Young Professional Society of Greater Springfield Strategic Plan

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1 Strategic Plan YPS Strategic Plan Task Force Members Natasha Clark, Co-Chair, Board Member Juli Thibault, Co-Chair, Member Ronn Johnson, Consultant/Facilitator Jayne Armington, Member Erin Corriveau, Member Zander Dimare, Member Peter Ellis, Board Member Nick Gelfand, Board Member Beth Ginter, Board Member Annamarie Golden, Board Member Chelsea Skawski, Member

2 INTRODUCTION Strategic Plan Welcome to the s Three-Year Strategic Plan. This plan represents our framework for moving the Young Professional Society of Greater Springfield (YPS) forward as a sustainable, inclusive and prosperous organization. It directs the work of the Board of Directors, Standing Committees and Task Forces and provides benchmarks with the ability to monitor progress and assess accountability of those in charge of implementation. The plan includes goals, objectives and desired outcomes that will give YPS a firm infrastructure, a membership body that is more reflective of our community and programming that meets the needs of the young professionals we serve in the Pioneer Valley. To achieve our desired outcomes, YPS has set clear and measurable goals for the next three years. These objectives and how s are purposely inexplicit since the strategic plan is not to be prescriptive, but a road map for implementation. Foster an inclusive, community-relevant organization; Strengthen WorkLife development opportunities for members; Development of a sustainable organizational structure to advance and support strategic objectives and related initiatives. Development of strategic and effective marketing strategies. A Brief History The (YPS) is a non-profit 501 (c)(6) organization comprised of professionals who are in the early to mid-stages of their career. Founded in 2007, YPS provides professionals with networking, professional development, educational, volunteering, community involvement and a variety of leisure opportunities. We have over 500 memberships, and our members are generally between the ages of 21 and 45, across varied industries who meet monthly to exchange ideas, share common interests and cultivate personal and professional relationships. Our organization is governed by 16 Board of Directors. During our strategic planning process, YPS interviewed members and community partners. Through our facilitated process that engaged board members and general membership, we have completed a strategic plan to serve as a roadmap for the organization from

3 Vision Statement Strategic 2Plan To become a primary resource for young professionals by providing access to diverse opportunities for WorkLife development to inspire them to Live, Work, Play and Stay in the Greater Springfield region. Mission Statement The mission of YPS is to serve our membership by engaging them to be active participants in our community, embrace diversity and inclusiveness and support their personal and professional development so they can become the future leaders of our region. We Value: A diverse, inclusive and safe environment Ethical business practices Our community Respect Cultural competence Personal and professional growth

4 GOAL ONE Foster an inclusive, community-relevant organization Strategic Plan YPS will focus on incorporating the following objectives and strategies in order to be more reflective of the Greater Springfield community and young professionals the organization serves. These objectives and how s are purposely inexplicit since the strategic plan is not to be prescriptive, but a road map for implementation. Assure that YPS is a relevant organization in the eyes of its members and the broader community. Reinforce of specific activities that have a wide appeal to the membership of YPS. Strive to be a culturally competent organization. Define the broad and inclusive scope of the term Young Professional. Communicate more efficiently and effectively the mission, vision and values of YPS. Learn and apply a diverse and inclusive lens when conducting self-analysis and developing plans for programs and community engagement (internal). Foster diverse and inclusive opportunities (external). Develop a family-friendly focused calendar. Seek strategic community alliances. Educate Board of Directors and membership on diversity and inclusion through trainings and workshops. Conduct surveys to measure goal and gather inclusive demographic information. 1. YPS attracts people who may not have seen themselves as being potential members. 2. Board is educated and competent on how to apply a diverse and inclusive lens. 3. Board and membership of YPS reflects the diversity of the community. 4. YPS has strategic relationships with family-friendly organizations to offer resources and activity opportunities. 5. Implementation of metric system to measure actual and perceived diversity of YPS membership.

