STRATEGIC PLAN 2017-2022 - STRATEGIC PLAN 2017-2019 - GUIDESTAR
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Strategic Plan 2017-2019
2825 Longley Lane, Ste. B
Reno, NV 89502
Phone: (775) 856-2000 Fax: (775) 284-7060
Strategic Plan 2017-2022
ACKNOWLEDGEMENTS
Nevada Humane Society would like to recognize the board and staff who participated in this
planning process:
BOARD
Billie Adams Jack Grellman, Esq.
Dawn Ahner Gregory Hall, Esq.
Chuck Allen Brad Lencioni
Tierra Bonaldi Kevin Linderman
Joan E. Dees BJ North
Mendy Elliott Rachel Ringenbach, C.P.A.
Sean M. French Danielle Vessie
Eric Freyer Jan Watson
Ken Furlong Kris Wells
STAFF
Jessica Branton
Kiska Icard
Debra Kelly
Denise Stevens
Kim Wade
Social Entrepreneurs, Inc., a company dedicated to improving the lives of
people by helping organizations realize their potential, provided support and
guidance throughout the planning process.
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TABLE OF CONTENTS
Acknowledgements ........................................................................................................................ii
Board ............................................................................................................................................ii
Staff ..............................................................................................................................................ii
Table of Contents........................................................................................................................... iii
Introduction .................................................................................................................................... 1
Organizational overview ................................................................................................................ 1
Background .............................................................................................................................. 1
Programs and Services............................................................................................................. 1
Organizational Framework.............................................................................................................2
Our Mission ...............................................................................................................................2
Vision .........................................................................................................................................2
Guiding Principles .....................................................................................................................2
Strategic Planning approach ..........................................................................................................2
Situational Analysis ........................................................................................................................ 3
Organizational Capacity Assessment Tool (OCAT) ............................................................... 4
Survey and S.W.O.T. ................................................................................................................ 6
Accomplishments .................................................................................................................... 8
Critical Issues ........................................................................................................................... 9
Goals and Strategies ..................................................................................................................... 10
Goal #1 ......................................................................................................................................11
Goal #2......................................................................................................................................11
Goal #3 .................................................................................................................................... 12
Goal #4 .................................................................................................................................... 12
Goal #5 .................................................................................................................................... 13
Evaluating and Updating the Plan ............................................................................................... 13
iii | P a g e Nevada Humane Society 2017-2022 Strategic Plan
INTRODUCTION
The Nevada Humane Society (NHS) has established this strategic plan to position the
organization for future ongoing success, building upon many years of successful promotion
of animal welfare in Northern Nevada while also building towards its goal of creating a no-
kill community.
This document introduces the planning process and outlines the current organizational
outlook as perceived by participating board and staff members. It details the outstanding
critical issues, and finally, articulates the goals and strategies developed to address them,
moving NHS closer to achieving its mission.
The plan sets goals, outlines both internal and external opportunities for growth, and
highlights the strengths of the organization as it charts a path forward. This strategic plan
should be considered a living document. Although it will be used to guide operations and
management, this document also requires active consultation, continual reflection, and
potentially revisions and updates.
ORGANIZATIONAL OVERVIEW
BACKGROUND
The Nevada Humane Society, founded in 1932 with the purpose of promoting animal welfare
and helping homeless pets in Washoe County, has greatly expanded its vision and reach.
NHS has grown to provide critical life-saving services to thousands of animals annually,
becoming an influential organization regionally focused on reducing needless animal deaths
and actively moving towards a central goal of creating a no-kill community.
PROGRAMS AND SERVICES
As the largest and only open admission, no-
kill shelter in the state of Nevada, the
Nevada Humane Society focuses on animal
rescue and care. With two shelters
operating in Washoe County and Carson
City, the organization provides care for
thousands of displaced animals every year.
In conjunction with these rescue and care
services, NHS offers pet adoption, low-cost
1|P a g e Nevada Humane Society 2017-2022 Strategic Plan
spay and neuter services to help control pet populations, and free assistance and information to the community. Additionally, NHS partners with other local organizations to creatively connect community members—including veterans, seniors, inmates, and children— with shelter animals. These services not only raise awareness about NHS’s efforts to protect local animals, but also benefit the community as a whole. ORGANIZATIONAL FRAMEWORK OUR MISSION To care for pets, find them homes and save lives. VISION All pets have a healthy, happy life. GUIDING PRINCIPLES Promote humane treatment Relieve suffering Operate a no-kill shelter Educate and engage the community The mission, vision, and guiding principles were drafted at the January 2017 board retreat. STRATEGIC PLANNING APPROACH To develop this strategic plan, NHS adopted a three-phase approach that took place between November 2016 and February 2017. Phase One: Assessment. Working with NHS leadership, the Organizational Capacity Assessment Tool (OCAT) provided through McKinsey & Co. was completed by the board and executive staff. The OCAT identifies areas of strength and areas that would benefit from capacity building and focus in order to help Nevada Humane Society further its protection of animals. An additional survey was designed to gather input from NHS board members to assess the organization’s strengths, weaknesses, opportunities and threats (SWOT). Phase Two: Collection and Analysis. In this phase, SEI collected and analyzed the data provided by board and staff, using it to inform the agenda and presentation for the board retreat. 2|P a g e Nevada Humane Society 2017-2022 Strategic Plan
Phase Three: Creation of the Strategic Plan. The strategic planning meeting took
place on January 20, 2017. Using a hybrid process of goal-driven and critical issue planning,
the board and executive leadership engaged in decision making to develop a strategic plan
that addresses critical issues and mandates for NHS’ future success.
