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GREAT STRATEGIC PLANNING FOR
MISSION IMPACT
Kelleen Zubick, Presenter
About the Presenter2
Kelleen Zubick, State Director, Share Our Strength
Over 20 years in nonprofit sector; after supporting the
development of over 200 strategic plans, it’s still my
favorite activity.
Former Principal Consultant, Mission Spark (Government,
Foundation, and Nonprofit management consulting)
Former Director of Consulting, Community Resource Center
Former Steering Committee Member for 5 Rural
Philanthropy Days
Am grateful for the learning opportunities afforded by the
Western Slope Rural Philanthropy Days Committee!
Great Strategic Planning for Mission Impact April 27-28, 2015
Introductions
Name
Organization
Role
Comfort and experience with strategic planning
1 – New to strategic planning
2 – Have participated in strategic planning process before
3 – I could lead this workshop!
One specific thing you would like to get out of workshop
Great Strategic Planning for Mission Impact April 27-28, 2015
3
Learning Outcomes
1. Purpose and Benefits of Strategic Planning
2. Essential Pre-Planning Strategies and Tips
3. Strategic Planning Process Overview, Timeline and Steps
4. Tools for Designing and Monitoring an Adaptable Roadmap for Implementation
Great Strategic Planning for Mission Impact April 27-28, 2015
4
Learning Outcomes (continued)
5. Deepen Understanding of Principles and Practices for Nonprofit Excellence “Planning” section:
Values, Vision, Mission
Stakeholder Input & Responsiveness
Strategic Plan
Operational Plan
Monitoring and Implementation
Great Strategic Planning for Mission Impact April 27-28, 2015
5
Definitions
Purpose
Benefits
Strategic Planning Overview
Great Strategic Planning for Mission Impact April 27-28, 2015
6
Proactive Orientation to Planning:7
Organizational financial and programmatic strategies must be integrated principles;
Programs need to be relevant to constituents to have an impact, and financial revenues need to be in place to pursue current and future activities;
Impactful organizations have accountable leadership that communicates effectively with the broad public;
Create succession opportunities by developing opportunities for staff to lead and grow;
Sustainability is an orientation and not a destination. Focus on outcomes, process improvements, and continuous learning.
Great Strategic Planning for Mission Impact April 27-28, 2015
Levels of Strategy in Planning11
Great Strategic Planning for Mission Impact April 27-28, 2015
Organizational
Determine mission, vision, and approach
based on assets and environment
Programmatic
Decide on approaches and offer programs and activities to achieve
specific outcomes related to the target audiences
Operational
Administer and oversee systems, policies, and personnel in areas such as finance, human resources,
communications, and information technology
Adapted from 'Nonprofit Strategy
Revolution' by David La Piana,
2008
Defining Strategic Planning:12
Strategic Planning is a process through which an
organization agrees and builds commitment to a set
of priorities and strategies essential to fulfilling its
mission; these priorities then guide actions that will
make progress on the mission over a defined period
of time.
External Input
Internal Analysis
Communication & Monitoring
Great Strategic Planning for Mission Impact April 27-28, 2015
Purpose of Strategic Planning:14
Serves as a road-map: guides, focuses and aligns
Guides decision-making
Guides allocation of resources
Identifies specific goals, activities, and
benchmarks for success
Helps keep your organization’s staff and board
accountable and focused on established priorities
Can promote organizational transformation
Great Strategic Planning for Mission Impact April 27-28, 2015
Benefits of a Strategic Plan:15
Guide board discussions and focus board meetings
Make budget decisions and help in allocating
resources
Tool to assist in hiring and recruitment decisions for
staff; guides staff work plans and assessment
Tool to target recruitment activities for the board
Tool to engage broader community
Determine ongoing organizational priorities
Help in making strategic and day-to-day decisions
Great Strategic Planning for Mission Impact April 27-28, 2015
Values
Mission
Vision
Strategic Principles
Great Strategic Planning for Mission Impact April 27-28, 2015
16
Strategic Principles in Context
Great Strategic Planning for Mission Impact April 27-28, 2015
17
Values, Mission & Vision
Moral compass, Purpose, Desired Future & Impact
Stakeholder Input, Priorities and Strategies
Goals, SMART Objectives and Measurements
Tactical Activities, Timeline, Budget, Responsbilities
Values Statements:19
Clarifying Organizational Identity--Values can be
understood as operating philosophies or principles
that guide an organization and its relationships with
team members and the external world.
