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Strategic Plan 2014 –2017 Presented to the

West Atlantic Redevelopment Coalition By

CoreStrategies for Nonprofits, Inc. October 2013


TABLE  OF  CONTENTS   Executive  Summary…………………………………………………………………………………………………………………….ii     Background  .....................................................................................................................................  1   Methodology  ...................................................................................................................................  2   Mission  ............................................................................................................................................  2   Vision  ...............................................................................................................................................  3   Goals,  Defining  Strategies  and  Success  Indicators  ..........................................................................  3   Resources  Required  for  Success  ......................................................................................................  9   Priorities  by  Goal  ...........................................................................................................................  11   Necessary  across  the  Board  .............................................................................................  12   Economic  Development  ...................................................................................................  16   Secure  Adequate  Resources  .............................................................................................  19   Be  the  Voice  of  the  Community  .......................................................................................  21   Be  the  “Go-­‐To”  Resource  –  The  Clearinghouse  ................................................................  24   Preserve  the  Culture  ........................................................................................................  27   Build  the  Board  .................................................................................................................  30   Priorities  by  Timetable  ..................................................................................................................  32   Proposed  Committees  ...................................................................................................................  40   Recommendations  ........................................................................................................................  40   Other  Ideas  to  Consider  in  the  Future  ...........................................................................................  42   Planning  Participants  .....................................................................................................................  43   Collaborative  Partners  ...................................................................................................................  43   Appendices  ....................................................................................................................................  44   The  12  Principles  of  Governance  that  Power  Exceptional  Boards  ...................................  45   Action  Minutes:  A  Template  ............................................................................................  47   Chart  of  Success  Indicators…………………………………………………………………………………………..48   Accountability  Chart  .........................................................................................................  54   Mission  Caller  ...................................................................................................................  55   Questions  for  the  Organization  Skeptic  ...........................................................................  56   Recruitment  Plan  Template  .............................................................................................  57   Sample  Commitment  Letter  .............................................................................................  58   Sample  Strategic  Agenda  .................................................................................................  60   Typical  Contents  of  a  Board  Manual  ................................................................................  62            

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

 

 

 


CoreStrategies for Nonprofits, Inc. PO Box 630745

 

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com


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Strategic Plan 2014 – 2017 Executive Summary         BACKGROUND       The  West  Atlantic  Redevelopment  Coalition  (WARC)  board  sought  to  conduct  a  strategic  plan  to   gain  a  clear  direction  for  moving  forward  in  the  community  from  a  position  of  organizational   strength.  The  desire  was  to  set  the  stage  for  WARC  to:     • Have  the  staffing  and  board  capacity  to  facilitate  the  grassroots  efforts  needed  to   communicate,  advocate,  educate  and  incorporate  the  projects,  programs  and  policies   that  benefit  the  economic  growth  of  the  West  Atlantic  area;   • Advance  the  prioritized  uses  in  the  redevelopment  efforts  that  create  a  sustainable   economic  business  mix;     • Promote  the  West  Atlantic  area  in  a  way  that  makes  it  more  attractive  to  businesses,   developers,  visitors  and  funders;   • Educate,  communicate  and  fully  engage  the  West  Atlantic  community;   • Enhance  relationships  and  align  efforts  through  collaborative  partnerships  with   organizations  throughout  Delray  Beach.          

  METHODOLOGY     Directors  of  the  WARC  board,  along  with  community  residents,  business  owners  and  leaders   were  invited  to  participate  in  the  planning  process.  Those  who  answered  the  call  reevaluated   the  mission,  revived  and  reinforced  the  vision  of  the  West  Atlantic  Redevelopment  Plan,  and   determined  the  most  relevant  goals  to  achieve  over  the  next  three  years,  as  well  as  how  to   achieve  them  and  what  success  would  look  like.  

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


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      MISSION     The  mission  of  WARC  is  to  advance  redevelopment  to  improve  the  economic,  social  and  cultural   future  of  the  West  Atlantic  Community.                                    

  VISION     In  the  diverse  West  Atlantic  Community,  the  businesses  support  the  needs  of  both  residents  and   visitors   to   the   City   of   Delray   Beach.   There   are   ample   employment   opportunities   that   pay   competitive   wages.   Residents   and   visitors   regularly   avail   themselves   of   the   parks,   pedestrian   walkways  and  bike  paths,  historical  and  cultural  offerings,  retail  shops,  restaurants  and  various   entertainment  opportunities  that  showcase  the  main  entrance  to  the  city.  Residents  maintain  a   strong   voice   both   within   the   West   Atlantic   area   and   greater   Delray   Beach,   keeping   the   community  vibrant  and  sustainable.                      

  THE  PLAN  IN  BRIEF     The  plan  was  based  on  the  national  Main  Street  Program,  which  takes  a  four-­‐point  approach  of   organization,  promotion,  design  and  economic  restructuring  to  build  vibrant  cities.  This  is  in  line   with  the  City  of  Delray  Beach’s  own  thinking,  and  it  was  fully  embraced  by  the  board.     The  backbone  of  this  plan  is  made  up  of  six  goals  –  including  having  a  strong  board  that  is   capable  of  achieving  the  other  five.  These  goals  were  initially  defined  by  the  community  and   were  reaffirmed  by  the  community  representatives  that  made  up  the  planning  committee.   Indicators  of  successful  goal  achievement  –  those  emerging  realities  that  will  tell  the  community   that  the  neighborhood  is,  in  fact,  improving  in  the  ways  it  feels  is  important  –  were  listed  for   each  goal,  as  were  broad  strategies  and  specific  action  steps  or  tactics.  The  six  goals  are  shared   here  with  key  action  steps,  start  and  end  dates,  the  individuals  to  be  held  responsible,  and   needed  resources.  (Greater  detail  designed  to  guide  WARC’s  activities  over  the  next  three  years   may  be  found  in  the  full  plan.)     It  should  be  noted  that  the  strategic  planning  group  identified  a  number  of  elements  that  must   be  in  place  before  actions  can  be  successfully  taken  on  any  of  these  goals,  given  the  ambitious   nature  of  the  plan.  These  include:   CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


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    • • • • • • • •

Full-­‐time,  dedicated  staff  to  support  –  not  take  the  place  of  –  the  board   A  stable,  well-­‐functioning  board   Office  space,  with  appropriate  equipment   Committees  made  up  of  board  directors  and  interested  community  members  to  do  the   work   Collaborative  partners,  including  community  mobilizers   A  communication  plan   A  definition  of  “community  transformation”   Funding  from  the  governing  agencies  of  the  West  Atlantic  Community,  including  the   CRA,  City  and  DDA  for  a  defined  time,  until  the  board  has  the  capacity  to  raise  its  own   funds  

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


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GOAL  1 :      Promote  community  economic  development  in  the  West  Atlantic  area  that  addresses  and  supports  the  identified  needs  of  the  residents,   property  and  business  owners,  while  appealing  to  investors,  developers  and  consumers,  as  well  as  the  greater  community  of  Delray  Beach    

   

 

  ACTION  STEPS  

TIMELINE  

INDIVIDUALS     RESPONSIBLE  

RESOURCES  REQUIRED  

MOST  CRITICAL  

 

 

 

Research  grants  that  WARC  could  apply  for  that  pay  for   economic  development    

Jan.  2014  –   ongoing  

Board,  Reggie  

Access  to  the  Foundation  Resource  Library  

Establish  a  business  model  to  build  capacity  and  keep   business  here     • Facilitate  workshops  for  developers   • Explore  local  workforce  development   • Explore  how  to  fund  and/or  incentivize   potential  business  owners  to  get  them  started   • Explore  beautification  of  the  area,  including   the  best  use  of  current  “dead  space”  2  

Sept.  2014  –   Sept.  2015  

Economic   Development   Committee  

Access  to  community  plans  and  models,  such  as  the   Main  Street  Program,  where  similar  things  have   been  done  in  other  communities    

Develop  a  marketing  plan  for  West  Atlantic  Ave.  as  a   destination  city  for  people  and  developers  

Sept.  2014  –   ongoing  

Stephanie  –  DBMC   Marjorie/Laura  –  DDA  

NO-­‐BRAINERS  

 

 

 

Create  an  operational  plan  to  ensure  the  strategic  plan  is   realized  (as  necessary)   Organize  and  educate  the  community  and  the  local  business   people  around  the  cooperative  model  

Jan.  2014  -­‐  Mar.   31,  2014   Start   immediately  –   ongoing   Immediate  –   ongoing  

Staff,  Nigel,  Peter  

 

Pablo  and  Zack  

Educational  materials    

Staff,  Chuck,  Zack,   Jimmy,  Reggie  

List  of  property  owners    

3

Meet  with  holdout  property  owners  –  create  strategy  that   integrates  CRA  Relocation  program  with  WARC   Clearinghouse  

 

Help  from  the  Community  Improvement   Administrator  and  City  Manager    

Support  from  the  CRA,  City  and  DBA    

Money  for  beautification   Marketing  materials  that  support  the  marketing  plan  

                                                                                                              ��           1

 Goals  are  numbered  for  reference  only.  The  numbers  do  not  indicate  priorities.    This  item  was  added  by  the  facilitator  –  with  the  group’s  permission  –  given  the  numerous  related  success  indicators  the  group  generated   3  These  are  some  rather  substantive  action  steps.  They  are  key  to  WARC’s  mission.  Be  sure  to  allow  sufficient  time  and  energy  to  take  them  on.   2

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


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  GOAL  2:      Ensure  adequate  resources  to  ensure  achievement  of  the  other  goals  

    ACTION  STEPS  

TIMELINE  

MOST  CRITICAL   Go  after  fees  such  as  set-­‐asides,  development  fees  and  millage       Identify,  cultivate  and  ask  for  support  from  angel  donors  and  venture   capitalists     Create  giving  policies     Determine  how  to  diversify  WARC’s  revenue  stream,  so  that  it  includes   realistic  and  appropriate  percentages  of  the  total  from  such  funding  vehicles   as  grants,  events,  direct  solicitation,  memberships,  sponsorships,  investors,   fees,  partnerships  and  in-­‐kind  services    

  Start  immediately   –  Feb.  2015   Mar.  –  May  2014   (ongoing)   Aug.  –  Dec.  2014     Mar.  –  May  2014   (ongoing)  

INDIVIDUALS     RESPONSIBLE  

  Reggie     Fund  Development   Committee   Fund  Development   Committee   Fund  Development   Committee    

RESOURCES  REQUIRED  

  A  champion  to  push  through  the  set-­‐ asides/development  fees   Directories  of  venture  capital  and   private  equity  firms   Sample  giving  policies   Training/capacity  building  on  fund   development      

Access  to  Resource  Library  for   foundations  and  donor  prospecting    

Permits  for  events    

NO  BRAINERS   Share  ideas,  stories  with  the  community  

  Start  immediately   –  ongoing  

Use  the  “right”  names  and  stationery  when  communicating  with   Start  immediately   stakeholders   –  ongoing   Share  the  strategic  plan  with  those  who  participated  in  the  community  needs   Jan.  2014   assessment  and  see  who  will  help  put  it  into  action      

  Outreach   Committee     Board,  staff     Reggie,  Outreach   Committee  

   

   

 

 

    CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   

  Stories   Knowledge  of  who  will  respond  to   what  names    


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    GOAL  3:      Be  The  West  Atlantic  community’s  voice,  broadly  communicating  its  concerns  and  interests,  and  promoting  its  objectives  for  any  and  all   redevelopment  plans  to  the  CRA  Board  and  City  Commission  

    ACTION  STEPS    

TIMELINE    

INDIVIDUALS     RESPONSIBLE  

RESOURCES  REQUIRED    

MOST  CRITICAL   Promote  WARC’s  issues  and  values  through  coalitions   Promote  the  area  to  potential  businesses        

 

 

 

Ongoing   Start  immediately  -­‐  ongoing  

Board   DBMC,  DDA,  Economic   Development  Department,   Spady,  community,  HOAs  

Legal  to  help  create  MOUs   Inventory  of  what  is  already  in   the  community  

Create  an  advocacy  committee,  which  among  other  things  will  add   WARC’s  voice  to  the  lobbying  efforts  of  other  City  entities    

Jan.  2014  

Expectation  that  all  directors  are  to  take  a  role  in  advocacy      

As  soon  as  the  committee  is   Chairs  of  the  Advocacy  and   appointed  –  expectation  to   Board  Development   be  continuously  reinforced   Committees    

NO-­‐BRAINERS   Continue  making  presentations  to  homeowners,  businesses,   churches,  etc.      