SITUATIONAL ANALYSIS
This section summarizes the current reality for the Nevada Humane Society, including
internal strengths and areas to improve, external opportunities and threats, and other
critical issues. It offers a high-level review of the results from the assessments completed
by the board and the management team. Detailed reports of the results of each assessment
are available in separate documents (“Board Survey Results January 2017” and
“Organization Capacity Assessment Tool Survey Results January 2017”).
Both the OCAT and the Board Survey indicated a number of internal strengths. These
strengths include Nevada Humane Society’s staff, volunteers, and CEO, communications and
reputation, and NHS’s ability to provide programming responsive to community needs.
The following table shows key areas for improvement that appeared in both the OCAT and
the Board Survey.
Board
Issue Description OCAT
Survey
Financial Strategy/ Fundraising skills and systems; diverse funding
Funding streams
Leadership and Defined roles in leadership; retention and
Staff incentivization of talent
Strategy and Clearly defined plans; shared understanding of
Planning strategies and how they will be executed
Clear compelling mission and defined internal
Mission/Values
culture
Systems and
Operational plans and internal procedures defined
Processes
3|P a g e Nevada Humane Society 2017-2022 Strategic PlanBased on a combined review of the OCAT and the Board survey, five issues were discussed by the board for inclusion in the strategic plan. ORGANIZATIONAL CAPACITY ASSESSMENT TOOL (OCAT) Under the direction of the CEO and Executive Committee, NHS completed an organizational assessment of its operations and infrastructure, using the McKinsey & Company Organizational Capacity Assessment Tool (OCAT). The OCAT is a free, evidence-based tool that helps nonprofits assess their operational capacity and identify strengths and areas for improvement. The in-depth, online survey allows a non-profit to measure how well the organization performs against best practices. Eleven OCAT surveys were completed ot the 15 board and staff members invited to complete the assessment (73%). Following is a summary of key findings of the NHS’ areas of strength and its capacity building priorities. Detailed results for each capability assessed, including the average score, standard deviation, and level of consensus can be found in the full OCAT report document. That information can serve as a baseline for future measurements as well as a tool to focus attention while establishing the strategic direction for the organization. Based on the survey results, NHS has a moderate level of capacity in six of the nine categories, and a basic level in three. At present, there are no areas in clear need of increased capacity or with a high level of capacity. The scores represent the averages across each meta-category. 4|P a g e Nevada Humane Society 2017-2022 Strategic Plan
Capacity by Category Ratings Average Level of Capacity 1. Aspirations 2.44 Basic 2. Strategy 2.22 Basic 3. Leadership, Staff and Volunteers 2.60 Moderate 4. Funding 2.36 Basic 5. Values 2.64 Moderate 6. Learning and Innovation 2.58 Moderate 7. Marketing and Communication 3.06 Moderate 8. Managing Processes 2.74 Moderate 9. Organization, Infrastructure and Technology 2.81 Moderate The OCAT results indicate that NHS has many strengths and capabilities. Chief among them are a healthy reliance on the CEO and staff quality; identifying new program opportunities and making adjustments; overall communications and marketing strategies, including the use of media and narratives; and managing processes (e.g., financial controls, insurance, reputational risk). Building on these strengths, the OCAT calls for a focus and clarity of vision, mission and alignment of strategies with them and then adjusting systems to support achievement of results. 5|P a g e Nevada Humane Society 2017-2022 Strategic Plan
The opportunities NHS considered as part of the strategic planning process fell across five
categories: Strategy; Leadership, Staff and Volunteers; Values; Learning and Innovation, and
Funding.
SURVEY AND S.W.O.T.
In December 2016, an 11-question electronic Board Survey was issued in which Nevada
Humane Society’s board members were asked to provide individual opinions about the
mission of the Nevada Humane Society and identify organizational strengths, weaknesses,
opportunities, and threats. Each element is defined as follows:
S trengths: the assets, resources, or capabilities that have the greatest positive impact on
the success of the organization and its ability to achieve its mission.
