FEATURE STORY
A Strategic Plan to Expand Impact and Influence BY CALF PRESIDENT AND CEO DWIGHT FERGUSON AND EXECUTIVE VICE PRESIDENT ABBY TAYLOR-SILVA (45)
IN NOVEMBER, THE CALIFORNIA AG LEADERSHIP FOUNDATION’S (CALF) BOARD OF DIRECTORS AGREED TO EMBARK UPON A STRATEGIC PLANNING PROCESS TO COINCIDE WITH A PERIOD OF REFLECTION AND GROWTH FOR THE FOUNDATION. THE FINAL PLAN IS EXPECTED TO BE READY IN MAY 2021, AND UP TO FIVE CRITICAL ISSUES, OR PRIORITY INITIATIVES, ARE EXPECTED TO COME OUT OF THE PROCESS.
As a first step in the strategic planning process, we gathered input from all of our stakeholders in January. Maura Mitchell, principal with Brandology, led our team through this process of formulating surveys and conducting phone interviews. Primary stakeholder groups included alumni, the education team and partner university deans, CALF’s board of directors, donors, industry and non-industry representatives. Survey questions were created specifically to align with the needs and perspectives of these distinct stakeholder groups. In these surveys and conversations, we were looking for answers to the questions within these overarching themes: understanding what our stakeholders see as the strengths, weaknesses, opportunities and threats (SWOT) to California Ag Leadership; gauging how the program should evolve to maintain its status as the premier agricultural leadership program in the country; understanding whether the current program is adequate to support our evolution and growth; inquiring as to whether we should bring additional collaborators/partners into the program and understanding what additional support each group might need. A steering committee (see sidebar) has been established to oversee and provide critical input on the process. We plan to meet in early February and establish strategy teams made up of additional stakeholders. These groups will focus on the critical issues defined by the steering committee, informed by the surveys. Together, we will create a powerful, practical plan for the foundation that will expand its impact and influence. This strategic planning process will include a full review and ratification of our mission, vision and values, and establishment of clear objectives complete with measurements and metrics to gauge continuous improvement (see sidebar for current versions). The process will clarify critical issues and opportunities and identify initiatives and strategies for proceeding with the plan that comes from this process. We will also update our previous SWOT analysis to align constituents and identify priorities.
6 HORIZONS MAGAZINE WINTER 2021
As we know, the process of building the plan is only the first step. Following the plan, making amendments based upon what we learn as we go along and reviewing our progress while assessing whether we’re meeting our established metrics, on at least an annual basis, will be critical in the coming three to five years. Your input and guidance are very appreciated as we assess our opportunities to improve and incorporate changes where needed. If you have any questions, please contact Dwight or Abby at 831-585-1030.
