowerment'''
+
'''2. Improve the Quality of our Units'''
:a. Task ETCom with developing a comprehensive member education plan that will:
+
:a. Expand and continuously improve education for members regarding habitability and safety/cleanliness standards, why we have them, and how the quality of our housing affects members’ health, co-op experience, and the recruitment and retention of the BSC’s target demographic and fulfillment of our mission.  
::i. Provide the necessary tools and mandate units to hold welcome events, new member orientations, and/or retreats to discuss unit and organization-level values and community agreements to create more inclusive, safer spaces (by Spring 2016).
 
::ii. Provide an orientation for prospective members and/or new members before they move in (by Fall 2016).
 
::iii. Provide online resources, videos, and other tools to support ongoing education regarding both unit and central-level operations and how to maximize engagement, take advantage of leadership opportunities, and propose changes to the status quo (by Spring 2017).
 
:b. Encourage more BSC-wide collaboration, pan-identity and information sharing:
 
::i. Establish a Programs Board of BSC members to plan BSC-wide events/programming in order to promote member education and engagement.
 
::ii. Host 10 BSC-wide social/educational events each year.
 
::iii. Facilitate inter-unit extracurricular events through sports, competitions, fundraisers, etc. (develop during Summer 2016 to start Fall 2016).
 
:c. Create standardized tools and mandate Board members to provide information about central-level governance to members (e.g. workshop templates, tools to provide education on governance structure and engagement mechanisms, standardized meeting summaries/fliers, etc.) by the end of Fall 2015.
 
:d. Develop an education and recruitment campaign for BSC jobs and leadership positions, (emphasizing leadership and professional development opportunities) to increase their desirability (prior to elections/job postings in Spring 2016).
 
:e. Consolidate existing information and create one comprehensive electronic resource to provide members with information about BSC governance and leadership opportunities and how to get involved in them (by Spring 2016).
 
  
 +
:b. Continue to develop more systematic, effective operating procedures at the unit level to improve the condition of the units during semester transitions, support unit-level managers, and members in consistently maintaining safe and habitable homes and increasing workshift accountability and performance.
  
'''4. Increase Service to Students Who Would Not Otherwise Be Able to Afford a University Education'''
+
:c. Prioritize and devote more resources towards the preventative and ongoing maintenance of our buildings and their fixtures as they age (both financially and with regard to student/professional staff capacity)
:a. Continue with marketing and outreach efforts to increase EOP (and analogous programs) population by 5% each year.
 
:b. Create a Person of Color Theme House (to open in Fall 2016).
 
:c. Complete a comprehensive disabled access audit of our properties and develop a long-range improvement plan (by Fall 2015).
 
:d. Continue to improve and expand the scholarship program to aid low-income members and grant at least $100,000 in scholarships each year.
 
:e. Continue to explore and implement programs that will reduce other barriers to entry/retention of underrepresented groups, especially at the houses (e.g. food politics, party culture, academic environment, workshift hour requirements, additional fees/fines, etc.).
 
:f. Develop a comprehensive strategy (via a task force in 2016-2017 or 2017-2018) for the Rochdale/Fenwick lease renewal in 2019-2020 to ensure that those properties continue to offer low-cost housing to underrepresented groups.
 
:g. Evaluate, increase efforts, and be more strategic in recruiting target demographic, via marketing, branding, and stronger partnerships with co-extensive groups at UC and community colleges and in non-local communities (e.g. SoCal).
 
:h. Annually collect comprehensive demographic data about our membership and distribute the data with Board, staff, alumni, and members to help guide our decision-making.
 
:i. Work to better incorporate the Anti-Oppression Policy and Equity and Diversity Statement into the BSC’s daily operations and educate the membership on their meaning and importance.
 
  
 +
:d. Continue to develop more detailed, strategic long-range improvement plans for the physical plant to ensure the long-term sustainability and quality of our housing and to better support fundraising efforts, including:
 +
::i. Accessibility
 +
::ii. General capital improvements
 +
::iii. Energy efficiency
 +
::iv. Seismic retrofitting
  
'''5. Expand Outreach to and Increase Collaboration with Other Organizations in Order to Improve External Relationships'''
+
'''3. External Affairs, Development & Fundraising'''
:a. Develop and maintain a list of key contacts and ally organizations on campus and in the community and assign point-people responsible for building and maintaining relationships (by Spring 2016).
+
:a. Continue to cultivate strong community and University partnerships and develop more effective strategies to improve and support recruitment of the BSC’s target demographic(s).
:b. Develop and own our brand by seeking out positive press coverage of BSC news and events (including, but not limited to releasing 1-2 press releases/op-eds each semester) and reviewing our marketing materials annually.
 