  Continue  as  opportunities   arise,  but  focus  attention   on  strategic  approach   May  -­‐  July  2014,  then   ongoing   Begin  planning  Dec.  2014   for  2015.  Ongoing    

  Outreach  committee  –   Chuck,  Margie,  Joycelyn,   Jimmy,  Captain  Coleman    

  Goals  and  policies  for   presentation  

Outreach  and  Education   Committees  

Speaker  fees  (est.  $7500)  

May  2014  

Outreach  Committee,   Spady,  Neighborhood   Alliances,  HOAs     Chuck  

Give-­‐aways  –  e.g.,   promotional  materials,   advertising  specialties   Volunteers  with  marketing   experience  

Invite  speakers  who  are  well-­‐known  and/or  are  experts  about   issues  relevant  to  the  West  Atlantic  community  –  e.g.,   redevelopment  or  maintaining  a  community  culture  –  to  present  to   the  community   Create  an  intentional  plan  for  personally  connecting  with  the   community  –  e.g.,  Ellis’  Concentric  Circles,  where  volunteers  take  a   “Welcome  Basket”  to  neighboring  homes  and  businesses     Create  an  Annual  Report  Card  for  WARC  that  can  be  shared  with   the  community  

Reggie  to  appoint  chair,   chair  to  choose  committee  

Mar.  2014    

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   

 

Incentives  to  offer   Volunteers  with   advocacy/lobbying  training   and  experience  (multi-­‐lingual   helpful)   Commitment  letter  for   directors  re:  expectations    

Training  materials  

 

Press  


viii  

 

GOAL  4:      Demonstrate  WARC’s  relevancy  by  becoming  the  community’s  trusted  “go-­‐to”  resource  for  both  reliable  information  and  intermediary  services  

  ACTION  STEPS  

TIMELINE  

MOST  CRITICAL   Identify  and  analyze  community  and  economic   development  programs/projects  that  exist,  as  well  as   what’s  needed     • Determine  how  to  differentiate  WARC  programs   from  CRA  programs   • Create  a  plan  for  enhancing  the  Site  Assistance  Plan   throughout  the  community,  making  it  available  to   more  people  –  perhaps  through  gap  loans   • Establish  a  liaison  program  to  work  with  those   facing  relocation   Establish  a  business  model  to  build  capacity/to  keep   business  here     NO-­‐BRAINERS   Base  decision  making  on  the  community’s  plans  –  e.g.,  SW   Neighborhood  Plan,  West  Atlantic  Avenue  Redevelopment   Plan,  WARC  Needs  Assessment,  Downtown  Master  Plan   and  Green  Master  Plan     Facilitate  the  education  of  the  community  on  sustainability   measures  for  the  community   • Focus  on  5th  Ave.  to  demonstrate  sustainable   business    

INDIVIDUALS     RESPONSIBLE  

  Get  included  in  the   current  conversation   immediately.  Begin   work  by  Mar.  2014  –   ongoing  

  Staff,  Reggie,  Peter,   Nigel  and  Ann     Clearinghouse   Committee  

RESOURCES  REQUIRED  

  A  manned  office  where  someone  can  answer   questions  for  the  community      

Involvement  of  neighborhood  associations   and  economic  development    

Criteria  for  gap  loans  (if  pursued)  

Sept.  2014  –  Sept.   2015  

Coordinate  with  Chair  of   Economic  Development   Committee  

Foundation  grants  and  other  sources  of   funding  for  business  owners  starting  out  

  Ongoing  

  Board,  Staff  to  be   resources  

  A  copy  of  all  the  plans  

2015  

WARC  liaison  to  City’s   Research  on  how  other  communities  are   Green  Committee  (Nigel)   handling  sustainability  

 

Partnership  with  workforce  development  

 

Criteria  for  sustainable  businesses    

Professional  trainers  and  training  materials    

A  communication  plan    

Explore  alternative  financing  for  building  sustainable   businesses     Define  the  clearinghouse  coordinator’s  job  description    

Feb.  2015  –  Feb.  2016     June  –  Aug.  2014  

Vin  and  Elizabeth,  Board   Kristyn  

Partnerships   Regulations  for  micro-­‐lending,  credit  unions,   use  of  TIFF  funds    

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


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  Goal  5:    Help  preserve  the  culture  of  the  African  Diaspora  and  the  significant  contributions  it  has  made  to  the  founding  of  Delray  Beach    

    ACTION  STEPS  

TIMELINE  

MOST  CRITICAL   Develop  a  plan  for  selling  the  cultural  element  of  the   community      

INDIVIDUALS     RESPONSIBLE  

  Start  immediately  –  Dec.   2014    

  Chuck    

RESOURCES  REQUIRED  

  Involvement  of  Spady,  the  City,  CRA,  DDA,   DBMC,  CLT,  and  the  media      

Volunteers    

Encourage  the  community  to  give  their  artifacts  and   pictures  to  Spady     NO  BRAINERS   Establish  partnerships  with  relevant  organizations  to   research  historical  events  and  record  oral  histories,  and   then  to  put  plaques/historical  markers  around  the  city   with  QR  codes  so  people  can  hear  the  stories   Encourage  private  investment  to  contribute  to  the   placement  of  art  and  markers  

Ensure  that  WARC  and  coalition  representatives  drive   the  neighborhood  to  see  what  is  going  on  and  speak  to   people   Sponsor  a  Community  Day  where  the  community   volunteers  beautify  the  Avenue/neighborhood   WARC  to  be  Spady’s  advocate  and  promote  Spady’s   events   Build  relationships  with  all  residents  in  all  parts  of  the   community  using  a  variety  of  methodologies,  including   social  media,  driving  the  community  and  offering   training  programs    

Start  immediately  –   ongoing       Mar.  2014  –  Mar.  2016  

All  directors,   spearheaded  by  the   Outreach  Committee     Cultural  Preservation   Committee  in   partnership  with  Spady     Once  the  Cultural   Spady,  Public  Art   Preservation  and  Fund   Advisory  Board,  WARC   Development  Committees   chair  of  Fund   are  created  this  needs  to   Development   be  ongoing   Start  immediately  -­‐   Every  director   ongoing       Each  April   Neighborhood  Services     and  chair  of  WARC   Outreach  Committee   Start  immediately  –   All  directors   ongoing   Mar.  2014  -­‐  ongoing   Outreach  and   Communication   Committees  

Event  dollars    

  Access  to  and  collaboration  with  historical   associations  to  do  research  and  apply  for   grants  to  purchase  markers     Grants  obtained  together  by  Spady  and  WARC    

Corporate  sponsors/partners     Knowledge  of  Main  Street  Program  and   community  plans  –  e.g.,  architectural,   themes,  (NW/SW  Neighborhood  Alliances)   Volunteers    

Partnership  with  schools,  PTAs,  principals   Information  on  Spady  events   The  communication  plan    

Volunteers  and  collaborative  partners    

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


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  GOAL  6:      Build  the  board,  ensuring  strong,  high  integrity  and  knowledgeable  leadership  

    ACTION  STEPS  

TIMELINE  

INDIVIDUALS     RESPONSIBLE  

RESOURCES  REQUIRED  

MOST  CRITICAL   Create  a  governance  structure  that  engages  the  community     Board  Development  Committee  to  create  needed  tools  such  as:   • Strategic  recruitment  plan   • List  of  expectations  and  consequences  for  directors   • Volunteer  recognition  system   • Orientation  and  calendar  for  ongoing  training   • Board  binder,  policies  and  procedures   • Self-­‐evaluation  tools     • Compliance  calendar  

 

 

 

Jan.  2014  –  June   2014   Jan.  2014  –  Sept.   2014    

Reggie,  Board  Development   Committee   Board  Development  Committee,   Reggie,  Peter,  Joycelyn,  Kristyn,   Consultant      

Consultant  to  facilitate  process  

Create  all  mandated  policies  –  e.g.,  whistleblower,  records   retention,  conflict  of  interest   Set  up  tours  so  people  can  “feel”  the  mission.    

Feb.  2014     June  2014,   continue  

Chuck,  Consultant  

Sample  policies  

Outreach  Committee,  Board   Development  Committee,  Spady  

 

NO  BRAINERS   Use  a  board  accountability  chart  at  each  meeting  

  Start  immediately   –  ongoing   Start  immediately   –  ongoing     Start  immediately   –  ongoing   Start  immediately   –  ongoing   Oct.  16,  2013  -­‐   ongoing   Feb.  2013  

  Consultant,  staff  to  set  up,  Chair   to  use   Board  Chair  or  Board   Development  Committee  to   assign   All  directors  

  Sample  accountability  chart  

Board  Chair  and  staff  

Samples  

Outreach  and  Education   Committees   Chuck,  Consultant  

 

 

 

AV  equipment    

    CoreStrategies for Nonprofits, Inc. PO Box 630745

Worksheets  and  templates    

Use  an  “organization  skeptic”  to  ensure  directors  ask  questions  and   challenge  the  status  quo   Use  a  strategic  agenda  and  action  minutes  

Create  an  ethics  policy  

 

Training  budget    

Use  a  “mission  caller”  to  make  sure  decisions  are  made  according   to  the  mission,  vision  and  values    

Hold  community  forums  quarterly  to  solicit  community  input  

Consultant  to  aid  with  board   building  

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   

 

Sample  questions  

Samples  


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  RESOURCES  REQUIRED  FOR  SUCCESS     Among  the  human,  capital,  materials  and  other  resources  required  to  make  this  plan  successful   are  (others  are  listed  in  the  full  plan):     • Full-­‐time,  dedicated  staff     • Office  space   • Office  equipment,  including  technology  for  making  presentations   • Budget     • Legal  services   • Models  where  similar  programs  –  particularly  those  based  on  Main  Street  –  have  been   successfully  implemented  in  other  places     • Collaborative  partnerships  with  and  community  support  from  other  organizations  in  the   community,  residents,  business  people  and  leaders     • Access  to  community  plans   • Training     • Consultants,  trainers  and  other  experts   • Volunteers  with  a  variety  of  skills   • Foundation  grants  and  fees        

  KEY  RECOMMENDATIONS     The  following  are  some  key  recommendations  for  moving  forward:       • The  group  considered  full-­‐time,  dedicated  staff  as  essential.  It  will  make  the  difference   between  success  and  failure.  WARC  needs  someone  who  is  available  for  daytime   meetings,  who  can  serve  as  a  liaison  between  the  community  and  city  entities  and  who   knows  how  Delray  Beach  works.     • It  is  essential  that  progress  against  the  plan  be  measured  at  every  meeting.  This  is   particularly  true  of  ongoing  items.  It  is  easy  to  let  such  items  slip,  because  they’ll  be  on   the  agenda  again  next  month.  Focus,  too,  on  the  indicators  of  success.  The  action  steps   in  this  plan  may  have  to  be  revised  based  on  whether  the  desired  end  result  is  being   achieved  or  not.   • A  lot  of  comments  were  heard  about  building  the  WARC  brand  and  being  seen  as  an   equal  partner  in  the  city.  This  will  happen  automatically  if  WARC  does  the  job  it  has   committed  to  doing.  The  focus  must  be  on  changing  the  community,  not  on  obtaining   recognition  for  WARC  as  an  entity.       CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


• •

   

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Related  to  the  above,  when  acting  in  partnerships  and  forming  coalitions,  it  is  essential   to  consider:     o It’s  not  about  WARC,  but  rather  the  ultimate  goals.  Can  you  forgo  your  own   needs  and  recognition  to  see  the  goal  reached?   o What  is  important  to  your  partners?     o Is  there  trust  and  shared  values?  If  not,  what  can  be  done  to  build  these  before   entering  into  the  coalition?   o What  assets  do  you  have  to  share?   o What  assets  do  you  need  to  do  the  work  of  the  community?   While  the  WARC  board  will  be  strengthened,  it  is  equally  important  to  recruit   stakeholders  who  will  take  on  projects,  or  aspects  of  the  projects,  to  move  the  plan   forward.  There  are  currently  not  enough  individuals  involved  to  successfully  complete   the  plan  without  burning  everyone  out.   Consider  Community  Engagement  Governance ™ as  a structure  you  might  use  for  the   board.   There  are  a  number  of  ideas  that  were  generated  that  did  not  make  the  priorities  list   that  are  important  to  the  success  of  the  plan.  A  few  of  these  include:   o Creating  a  quarterly  newsletter  to  keep  the  community  involved  in  WARC’s  and   the  community’s  progress   o Identifying  third-­‐party  validators  who  can  communicate  WARC’s   accomplishments   o Sponsoring  an  awareness  campaign  which  gives  each  coalition  partner  the   opportunity  to  make  the  community  aware  of  who  they  are  and  what  they  do   o Assigning  accountability  for  managing  and  honoring  the  diverse  communities  in   Delray  Beach   o Sponsoring  a  special  event  to  draw  attention  to  the  area  –  e.g.,  a  “family   reunion”   o Creating  year-­‐round  programming  for  the  tennis  center   o Developing  event  policies  that  communicate  inclusiveness  –  e.g.,  doing  away   with  barricades  that  divide  the  avenue   o Ensuring  that  new  RFPs  include  a  sustainability  element   o Creating  a  succession  ladder  for  service  on  City  boards,  which  includes  training   interested  volunteers  to  understand  the  issues  and  to  work  collaboratively   Expect  the  unexpected.  Plan  to  devote  significant  time  to  the  unexpected.  

