Strategic Plan

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Revision as of 21:30, 7 June 2015 by WikiSysop (talk | contribs) (Board approved 5/7/15.)
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Summer 2015 – Spring 2018

1. Modernize Operations at the Central and Unit Levels

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).

2. Create Efficient and Engaging Governance Structures to Empower Members, Staff, and Alumni

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).
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:
i. Develop better systems for providing ongoing support, professional development, and leadership opportunities at every level of the organization.
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.

3. Improve Member Education and Empowerment

a. Task ETCom with developing a comprehensive member education plan that will:
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).

4. Increase Service to Students Who Would Not Otherwise Be Able to Afford a University Education

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.

5. Expand Outreach to and Increase Collaboration with Other Organizations in Order to Improve External Relationships

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).
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).

[Board approved 5/7/15.]