Getting Started: To have a deep and sustainable
impact on (purpose), (organization) believes in:
Great Strategic Planning for Mission Impact April 27-28, 2015
Sample Values Statement :20
The Colorado Coalition for Girls values…
Girls having equitable access to a full range of life
opportunities and the right to choose them.
Addressing root causes and encouraging systemic
change to establish equity for girls.
Girls having a voice in policies and laws which
affect them.
Girls having access to spiritual, physical, emotional
and sexual health specific to their needs.
Great Strategic Planning for Mission Impact April 27-28, 2015
Mission Statements:21
A succinct statement of your organization’s reason for
being that communicates who you are, what you hope
to achieve for whom, and through what means.
Answers “what good for whom.”
Guides organizational goals and objectives
Indicates your values and makes your identify known
Creates a visceral connection between organization
and stakeholders
Is for public consumption and should be clear and
concise
Great Strategic Planning for Mission Impact April 27-28, 2015
Sample Mission Statements:22
The Sierra Club inspires people to join in protecting the earth's natural treasures and vitality. Through the club, individuals magnify their power to restore the places where they live and preserve the places they love.
Share Our Strength’s Cooking Matters Colorado empowers families at risk of hunger with the skills to stretch their food budgets and to prepare balanced meals to increase children’s access to healthy food.
Great Strategic Planning for Mission Impact April 27-28, 2015
Effective Vision Statements :23
Vision: A picture of the organization’s desired
future in terms of lives or communities
changed—your end results.
Great Strategic Planning for Mission Impact April 27-28, 2015
Effective Vision Statements :24
They excite and inspire, and are presented with
credible commitment.
They are within grasp—can be perceived as
attainable—while challenging people to work
hard.
Can be expressed succinctly and are memorable.
Children’s Garden envisions generations of
responsive, aware individuals prepared and
empowered to nurture and shape our world.
Great Strategic Planning for Mission Impact April 27-28, 2015
Your Turn! (15 Minutes):25
1. Select one of the strategic principles on which you’d like to work.
2. Find a partner and introduce yourself
3. Take 5 minutes to sketch out individual rough drafts or discuss how principle is used in your org.
4. Take turns sharing and providing helpful feedback—5 minutes
5. A little group sharing….
Great Strategic Planning for Mission Impact April 27-28, 2015
Rationale
Strategy
Activities
Stakeholder Input
Great Strategic Planning for Mission Impact April 27-28, 2015
26
Stakeholder Input Rationale27
“An ounce of trust is worth a
pound of ownership.”
Great Strategic Planning for Mission Impact April 27-28, 2015
Stakeholder Input Rationale28
Where do those you serve fit
in your organizational chart?
Is there a volunteer who will
draw for us?
Great Strategic Planning for Mission Impact April 27-28, 2015
Stakeholder Input Strategy29
Great Strategic Planning for Mission Impact April 27-28, 2015
Relationships build a community
Leaders involve members of the community
Identify what people care enough about to act on
Build ‘inside-out’ or ‘with’ and not ‘for’
Leverage community strengths
When People Care Enough to Act: ABCD in Action by
Mike Green. Inclusion Press. 2006
Stakeholder Input Strategy30
What do your stakeholders want and need from you?
Want a diverse range of opinions and a diverse group of listeners (best with existing structure)
Techniques for gathering information Stakeholder meetings Interviews Focus groups Surveys
Plans for Feedback/Communication Loop
Great Strategic Planning for Mission Impact April 27-28, 2015
Stakeholder Input Strategy31
Great Strategic Planning for Mission Impact April 27-28, 2015
Community
Investors
Partners
• Who
• How
• Who
• How
• Who
• How
Stakeholder Input Tools32
Standard Tools Stakeholder meetings Interviews Focus groups Surveys
Additional Tools/Techniques: SWOT World Café Community Asset Maps “Founder” exercise Other?