  CONCLUSION     The  board  and  community  volunteers,  along  with  CRA  Special  Projects  Administrator  Kristyn   Cox,  who  spent  months  considering  the  desired  future  of  WARC  and  the  West  Atlantic   Community  of  Delray  Beach,  did  a  comprehensive  job.  Putting  the  plan  into  action  will  take   single-­‐minded  commitment,  but  will  reap  rich  rewards  for  residents,  business  owners  and   visitors  alike.     CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


Strategic Plan 2014 - 2017        

    BACKGROUND     Over  a  period  of  close  to  20  years,  since  the  West  Atlantic  Avenue  Redevelopment  Plan  was   completed  and  adopted  in  1998,  some  wonderful  changes  –  both  aesthetic  and  substantive  –   have  occurred  in  the  geographic  area  that  runs  between  I-­‐95  and  Swinton  Boulevard  in  Delray   Beach,  Florida.  However,  as  the  final  recommendations  of  the  September  2012  West  Atlantic   Community  Needs  Assessment  Workshop  show,  many  of  the  same  issues  remain  a  concern  –   e.g.,  the  need  for  a  healthy  and  sustainable  economy,  increased  property  values,  a  beautiful  and   safe  neighborhood,  pride  in  community  and  improved  quality  of  life.  Further,  many  of  the  same   development  needs  also  still  exist–  e.g.,  a  supermarket  or  grocery  store,  a  health  and  wellness   facility/pharmacy,  a  bank/financial  institution,  and  an  entertainment  and  hospitality  cluster   consisting  of  such  things  as  a  jazz  club,  theater  and  restaurants.  The  members  of  the  West   Atlantic  Redevelopment  Coalition,  Inc.  (WARC)  feel  that  it  is  time  to  bring  these   recommendations  to  fruition.       The  WARC  board,  under  the  direction  of  Chair  Reginald  (Reggie)  Cox,  sought  to  conduct  a   strategic  plan  to  gain  a  clear  direction  for  moving  forward  from  a  position  of  organizational   strength.  With  the  financial  and  emotional  support  of  the  Delray  Beach  Community   Redevelopment  Agency,  WARC  hired  Dr.  Terrie  Temkin  of  CoreStrategies  for  Nonprofits,  Inc.  to   facilitate  the  planning  process.       Besides  providing  that  direction,  the  plan  was  to  set  the  stage  for  WARC  to:     • Have  the  staffing  and  board  capacity  to  facilitate  the  grassroots  efforts  needed  to   communicate,  advocate,  educate  and  incorporate  the  projects,  programs  and  policies   that  benefit  the  economic  growth  of  the  West  Atlantic  area;   • Advance  the  prioritized  uses  in  the  redevelopment  efforts  that  create  a  sustainable   economic  business  mix;     • Promote  the  West  Atlantic  area  in  a  way  that  makes  it  more  attractive  to  businesses,   developers,  visitors  and  funders;   • Educate,  communicate  and  fully  engage  the  West  Atlantic  community;   • Enhance  relationships  and  align  efforts  through  collaborative  partnerships  with  the   Delray  Beach  Community  Redevelopment  Agency  (CRA),  the  City  Commission  and  City   staff,  the  Downtown  Development  Authority  (DDA),  the  Delray  Beach  Marketing   Cooperative  (DBMC),  the  Delray  Beach  Chamber  of  Commerce  (Chamber),  the   CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

 


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Downtown  Merchants  Association  (DMA),  the  community  housing  agencies,  the   community  service  agencies,  the  churches,  the  neighborhood  subdivisions  and  the   Northwest  and  Southwest  Neighborhood  Alliances  (NW/SWNA)  (See  “Collaborative   Partners,”  p.  43,  for  a  complete  list.)        

    METHODOLOGY     Directors  of  the  WARC  board,  along  with  community  residents,  business  owners  and  leaders   were  invited  to  participate  in  the  planning  process.  Those  who  answered  the  call  began  their   work  at  a  meeting  at  which  WARC’s  mission  was  reevaluated,  the  vision  of  the  West  Atlantic   Redevelopment  Plan  was  revived  and  reinforced,  and  six  (6)  crucial  goals  were  determined  as   the  most  relevant  for  the  organization  to  reach  in  the  next  three  years.  Participants  volunteered   to  work  on  one  or  more  goals,  specifically  to  do  three  things:   • Determine  the  success  indicators  that  would  clearly  say  to  the  community  that  the  goal   and  its  defining  strategies  had  been  achieved   • Generate  action  steps  that  would  lead  to  goal  accomplishment   • Ascertain  the  resources  –  human,  financial,  time,  etc.  –  that  would  be  required  at  each   step  along  the  way   Once  the  above  work  was  done  for  each  goal,  all  the  original  participants  were  invited  back  to   prioritize  the  many  action  steps.  Participants  were  asked  to  select  an  unlimited  number  of  “no   brainers”  –  those  tasks  that  would  move  the  organization  forward  with  little  time,  effort  and/or   resources,  making  them  logical  to  take  on.  They  were  also  asked  to  select  two  action  steps  on   each  goal  that  must  be  done  in  order  to  see  the  success  indicators  come  to  fruition  –  regardless   of  the  effort  and/or  resources  required.  Action  steps  that  received  the  majority  of  votes  were   adopted.   The  full  group  met  one  last  time  to  put  timelines  on  each  action  step  and  to  assign   accountability.  These  collective  efforts  resulted  in  WARC’s  2014-­‐2017  Strategic  Plan.  

        MISSION     The  mission  of  WARC  is  to  advance  redevelopment  to  improve  the  economic,  social  and  cultural   future  of  the  West  Atlantic  Community.                               -­‐Board  Approved  July  10,  2013   CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


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    VISION     In  the  diverse  West  Atlantic  Community,  the  businesses  support  the  needs  of  both  residents  and   visitors   to   the   City   of   Delray   Beach.   There   are   ample   employment   opportunities   that   pay   competitive   wages.   Residents   and   visitors   regularly   avail   themselves   of   the   parks,   pedestrian   walkways  and  bike  paths,  historical  and  cultural  offerings,  retail  shops,  restaurants  and  various   entertainment  opportunities  that  showcase  the  main  entrance  to  the  city.  Residents  maintain  a   strong   voice   both   within   the   West   Atlantic   area   and   greater   Delray   Beach,   keeping   the   community  vibrant  and  sustainable.                 -­‐Board  Approved  September  11,  2013        

    GOALS,  DEFINING  STRATEGIES  AND  SUCCESS  INDICATORS     The  following  top  five  goals  with  their  defining  strategies  were  set  by  the  WARC  board  prior  to   the  planning  process  as  directives  of  the  2012  Community  Needs  Assessment  Summary.  These   goals  became  the  backbone  of  the  plan  with  one  additional  goal  being  added:  to  build  the   capacity  of  the  WARC  board  in  order  to  ensure  that  the  goals  of  the  plan  are  successfully   achieved.       The  first  task  of  each  strategic  planning  committee  was  to  determine  how  WARC  would  know  if   it  was  successful  in  achieving  its  goals.  The  planning  committees  defined  their  indicators  of   success.       GOAL  1:      Promote  community  economic  development  in  the  West  Atlantic  area  that   addresses  and  supports  the  identified  needs  of  the  residents,  property  and  business   owners,  while  appealing  to  investors,  developers  and  consumers,  as  well  as  the   greater  community  of  Delray  Beach           DEFINING  STRATEGIES:   • Develop  procedures  for  doing  business  in  the  West  Atlantic  area  that  require   working  with  the  community  towards  bettering  the  quality  of  life,  including   place  capital  (shared  wealth)  through  job  opportunities  and  community   cooperatives,  education  and  skill  training,  sustainability  practices,  and  avoiding   development-­‐induced  displacement       CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


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  • Apply  the  National  Main  Street  Four  Point  Approach  of  Organization,   Promotion,  Design  and  Economic  Restructuring  in  conjunction  with  the  National   Trust  for  Historic  Preservation  to  advance  the  preservation-­‐based  revitalization   of  our  commercial  districts  and  neighborhoods,  and  advocate  for  the  institution   of  a  transportation  policy  for  safe,  comfortable  and  convenient  travel  for   everyone,  regardless  of  age  or  ability  –  e.g.,  motorists,  pedestrians,  bicyclists   and  public  transportation  riders   • Develop  promotional  strategies,  advertising  and  special  events  that  will  create  a   positive  image,  communicate  West  Atlantic’s  unique  characteristics,  and   rekindle  community  pride,  thus  improving  consumer  and  investor  confidence  in   our  commercial  business  district   • Periodically  perform  strategic  reviews  of  the  West  Atlantic  Redevelopment  Plan   along  with  the  Southwest  Neighborhood  Plan  to  improve  development  design   guidelines  that  focus  on  the  visual  opportunities  inherent  in  a  commercial   district,  directing  attention  to  all  of  its  physical  elements:  public  and  private   buildings,  storefronts,  signs,  public  spaces,  parking,  street  furniture,  public  art,   landscaping,  merchandising,  window  displays,  and  promotional  materials  

  SUCCESS  INDICATORS:   • There  is  a  balanced  and  beneficial  development  mix  of  the  prioritized   community  uses  confirmed  in  the  2012  Needs  Assessment  Summary  of  basic   neighborhood  services  (grocery  store,  pharmacy,  bank,  etc.),  office  space,   residential  housing  (affordable/market  rate,  allowing  for  live/work  for  the   community’s  workforce)  and  nightlife  activities   • The  existing  business  mix  is  assessed  and  incorporated  into  the  preparations  for   future  redevelopment  that  could  result  in  development  partnerships,  revised   marketing  strategies  or  business  relocation       • WARC  partners  with  the  CRA  on  crafting  Requests  for  Proposals  (RFPs)  that  are   specific  to  the  community’s  economic  benefit,  include  local  hiring  requirements,   and  are  sustainable  in  the  relative  market.    This  process  allows  enough  time  for   all  stakeholders  –  e.g.,  residents,  businesses,  community  organizations,  etc.  –  to   be  educated  about  the  process  and  to  study  and  comprehend  the  various   proposals  and  benefits  before  awarding  decisions  are  made   • Developers  interested  in  the  area  work  with  the  community  through  WARC,   including  them  in  the  planning  and  education  process  rather  than  lobbying  the   community  after  their  projects  are  already  planned   • Downtown  clearly  thrives  along  Atlantic  Avenue  from  I-­‐95  to  the  beach  because   West  Atlantic  Avenue  is  attractive  and  inviting   o Vacant  properties  are  beautified  and  temporarily  utilized  until  ready   for  development  –  e.g.,  landscaped,  pop-­‐up  business  trials,  revolving   art  exhibits,  outdoor  cafes,  etc.     o People  feel  safe  as  a  result  of  the  beautification  projects  –  e.g.,   neighborhood  connective  walkways  and  alleyways,  art  installations  and   open  public  spaces  –  and  redevelopment  efforts   CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


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There  are  pedestrian-­‐friendly  medians  and  sidewalks,  bike-­‐friendly   streets,  and  family  and  disabled-­‐friendly  walkways   o There  is  an  updated  color  palette  for  West  Atlantic  that  continues  the   established  culture  and  theme  of  the  area  (possibly  a  continuance  of   the  Gateway  Feature  palette)     o The  Tennis  Center  is  revitalized  into  a  functional  entertainment  venue   and,  most  importantly,  is  a  welcoming  public  space  that  unifies  East   and  West  Atlantic.  This  will  require  removing  the  parking  that  fronts   West  Atlantic   o Civic  spaces  such  as  the  Palm  Beach  County  Courthouse,  Delray  Beach   Police  Department,  and  Tennis  Center  are  inviting  open  public  spaces   Traditional  Downtown  events  are  West  Atlantic  and  Historic  5th  Avenue  inclusive   –  not  divided  or  barricaded  off  –  and  there  are  signature  event(s)  within  the   West  Atlantic  Corridor  that  are  inviting  to  all  Downtown  visitors     Existing  businesses  display  community  support  by  organizing  and  partnering   with  WARC  on  development  projects,  exterior  improvement  efforts,  event   planning,  event  sponsorships,  and  safety  measures     WARC’s  partnerships  with  the  Greater  City  of  Delray  Beach’s  (City)  marketing   support  organizations  –  e.g.,  DBMC,  DDA,  and  Chamber  –  are  strong,  and   promote  and  support  the  entire  Downtown     Historic  5th  Avenue  is  attractive  north  and  south  of  West  Atlantic,  without   division,  and  is  rebuilt  as  the  culturally  thriving  business  district  that  it  once  was,   featuring  ethnic  restaurants,  markets,  community  servicing  businesses,  etc.   Residents,  especially  youth,  are  trained  and  prepared  for  the  jobs  within  –  and   coming  into  –  the  area,  encouraging  their  continued  investment  and  promoting   a  sense  of  pride  to  be  members  of  this  community   All  West  Atlantic  area  stakeholders  collaborate  to  educate,  engage  and   encourage  one  another  on  issues  that  affect  the  community,  including  health,   education,  safety  and  economic  growth  –  striving  for  accountable  solutions  all   participants  can  rally  behind     o

  GOAL  2:      Demonstrate  WARC’s  relevancy  by  becoming  the  community’s  trusted  “go-­‐to”   resource  for  both  reliable  information  and  intermediary  services         DEFINING  STRATEGIES:   • Select  and  manage  programs/projects  that  bolster  the  West  Atlantic  community   • Serve  as  a  clearinghouse  of  information  for  and  between  the  West  Atlantic   community’s  neighborhood  associations,  the  City,  and  other  collaborative   partners   • Serve  as  the  intermediary  in  situations  such  as  resident/business  relocation  and   property  acquisitions  as  a  result  of  redevelopment  efforts         CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


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  SUCCESS  INDICATORS:   • The  WARC  board  is  comprised  of  highly  respected  community  leaders,  business   owners  and  skilled  advocates   • The  necessary  partnerships  to  be  collaboratively  successful  are  in  existence  –   with,  for  example,  the  City,  CRA,  DDA,  DBMC,  Chamber,  Delray  Beach  Housing   Authority  (Housing  Authority),  Community  Land  Trust  (CLT),  etc.     • WARC  is  at  the  table  and  is  seen  as  an  instrumental  stakeholder  within  the  West   Atlantic  Community   • WARC  organizes  with  the  community  to  review  development  opportunities  in   the  area  prior  to  making  recommendations  and  the  City  or  CRA  granting   approvals.   • There  is  an  established  relocation  program  that  does  not  displace  people  or   businesses  –  i.e.,  does  not  force  them  out  of  the  community   • There  is  a  marketing  plan  for  promoting  the  entire  downtown  of  Delray  Beach     • A  development  fee  is  codified  and  generating  funds  for  WARC  initiatives  in  the   West  Atlantic  Community   • A  small  pilot  for  a  sustainability  project/program  is  in  place  –  e.g.,  a  local   business  and/or  home  is  beautified  and  made  “green”  (sustainable)   • The  community  looks  healthier  and  inviting   • WARC  has  absorbed  the  Site  Assistance  Program  