:c. Increase Alumni Association membership and participation by engaging in and facilitating more alumni outreach activities with the goal of reaching an alumni participation goal of 5% by spring 2018
 
:d. Engage all stakeholders (including EACom, Board, current members, staff, and alumni) in fundraising efforts and pursue foundation, government, and UC-affiliated grants with a goal of raising $500,000 in aggregate each year.
 
:e. Ask the BSC Board to commit at least 85 hours, collectively, per semester towards donor and alumni cultivation efforts organized by the BSC Development Director, such as the BSC Thank-a-thon and event support and attendance.
 
:f. Define and agree upon specific goals and objectives for our role in supporting the broader cooperative movement and build relationships and engage in meaningful projects to fulfill those goals (by Spring 2016).
 
  
 +
:b. Refine and standardize our key messaging, branding, and marketing to allow for more ownership of our organization identity and consistency in recruitment, engaging external entities, and fundraising.
  
[''Board approved 5/7/15.'']
+
:c. Improve and build capacity for development and alumni engagement
 +
::i. Build authentic, inclusive relationships with our alumni, based not just on nostalgia, but on a current understanding of the BSC’s social justice cause and the experience of our members.  Particularly:
 +
:::1. Provide more alumni volunteer opportunities which meaningfully connect alumni with our mission and our members. The BSC will provide clear guidance to the BSC Alumni Association to help us in this goal.
 +
:::2. Empower units to organize alumni engagement programs and events.
 +
::ii. Bring the conversation about development and alumni relations to all places in the BSC, so that all members and staff know the BSC’s fundraising and alumni relations goals and understand what they can do to help us achieve them.
 +
::iii. Continue to use metrics to track overall Development & Alumni Relations progress:
 +
:::1. Increase the number of individual donors to 2,021 by the year 2021.
 +
:::2. Increase the number of BSC member donors to 25% of current members annually.
 +
:::3. Maintain a donor retention rate of at least 50% (for all individual donors, including students).
 +
:::4. Increase fundraising revenue to $1,000,000 each year through alumni engagement and City, State, Federal, UC, local business, and/or private foundation grants.
 +
::iv. Continue to develop the capabilities of the alumni database and IT tools to expand our capacity to engage and track the participation of BSC alumni and support fundraising activities.
 +
 
 +
:d. Expansion
 +
::i. Conduct due diligence and create a plan to bring Barrington Hall back online as a BSC unit(s) at the expiration of the existing lease term.
 +
::ii. Continue to explore expansion and expansion-related funding opportunities at the University, City, State, and Federal levels.
 +
 
 +
'''4. Modernization Efforts and Operational Efficiency'''
 +
:a. Revamp and improve the BSC’s web presence including redesigning the BSC website and better leveraging social media capabilities.
 +
 
 +
:b. Continue to upgrade our core business software packages to increase operational efficiency, improve the quality of services, and improve end-user experience
 +
::i. RMS, Accufund, Progress, Salesforce, ADP, AssetCalc and cross-integration of software platforms
 +
::ii. Continue to tailor our software packages and build out custom reporting capabilities to provide more detailed, timely information to key stakeholders (e.g. budget-to-actuals, real time inventory management, donor management tools, capital planning, etc.)
 +
::iii. Standardize business practices to take full advantage of our new software packages and systems to maximize their efficacy.
 +
 
 +
:c. Develop a new workshift website to better support workshift management at the units.
 +
 
 +
:d. Implement more reliable, higher quality unit-level internet services.
 +
 
 +
:e. Better utilize technology to document and organize BSC history and institutional memory.
 +
 
 +
:f. Assess and make improvements to the boarding program to streamline operational efficiency and explore the feasibility of better addressing food insecurity in the student community.
 +
 
 +
[''Board approved 5/7/18.'']