Great Strategic Planning for Mission Impact April 27-28, 2015
Stakeholder Input Tools33
Community Asset Map
Great Strategic Planning for Mission Impact April 27-28, 2015
Identify community assets to attain vision
Broaden the conversation and define strategy
Great Strategic Planning for Mission Impact April 27-28, 2015 34
Helpful to Achieving Purpose/Goals Barrier to Achieving Purpose/Goals
Inte
rnal
Org
an
izati
on
Strengths WeaknessesE
xte
rnal
En
vir
on
men
t
Opportunities Threats
Process
Timeline
Steps
Tools
Strategic Plan
Great Strategic Planning for Mission Impact April 27-28, 2015
35
Elements of the Process: Steps 39
Jan • Plan for oversight, process, method & timeline
Feb-April
• Gather stakeholder input
Feb-April
• Conduct organizational assessment
May • Develop and review situational analysis report
June • Strategic principles and goals retreat
July-Sept.
• Operational plan development
Sept.-Dec.
• Communication and implementation
Great Strategic Planning for Mission Impact April 27-28, 2015
Elements of the Process: Roles 40
Great Strategic Planning for Mission Impact April 27-28, 2015
Activity Third Party Gov. Com. ED Board Staff
Stakeholder Input A,R C R
contacts
I I
Org. Assessment A, R C R
requests
I R,I
Sit. Analysis Report A,R C — I I
Vision & Goal Retreat A, R C C, R R R
Plan Drafting A,R R R I R, C
Final Plan A, R C C I I
Monitoring &
Communication C A, R C C C
Implementation C, I R R A R
Elements of the Process: Steps 41
External
Surveys, focus groups, advisory committee input
Community conditions, policy, trends
Internal
Organizational Assessment
Financial performance, program evaluation data
Core activity competitive analysis
Great Strategic Planning for Mission Impact April 27-28, 2015
Organizational Assessment: Steps
Full Organizational Assessment
Looks at all aspects of an organization’s activities
Leverage strengths and minimize weaknesses
Timing…
At least once every two years
Ideal: once a year
As part of any major planning process
If anything major changes internally or externally
Great Strategic Planning for Mission Impact April 27-28, 2015
Organizational Assessment: Tools
Examples of some tools:
Principles and Practices for Nonprofit Excellence
Financial Leadership Assessment
Financial Leadership: Guiding your Organization to Long-Term
Success by Jeanne Bell
Nonprofit Lifecycles: Stage-Based Wisdom for Nonprofit
Capacity
McKinsey Capacity Assessment Grid
Others?
Great Strategic Planning for Mission Impact April 27-28, 2015
Your Program Business Model: Tools
Core Competency/Activity
Relative Impact
Profit/Loss
Expense Total/True Cost
Matrix Map Analysis is a great starting place for effective decision making
*Tool adapted from Nonprofit Sustainability: Making Financial Decisions for Financial Viability (Bell, Masaoka, &Zimmerman)
Great Strategic Planning for Mission Impact April 27-28, 2015
Matrix Map Analysis
Parents
/44k
ECE
/370k
Youth/58k
High Impact
Low Profitability
High Impact
High Profitability
Low Impact High Profitability
Low Impact
Low Profitability
Profitability
Mis
sio
n Im
pac
t
Low High
Low
High
4
3.5
3
2.5
2
1.5
1
4
1
30,00020,00010,000-10,000-20,000-30,000
Health/120k
Event9k
Donors/5k
The Helping Center Sustainability Matrix 2015
Matrix Map Analysis: Your Turn
High Impact
Low Profitability
High Impact
High Profitability
Low Impact High Profitability
Low Impact
Low Profitability
Profitability
Mis
sio
n I
mp
act
Low High
Low
High
4
3.5
3
2.5
2
1.5
1
4
1
30,00020,00010,000-10,000-20,000-30,000
Strategic Plan
Operational Plan and Applications
Operational Plan
Great Strategic Planning for Mission Impact April 27-28, 2015
48
Written Components
Introduction
Executive Summary (often used publicly)
Values Statement, Mission and Vision
Critical Issues and metrics of success
Plan (narrative and tables)
Operational Plan (18mo.) and Budget
Implementation and monitoring
Roles and Communication strategies
Appendices
Great Strategic Planning for Mission Impact April 27-28, 2015
49
Setting Goals
Goal: Broad statement that describes the intended
result or direction for specific organizational
activities. Words like Increase, Establish, Create,
Build, and Improve typically precede the result
desired. Goals typically are about impact,
although there may be 1-2 inwardly facing goals
about capacity to make an impact as well. The
result should encompass the length of the plan.