    GOAL  3:      Be  The  West  Atlantic  community’s  voice,  broadly  communicating  its  concerns  and   interests,  and  promoting  its  objectives  for  any  and  all  redevelopment  plans  to  the   CRA  Board  and  City  Commission         DEFINING  STRATEGIES:   • Provide  representation  at  community  meetings  and  other  local  events   • Provide  input  to  influence  community  processes,  planning  and  RFPs   • Build  trust,  interact  and  convene  coalitions  with  organizations  such  as  the  CRA,   the  residents  and  business  leaders  of  the  City,  the  Delray  Beach  City   Commission  (City  Commission)  and  staff,  DDA,  the  DBMC,  the  Chamber,  the   Housing  Authority,  the  CLT,  and  the  Northwest  and  Southwest  Neighborhood   Associations  (NW  &  SW  Neighborhood  Associations)   • Promote  incentive  programs  and  marketing  events  for  the  West  Atlantic   community   • Organize  and  educate  the  community  on  the  issues  so  that  it  can  become  more   meaningfully  and  fully  engaged     SUCCESS  INDICATORS:   • WARC’s  strategic  plan  is  the  community’s  plan   • WARC’s  input  –  e.g.,  recommendations  and  language  –  is  included,  or  at  least   reflected,  in  the  City’s  decisions  and  actions   • WARC’s  objectives  for  redevelopment  are  achieved   CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


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  • WARC  representatives  are  equal  partners  at  the  City’s  table   • There  is  always  a  WARC  representative  sitting  on  the  CRA  Board   • There  is  a  benchmark  for  WARC  representatives  to  be  appointed  and/or  elected   to  serve  on  various  city  committees   • The  community  sees  WARC  as  the  “go-­‐to”  organization  when  it  has  issues  of   concern  or  wants  something  done   • WARC’s  actions  are  “branded”  as  WARC  accomplishments   • The  community  is  well  prepared  for  the  changes  that  are  coming   • Marketing  events  –  e.g.,  “Promoting  the  Avenue”  –  reflect  the  same  level  of   intentionality  for  West  Atlantic  Ave.  as  the  rest  of  the  avenue,  and  impact  the   entire  avenue  similarly     • The  business  community  views  WARC  as  relevant   • Whatever  WARC  does  promotes  the  quality  of  life  in  the  West  Atlantic   community  

    GOAL  4:      Help  preserve  the  culture  of  the  African  Diaspora  and  the  significant  contributions  it   has  made  to  the  founding  of  Delray  Beach       DEFINING  STRATEGY:   • Follow  the  National  Trust  for  Historic  Preservation’s  priorities  of  Building  a   Sustainable  Community,  Promoting  Diversity  &  Place,  Protecting  Historic  Places   on  Public  Lands  and  Re-­‐imaging  Historic  Sites  by  establishing  partnerships  with   the  Spady  Museum  and  Delray  Beach  Historical  Society  as  well  as  the  City,  CRA   and  County  to  affect  policy,  research,  advocacy  and  outreach  in  the  West   Atlantic  Community     SUCCESS  INDICATORS:   • The  Spady  Museum  is  viewed  by  the  City,  CRA  and  Palm  Beach  County  as  the   necessary  cultural  staple  in  terms  of  having  a  role  in  preserving  the  culture  of   the  community   • Frog  Alley  is  added  as  a  historic  district  in  the  southwest  neighborhood   • The  historic  business  district  of  5th  Avenue  is  fully  revitalized  and  culturally   diverse,  providing  a  business  mix  of  uses  that  service  the  surrounding   community     • The  increasing  diversity  of  the  community  is  intentionally  managed   • The  Tennis  Center  and  Government  Center  are  community  venues/public  spaces   that  bring  the  entire  community  together   • There  are  a  variety  of  cultural  activities  going  on  year-­‐round  in  which  the   community  participates  as  a  contributing  stakeholder   • WARC  is  the  convener  of  the  community  coalitions,  and  the  NW/SW   Neighborhood  Alliance  is  a  major  member   • There  is  an  intentional  relationship  between  Spady  Museum,  Spady  Elementary,   Village  Academy  and  the  community   CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


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GOAL  5:      Ensure  adequate  resources  to  ensure  achievement  of  the  other  goals     SUCCESS  INDICATORS:   • There  is  full-­‐time,  dedicated  staff  for  WARC     • The  organization  has  fundable  objectives  that  furthers  the  mission  of  its   partners   • There  is  active  leadership  both  on  the  board  and  throughout  the  community   • An  active  fund  development  committee  exists   • A  strong  communication  plan  between  collaborative  partners  and  the   community  is  fulfilled   • The  steps  of  the  strategic  plan  are  being  met   • As  a  strong  collaborative  partner,  WARC  is  a  line  item  in  the  budgets  of  the  CRA,   City,  DDA,  and  County   • WARC’s  brand  is  recognized  and  valued   • Development  and  other  fees  are  codified  and  generating  income  for  WARC   • WARC  has  cash  available  to  do  its  work       GOAL  6:      Build  the  board,  ensuring  strong,  high  integrity  and  knowledgeable  leadership         DEFINING  STRATEGIES:   • Ensure  directors  are  educated  about  the  community,  mission,  and  governance   • Provide  advocacy  training   • Define  expectations  of  directors  and  the  means  for  holding  people  accountable   • Put  a  strategic  board  recruitment  plan  in  place     SUCCESS  INDICATORS:       • The  WARC  board  is  responsibly  managing  a  budget  large  enough  to  get  the  job   done   • Directors  have  the  necessary  credentials  and  experience  to  further  the  mission   • The  goals  in  this  plan  have  been  achieved,  thanks  to  the  efforts  of  this  board,   and  the  next  plan  is  underway   • Community  residents  know  the  directors,  identify  with  them  and  recognize  that   they  are  their  advocates  (WARC  is  seen  throughout  the  community  as  the  “go-­‐ to”  organization)   • Every  director  has  a  passion  for  mission   • The  entire  board  feels  ownership  of  the  mission,  taking  on  the  responsibilities  to   bring  it  to  fruition   • There  is  trust  on  the  board  –  everyone  feels  WARC  is  a  safe  space  to  talk  freely   and  share  feelings   • There  is  culture  of  inquiry  on  the  board  –  i.e.,  people  ask  questions  and   challenge  the  status  quo   • The  board  meets  the  “12  Principles  of  Governance  that  Power  Exceptional   Boards”  as  defined  by  BoardSource   CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


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  • The  board  is  generative  –  i.e.,  it  turns  the  lens,  asking  “why”  not  “how”   • All  directors  easily  articulate  the  mission,  vision  and  values,  and  every  decision  is   made  on  the  basis  of  these     • There  is  continuous  recruitment   • There  is  diversity  on  the  board  in  every  sense  of  the  word   • The  board  is  inclusive     • There  is  a  structure  that  maximizes  outcomes   • Each  of  the  directors  is  an  effective  community  advocate   • All  directors  can  read  financial  statements  and  tell  the  story  inherent  in  the   numbers       • All  directors  know  and  abide  by  their  legal  responsibilities   • The  board  operates  ethically   • All  directors  have  been  oriented  and  trained   • All  directors  meet  their  expectations  

  The  reader  should  note  that  several  success  indicators  came  up  time  and  time  again.  These   included:   • The  community  is  safe  and  attractive  and  welcomes  both  residents  and  visitors  to  walk,   play,  shop  and  eat   • There  is  a  good  economic  mix  on  the  avenue  (which  in  this  case  actually  extends  both   north  and  south  of  the  avenue)   • The  culture  and  historical  past  of  the  West  Atlantic  community  is  valued,  while  the  new   residents  are  welcomed  and  fully  integrated   • Marketing  for  West  Atlantic  Avenue  reflects  the  same  level  of  intentionality  as  the  rest   of  the  avenue,  and  impacts  the  entire  avenue  similarly   • WARC  is  the  convener  of  the  community  coalitions   • The  community  trusts  WARC  to  have  its  best  interests  at  heart     • The  WARC  brand  is  recognized  and  valued     • WARC’s  input  is  included,  or  at  least  reflected,  in  the  City’s  decisions  and  actions   • WARC  representatives  are  equal  partners  at  the  City’s  table   • WARC  is  the  “go-­‐to”  resource  in  the  community        

    RESOURCES  REQUIRED  FOR  SUCCESS     The  following  human,  capital,  materials  and  other  resources  are  required  if  this  plan  is  to  be   successful.     • Staff     o Salary  and  benefit  packages  for  staff   CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


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• • • • • •

• • • • •

 $85,000  (Professional)    $30,000  (Clerical)   Office  space   o A  manned  office  where  someone  can  answer  questions  for  the  community     o Donated  CRA  space  –  perhaps  on  Fifth  Ave.  or  in  the  Neighborhood  Resource   Center   o Eventually  renting  at  an  estimated  cost  of  $12,000/year   Office  equipment,  including  technology  for  making  presentations   Budget     Legal  services   Models  where  similar  programs  have  been  successfully  implemented  in  other  places,   particularly  the  National  Main  Street  Program   The  City  Manager's  endorsement   Support  from:     o CRA,  Staff  &  Board     o City  of  Delray  Beach,  Staff,  Mayor  &  Commissioners     o DDA  &  DMA   o DBMC     o DBCLT   o DBHA   o DBCDC   o Delray  Beach  Chamber  of  Commerce   Partnerships  with  organizations  such  as   o USGBC  South  Florida   o Universities   o Banks   o Workforce  Alliance   o Environmental  Pine  Jog  Center   o Vocational/trade  schools   o PACE  Program  (commercial)   o HUD   o USDA  for  food  deserts   o Farms   o Nonprofits  First  (for  foundation  resources)   Access  to:   o Details  of  the  National  Main  Street  Program   o The  Public  Art  Plan   o The  updated  West  Atlantic  Redevelopment  Plan   o The  City’s  Green  Master  Plan   A  communication  plan   Marketing  materials  that  support  the  marketing  and  fund  development  plans   Giveaways  –  e.g.,  WARC  promotional  materials,  advertising  specialties   Time   Research   CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


11  

 

 

• •

• •

               

• • • •

o Access  to  the  Foundation  Resource  Library   Training     Consultants,  trainers  and  other  experts   o Board  development   o Marketing   o Green  technology  and  sustainability   Training  materials   Volunteers   o Marketing  expertise   o Advocacy/lobbying  experience  (multi-­‐lingual  helpful)   o Writing  and  editing  expertise   o Spanish  and  Creole  speaking  individuals  who  can  translate  materials/newsletter     o Media  to  get  WARC’s  information  out  to  the  public   Foundation  grants  and  fees   o Money  for  beautification     o Money  for  speakers  (fees  estimated  at  $7500)   Database  of  property  owners   Commitment  letter  for  directors  re:  expectations   Green  certification   A  physical  structure  that  shows  off  what  can  be  done  –  e.g.,  with  green  technology  

    PRIORITIES  BY  GOAL     The  following  priorities  were  selected  for  each  goal  based  on  the  mission,  vision  and  indicators   of  success  that  the  planning  group  identified.  You  will  note  that  resources  necessary  for   completing  the  tasks  are  also  noted.  

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


12  

NECESSARY  ACROSS  THE  BOARD:     ACTION  STEPS    

Hire  professional  and  clerical  staff  to  handle  the  day-­‐ to-­‐day  operations  and  attend  day-­‐time  meetings     • Create  a  budget   • Create  job  descriptions   • Determine  goals     Look  into  sharing  backroom  services  with  the   Collaboration  Partners  or  Nonprofit  Support  Agencies  –   e.g.,  Nonprofits  First,  TechSoup  

TIMELINE    

Jan.  2014  –   Apr.  2014           May  –  July   2014  

Obtain  office  space   Jan.  2014  –   • Begin  speaking  with  community  partners  about   Apr.  2014   space  that  is  accessible  and  versatile  (consider     CRA  space  on  NW  5th  Ave.  and  the   Neighborhood  Resource  Center)    

INDIVIDUALS     RESPONSIBLE    

Reggie             Staff  

Reggie  and  Staff    

RESOURCES  REQUIRED    

Salary  and  benefit  packages  for  staff   • $85,000  (Professional)   • $30,000  (Clerical)     Consulting  services   • Marketing   • Board  development   • Legal   • Accounting     Interns  (try  Lynn  and  FAU,  high  school   youth,  Atlantic  Village  Academy)  (can  help   develop  programs,  can  build  relationship   with  Spady)     Training  &  continuing  education  budget   Office  space  ($12,000)     Office  equipment,  including  technology  for   making  presentations     Legal  services     Insurance   • D&  O  insurance  


13  

ACTION  STEPS    

TIMELINE    

Set  up  committees  to  do  the  planned  work   • Appoint  chairs   • Recruit  the  most  appropriate  people  from  the   community  to  serve  (consider  non-­‐directors   with  the  appropriate  skills)   • Establish  purpose  and  goals   Form  coalition(s)   • Set  purpose(s)   • Determine  the  most  appropriate  partners   • Create  memos  of  understanding  (MOUs),   Inter-­‐local  agreements,  etc.  between   collaborative  partners   • Set  parameters  within  which  the  WARC   representatives  can  work   • Participate  on  other  community  boards,  ask  for   other  groups  to  send  representation  to  WARC   (This  is  not  just  about  showing  up  –  it  means   work!  Two-­‐way  communication  critical.)   • Call  for  a  joint  meeting  of  WARC,  DDA,  DBMC,   CRA,  Chamber,  EPOCH,  etc.  to  determine  how   to  help  each  other  leverage  their  work  