Revision as of 11:19, 4 September 2019

Summer 2018 – Spring 2021


1. Collect Data and Improve Education to Support the Cooperative Experience

a. Members:
i. Improve the retention of our target demographic(s)
1. Collect and review retention data both at the BSC and unit-levels
2. Regularly conduct member satisfaction surveys and exit surveys to understand members’ needs
3. Continue to explore and implement programs that will reduce barriers to entry and retention of underrepresented populations, especially at the houses
ii. Revamp and expand cooperative education, including:
1. How to cooperate, with an emphasis on grassroots/bottom-up engagement and an intentional grounding in BSC and cooperative movement history/philosophy
2. Member rights and responsibilities, the social contract in the BSC, and conduct processes
3. Cooperative financial management
4. Develop prospective, new, and returning member education with regards to the priorities above and other key knowledge necessary for members to effectively engage
iii. Continue to expand and improve mental health and (dis)ability support
iv. Prioritize leadership recruitment and development as a core area of focus for the BSC and the member experience.
v. Develop systems to identify and share best practices in unit-level management between units and during leadership transitions and support unit-level strategic planning including multi-year improvement plans for the physical condition, operational effectiveness, and member experience at their unit.
b. Staff & Leadership Positions:
i. Continue to develop systems to provide for more ongoing support, professional development, and leadership opportunities at all levels of the organization; identify and pursue at least two professional growth opportunities annually for each student leadership and/or staff position.
ii. Build more effective, healthy, and constructive feedback mechanisms for professional staff, student staff, and unit-level managers.
iii. Continue to critically assess governance and operational processes to build greater engagement and provide opportunities for input from student/professional staff and unit-level leaders and ensure that work is effectively distributed sustainably.
c. All Stakeholders:
i. Prioritize and continue to support the BSC in improving and expanding diversity and inclusion throughout the BSC through education and systematic operational improvements that support the engagement and leadership development of traditionally marginalized groups.
1. At the beginning and end of contract periods, collect demographic data for our membership and those in leadership positions.
2. Conduct surveys and focus groups to identify potential barriers to entry and retention in BSC units and access to leadership positions.
3. Continue to improve and provide regular diversity and inclusion trainings for all members, unit-level managers, student/professional staff, and alumni volunteeers.
4. Expand theme programming, support circles, and/or other systems tailored to supporting all stakeholders, but especially the unique needs of low-income and traditionally marginalized groups.
5. Goal: 75% EOP by 2021, with a 5% increase in our EOP population per year.

2. Improve the Quality of our Units

a. Expand and continuously improve education for members regarding habitability and safety/cleanliness standards, why we have them, and how the quality of our housing affects members’ health, co-op experience, and the recruitment and retention of the BSC’s target demographic and fulfillment of our mission.
b. Continue to develop more systematic, effective operating procedures at the unit level to improve the condition of the units during semester transitions, support unit-level managers, and members in consistently maintaining safe and habitable homes and increasing workshift accountability and performance.
c. Prioritize and devote more resources towards the preventative and ongoing maintenance of our buildings and their fixtures as they age (both financially and with regard to student/professional staff capacity)
d. Continue to develop more detailed, strategic long-range improvement plans for the physical plant to ensure the long-term sustainability and quality of our housing and to better support fundraising efforts, including:
i. Accessibility
ii. General capital improvements
iii. Energy efficiency
iv. Seismic retrofitting

3. External Affairs, Development & Fundraising

a. Continue to cultivate strong community and University partnerships and develop more effective strategies to improve and support recruitment of the BSC’s target demographic(s).
b. Refine and standardize our key messaging, branding, and marketing to allow for more ownership of our organization identity and consistency in recruitment, engaging external entities, and fundraising.
c. Improve and build capacity for development and alumni engagement
i. Build authentic, inclusive relationships with our alumni, based not just on nostalgia, but on a current understanding of the BSC’s social justice cause and the experience of our members. Particularly:
1. Provide more alumni volunteer opportunities which meaningfully connect alumni with our mission and our members. The BSC will provide clear guidance to the BSC Alumni Association to help us in this goal.
2. Empower units to organize alumni engagement programs and events.
ii. Bring the conversation about development and alumni relations to all places in the BSC, so that all members and staff know the BSC’s fundraising and alumni relations goals and understand what they can do to help us achieve them.
iii. Continue to use metrics to track overall Development & Alumni Relations progress:
1. Increase the number of individual donors to 2,021 by the year 2021.
2. Increase the number of BSC member donors to 25% of current members annually.
3. Maintain a donor retention rate of at least 50% (for all individual donors, including students).
4. Increase fundraising revenue to $1,000,000 each year through alumni engagement and City, State, Federal, UC, local business, and/or private foundation grants.
iv. Continue to develop the capabilities of the alumni database and IT tools to expand our capacity to engage and track the participation of BSC alumni and support fundraising activities.
d. Expansion
i. Conduct due diligence and create a plan to bring Barrington Hall back online as a BSC unit(s) at the expiration of the existing lease term.
ii. Continue to explore expansion and expansion-related funding opportunities at the University, City, State, and Federal levels.

4. Modernization Efforts and Operational Efficiency

a. Revamp and improve the BSC’s web presence including redesigning the BSC website and better leveraging social media capabilities.
b. Continue to upgrade our core business software packages to increase operational efficiency, improve the quality of services, and improve end-user experience
i. RMS, Accufund, Progress, Salesforce, ADP, AssetCalc and cross-integration of software platforms
ii. Continue to tailor our software packages and build out custom reporting capabilities to provide more detailed, timely information to key stakeholders (e.g. budget-to-actuals, real time inventory management, donor management tools, capital planning, etc.)
iii. Standardize business practices to take full advantage of our new software packages and systems to maximize their efficacy.
c. Develop a new workshift website to better support workshift management at the units.
d. Implement more reliable, higher quality unit-level internet services.
e. Better utilize technology to document and organize BSC history and institutional memory.
f. Assess and make improvements to the boarding program to streamline operational efficiency and explore the feasibility of better addressing food insecurity in the student community.

[Board approved 5/7/18.]