2019 2021 STRATEGIC PLANNING RESULTS - Regional ...
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2019 - 2021 STRATEGIC PLANNING RESULTS
1|PageTable of Contents
PROPOSED 2019-2021 GOALS ........................................................................................... 3ATTACHMENTS
...................................................................................................................... Error! Bookmark not defined.
SOAR Analysis Charts ............................................................................................................................. 8
2|PagePROPOSED 2019-2021 GOALS
STRATEGIC DIRECTION: 1 Programs: CNA
LEAD PERSON: GOAL 1: Develop and present a proposal to expand CNA services to Board by
CNA Committee will include impact on finance, talent, governance, technology, marketing and
LEAD PERSON: GOAL 2: Finance: Continue to explore and complete CNA revenue model by M
CNA Committee
LEAD PERSON: GOAL 3: Finance: CNA become a revenue neutral program of RAP by _______
accomplished by setting milestones of 25%, 50%, 75%, 100%. (LT)
Objective 1: Define how much money is required (current state) to currentl
benchmark) by _____________. (ST)
Objective 2: Define % of CNA revenue to be generated outside of RAP fund
LEAD PERSON: GOAL 4: Be a matchmaker and deal maker for nonprofits that have a vision bu
the vision by ________________. (LT)
3|PageSTRATEGIC DIRECTION: 2 Programs: Grants
LEAD PERSON: GOAL 1: Define “the greatest social impact” for Grants by August 1, 2019. (
LEAD PERSON: GOAL 2: Develop a communications/marketing plan to be presented to all t
County by December 31, 2019. (ST)
LEAD PERSON: GOAL 3: Develop a plan to align RAP with other like-minded funders by ___
OBJECTIVE 1: Identify like-minded funders by ____________________.
OBJECTIVE 2: Identify issues that can be funded by _________________
LEAD PERSON: GOAL 4: Be a convener for immigration efforts by __________________. (L
4|PageSTRATEGIC DIRECTION: 3 Governance: RAP Strong Foundation
LEAD PERSON: GOAL 1: Finalize Code of Ethics revision by _________________. (ST)
BOARD OF DIRECTORS
LEAD PERSON: GOAL 2: Revisit and finalize vision and mission statements by ____________
BOARD OF DIRECTORS statement that was developed during RBA training. (ST)
LEAD PERSON: GOAL 3: Create a “Resource Attraction” plan to identify and seek a variety o
BOARD OF DIRECTORS _________________. (ST)
LEAD PERSON: GOAL 4: Create a plan to implement and manage Results Based Accountabi
LETY DE LARA _________________. Plan will include impact on finance, talent, governanc
operations) (ST)
Objective 1: Review Board Policies for by _____________ (ST)
Note: See Potential Nonprofit Funding Mix list on page 11 of Attachments for Goal 1.
5|PageAccomplishments for 2018- 2019
Finance:
Continue to improve the Financial Statements
Staff has taken the lead in each of their department budgets: Creating, monitoring and
planning for next year.
Regular Investment/Finance meetings
Talent:
Regular staff meetings include training material
Staff has evolved our way of addressing decision making by questioning/requiring
community impacts
Hired Jennifer as CNA Community Services Manger
Have in-house technical experts in John, and Jennifer
Technology:
CNA E-Blasts have improved due to our CNA staff - good media
RAP Facebook page has gone from less than 250 Followers to now having 583 Followers.
CNA Facebook page has gone from less than 150 Followers to now having 370
Followers.
Our social media was previously engaging between 10-15 people a week and we are
now engaging an average of 200 per week on the CNA Facebook page and an average of
250 per week on the RAP Foundation page; not including Twitter and Instagram. We
average a total of 450 organic (not paid) social media post engagements per week.
Technology trainings have added a new dimension to our trainings, including Lunes
Digital, which provides technology training in Spanish on a quarterly basis.
Utilizing available resources such as the Lift To Rise Portal and the Desert Health Care
District’s CV HIP. Also, making it accessible on our website to our partners.
RAP website has been completed and RAP staff has received training to update the
website as needed.
Facilities:
Capital Campaign has been formed to assist with raising funds for Energy Efficiency
Reached full occupancy for building
Increased number of meetings for our meeting rooms and also starting generating
revenue for this use.