INDIVIDUALS     RESPONSIBLE    

Jan.  2014  –   Feb.  2014    

Board    

Immediate  –   Nov.  2014      

Reggie  and  Jimmy  

RESOURCES  REQUIRED    

  Printing  services     Graphic  design  services   Strategic  plan  

Knowledge  of  and  confidence  in  WARC’s   own  values,  along  with  a  commitment  to   sticking  to  them  when  working  with  other   organizations     Community  contacts  

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


14  

ACTION  STEPS    

TIMELINE    

Establish  a  group  of  community  mobilizers   (connectors)  who  will  meet  with  City  Commissioners,   CRA  Board  Members,  the  Chamber,  etc.  to   communicate  the  need  for  being  included  in  their   budget     • Determine  what  WARC  can  provide  as   “permission”  and  “cover”  so  they  feel   comfortable  putting  WARC  in  their  budgets   • Play  the  politics   • Whenever  new  commission  members  come   on,  educate  them  about  WARC   o Go  back  and  work  with  longer-­‐tenured   people  as  well   o Share  the  report  card   Create  a  communication  plan       Keep  the  community  abreast  of  WARC’s  plans,  needs,   progress  and  accomplishments   • Break  the  silos  by  sharing  a  larger  vision  that   encompasses  all  organizations’  mission,  vision   and  goals   Consider  the  conditions  the  WARC  board  will  face   getting  to  the  end  result  and  determine  how  best  to   meet  them     Define  community  transformation  

INDIVIDUALS     RESPONSIBLE    

RESOURCES  REQUIRED    

Start   immediately  -­‐   ongoing    

Outreach   Committee  

Volunteers  who  can  write/edit  and   confidently  speak  in  front  of  groups  and   individuals  with  positions  of  power     Spanish  and  Creole  speaking  volunteers   who  can  translate  materials/newsletter       Time    

Jan.  2014  –   May  2014   Apr.  2014  –   ongoing    

Stephanie   Immelman     Stephanie   Immelman  

MOU  or  Inter-­‐local  Agreement  for   Partnership    

Ongoing  

Reggie,  Board  and   Staff     Chuck,  Outreach   Committee,  with   Board  input  

 

Mar.  –  May   2014  

 

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


15  

ACTION  STEPS    

TIMELINE    

Raise  the  money  to  cover  salaries,  benefits,  office   space  and  equipment  

INDIVIDUALS     RESPONSIBLE    

Jan.  2016  –   Jan.  2017  

Fund  Development     Committee,  Board  

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   

RESOURCES  REQUIRED    


16  

  GOAL  14:  Promote  economic  development  in  the  West  Atlantic  area  that  addresses  and  supports  the  stated  needs  of  the  West  Atlantic   community  and  appeals  to  the  greater  community  of  Delray  Beach     STRATEGIES:     • Develop  promotional  strategies  that  will  create  a  positive  image  that  will  rekindle  community  pride  and  improve  consumer  and   investor  confidence  in  our  commercial  business  district   • Develop  advertising,  retail  promotions,  special  events,  and  marketing  campaigns  that  will  help  sell  the  image  and  promise  of  the   West  Atlantic  Corridor  to  the  community  and  surrounding  region   • Develop  promotional  strategies  that  communicate  West  Atlantic’s  unique  characteristics,  business  establishments,  and  activities  to   shoppers,  investors,  potential  business  and  property  owners,  and  visitors   • Develop/design  guidelines  that  focus  on  the  visual  opportunities  inherent  in  a  commercial  district,  directing  attention  to  all  of  its   physical  elements:  public  and  private  buildings,  storefronts,  signs,  public  spaces,  parking  areas,  street  furniture,  public  art,   landscaping,  merchandising,  window  displays  and  promotional  materials     ACTION  STEPS   TIMELINE   INDIVIDUALS     RESOURCES  REQUIRED   RESPONSIBLE   MOST  CRITICAL         Research  grants  that  WARC  could  apply  for  that  pay  for   economic  development    

Jan.  2014  –   ongoing  

Board,  Reggie  

Access  to  the  Foundation  Resource   Library    

Establish  a  business  model  to  build  capacity/to  keep   business  here     • Facilitate  workshops  for  developers   • Explore  local  workforce  development   • Explore  a  relationship  with  C.  Ron  Allen  and   other  media  to  get  the  word  out  about   programs  that  will  teach  the  needed  skills                                                                                                                          

Sept.  2014  –   Sept.  2015  

Economic   Development   Committee  

Access  to:   • Details  of  the  Main  Street   Program   • The  Public  Art  Plan   • The  updated  West  Atlantic   Plan    

4

 Goals  are  numbered  for  reference  only.  The  numbers  do  not  indicate  priorities.   CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


17  

ACTION  STEPS  

• •

TIMELINE  

Explore  how  to  fund  and/or  incentivize   potential  business  owners  to  get  them  started   Explore  beautification  of  the  area,  including   the  best  use  of  current  “dead  space”5  

Develop  a  marketing  plan  for  West  Atlantic  Ave.  as  a   destination  city  for  people  and  developers  

Sept.  2014  –   ongoing        

NO-­‐BRAINERS6  

RESOURCES  REQUIRED  

INDIVIDUALS     RESPONSIBLE  

Stephanie,  DDA,   DBMC  

 

Create  an  operational  plan  to  ensure  the  strategic  plan  is   realized  (as  necessary)  

Jan.  2014  -­‐  Mar.   Staff,  Nigel,  Peter   31,  2014     Organize  and  educate  the  community  and  the  local   Start   Pablo  and  Zack   business  people  around  the  cooperative  model   immediately  –   ongoing   • Promote  the  screening  of  the  documentary  film     Meet  with  holdout  property  owners  –  create  strategy  that   Immediate  –   Staff,  Chuck,  Zack,  

Models,  including  the  Main  Street   Program,  where  similar  things  have   been  done  other  places     Help  from  Nigel  Roberts  (Community   Improvement  Administrator)     The  City  Manager's  endorsement     Support  from  the  CRA,  City  and  DBA     Money  for  beautification   Marketing  materials  that  support  the   marketing  plan        

 

List  of  property  owners  

                                                                                                                        5  This  item  was  added  by  the  facilitator,  given  the  numerous  success  indicators  the  group  generated  related  to  this.   6  These  are  some  rather  substantive  action  steps.  They  are  key  to  WARC’s  mission.  Be  sure  to  allow  sufficient  time  and  energy  to  take  them  on.  

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


18  

ACTION  STEPS  

TIMELINE  

integrates  CRA  Relocation  program  with  WARC   Clearinghouse   Understand  and  communicate  the  economic  mix  needed   on  the  avenue     • Involve  a  business  person,  a  community  rep,  and   someone  from  the  planning  and  zoning  staff  in   WARC‘s  work     • Incorporate  the  principles  of  the  Main  Street   Program   • Ensure  RFPs  are  designed  to  align  with  the  needs   of  the  residents   • Hold  another  workshop  on  the  economic   development  of  the  area        

ongoing     Jan.  2014  –   ongoing  

Jimmy,  Reggie  

 

Board,  Reggie    

 

                        CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   

RESOURCES  REQUIRED  

INDIVIDUALS     RESPONSIBLE  


19  

GOAL  2:  Secure  adequate  resources  to  ensure  achievement  of  other  goals     STRATEGIES:  Raise  $150,000  within  the  next  year,  $250,000  the  following  year  and  $350,000  annually  thereafter     ACTION  STEPS  

TIMELINE  

INDIVIDUALS     RESPONSIBLE  

RESOURCES  REQUIRED  

MOST  CRITICAL   Go  after  fees     • Set-­‐asides  –  e.g.,  1%  for  public  art   • Development  fees   • Co-­‐developer  fees   o Determine  politically  how  one  goes  about  getting   a  portion  of  developers’  fees   • Millage     o Explore  how  this  is  put  on  the  ballot       Identify,  cultivate  and  ask  for  support  from  angel  donors  and   venture  capitalists    

  Start   immediately  –     Feb.  2015    

  Reggie    

  A  champion  to  push  through   the  set-­‐asides/development   fees  

Mar.  –  May   2014  (ongoing)  

Directories  of  venture  capital   and  private  equity  firms  

Create  giving  policies    

Aug.  –  Dec.   2014     Mar.  –  May   2014  (ongoing)  

Fund   Development   Committee   Fund   Development   Committee   Fund   Development   Committee    

Determine  how  to  diversify  WARC’s  revenue  stream,  so  that  it   includes  realistic  and  appropriate  percentages  of  the  total  from   such  things  as:     • Grants  –  e.g.,  government,  foundations,  corporations   o Research  where  the  grant  money  is  (maybe  food   deserts)   • Events   o Create  a  signature  event  that  will  raise  money  and  

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   

Sample  giving  policies  

Training/capacity  building   (conferences,  community   seminars,  trainers,  webinars)     Research  (donor  prospecting)     Resource  library    


20  

visibility  –  inclusive  of  the  entire  community  –   maybe  “Family  Reunion”  or  “Roots”   • Direct  solicitation   • Memberships   • Sponsorships   • Partnerships   • Angel  investors   • Venture  capitalists     • Fees     • Maximize  in-­‐kind  services                              (Requires  keeping  track)   NO  BRAINERS   Share  ideas,  stories  with  the  community  

Use  the  “right”  names  and  stationery  when  communicating  with   stakeholders   Share  the  strategic  plan  with  those  who  participated  in  the   community  needs  assessment  and  see  if  any  of  them  will  help  put   it  into  action                  

Permits  for  events  (leverage   partnerships  for  this  –  go  to   Stephanie)    

  Start   immediately  –   ongoing   Start   immediately  –   ongoing   Jan.  2014  

  Outreach   Committee     Board,  staff    

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   

Knowledge  of  who  will  respond   to  what  names  

Reggie,  Outreach     Committee  

CoreStrategies for Nonprofits, Inc. PO Box 630745

  Stories  


21  

GOAL  3:    Be  the  West  Atlantic  community’s  voice,  broadly  communicating  its  concerns  and  interests,  and  promoting  its  objectives  for  any   and  all  redevelopment  plans  to  the  CRA  Board  and  City  Commission.       STRATEGIES:   • Provide  representation  at  community  meetings  and  other  local  events   • Provide  input  to  influence  community  processes,  planning  and  RFPs   • Build  trust,  interact,  and  participate  in  and  convene  coalitions  with  organizations  such  as  the  CRA,  the  residents  and  business   leaders  of  the  City  of  Delray  Beach,  the  City  Commission  and  staff,  the  DDA,  the  DBMC,  the  CLT  and  the  NW  &  SW  Neighborhood   Associations   • Promote  incentive  programs  and  marketing  events  for  the  West  Atlantic  community   • Educate  the  community  on  the  issues  so  that  it  can  become  more  meaningfully  and  fully  engaged     ACTION  STEPS  

TIMELINE  

 

 

MOST  CRITICAL   Promote  WARC’s  issues  and  values  through  coalitions   • Create  memos  of  understanding  (MOUs)  between   collaborative  partners  –  e.g.,  CRA,  DDA,  DBMC,   CLT,  neighborhood  associations   • Work  with  the  Spady  Museum  on  Spady  Days   • Be  involved  as  a  joint  collaborator  from  the  onset   with  the  promotion  of  all  community  events   Promote  the  area  to  potential  businesses     • Inventory  what  the  community  already  has  –  e.g.,   businesses,  skill  sets   • Reach  out  to  developers,  entrepreneurs  that   understand  this  demographic  or  are  willing  to   learn   • Develop  decorative  “themes”  for  the  business   corridor  

INDIVIDUALS     RESPONSIBLE  

  Board  

  Legal  

Start  immediately  -­‐   ongoing  

DBMC,  DDA,  Economic   Development   Department,   community,  HOAs    

Volunteers  

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   

 

  Ongoing  

CoreStrategies for Nonprofits, Inc. PO Box 630745

RESOURCES  REQUIRED  


22  

ACTION  STEPS  

TIMELINE  

 

 

• Advocate  for  incentive  programs     Create  an  advocacy  committee   • Seek  non-­‐directors  who  have  experience  in  this   area   • Train  both  traditional  and  nontraditional   stakeholders  to  advocate  on  behalf  on  WARC’s   issues   Share  with  the  board  the  expectation  that  all  directors  are   to  take  some  advocacy  role   • Codify  the  expectation   • Train  people  how  to  be  advocates,  and  what  they   can/should  say   NO-­‐BRAINERS   Continue  making  presentations  to  homeowners,   businesses,  churches,  etc.   • Create  a  calendar  of  presentations   • Determine  goals  for  each  presentation   • Set  policies  for  presentations   • Meet  pastors  to  encourage  their  engagement   • Go  to  restaurants  to  meet  community  residents   • Request  help  from  the  fire  department,  which  is   doing  outreach   Invite  speakers  who  are  well-­‐known  and/or  extremely   knowledgeable  about  issues  relevant  to  the  West  Atlantic   community  –  e.g.,  experts  on  redevelopment  or   maintaining  a  community  culture  –  to  present  to  the   community  

INDIVIDUALS     RESPONSIBLE  

Reggie  to  appoint  chair,   Volunteers  with   chair  to  choose   advocacy/lobbying   committee   experience  (multi-­‐lingual   helpful)    

As  soon  as  the   committee  is  appointed   –  expectation  to  be   continuously  reinforced  

Chairs  of  the  Advocacy   and  Board   Development   Committees    

  Continue  as   opportunities  arise,  but   focus  attention  on   strategic  approach   May  -­‐  July  2014,  then   ongoing    

  Outreach  committee  –   Chuck,  Joycelyn,   Jimmy,  Captain   Coleman    

Begin  planning  Dec.   Outreach  and   2014  for  2015.  Ongoing     Education  Committees  