Great Strategic Planning for Mission Impact April 27-28, 2015
50
Developing Objectives
Objective: A measurable step toward achieving a
goal (2-5 per goal), and since these are also
statements of measurable change, they often begin
with words like expand, capture, create, establish,
develop, etc.) Objectives should be 'SMART.'
(Specific, Measurable (consider outcomes and
outputs), Achievable, Relevant and Time bound).
Great Strategic Planning for Mission Impact April 27-28, 2015
51
Strategic Plan Detail
Goal: Expand access to quality arts education for young people in our district’s elementary and middle schools.
Objective: increase arts learning for youth, including formal training in the arts as well as arts infused into other disciplines or fields in 60% of schools by 2017.
Action: Provide grants for in-school and after-school model projects
Action: Research and disseminate best practices in arts education
Action: Promote alliances between arts learning and K-1educators
Measurements: # of grant projects completed by schools; % of schools participating; number of participating educators and cultural organizations and artists; number of schools offering arts learning for 2 years or more.
Great Strategic Planning for Mission Impact April 27-28, 2015
52
Goal 4: Organization will achieve organizational growth and sustainability (defined) through diversified
fundraising activities (defined) and effective, mission-based revenue generating programs (defined)
Objectives Action Steps Timeline Budget Responsible Party Measurement
Develop a solid
business and
fundraising plan
for the
organization with
the goal of
bringing in 50%
of the
organization's
revenue through
earned income
streams by the
end of 2017 and
growing
fundraising
revenues by 30%
overall.
Develop a
board/staff
Fundraising
Committee to
oversee the
creation and
implementation
of a
fundraising
plan
Develop
sustainable
funding
model to
support
organization
al growth,
including
revenue
scenarios for
next three
years.
Plan finalized
by end of 3rd
quarter
2015,
implementatio
n during
2015 - 2017
• $20k
gala
expenses
in June
• $3k
donor
software
• $1k
earned
income
collateral
Executive Director and
board (with specific
responsibilities spelled
out in fundraising plan)
By the end of
2017, budget is
50% earned
revenue and
overall fundraising
revenues have
increased by 30%
above 2014
levels.
Operational Applications
Guide board discussions and focus board meetings
Tool to target recruitment activities for the board
Inform/Make budget decisions and help in allocating resources
Tool to assist in hiring and recruitment decisions for staff; guides staff work plans and assessment
Tool to engage broader community
Determine ongoing organizational priorities
Help in decision making (strategy screen)
Great Strategic Planning for Mission Impact April 27-28, 2015
54
Monitoring Tools
Communications
Planning Ahead
Monitoring and Communication
Great Strategic Planning for Mission Impact April 27-28, 2015
55
Monitor Tool
56
Plan Dashboard 2014
This work plan is the outline of activities and responsibilities that coordinate with the successful implementation of the 2014-2017 strategic plan. The calendar can be modified as deadlines and special events change. It can be reviewed and updated monthly/quarterly.
January Goal, Objective and Action Start
Date Oversight Progress to Date Date
Completed
Goal 1: Increase community awareness and understanding of mission, value and approach of SVP Boulder County.
Goal 2: Increase outcome evaluation to better assess impact and to improve programs.
Goal 3: Establish SVP Boulder County’s leadership role, etc.
Goal 4: Develop and leverage expertise to build the capacity of Boulder County nonprofits.
Goal 5: Improve internal infrastructure and capacity , etc.
Goal Area Progress by Quarter
Great Strategic Planning for Mission Impact April 27-28, 2015
57
Objectives Actions Oversight Q1 Q2 Q3 Q4 2015 2016 Progress/ Notes
Collaborative Partnerships1.1.A Develop collaboration policy/guidelines and
outcomes
Governance
CommitteeP
Collaborative Partnerships1.1.B ID Community challenges for x-sector
collaboration
Collaboration
Task ForceP
Collaborative Partnerships 1.1.C Research and identify potential collaboratorsCollaboration
Task ForceP
Collaborative Partnerships1.1.D Develop and implement review of
collaborations
Collaboration
Task ForceP
Community Presence 1.2.A Empower Partners to serve as ambassadorsMarketing
CommitteeP
Community Presence 1.2.Ab Build ambassador team within SVP`Marketing
CommitteeP
Community Presence 1.2.B Cultivate SVP presence at community eventsMarketing
CommitteeP
Community Presence1.2.Bb Increase ED and Board's visibility in the
communityED & Board P
Community Presence1.2.Bc Identify opportunities for investees to assist
other nonprofits with capacity building/coaching
Marketing
CommitteeP
Establish SVP Boulder County as a Community Engagement Leader in the Social Sector to increase SVP's Effectiveness, Impact and Sustainability.
