Strategic Plan
Leadership Buffalo Strategic Plan 2006 - 2008
Approved 10/27/05
Revised
Mission Statement
Leadership Buffalo develops and unites leaders from diverse backgrounds and perspectives to increase their knowledge and understanding of community issues, broaden their vision, and enhance their individual and collective ability to lead and make a positive impact on the community.
Operational Mission
Our operational mission is to:
- Support the personal and professional development of those willing and able to provide leadership in the community.
- Enable the creation of powerful networks and collaborations across all sectors of the community.
- Facilitate important conversations about critical challenges facing the community.
- Promote the fundamental values of service, openness to change, diversity and inclusion; we do this through our work with current and future leaders before, during and after their involvement in our programs and, on a daily basis, through role modeling the values in everything we do.
Leadership Buffalo's Strategic Plan 2006-2008 - Download DOC
Board Development and Governance
1. A strengthened, high-performing Board that provides ‘big picture' leadership and guides achievement of the mission
Review and re-define governance model and board structure/modus operandi
Increase the diversity of the Board through an inclusive nominations process
Develop an annual work plan for the Board
Organization Development
2. More efficient and cost-effective HR, administrative, communication and financial management processes and procedures
Review and improve personnel policies and provide appropriate staffing resources for all programs
Review and improve IT application, including databases, website and other electronic communication
Review and improve budgeting and financial management
Review and improve general office administration
Funder and Donor Development
3. A solid, diverse funding base for delivery of the LB mission
Increase number of dues-paying members
Increase net income 5% year over year from annual fund campaign
Obtain long-term (3-5 years) Foundation/corporate support for RL and YLEC
Increase net revenues of annual luncheon by 3% each year
Market Development and Recruitment
4. External perceptions of LB aligned with mission and operational mission
Develop and implement a branding and marketing strategy that clearly differentiates LB
Develop and maintain a ‘best in class' website (see also 2.2), part of which is accessible to non-members
Develop strategic relationships with sponsoring and supporting organizations.
5. The ratio of applicants to participants will be 1.5 for Class Experience and Rising Leaders
Improve attraction of diverse field of talented candidates
Program participants will be able to articulate the mission of LB and appropriate outcomes for their experience
Set criteria for selection and adjust process in line with mission and values
Program and Service Development and Delivery
6. Programs are assessed and re-designed around the principle of translating learning from LB experience into meaningful action:
a) education around opportunities and issues facing the community ("what")
b) in-depth reflection and dialogue about the impact of these issues at the individual, community and regional levels ("so what")
c) identification of possibilities for individual and collective action in line with the mission ("now what")
d) encouragement and support for taking action ("translating good intentions into action")
Build the LB values into the design of the programs, balancing class ‘autonomy' with expert coaching (e.g. on the issue of diversity)
Learn from ‘best practice' programs designed by other community-focused leadership programs
Increase action learning component (via ‘real problems' and possible solutions being addressed in class)
Build programs around ‘cutting edge' leadership theories and practices (including seeing and influencing systems)
Develop empowering support mechanisms for participants (e.g. coaching, mentoring, connections to people, centers of influence and opportunities for leadership involvement)
7. Post-program activities strengthened (and aligned with LB values) in order to maintain emphasis on learning and its translation into productive action
Develop and implement a strategy for continuing education on community issues and civic engagement
Develop and implement a strategy for ongoing networking within and across programs and classes
Develop and implement a strategy for continuing education and training in community leadership (LB graduates)
8. Important ongoing dialogues about critical challenges facing the community take place, are facilitated by LB and are effective
Develop, maintain and participate in events that stimulate discussion of issues facing the community
Develop ‘white papers' on issues and challenges based on members input and facilitate non-partisan dialogue around them
9. Outcomes and impact of LB programs and services are more effectively identified and articulated
Utilize best practices from other community leadership organizations
Establish a project in conjunction with external experts