Initiated the ADA pavement improvement project
6|PageGovernance:
Reviewed the RAP Mission and created a Motto for electronic medium
Adopted a Policy addressing Diversity, Equity and Inclusion
Added two quality board members to our Board
Regular meetings for Executive, Finance/Investment, Grants, Mental Health,
Governance, Audit, and CNA
Grants:
Continue to add grant reviewers to our process
First Mental Health Initiative Collective Impact Report demonstrated positive impacts
Successfully completed two Request for Proposals for Mental Health
Second Collective Impact Report by HARC, Inc. for Mental Health Initiative including
2017.1 and 2017.2 RFP Grantees results available in May
Third successful Supervisor V. Manuel Perez and RAP Foundation joint
Behavioral/Mental Health meeting in Blythe held April 11, 2019 (scheduled to be held
on same day as the Blythe Community Outlook Conference)
James Irvine Foundation Regranting Funds – James Irvine Foundation selecting RAP
Foundation as one of five entities to distribute its funds directed to immigrant serving
organizations doing work and providing services in Coachella Valley, especially eastern
valley
CNA
Successful Desert Fast Pitch in 2018
Establishing programs and services to increase the capacity of nonprofits: Mentorship,
Coffee With…, 6 Mixers per year, and 3-Conferences. We started the year offering 2
trainings per month and have increased to consistently offer 4-trainings per month,
adding Webinars as an option to attend the trainings (allowing for those in Blythe and
other distant areas to participate).
Introduced a Plan to enhance and expand services throughout Riverside County
Increased CNA membership increased from 97 to 222 members.
Starting the Asset Mapping project for Community
7|PageSOAR Analysis Charts
SOAR analysis was conducted during the strategic planning session. These charts were developed
for each category.
Chart 1: Strength
1. What makes us proud?
a. Transition from TAP to CNA
b. Building
c. Serving unmet needs
d. Staff
2. What makes us unique?
a. Sole large funder for Easter Coachella Valley
b. Guaranteed Riverside County funding
c. Support grassroots initiatives
d. CNA training
3. What are our greatest achievements?
a. Using building to provide synergy for NFP’s
b. Providing training and funding to make organizations successful
c. Fast Pitch
4. What about us is world class?
a. No response because sub-committee didn’t feel RAP has reached world class
status
Chart 2: Opportunities
1. What are our stakeholders asking for?
a. Money
b. Education/training
c. Capacity building
d. Connections
e. Visibility - acknowledgement
2. What are the top 3 opportunities to focus on?
a. Expansion of areas served
b. Expansion of priority needs
c. Increased partnerships/funders, businesses, universities, etc.
d. Advocacy within local, state and federal policies that relate to our mission
8|Pagee. Evaluate the 10 roles for RAP Foundation (RBA) especially matchmaker and
investor
3. Who are our new customers?
a. Potential expansion of Geographical area
b. New nonprofits
c. Convene nonprofits w/”like” mission
4. How do we differentiate ourselves?
a. Unique to Inland Empire
5. What are our new markets?
a. New markets – Inland Region, innovative projects, social innovation
Chart 3: Aspirations
1. What do we care deeply about?
a. Serving the community
b. Serving the nonprofit community
i. Sustainability
ii. Fulfilling mission
iii. Accomplish mission
iv. Results
2. Who are we/ who should we become/ where should we go?
a. Created to meet unmet needs in the 4th District
b. CNA
c. Everywhere – Inland Empire
3. What are our most compelling aspirations?
a. To bring RBA and success for the nonprofit community
4. What strategic initiatives would support our aspirations?
a. RBA
b. Long financial plan/fundraising
c. Collaborations with partners
Chart 4: Results
1. What measures will tell us we are on track to achieve success?
a. Reaching greater sustainability through increased revenue (new resources)
b. Increased partners (funders, funded) and collaboration working to address
problems/issues
c. Focus groups to get input and feedback to share with RAP Board to create next
steps
9|Page2. How do we translate our vision of success into tangible outcomes?
a. Buy-in and change
b. Meeting specific indicators to achieve goals – mental health, juvenile and Health
– improved quality of access
c. Looking at data and changes – did we achieve target?
Example: # of schools kids – more access to mental health services/prevention
d. Using school data, HARC and other credible sources
3. How do we know when we’ve achieved our goals?
a. No response to this question
10 | P a g ePotential Nonprofit Funding Mix
1. Fees for goods and/or services
2. Individual donations and major gifts
3. Bequests
4. Corporate contributions
5. Foundation grants
6. Government grants and contracts
7. Interest from investments
8. Loans/program-related investments (PRIs)
9. In-Kind Donations
10. Investors
Source: This list is a combination of the strategic planning chart and a list from GrantSpace
website
List of Support Functions to be considered when developing goals for each
Strategic Direction
1. Finance
2. Talent
3. Governance
4. Technology
5. Marketing
6. Operations
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