Dashboard Framework
Identify Activity
Green – no intervention required.
Continue on agreed upon course
Yellow – Caution. Further
information and monitoring is
necessary. A course correction
may be in order.
Red – immediate intervention is
required. A course correction is in
order.
Implementing and Monitoring
Utilize a dashboard to monitor activities
Helps leadership know when to intervene
Supports quick action and adaptability
Fundraising
Mailings
4 per year
$5,000 per
mailing
Each mailing
brings in at
least 90% of
goal
One mailing
brings in only
60% to 90% of
goal
Two
consecutive
mailings bring
in less than
75% of goal or
single mailing
brings in less
than 60% of
goal
Strategy Screen
Great Strategic Planning for Mission Impact April 27-28, 2015
60
Assessment Rating Weight Score Written Observations
CriteriaMission / Vision / Values/Strategy
Will this opportunity/strategy help us to meet
our mission?2.6 0
Does it align with our principles and core
values?2.8 0
Does the opportunity help to build nonprofit
capacity?1.6 0
Does this opportunity advance our Plan
Goals?3
SustainabilityCan we afford this opportunity today either by
ourselves or with outside funding?3 0
Is the opportunity/strategy financially
sustainable?2.6 0
Can this opportunity/strategy attract additional
partners or funding?2.2 0
Does the opportunity come with funds and
infrastructure to support additional staff, if
needed?
2.2 0
Continuous Communication
Test plan ideas with stakeholders and broader community; revisit
Create talking points and shared collateral from written plan
Is shared will palpable?
Is shared ownership evident?
Determine internal/external communication efforts
Plan to monitor (dashboards) and adapt
Plan to broaden participation/bring up leaders
Plan to celebrate!
Great Strategic Planning for Mission Impact April 27-28, 2015
61
Planning to Plan: Starter Questions
1. How well do we understand the community in which we
operate and our niche therein?
2. What are the needs of our constituents; how will
environmental changes affect these needs? And what is
the intersection with our core purpose and expertise?
3. Have we reviewed our mission vision and values in light
of societal and environmental changes?
4. Based on our situational analysis (organizational,
environment, and constituent assessment) what should
our goals be for the next 3-5 years?
Great Strategic Planning for Mission Impact April 27-28, 2015
• Brief Questions?
•Follow up: Kelleen@zubick.us; 720-253-3337
Wrap-Up and Thank You!
Great Strategic Planning for Mission Impact April 27-28, 2015
64
Objectives Action Steps Timeline for Actions Responsible Party Measurement Notes/$ needed
1.1.A
1.1.B
1.1.C
1.2.A
1.2.B
1.2.C
1.3.A
1.3.B
1.3.C
Objectives Action Steps Timeline for Actions Responsible Party Measurement Notes/$ needed
(Organizational Name) Plan (Date Range)
1.1
1.3 .