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   

 

Jan.  2014  

CoreStrategies for Nonprofits, Inc. PO Box 630745

RESOURCES  REQUIRED  

Commitment  letter  for   directors  re:  expectations     Training  materials       Goals  for  presentations  

Experts     Speaker  fees  (est.  $7500)     Media  to  get  WARC  


23  

ACTION  STEPS  

TIMELINE  

 

 

Form  a  committee   Research  potential  speakers  (explore  local  TED   Talk  presenters)   • Create  a  budget     • Find  space  for  the  presentations   • Create  a  publicity  plan  that  includes  advertising   • Consider  food   Create  an  intentional  plan  for  personally  connecting  with   the  community  –  e.g.,  Ellis’  Concentric  Circles,  where   volunteers  take  a  “Welcome  Basket”  to  a  neighboring   house  or  business,  engage  in  a  short  conversation,  and   move  to  the  next  house  or  business   • Recruit  volunteers   • Train  them     • Gather  materials  and  advertising  specialties  to  go   into  the  give-­‐away  bag   Create  an  Annual  Report  Card  for  WARC  that  can  be   shared  with  the  community                    

INDIVIDUALS     RESPONSIBLE  

May  2014  

Outreach  Committee,   Spady,  Neighborhood   Alliances,  HOM      

Give-­‐aways  –  e.g.,  WARC   promotional  materials,   advertising  specialties  

Mar.  2014      

Chuck      

Volunteers  with   marketing  experience      

CoreStrategies for Nonprofits, Inc. Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   

 

information  out  to  the   community    

• •

PO Box 630745

RESOURCES  REQUIRED  


24  

GOAL  4:    Demonstrate  the  WARC’s  relevancy  by  becoming  the  community’s  trusted  “go-­‐to”  resource  for  both  reliable  information  and   intermediary  services    

STRATEGIES:       • Select  and  manage  programs/projects  that  bolster  the  West  Atlantic  Communities     • Serve  as  a  clearinghouse  for  information  for  and  between  the  West  Atlantic  Community  neighborhood  associations,  the  Greater   City  of  Delray  Beach  and  other  community  organizations  –  e.g.,  CRA,  DDA,  DBMC,  CLT   • Serve  as  the  intermediary  in  situations  such  as  citizen  relocation  as  a  result  of  redevelopment  efforts     ACTION  STEPS  

TIMELINE  

MOST  CRITICAL   Identify  and  analyze  community  and  economic   development  programs/projects  that  exist,  as  well  as   what’s  needed  (involve  neighborhood  associations,   economic  development)   • Clearinghouse  Committee   • Determine  how  to  differentiate  WARC   programs  from  CRA  programs   • Create  a  plan  for  enhancing  the  Site   Assistance  Plan  for  the  Avenue  and   businesses  throughout  the  community     • Offer  gap  loans   • Recruit  for  the  Site  Assistance  Program   • Steer  people  through  the  maze   • Identify  community  program  gaps     • Determine  why  the  program  isn’t  always   reaching  the  end  user  –  e.g.,  Are  there   excessive  requirements?   • Establish  a  liaison  program  to  work  with  those   facing  relocation  

INDIVIDUALS     RESPONSIBLE  

    Get  included  in  the   Staff,  Reggie,  Peter,   current   Nigel  and  Ann   conversation   immediately.  Begin   work  by  Mar.  2014  –   ongoing  

RESOURCES  REQUIRED  

  A  manned  office  where  someone  can   answer  questions  for  the  community   (Perhaps  the  CRA  property  on  5th  Ave.  or   the  Neighborhood  Resource  Center)     Criteria  for  gap  loans    

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


25  

ACTION  STEPS  

TIMELINE  

INDIVIDUALS     RESPONSIBLE  

Establish  a  business  model  to  build  capacity/to  keep   Sept.  2014  –  Sept.   business  here     2015   • Explore  local  workforce  development   • Explore  a  relationship  with  C.  Ron  Allen  and   other  media  to  get  the  word  out  about   programs  that  will  teach  the  needed  skills   • Explore  how  to  fund  and  incentivize   potential  business  owners  to  get  them   started   • Research  foundation  grants  

Coordinate  with   Chair  of  Economic   Development   Committee  

NO-­‐BRAINERS   Use  the  SW  Neighborhood  Plan,  West  Atlantic   Avenue  Redevelopment  Plan,  WARC  Needs   Assessment,  Downtown  Master  Plan  and  Green   Master  Plan  as  guides  for  WARC’s  work  (the  basis   for  all  decision  making)   Facilitate  the  education  of  the  community  on   sustainability  measures  for  the  community   • Focus  on  5th  Ave.  to  demonstrate   sustainable  business  –  e.g.,  show  how  solar   water  heaters  would  make  a  difference  by   installing  one  in  a  city  building  and  make  it   a  training  experience  for  residents,  

  Ongoing  

  Board,  Staff  to  be   resources  

2015  

WARC  liaison  on   city’s  green   committee  (Nigel)  

RESOURCES  REQUIRED  

Foundation  grants    

If  solar  panels:   • A  copy  of  the  City’s  Green   Master  Plan     • Training   • Green  certification   • A  physical  structure  that  shows   off  what  can  be  done  with  green   technology   • Expertise  in  green  technology   and  sustainability   • Suppliers  and  contractors  for   solar  water  heaters  (there  is  a   manufacturer  in  Stuart)     A  copy  of  all  the  plans  

Research  how  other  communities  are   handling  sustainability     Determine  criteria  for  sustainability       Professional  trainers  and  training   materials  

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


26  

ACTION  STEPS  

TIMELINE  

INDIVIDUALS     RESPONSIBLE  

RESOURCES  REQUIRED    

installers,  etc.  

A  communication  plan    

Partnerships   • USGBC  South  Florida   • Universities   • Banks   • Workforce  Alliance   • Environmental  Pine  Jog  Center   • Vocational/trade  schools   • PACE  Program  (commercial)   • HUD   • USDA  for  food  deserts   • Farms   • Nonprofits  First     See  about  using  micro-­‐financing  for  building   sustainable  businesses     • Ask  for  a  liaison  to  WARC  from  micro-­‐ lending  board   • Explore  becoming  a  “credit  union”  to   provide  loans   • Explore  businesses  that  currently  provide   micro-­‐financing  such  as  the  Nonprofit   Finance  Fund   • Consider  how/if  TIFF  dollars  can  finance   these  projects   Define  the  job  description  of  the  person  charged   with  running  the  clearinghouse    

Feb.  2015  –  Feb.   2016       June  –  Sept.  2014  

Vin  and  Elizabeth,   Board  

Regulations  for  micro-­‐lending,  credit  unions,   use  of  TIFF  funds  

June  –  Aug.  2014  

Kristyn  

 

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


27  

GOAL  5:  Help  preserve  the  culture  of  the  African  Diaspora  and  the  significant  contributions  it  has  made  to  the  founding  of  Delray  Beach     STRATEGY:  Establish  partnerships  with  relevant  organizations  –  e.g.,  Spady  Museum  and  Delray  Beach  Historical  Society     ACTION  STEPS  

TIMELINE  

MOST  CRITICAL   Develop  a  plan  for  selling  the  cultural  element  of   the  community  (this  might  include  the   following…)   • Reestablish  a  cultural  commercial   district   • Create  a  coalition,  which  includes  Spady,   to  make  this  happen   • Talk  about  how  other  cities  handle  it   • Remind  everyone  that  this  was  a  key   element  for  developing  East  Atlantic   Avenue   • Track  who  comes  and  supports  the   cultural  activities   • Push  government  center  as  the   government  cultural  center  that  it  was   supposed  to  be   • Revamp  the  Tennis  Center  to  use  for   entertainment   • Advocate  for  a  museum  pass  for  all  the   arts  and  culture  entities   Encourage  the  community  to  give  their  artifacts   and  pictures  to  Spady    

INDIVIDUALS     RESPONSIBLE  

RESOURCES  REQUIRED  

  Start  immediately  –   Dec.  2014    

  Chuck    

  Involvement  of  City,  CRA,  DDA,  DBMC,   CLT,  Atlantic  Ave  Magazine,  Coastal   Star,  Pineapple  Newsletter,  Delray   Tribune  (rely  on  Spady  –  it  already  has  a   good  relationship  with  the  papers)     Time  to  build  trust  to  create  a  true   coalition     Research     Event  dollars     Volunteers  

Start  immediately  –   ongoing    

All  directors,     spearheaded  by  the   Outreach  Committee  

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


28  

NO  BRAINERS   Establish  partnerships  with  relevant   organizations  to     • Research  historical  events  and  record   oral  histories   • Put  the  information  and  stories  up  on   the  website   • Place  historical  markers/plaques  around   the  city  with  QR  codes  so  people  can   hear  the  stories   • Do  the  necessary  research  to  make  the   above  possible  

  Mar.  2014  –  Mar.   2016  

  Cultural   Preservation   Committee  in   partnership  with   Spady    

  Access  to  and  collaboration  with:   • National  Trust  for  Historic   Preservation   • Delray  Beach  Historical  Society   • Project  for  Public  Spaces   • Florida  Association  of  Museums   • Southeast  Museum  Conference   • Association  of  African  American   Museums    

Research    

Permission  to  place  markers    

Encourage  private  investment  to  contribute  to   the  placement  of  art  and  markers  

Ensure  that  WARC  and  coalition  representatives   drive  the  neighborhood  to  see  what  is  going  on   and  speak  to  people   Sponsor  a  Community  Day  where  the   community  volunteers  to  beautify  the   Avenue/neighborhood  

Ongoing,  once  the   Cultural  Preservation   &  Fund  Development   Committees  are   created     Start  immediately  -­‐   ongoing    

Spady,  Public  Art   Advisory  Board,   WARC  chair  of  Fund   Development  

Each  April    

Neighborhood   Services  and  chair  of   WARC  Outreach   Committee  

Every  director    

A  grant  to  purchase  markers  (speak   with  Dottie  Patterson)   Grants  obtained  together  by  Spady  and   WARC     Corporate  sponsors/partners     Main  Street  Program    

Plans  –  e.g.,  architectural,  themes,   (NW/  SW  Neighborhood  Alliances)   People/volunteers     Schools,  PTAs,  principals    

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


29  

WARC  to  be  Spady’s  advocate  and  promote   Start  immediately  –   Spady’s  events   ongoing   Create  a  committee  that  determines  how  to   Mar.  2014  -­‐  ongoing   build  relationships  with  all  residents  in  all  parts   of  the  community   • Use  social  media  to  ask,  “Did  you   know…?”  “Tell  us  something  we  need  to   know”  to  have  chatter  drive  the   community  conversation   o Provide  training  to  use  social   media  to  get  the  word  out   • Involve  the  coalition   • Sponsor  an  awareness  campaign  where   each  coalition  partner  makes  the   community  aware  of  who  they  are  and   what  they  do   • Involve  youth  in  the  coalition  in   apprenticeship  positions  to  learn  about   the  city     • Maybe  develop  a  community  leadership   program  (Spady  is  already  setting  this  up   for  9  –  11  graders)      

All  directors  

Information  on  Spady  events  

Outreach  and   Communication   Committees  

The  communication  plan     People/volunteers     Schools,  PTAs,  principals    

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


30  

GOAL  6:  Building  the  board,  ensuring  strong,  high  integrity  leadership     STRATEGIES:     • Ensure  directors  are  educated  about  the  community,  mission,  governance   • Provide  advocacy  training   • Define  expectations  of  directors  and  the  means  for  holding  people  accountable   • Put  a  strategic  board  recruitment  plan  in  place     ACTION  STEPS  

TIMELINE  

MOST  CRITICAL   Create  a  governance  structure  that  engages  the   community   • Explore  Community  Engagement  Governance   • Develop  committees   Board  Development  Committee  to  create  needed  tools   such  as:   • Strategic  recruitment  plan   • List  of  expectations  and  consequences  for   directors   o Use  commitment  letter   • Volunteer  recognition  system   • Orientation   o Board  manual  (consider  an  online  version,   include  12  Principles)   o Board  policies  and  procedures   • Calendar  for  ongoing  training  covering  mission,   community  and  governance  topics  as  appropriate     • Questions  for  conducting  exit  interviews   • Annual  self-­‐evaluation  tool  for  each  director  and  

INDIVIDUALS     RESPONSIBLE  

    Jan.  2014  –  June   Reggie,  Board  Development   2014   Committee     Jan.  2014  –   Sept.  2014    

  Consultant  to  aid  with   reexamining  structure  and   considering  options     Board  Development   Consultant  to  aid  with   Committee,  Reggie,  Peter,   board  building   Joycelyn,  Kristyn,  Consultant         Worksheets  and  templates     Training  budget       AV  equipment        

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   

RESOURCES  REQUIRED  


31  

ACTION  STEPS  

TIMELINE  

the  board  as  a  whole   • Compliance  calendar   Create  all  mandated  policies  –  e.g.,  whistleblower,  records   retention,  conflict  of  interest   Set  up  tours  so  people  can  “feel”  the  mission.  These  might   be  real  –  including  tours  of  other  communities  –  or  virtual,   showing  where  we  want  to  be  

Feb.  2014     June  2014,   continue  

NO  BRAINERS   Use  a  board  accountability  chart  at  each  meeting  

  Start   immediately  –   ongoing   Use  a  “mission  caller”  to  make  sure  decisions  are  made   Start   according  to  the  mission,  vision  and  values     immediately  –   ongoing   Use  an  “organization  skeptic”  to  ensure  directors  ask   Start   questions  and  challenge  the  status  quo   immediately  –   ongoing   Use  a  strategic  agenda  and  action  minutes   Start   immediately  –   ongoing   Hold  community  forums  quarterly  to  solicit  community   Oct.  16,  2013  -­‐   input   ongoing   Create  an  ethics  policy   Feb.  2013   Build  trust  by  helping  directors  get  to  know  one  another   Feb.  2013  -­‐   better  –  e.g.,  ice  breakers  at  meetings,  networking,  parties   ongoing    

INDIVIDUALS     RESPONSIBLE  

Chuck,  Consultant  

Sample  policies  

Outreach  Committee,  Board   Development  Committee,   Spady  

 

  Consultant,  staff  to  set  up,   Chair  to  use  

  Sample  board   accountability  chart    

Board  Chair  or  Board   Development  Committee  to   assign   All  directors  

 

Board  Chair  and  staff  

Samples  (see  Appendix)  

Outreach  and  Education   Committees   Chuck,  Consultant   Board  Development   Committee    

Marketing  materials  

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   

RESOURCES  REQUIRED  

Sample  questions  (see   Appendix)  

Sample  policies    


PRIORITIES  BY  TIMELINE  

  The  following  shows  when  each  task  begins  and  ends.  In  many  cases,  the  tasks  require  minimal   upfront  effort,  but  are  ongoing.    In  those  cases  the  months  are  shown  as  a  solid  block  of  color.  In   those  instances  where  several  months  are  required  to  do  the  task,  which  then  is  ongoing,  the   time  to  complete  the  task  is  indicated  by  the  solid  block  of  color.  The  follow  up  is  shown  with   arrows.       Those  tasks  that  were  deemed  critical  are  in  bold.    

