Goals

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STRATEGIC OPERATING PLAN 2016 & 2017 

VISION 

Enhance the quality of life for women and girls of the Southwest Florida community through innovative philanthropywomen+girls

MISSION 

Empower women and girls, engage the community, and advance gender-focused perspectives

VALUES 

Advocate for the special and critical needs of women and girls by seeking solutions guided by research and collaboration

STRATEGIC OVERVIEW 

Based on the Strategic Plan adopted by the Board of Directors in 2013, the following Strategic Operating Plan for 2016-2017 is proposed. The Women’s Foundation (WFSWFL) will operationalize the six core strategies in order to achieve our mission.

  • RESEARCH, ANALYZE, AND DISSEMINATE FINDINGS TO JUSTIFY FUNDING WFSWFL ACTIVITIES 
  • IDENTIFY CRITICAL ISSUES FOR WOMEN IN THE REGION AND, IF FEASIBLE, CRAFT SOLUTIONS TO ADDRESS THEM BOLD
  • RAISE MONEY, BROKER ASSETS (TALENT AND DOLLARS) AND LEVERAGE CAPITAL TO ITS HIGHEST POTENTIAL
  • INVEST IN ISSUES IMPACTING WOMEN AND GIRLS
  • PARTICIPATE IN COMMUNITY COLLABORATIONS TO MAXIMIZE OUR COLLECTIVE IMPACT 
  • PLAN FOR THE LONG-TERM VIABILITY OF THE WOMEN’S FOUNDATION AND ITS STRATEGIC PRIORITIES 

STRATEGY 1 

FUND, ANALYZE AND DISSEMINATE RESEARCH TO SUPPORT WFSWFL ACTIVITIES 

Objectives:

  • Develop ongoing collaborative research between the Women’s Foundation and other resource partners to periodically update and expand The Status of Women in Southwest Florida
  • Identify and monitor current research projects using a five-county approach
  • Convene stakeholders from academia, government, nonprofit and private sectors, elected bodies and philanthropy to review research, help identify key issues and advance fundable solutions

Goal:

Update the Status of Women in Southwest Florida

Implementation (How):

  • Work with Florida Women’s Funding Alliance (FWFA), an affinity group of Florida Philanthropic Network, to produce Status of Women in Florida by county by December 2016
  • Extract and analyze Lee, Collier, Charlotte, Hendry and Glades county information from the FWFA reports as published (begin January 2017)
  • Convene Status of Women in Southwest Florida  Advisory Council to identify and prioritize key issues to advance fundable solutions by January 2017

STRATEGY 2

IDENTIFY CRITICAL ISSUES FOR WOMEN IN THE REGION AND, IF FEASIBLE, CRAFT SOLUTIONS TO ADDRESS THEM  

Objectives:

  • Form strategic alliances (STRATEGY 5)advancing women+girls
  • Identify initiatives and establish life cycle of support
  • Engage in proactive and informed communication on strategic issues (STRATEGY 6)
  • Establish screening process to determine critical issues

Goal: Responsibly evaluate, prioritize, select and invest in initiatives

Implementation (How):

By January 2016, the WFSWFL will employ a disciplined Initiative Identification Process to effectively evaluate ideas against our mission and strategic plan.  Criteria against which we evaluate all big ideas:

TEST 1: Is the idea aligned with mission and strategic plan?

TEST 2: Will it make a significant difference and how?

TEST 3: Are necessary costs, timing, human resources and funding sources understood?

TEST 4: Is this something the Women’s Foundation is uniquely positioned to do?

Then….

  1. Ideas are presented by donors, partners or board members using a WFSWFL Initiative Form to capture all relevant information
  2. Ideas are evaluated bi-annually by the WFSWFL executive team at a facilitated work session
  3. All viable ideas are presented to the WFSWFL Board of Directors bi-annually for evaluation

STRATEGY 3 

RAISE MONEY, BROKER ASSETS (TALENT AND DOLLARS) AND LEVERAGE CAPITAL TO ITS HIGHEST POTENTIAL  

Objectives:

  • Create a development strategy with realistic goals to include prioritized endowment giving, annual funds, planned giving, and third-party funding
  • Educate women in the art of philanthropic giving—time, talent, and treasure
  • Pool and maximize resources

Goal: Catalyze gifts to the WFSWFL toward the advancement of women and girlsGive_Big_Act_Bold

Implementation (How):

  • Assess options for donor/leader training/networking and develop plan/budget/partners by April 2016
  • Update development plan by January 2016
  • Activate donation vehicles:
  • Endowment: $1mil endowment gifts/pledges to match $1mil already committed by December 2017
  • Legacy: 10 known pledges by December 2017
  • Donor Advised Fund Program: $2,000,000 in program assets by December 2017
  • SparkSWFL: 2016 grant making pool and overhead secured by grants, sponsorships & membership/donations by January 2016
  • Form Professional Advisory Council by June 2016

STRATEGY 4 

INVEST IN ISSUES IMPACTING WOMEN AND GIRLS 

Objectives:

  • Establish guiding principles for grant making to include performance accountability
  • Sustain new and existing programs with needed resources
  • Facilitate and target the collective impact of WFSWFL supporters

Goal: Increase and sustain annual grant making

Implementation:

  • New and continued initiative grants to be determined by STRATEGY 2
  • SparkSWFL matched and crowd funded grants totaling $75K by June 2016
  • Donor Advised Fund Program grants totaling $25K by December 2017
  • Investment impact data collected, analyzed and reported via Foundation Center’s Get On The Map by February 2016

STRATEGY 5 

PARTICIPATE IN COLLABORATIONS AND PARTNERSHIPS TO MAXIMIZE OUR COLLECTIVE IMPACT  

Objective: Collaborate with individuals and entities that align with the priorities of the WFSWFL

Goal: Achieve policy advancements for women at the local, state, federal and corporate levels

Implementation (How):

  • Develop and maintain database of citizens, groups and organizations willing to engage in advocacy by June 2016
  • Participate on Status of Women in Southwest Florida Advisory Council (STRATEGY 1)
  • Achieve deeper engagement and benefit from external resources such as Women’s Funding Network, Women Moving Millions, Prosperity Together, Florida Philanthropic Network, Florida Women’s Funding Alliance, Florida Commission on the Status of Women

 

PLAN FOR THE LONG-TERM VIABILITY OF TWF AND ITS STRATEGIC PRIORITIES  

Objectives:

  • Create and fund an infrastructure to support ongoing impact
  • Broaden Board of Directors’ membership to achieve geographic, cultural, and talent diversity
  • Plan for Board and staff succession to insure ongoing talent for priority initiatives
  • Create a fiscal management policy to insure long-term viability
  • Establish communication methods to include all stakeholders

Goals: Pre-fund Women’s Foundation annual operating budget by December of each fiscal year to ensure the Women’s Foundation always has sufficient funds in the bank to cover 4-6 months of operating expenses and to never end the year in deficit. Expand & diversify Board of Directors. Launch updated communication platform.

Implementation (How):

  • Identify and reach prospective individual, corporate and institutional supporters for a VIP pledge
  • Execute VIP program to secure adequate  $100/month 3 year commitments to sustain annual operating budget
  • Inventory and access special events with historical recap of income vs. expense to produce special event calendar  and plan for sponsorships by January 2016
  • Identify four new board members and develop board succession plan by June 2016
  • Update and execute communication plan by January 2016