Goal 1:
Goal 2 :
1.2
Mission Statement
Vision Statement
Values Statement
Page 1 of 3
2.1 2.1. A
2.1.B
2.1.B C
2.2.A
2.2.B
2.2.C
2.3.A
2.3.B
2.1.C
Objectives Action Steps Timeline for Actions Responsible Party Measurement Notes/$ needed
3.1.A
3.1.B
3.1.C
3.2 3.2.A
3.2B
3.2C
Goal 3:
2.3
3.1
2.2
Page 2 of 3
3.3 3.3A
3.3B
3.3C
Objectives Action Steps Timeline for Actions Responsible Party Measurement Notes/$ needed
4.1.A
4.1.B
4.1.C
4.2A
4.2B
4.2C
4.3.A
4.3.B
4.3.C
4.1
4.3
Goal 4:
4.2
Page 3 of 3
RESOURCES SUGGESTED BY KELLEEN ZUBICK Nonprofit Strategy Revolution by David La Piana, 2008 When People Care Enough to Act: ABCD in Action by Mike Green. Inclusion Press. 2006 Nonprofit Sustainability: Making Financial Decisions for Financial Viability by Jeanne Bell, Jan Masaoka, & Steve Zimmerman Financial Leadership: Guiding your Organization to Long-Term Success by Jeanne Bell Nonprofit Lifecycles: Stage-Based Wisdom for Nonprofit Capacity by Susan Kenny Stevens
45
Principles &
Practices for N
onprofi t Excellence in Colorado | P
lanning
Organizational planning defines the overall Organizational planning defines the overall
direction, activities, and strategies that will be direction, activities, and strategies that will be
used to fulfill a nonprofit’s mission. Nonprofits used to fulfill a nonprofit’s mission. Nonprofits
should engage in sound planning to define a should engage in sound planning to define a
clear vision for the future and specific strategies clear vision for the future and specific strategies
for reaching established goals. Nonprofit planning for reaching established goals. Nonprofit planning
should be proactive rather than reactive. should be proactive rather than reactive.
It should incorporate evaluation results and It should incorporate evaluation results and
periodic analyses of community needs. The periodic analyses of community needs. The
process should be intentional and ongoing process should be intentional and ongoing
in order to best position a nonprofit to in order to best position a nonprofit to
achieve its goals.achieve its goals.
Principles
Planning
46
Col
orad
o N
onpr
ofi t
Ass
ocia
tion
|
Col
orad
oNon
profi
ts.o
rg
Impact
1 . Mission Statement
A nonprofi t should have a clearly defi ned, written mission statement that accurately describes the core purpose of the organization.
2 . Vision Statement
A vision statement is a clear, motivating message about a desired future state that projects a world enhanced by the accomplishment of the mission.
3 . Values Statement
A values statement (or statements) refl ects those core beliefs or principles that drive the work of the organization. It should describe the manner in which the nonprofi t will conduct its work by highlighting those attributes that are most important.
4 . Review of Mission, Vision, and Values
Originally defi ned by its incorporators, a nonprofi t’s mission, vision, and values should be reviewed by the board periodically to consider societal and community changes. This review should determine whether these statements are still relevant, and/or whether they should be adapted to address evolving needs of its constituents and the public.
Strategic Planning Process
5 . Soliciting Input/Feedback
from Community
In planning and evaluating its activities, a nonprofi t should be responsive to community needs. It should solicit input and feedback from a variety of sources, such as board, staff and volunteers, community members, funders and donors, government offi cials, and other stakeholders. This input should be inclusive of a broad range of views
and perspectives and should play an integral role in the organization’s decision-making process.
6 . Environmental Assessment/Scan
A nonprofi t should have a thorough and up-to-date understanding of the community in which it operates including the needs of its constituents, changing demographics, changes in the funding and political/ regulatory environments, services provided by government, emerging technology, and applicable trends. To promote overall success within the sector, a nonprofi t should look to other nonprofi ts to share and gather information on lessons learned, best practices, effective resource allocation, and prevention of the duplication of services.
Strategic Plan Document
7 . Strategic Plan
A nonprofi t should create a mission-driven written strategic plan every three to fi ve years. The strategic plan should:
• Refl ect the results of an environmental assessment that includes information on strengths and challenges facing the organization, as well as opportunities for, and perceived threats to, mission achievement;
• Include clearly defi ned, reasonably achievable, measurable goals and objectives that are set by the organization to achieve its current organizational priorities;
• Provide an overarching direction for the organization created and fulfi lled by staff and board members that is refl ective of the organization’s stated mission; and
Practices Planning
47
Principles &
Practices for N
onprofi t Excellence in Colorado | P
lanning
• Be fl exible to adapt to unforeseen changes and take advantage of unanticipated opportunities.
Implementation
8 . Operational Plan
A nonprofi t should annually create a written operational plan, which aligns with the strategic plan and specifi es how its activities will be implemented on an annual basis. The operational plan should:
• Clearly defi ne specifi c program, fi nancial, personnel, and evaluation activities; delineate timelines; and assign specifi c responsibility for implementation;
• Clearly identify goals and performance measurements;
• Be tied to an annual approved budget;
• Provide a framework for regular progress reports; and
• Be reviewed and updated regularly by staff and board members.
Planning
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