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

 


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CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   

 


MAR&)&2014&

APR&)&2014&

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DEC&)&2014&

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MAR&)&2015&

APR&)&2015&

MAY&)&2015&

JUNE&)&2015&

JULY&)&2015&

AUG&)&2015&

SEPT&)&2015&

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DEC&)&2015&

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FEB&)&2016&

MAR&)&2016&

APR&)&2016&

MAY&)&2016&

JUNE&)&2016&

JULY&)&2016&

AUG&)&2016&

SEPT&)&2016&

OCT&2016&

NOV&2016&

DEC&2016&

! ! ! Form&coalitions& Develop&plan& for&selling& culture&of& Delray& ! ! ! Go&after&fees& Promote&the& area&to& potential& businesses& Consult! community! plans!to!make! decisions! Encourage&the& community&to& give&artifacts&to& Spady& ! Serve!as! Spady’s! advocate! ! Drive! neighborhood! to!learn!needs! ! Share!ideas,! stories!with!the! community!

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CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   

 


MAR&)&2014&

APR&)&2014&

MAY&)&2014&

JUNE&)&2014&

JULY&)&2014&

AUG&)&2014&

SEPT&)&2014&

OCT&)&2014&

NOV&)&2014&

DEC&)&2014&

JAN&)&2015&

FEB&)&2015&&

MAR&)&2015&

APR&)&2015&

MAY&)&2015&

JUNE&)&2015&

JULY&)&2015&

AUG&)&2015&

SEPT&)&2015&

OCT&)&2015&

NOV&)&2015&

DEC&)&2015&

JAN&)&2016&

FEB&)&2016&

MAR&)&2016&

APR&)&2016&

MAY&)&2016&

JUNE&)&2016&

JULY&)&2016&

AUG&)&2016&

SEPT&)&2016&

OCT&2016&

NOV&2016&

DEC&2016&

Use!the!“right”! names!when! communicating! with!people! Use!board! accountability! chart!at! meetings! ! Use!“mission! caller”!to!stay! focused! Appoint! “organization! skeptic”!to! challenge! ! Use!strategic! agendas!and! action!minutes! ! Intentionally! build!trust!on! the!board! Plan/sponsor! quarterly! community! forums! ! Establish&group& of&community& mobilizers& Consider& conditions& WARC&faces& working&plan&

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CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   

 


MAR&)&2014&

APR&)&2014&

MAY&)&2014&

JUNE&)&2014&

JULY&)&2014&

AUG&)&2014&

SEPT&)&2014&

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NOV&)&2014&

DEC&)&2014&

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MAR&)&2015&

APR&)&2015&

MAY&)&2015&

JUNE&)&2015&

JULY&)&2015&

AUG&)&2015&

SEPT&)&2015&

OCT&)&2015&

NOV&)&2015&

DEC&)&2015&

JAN&)&2016&

FEB&)&2016&

MAR&)&2016&

APR&)&2016&

MAY&)&2016&

JUNE&)&2016&

JULY&)&2016&

AUG&)&2016&

SEPT&)&2016&

OCT&2016&

NOV&2016&

DEC&2016&

Research& grants&for& economic& development& ! Encourage!use! of!cooperative! business!model! Meet!with! holdout! property! owners! Determine!and! share!“right”! economic!mix! for!community! ! Create& mandatory& policies& ! ! Create!ethics! policy! ! Directors&start& taking&an& advocacy&role& ! Create!annual! report!card!for! WARC! ! Define! community! transformation!

FEB&)&2014&

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CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   

 


JULY&)&2015&

AUG&)&2015&

SEPT&)&2015&

OCT&)&2015&

NOV&)&2015&

DEC&)&2015&

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MAR&)&2016&

APR&)&2016&

MAY&)&2016&

JUNE&)&2016&

JULY&)&2016&

AUG&)&2016&

SEPT&)&2016&

OCT&2016&

NOV&2016&

DEC&2016&

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JUNE&)&2015&

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MAY&)&2015&

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APR&)&2015&

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MAR&)&2015&

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FEB&)&2015&&

! Diversify& WARC’s& revenue& stream& Establish! business!model! to!keep! business!here! Record!oral! histories!and! post!with! collaborators! Seek!investors! for!placement! of!art!and! markers! Committee!to! build!ongoing! relationships!in! community! Analyze& economic& development& plans& Communicate& to&community& about&all&plans,& progress& Create!plan!to! personally!

JAN&)&2015&

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DEC&)&2014&

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NOV&)&2014&

MAY&)&2014&

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OCT&)&2014&

APR&)&2014&

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SEPT&)&2014&

MAR&)&2014&

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AUG&)&2014&

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CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   

 


JAN&)&2015&

FEB&)&2015&&

MAR&)&2015&

APR&)&2015&

MAY&)&2015&

JUNE&)&2015&

JULY&)&2015&

AUG&)&2015&

SEPT&)&2015&

OCT&)&2015&

NOV&)&2015&

DEC&)&2015&

JAN&)&2016&

FEB&)&2016&

MAR&)&2016&

APR&)&2016&

MAY&)&2016&

JUNE&)&2016&

JULY&)&2016&

AUG&)&2016&

SEPT&)&2016&

OCT&2016&

NOV&2016&

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Sponsor!a! Community! Day!to!beautify! the!area! Create!job! description!for! clearinghouse! staff!

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AUG&)&2014&

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CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   

 


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Develop& ! marketing& plan&for&West& Atlantic&Ave.& Invite!speakers! ! to!educate!the! community!

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CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   

 


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    PROPOSED  COMMITTEES  

  Based  on  the  tasks  to  be  accomplished,  the  following  committees  are  recommended:     STANDING   Board  Development     STANDING  OR  AD  HOC   Advocacy   Clearinghouse     Community  Education   Cultural  Preservation   Economic  Development   Advocacy  and  Outreach   Volunteer     One  determinant  of  whether  these  will  be  standing  or  ad  hoc  is  the  governance  structure  adopted.  I decided  to  make  the  above  committees  standing  committees,  be  sure  there  is  a  need  for  year-­‐round activity.  It  is  always  easier  to  encourage  participation  –  especially  participation  at  a  high  level  –  when time  commitment  required  is  limited.      

    RECOMMENDATIONS  

  WARC  has  a  huge  task  before  itself.  But,  the  rewards  of  a  more  livable  community  make  the  job  both essential  and  worth  the  effort.  Some  random  thoughts  are  offered  in  this  section  for  the  group’s   consideration  as  it  moves  forward.     • The  group  considered  full-­‐time,  dedicated  staff  as  essential.  It  will  make  the  difference  betw success  and  failure.  WARC  needs  someone  who  is  available  for  daytime  meetings,  who  can  s as  a  liaison  between  the  community  and  city  entities  and  who  knows  how  Delray  Beach  wor • It  is  essential  that  progress  against  the  plan  be  measured  at  every  meeting.  This  is  particular true  of  ongoing  items.  It  is  easy  to  let  such  items  slip,  because  they’ll  be  on  the  agenda  again next  month.  Substantial  movement  forward  should  be  expected  on  each  of  these  items  ever month.     o You  might  use  the  accountability  chart  included  in  the  Appendix  to  track  this.  Of  cou you  can  use  any  other  method  that  you  find  most  helpful.   o Each  committee  can  be  responsible  for  creating  its  own  chart.   CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


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It  is  recommended  that  the  board  focus  on  the  indicators  of  success  at  each  meeting.  The  action   steps  in  this  plan  –  while  chosen  because  of  the  perception  that  they  will  lead  to  goal   achievement  –  may  have  to  be  revised  based  on  whether  the  desired  end  result  is,  in  fact,  being   achieved.   While  the  WARC  board  will  be  strengthened,  it  is  equally  important  to  recruit  stakeholders  who   will  take  on  projects,  or  aspects  of  the  projects,  to  move  the  plan  forward.  There  are  currently   not  enough  individuals  involved  to  successfully  complete  the  plan  without  burning  everyone   out.   Do  not  just  take  “anyone”  to  help  you  do  this  work.  Recruit  strategically.   If  you  view  the  action  steps  in  the  timeline,  it  appears  that  there  is  a  lot  that  is  front-­‐loaded.   However,  the  plan  is  actually  quite  balanced.  A  closer  examination  will  show  that  a  lot  of  these   are  “no-­‐brainers,”  things  like  having  a  letter  signed  by  the  “right”  person  when  communicating   with  a  resident  or  business  owner.  This  takes  little  effort,  but  it  can  have  a  large  payoff.  Also,   many  of  the  tasks  belong  to  different  committees.  As  long  as  additional  stakeholders  are   brought  in  to  staff  the  committees,  no  one  person  –  other  than  the  board  chair  –  should  have  to   shoulder  too  much  of  the  burden.   Having  said  the  above,  in  some  cases  the  “no-­‐brainers”  are  anything  but!  Once  the  committees   begin  working,  some  of  these  will  need  to  be  re-­‐evaluated  in  terms  of  the  time  and  resources   required.   A  lot  of  comments  were  heard  about  building  the  WARC  brand  and  being  seen  as  an  equal   partner  in  the  city.  This  will  happen  automatically  if  WARC  does  the  job  it  has  committed  to   doing.  The  focus  must  be  on  changing  the  community,  not  on  obtaining  recognition  for  WARC  as   an  entity.     Related  to  the  above,  when  acting  in  partnerships  and  forming  coalitions,  it  is  essential  to   consider:     o It’s  not  about  WARC,  but  rather  the  ultimate  goals.  Can  you  forgo  your  own  needs  and   recognition  to  see  the  goal  reached?   o What  is  important  to  your  partners?     o Is  there  trust  and  shared  values?  If  not,  what  can  be  done  to  build  these  before  entering   into  the  coalition?   o What  assets  do  you  have  to  share?   o What  assets  do  you  need  to  do  the  work  of  the  community?   Be  sure  to  create  MOUs  spelling  out  what  each  partner  will  do   Read  Joan  Robert’s  chapters  in  You  and  Your  Nonprofit  Board  for  hints  on  more  successful   collaborations   Be  sure  to  include  sufficient  time  for  planning  your  events.  For  example,  the  decision  was  made   to  participate  in  a  community  cleanup  day  in  April.  The  month  of  April  was  marked  off  on  the   timeline.  However,  the  event  will  not  occur  without  at  least  some  effort  –  perhaps  more  than   can  be  done  within  the  single  month.  Just  review  these  action  steps  to  determine  how  realistic   the  timeframes  are.   Consider  Community  Engagement  Governance ™ as  a structure  you  might  use  for  the  board.   Building  the  board  will  be  one  of  the  most  important  things  you  do.  Be  sure  to  focus  sufficient   time  and  energy  on  this.  You  may  want  to  consider  getting  outside  help.   There  are  a  number  of  ideas  that  were  generated  that  did  not  make  the  priorities  list.  Yet,  they   are  critical  to  the  success  of  the  plan,  given  WARC’s  ultimate  goals.  These  are:   CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


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Creating  a  quarterly  newsletter  to  keep  the  community  involved  in  WARC’s  and  the   community’s  progress   o Identifying  third-­‐party  validators  who  can  communicate  WARC’s  accomplishments   o Sponsoring  an  awareness  campaign  which  gives  each  coalition  partner  the  opportunity   to  make  the  community  aware  of  who  they  are  and  what  they  do   o Assigning  accountability  for  managing  and  honoring  the  diverse  communities  in  Delray   Beach   o Sponsoring  a  special  event  to  draw  attention  to  the  area  –  e.g.,  a  “family  reunion”   o Creating  year-­‐round  programming  for  the  Tennis  Center   o Developing  event  policies  that  communicate  inclusiveness  –  e.g.,  doing  away  with   barricades  that  divide  the  avenue   o Ensuring  that  new  RFPs  include  a  sustainability  element   o Creating  a  succession  ladder  for  service  on  City  boards,  which  includes  training   interested  volunteers  to  understand  the  issues  and  to  work  collaboratively   Expect  the  unexpected.  Plan  to  devote  significant  time  and  effort  to  those  things  that  crop  up   unexpectedly.         o