W eaknesses: the aspects of the organization that are considered to be important internal
weaknesses– deficiencies in resource or capabilities, or other liabilities, that are
hindering the ability of the organization to achieve its mission.
O pportunities: the external factors that offer a genuine opportunity to benefit the
organization. This may include environmental factors that allow the organization to
expand its services, or apply its capabilities to benefit a different part of the community.
T hreats: the external conditions, trends, and other forces that are at least moderately
likely to hurt the organization in some manner if not addressed.
Additionally, board members recognized key accomplishments and were given the
opportunity to articulate goals for both the organization and the strategic planning process.
The survey also helped to identify individual opinions about the possible direction of the
Nevada Humane Society, as well as goals for the strategic planning process. 19 surveys were
completed, meaning that 100% of the Nevada Humane Society Board, as well as the CEO,
completed the Board Survey.
Responses were compiled and themes identified and presented to the board. The following
potential priorities were presented to the board based on the survey results:
FINANCIAL STRATEGY/STABILITY:
Because the question of financial health appears throughout survey responses, examining
the elements of financial stability and developing goals for financial stability is
recommended. It is also important to note that the majority of the potential goals
6|P a g e Nevada Humane Society 2017-2022 Strategic Plansuggested by the survey respondents related to the financial health of NHS. Some aspects of NHS’s finances are seen as a strength such as fundraisers. Others are perceived as threats or areas for improvement, including cost controls, the external economic environment, and dependence on specific revenue streams. However, the board also sees great potential in creating stronger fundraising events, seeking diverse income sources, and growing the donor base. Additionally, the fundraising events were praised as a great accomplishment in 2016, along with the increase in profits from grants and individual donations. A potential goal would be to diversify funding. EXPANSION OF IMPACT AND SERVICES NHS has experienced considerable operational growth in the last year with the expansion into Carson City. This growth is largely perceived as positive, although there is some worry that the Carson City community has yet to fully understand and support NHS efforts there and that operations may struggle to fully support it. The expansion seems to be perceived as only the beginning of NHS’s greater impact on animal welfare in the state. The board may seek growth through national support, local collaborations and partnerships, or increased services. Defining a short and long term goal for growth should be discussed. COMMUNICATIONS Another priority arising from survey responses relates to communications. While the board feels that the organization has a strong reputation, there is a desire to differentiate its services from other similar organizations, develop the community’s understanding of the services it provides, and promote the mission. NHS may seek to improve its communications strategy, solidify its brand, and, as a part of this, the board may explore a revision of the mission that is “inspirational” but also that increases its emotional impact and clarify NHS’s purpose. HUMAN RESOURCES Human resources are one of NHS’s most important resources. The board, staff, and volunteers are perceived as great strengths, and hiring a CEO and growing the board are both seen as important successes. At the same time, there are worries related to retention of staff through competitive wages, the expertise and skills of leadership, and the cohesiveness of the board. NHS may seek to develop its human capital, particularly developing strategies related to leadership (including the CEO and the board) and staff, as part of the strategic plan. INTERNAL OPERATIONS AND SYSTEMS While less frequently mentioned than other themes, there seems to be some recognition that standard internal procedures and the systems that drive them may require some 7|P a g e Nevada Humane Society 2017-2022 Strategic Plan
attention. From business hours to customer service, responses indicate a desire to ensure NHS is strategically improving day-to-day operations. EXTERNAL FACTORS Other factors including legislation, changes to the tax structure that may influence donor behavior, and the existing animal population were raised as topics to be discussed. Although these factors were not mentioned with great frequency, they point to an understanding of the environment that may help NHS sustain or adjust goals in the face of changes that are outside of the organization’s control. ACCOMPLISHMENTS Respondents were asked to list up to three major accomplishments for NHS in 2016. CARSON CITY By and large the single most lauded accomplishment of the 49 listed was the opening of the shelter in Carson City. 19 responses (39%) point to this being Nevada Humane Society’s most important achievement in 2016. FUNDING Ten responses discussed funding. Half of the responses in this category mentioned special fundraising events, stating that they have “gotten better,” turned “increased profits,” and helped “supply unencumbered cash flow.” The other half of the responses marked the increased donations, bequests, and grants. LEADERSHIP Eleven of the accomplishments listed mentioned leadership either at the executive level or in the board. “New leadership,” new and diverse board members, and hiring the new CEO were seen as important advancements for the organization. OTHER Other successes in 2016 included: Operating successfully. No kill message. Increase in saving rate. Tightening of internal policies. National coverage and promotion of the shelter. Being recognized and aligning with Maddie’s Fund. Improving relationships with Washoe County. 8|P a g e Nevada Humane Society 2017-2022 Strategic Plan
CRITICAL ISSUES
After review and discussion of the situational analysis during the strategic planning session,
the board agreed upon five critical issues to address over the next five years.