5 GOAL TWO Strengthen WorkLife development opportunities for members Strategic 4Plan YPS understands that its members are more likely than previous generations to combine work and life. To meet the personal and professional development needs of its membership, YPS will provide WorkLife enhancement opportunities. The organization defines WorkLife as a balance of work (career and leadership development) and lifestyle (health, leisure, family, spiritual). To educate current and potential YPS members on WorkLife. Increase professional and personal learning opportunities. Explore revenue generating opportunities with new programs offerings. Establish YPS Learning Series Examples: 1. Personal Growth 2. Life Coaching 3. Financial Health/Investing 4. Real Estate 5. Employment/Career Support Hold forums on local, regional and national hot topics Examples: 1. Education Reform 2. Health Care Reform 3. Casinos 4. Diversity/Inclusion Engage membership as potential presenters and facilitators of learning series/hot topics. Affiliation with higher education institutions. 1. Active YPS membership participation in sponsored activities. 2. Online calendar of programs and learning opportunities that promote WorkLife. 3. Engage YPS members with specific skills to serve as presenters, consultants, vendors and mentors. 4. Foster strategic partnerships.

6 GOAL THREE Development of strategic and effective marketing strategies Strategic 5Plan Communicating with current and potential members, partners and the general public is crucial to YPS remaining relevant and visible. While these objectives may seem elementary, it is important to have a strong foundation to build future innovative and contemporary marketing strategies. Consistent organizational branding. Better utilization of website and communication tools by members/non-members. Identify potential partnerships to support communication vehicles (i.e. web, media). Increase membership/sponsorship recruitment and retention efforts. Through the website, YPS is a resource to members for Live, Work, Play, Stay opportunities in the Pioneer Valley. Standardize communication process to key stakeholders.* Create decision making criteria for sponsorships, partnerships and alignments. Review the membership matrix. Evaluate and align all marketing materials. Publish online calendar of YPS events. Hire professional services, as needed, to achieve comprehensive marketing strategies. Use of testimonials/case studies in marketing mix. Create an annual report that is available to key stakeholders. 1. Refined marketing strategy that attracts/retains members, sponsors and financial supporters. 2. Transparent decision-making criteria regarding sponsorships and partnerships that aligns with the strategic plan. 3. Annual report has been shared with key stakeholders. 4. Standing marketing committee is accountable for marketing-related tasks that are outlined in the strategic plan. * YPS defines our key stakeholders as board of directors, executive committee, general membership, community leaders and strategic partners.

7 Strategic Plan GOAL FOUR Development of a sustainable organizational structure to advance and support strategic objectives and related initiatives The sustainability of the organization demands a strong infrastructure with established policies, procedures and concrete succession planning. The following approach sets the stage for creating a solid foundation. Board composition reflects the diversity of the community. Board succession planning. Address organizational structural issues. Financial stability for YPS. Strengthen community partnerships. Explore conversion to 501 (c)(3). Obtain funding for an Executive Director. Align standing committees with the strategic plan. Explore development of charitable arm of YPS via 501 (c)(3). Standardize process for assigning committee and task force mandates. Develop and refine organizational procedures. Develop outreach strategies to: 1. Community leaders 2. Agency/business leaders 3. Political leaders Explore revenue generation and strengthen current sources such as grants, fee-based programs, membership levels and marketing opportunities. Development of a database of key stakeholders. Utilize strategic plan and implement initiatives as a sales tool to obtain seed money. 1. Standing committees and task forces are aligned with the strategic plan. 2. Structure is clear and transparent to key stakeholders. 3. Accountability/support structures are in place for board of directors, executive committee and task force co-chairs. 4. Creation of revenue generation task force to oversee a fund development plan. 5. New community partnerships have emerged from YPS community outreach efforts. 6. Standing committees, task forces and executive committee have developed procedural plans that are incorporated into the YPS organizational manual.

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