Need to increase education and awareness of NHS mission:
Differentiation between NHS, SPCA, Washoe County Animal
Services and the Human Society of the United States
Relationships with elected officials and local and state
governments
Information and resources available to keep pets in their homes
Programs that serve the community as it relates to pet welfare
Outreach and engagement
Need to expand geographic reach and increase the number of
adoptable pets:
Lack of high volume spay and neuter
Underserved communities-tribal, homeless, non-English speaking
Low save rates outside Washoe County and Carson City (NHS
service areas)
Lack of veterinarians and cost of care
Need to strengthen and sustain financial position:
Increase finances
Diversify funding
Cost management
Legislation
Consistent, sustainable revenue sources
Need to recruit and strengthen talent within NHS:
Volunteers – both in terms of numbers and how engaged
Leadership-functionality of board and staff
Compensation
Need to strengthen and optimize internal structure and processes:
Policies, procedures and reporting-finance
Policies and procedures- operations
Facilities functionality and maintenance
Technology analysis and updates
9|P a g e Nevada Humane Society 2017-2022 Strategic PlanGOALS AND STRATEGIES
Five goals were identified by the board in response to the critical issues detailed previously.
They are as follows:
#1: Raise Total Endowment Funds to $25
Million by 2022.
#2: Make Nevada the First No-Kill State
by TBD.
#3: Be the Recognized Leader in Pet
Welfare in Nevada by 2020.
#4: Develop a Sustainability Plan and
Build a Low-Cost Veterinary Care Facility
by 2021.
#5: Implement Systems Improvements in the
Areas of Finance, Facilities, Talent
Management, and Operations by TBD.
10 | P a g e Nevada Humane Society 2017-2022 Strategic PlanThese goals and the strategies that will be used to accomplish them, presented in detail in
the following section, will serve to guide the Nevada Humane Society for the next five years.
GOAL #1
RAISE TOTAL ENDOWMENT FUNDS TO $25 MILLION BY 2022.
Strategies Action Timeframe Responsible
Party
Increase endowments funds Executive
and planned giving. Committee
Sustain positive cash flows Executive
through events, grants, and Committee
individual/business donations.
Build mission-based revenue Kiska
streams.
GOAL #2
MAKE NEVADA THE FIRST NO-KILL STATE BY (UPDATE WITH) THE DATE IDENTIFIED IN THE
FEASIBILITY STUDY.
Strategies Action Timeframe Responsible
Party
See feasibility study. Board Chair
& CEO
Work with major donors to Board Chair
implement the plan. & CEO
Work with every community Board Chair
shelter/rescue, animal control, & CEO
and tribes to obtain buy-in.
Work with Governor and Board Chair
elected officials. & CEO
11 | P a g e Nevada Humane Society 2017-2022 Strategic PlanGOAL #3
BE THE RECOGNIZED LEADER IN PET WELFARE IN NEVADA BY 2020.
Strategies Action Timeframe Responsible
Party
Develop a marketing strategic (Events)
plan including target audiences, Marketing
key messages and key Committee
champions.
Implement marketing strategic Board
plan including target audiences,
key messages and key
champions.
Evaluate cost-benefit of all Marketing
marketing and communication Committee
activities.
GOAL #4
DEVELOP A SUSTAINABILITY PLAN AND BUILD A LOW-COST VETERINARY CARE
FACILITY BY 2021.
Strategies Action Timeframe Responsible
Party
Research and feasibility study. Executive
Committee
& CEO
Develop a business plan to Executive
establish and sustain the facility Committee
work with major donors. & CEO
Design and build the facility. Executive
Committee
& CEO
12 | P a g e Nevada Humane Society 2017-2022 Strategic PlanGOAL #5
IMPLEMENT SYSTEMS IMPROVEMENTS IN THE AREAS OF FINANCE, FACILITIES,
TALENT MANAGEMENT, AND OPERATIONS BY TBD. (THIS GOALS WILL BE
DEVELOPED BY THE STAFF)
Strategies Action Timeframe Responsible
Party
Develop plan for wages/ CEO and
compensation, and succession. Executive
Committee
Develop board recruitment, Board
engagement and succession Development
plan. (Nominating)
Committee
Develop volunteer recruitment, CEO
engagement and succession
plan.
EVALUATING AND UPDATING THE PLAN
The Nevada Humane Society will regularly review the status of each action and strategy,
committing to continual work towards, evaluation of, and reflection on the contents of this
strategic plan. Leads have been identified for each goal area. It is expected that progress on
each goal will be reported at regular board meetings.
An annual review of the strategic plan will also take place, led by the board and executive
leadership.
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