•      

    OTHER  IDEAS  TO  CONSIDER  IN  THE  FUTURE     In  the  event  that  WARC  has  the  time,  resources  and/or  occasion  to  tackle  other  tasks  –  perhaps  in  years   two  and  three  –  some  other  ideas  the  planning  committees  came  up  with  include:       • Propose  a  quick  process  for  the  installation  of  public  art   • Create  a  picture  of  what  the  beautified  streets  would  look  like  and  present  it  to  the  CRA   • Create  a  site  visit  for  community  leaders  so  they  can  see  what  is  and  what  can  be   • Determine  how  much  money  it  would  cost  to  beautify  West  Atlantic  Ave.  and  5th  Ave.   • Encourage  pop-­‐up  establishments  such  as  restaurants  on/in  vacant  properties   • Develop  a  self-­‐guided  walking  tour  of  the  community       • Program  music,  shows,  etc.,  that  promote  the  history  of  the  community   • Sponsor  a  Folk  Fair  where  you  and  adults  can  share  their  own  culture  through  food,  crafts,   music/dance  and  language  (consider  using  a  “passport”)   • Create  a  system  by  which  the  board  evaluates  whether  the  community  is  in  fact  transforming,   and  how  that  is  happening                   CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


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    PLANNING  PARTICIPANTS       WARC  Board   Reginald  Cox,  Chair   Sharon  Burke   Peter  Perri,  Treasurer   Samuel  Spear,  Jr.   Alfred  Straghn   Margie  Walden,  Secretary   Jimmy  Weatherspoon,  Vice  Chairman   Patricia  Wright     Community  Representatives   Bill  Branning  –  CRA  Board  Treasurer   Lula  Butler  –  Director  of  Community  Improvement   Alexander  Christopher  –  Community  Member     Cpt.  Michael  Coleman  –  Delray  Beach  Police  Department,  Investigative  Division  Commander   Pablo  del  Real  –  Aurora’s  Voice  &  Frog  Alley  Community  Garden   Marjorie  Ferrer  –  Executive  Director,  Downtown  Development  Authority   John  Hardman  –  President  of  Regenerative  Organizations  &  FAU  Professor   Stephanie  Immelman  –  Executive  Director,  Delray  Beach  Marketing  Cooperative   Charlene  Jones  –  Executive  Director,  Spady  Museum   Joycelyn  Patrick  –  Northwest  Neighborhood  Alliance   Commissioner  Shelly  Petrolia  –  City  of  Delray  Beach     Charles  Ridley  –  Northwest/Southwest  Neighborhood  Alliance   Alex  Ring  –  Political  Director  of  the  Florida  Public  Services  Union   Nigel  Roberts  –  Neighborhood  Services  Administration   Toby  Rubin  –  Delray  Beach  Police  Department   Laura  Simon  –  Assistant  Director,  Downtown  Development  Authority     Ann  Stacey-­‐Wright  –  Southwest  Neighborhood  Alliance       Kristyn  Cox-­‐Goodwin,  Special  Projects  Administrator,  CRA      

    COLLABORATIVE  PARTNERS     Auroras  Voice  &  Frog  Alley  Community  Garden   Churches   Delray  Beach  City  Commission   Delray  Beach  City  Staff   CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


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Delray  Beach  Community  Land  Trust   Delray  Beach  Community  Development  Corporation   Delray  Beach  Housing  Authority   Delray  Beach  Community  Redevelopment  Agency     Delray  Beach  Marketing  Cooperative   Delray  Beach  Police  Department   Downtown  Development  Authority   Downtown  Merchants  Association   Greater  Delray  Beach  Chamber  of  Commerce   Palm  Beach  County  District  7  Commissioner   Palm  Beach  County  District  7  School  Board  Member   Florida  Public  Services  Union   Neighborhood  Services  Administration   Neighborhood  Clergy     Northwest  Neighborhood  Alliance   Spady  Museum   Southwest  Neighborhood  Alliance   West  Atlantic  Redevelopment  Coalition   West  Atlantic’s  Village  Elders   West  Atlantic  Subdivisions/Homeowners  Associations          

 

    APPENDICES     12  Principles  of  Governance  that  Power  Exceptional  Boards     Action  Minutes  Template     Chart  of  Success  Indicators   Board  Accountability  Template     Mission  Caller   Questions  for  the  Organization  Skeptic   Recruitment  Plan  Template     Sample  Commitment  Letter     Strategic  Agenda  Template   Typical  Contents  of  a  Board  Manual  

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


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THE  12  PRINCIPLES  OF  GOVERNANCE     THAT  POWER  EXCEPTIONAL  BOARDS    

1.  CONSTRUCTIVE  PARTNERSHIP   Exceptional  boards  govern  in  constructive  partnership  with  the  chief  executive,  recognizing  that  the   effectiveness  of  the  board  and  chief  executive  are  interdependent.  

2.  MISSION  DRIVEN   Exceptional  boards  shape  and  uphold  the  mission,  articulate  a  compelling  vision  and  ensure  the   congruence  between  decisions  and  core  values.  

3.  STRATEGIC  THINKING   Exceptional  boards  allocate  time  to  what  matters  most  and  continuously  engage  in  strategic  thinking  to   hone  the  organization's  direction.  

4.  CULTURE  OF  INQUIRY   Exceptional  boards  institutionalize  a  culture  of  inquiry,  mutual  respect  and  constructive  debate  that   leads  to  sound  and  shared  decision-­‐making.  

5.  INDEPENDENT-­‐MINDEDNESS   Exceptional  boards  are  independent-­‐minded.  When  making  decisions,  board  members  put  the  interests   of  the  organization  above  all  else.  

6.  ETHOS  OF  TRANSPARENCY   Exceptional  boards  promote  an  ethos  of  transparency  by  ensuring  that  donors,  stakeholders  and   interested  members  of  the  public  have  access  to  appropriate  and  accurate  information  regarding   finances,  operations  and  results.  

7.  COMPLIANCE  WITH  INTEGRITY   Exceptional  boards  promote  strong  ethical  values  and  disciplined  compliance  by  establishing   appropriate  mechanisms  for  active  oversight.  

8.  SUSTAINING  RESOURCES   Exceptional  boards  link  bold  visions  and  ambitious  plans  to  financial  support,  expertise  and  networks  of   influence.  

9.  RESULTS-­‐ORIENTED   Exceptional  boards  are  results-­‐oriented.  They  measure  the  organization's  progress  towards  mission  and   evaluate  the  performance  of  major  programs  and  services.  

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


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10.  INTENTIONAL  BOARD  PRACTICES   Exceptional  boards  intentionally  structure  themselves  to  fulfill  essential  governance  duties  and  to   support  organizational  priorities.  

11.  CONTINUOUS  LEARNING   Exceptional  boards  embrace  the  qualities  of  a  continuous  learning  organization,  evaluating  their  own   performance  and  assessing  the  value  they  add  to  the  organization.  

12.  REVITALIZATION   Exceptional  boards  energize  themselves  through  planned  turnover,  thoughtful  recruitment  and   inclusiveness.                                                       Reprinted  with  permission  from  The  Source:  Twelve  Principles  of  Governance  that  Power  Exceptional  Boards,  a   publication  of  BoardSource,  formerly  the  National  Center  for  Nonprofit  Boards.  For  more  information  about   BoardSource,  call  800-­‐883-­‐6262  or  visit  www.boardsource.org.  BoardSource  ©  2005.  Text  may  not  be  reproduced   without  written  permission  from  BoardSource.        

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

   


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ACTION  MINUTES:    A  TEMPLATE    

   

TYPE  OF  MEETING____________________________     CHAIRPERSON_______________________________     THOSE  PRESENT:                 ISSUE   ACTION   If  using  a  Consent   Record  (only)  key  discussion  points   Agenda,  indicate  that   that  can  serve  as  a  formal  record  of   here,  and  then  list  the   due  diligence  in  decision  making.   items  that  have  been     rolled  into  the  single   Indicate  the  result  of  any  votes.   vote.       Document  proposed  action  plans.     Indicate  reports  that     that  are  being   List  assignments.   presented  for     informational   Share  successes.   purposes  only.     Describe  issues  of   concern  or  strategy   that  must  be   discussed.     List   recommendations.  

     

     

     

THOSE  RESPONSIBLE   Spell  out  who  is   responsible  for  each   task  assigned.  

DATE_____________________________________   START  TIME___________        END  TIME__________   THOSE  ABSENT:  

DUE  DATES   Indicate  a  due   date  for  each   task.  

FOLLOW  UP  REQUIRED   Codify  what  must  be  done  to   ensure  each  plan  comes  to   fruition.      


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CHART  OF  SUCCESS  INDICATORS  BY  GOAL     ACROSS  THE  BOARD    

ECONOMIC  DEVELOPMENT  

SECURE  ADEQUATE   RESOURCES  

Full  time  staff  

There  is  a  balanced  and   beneficial  development   mix  of  the  prioritized   community  uses  confirmed   in  the  2012  Needs   Assessment  Summary  of   basic  neighborhood   services  (grocery  store,   pharmacy,  bank,  etc.),   office  space,  residential   housing   (affordable/market  rate,   allowing  for  live/work  for   the  community’s   workforce)  and  nightlife   activities     The  existing  business  mix  is   assessed  and  incorporated   into  the  preparations  for   future  redevelopment  that   could  result  in   development  partnerships,   revised  marketing   strategies  or  business   relocation         WARC  partners  with  the   CRA  on  crafting  Requests   for  Proposals  (RFPs)  that  

There  is  full-­‐time,   dedicated  staff  for   WARC       The  organization  has   fundable  objectives   that  furthers  the   mission  of  its  partners     There  is  active   leadership  both  on   the  board  and   throughout  the   community     An  active  fund   development   committee  exists     A  strong   communication  plan   between  collaborative   partners  and  the   community  is  fulfilled     The  steps  of  the   strategic  plan  are   being  met     As  a  strong  

 

Sufficient  staff  to   complete  each   project    

Active  leadership      

Strong  partnerships   with  the  various   groups  in  the   community    

WARC  is  a  line  item   in  the  CRA,  County,   DDA  and  City   budgets    

WARC’s  brand  is   recognized  and   valued    

The  WARC  board  is   comprised  of  highly   respected   community  leaders    

WARC  is  at  the   table  and  is  seen  as   key/equal  player    

There  is  a   benchmark  for  

ADVOCACY  &     COALITION  BUILDING  

CLEARINGHOUSE  &   INTERMEDIARY  

Whatever  WARC  does   promotes  the  quality  of   life  in  the  West  Atlantic   community  

WARC  has  absorbed   the  Site  Assistance   Program  

 

The  business  community   views  WARC  as  relevant    

Marketing  events  –  e.g.,   “Promoting  the  Avenue”   –  reflect  the  same  level  of   intentionality  for  West   Atlantic  Ave.  as  the  rest   of  the  avenue,  and   impact  the  entire  avenue   similarly    

The  community  is  well   prepared  for  the  changes   that  are  coming    

The  community  sees   WARC  as  the  “go-­‐to”   organization  when  it  has   issues  of  concern  or   wants  something  done    

  WARC’s  objectives  for   redevelopment  are   achieved    

WARC’s  actions  are  

 

WARC  approves   development  in  the   area    

A  local  flow  in  the   economy  exists    

The  community  looks   better    

The  desired   partnerships  –  e.g.,   CRA,  DDA,  DBMC,  CLT,   etc.  –  are  in  existence      

There  is  an   established  relocation   program  that  does  not   displace  people,   forcing  them  out  of   the  community    

A  small  pilot  for  a   sustainable  project  is   in  place  –  e.g.,  a  local   business  and/or  home   is  beautified  and   made  “green”   (sustainable)  

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

 

CULTURAL   PRESERVATION  

WARC  is  the   convener  of  the   community   coalitions    

STRONG  BOARD  

The  structure   maximizes   outcomes    

The  historic  district   extends  both   north  and  south  of   the  avenue  

Directors  have  the   necessary   credentials  and   experience  to   further  the  mission  

 

 

There  are  a  variety   of  cultural   activities  going  on   year-­‐round  

There  is  continuous   recruitment  

 

 

The  community  is   participating  in  the   cultural  activities   offered    

The  tennis  center   and  government   center  are   community   venues/  public   spaces  that  bring   the  entire   community   together    

The  Spady   Museum  is  viewed  

 

There  is  diversity   on  the  board  in   every  sense  of  the   word  and  the  board   is  inclusive      

Every  director  has  a   passion  for  mission    

The  entire  board   feels  ownership  of   the  mission,  taking   on  the   responsibilities  to   bring  it  to  fruition    

The  board  is   generative  –  i.e.,  it   turns  the  lens,   asking  why  not  how  


49  

ACROSS  THE  BOARD    

ECONOMIC  DEVELOPMENT  

SECURE  ADEQUATE   RESOURCES  

WARC   representatives  to   be  appointed   and/or  elected  to   serve  on  various   city  committees  

are  specific  to  the   community’s  economic   benefit,  include  local  hiring   requirements,  and  are   sustainable  in  the  relative   market.    This  process   allows  enough  time  for  all   stakeholders  –  e.g.,   residents,  businesses,   community  organizations,   etc.  –  to  be  educated   about  the  process  and  to   study  and  comprehend  the   various  proposals  and   benefits  before  awarding   decisions  are  made     Developers  interested  in   the  area  work  with  the   community  through   WARC,  including  them  in   the  planning  and   education  process  rather   than  lobbying  the   community  after  their   projects  are  already   planned     Downtown  clearly  thrives   along  Atlantic  Avenue  from   I-­‐95  to  the  beach  because   West  Atlantic  Avenue  is   attractive  and  inviting   o Vacant  properties  are  

collaborative  partner,   WARC  is  a  line  item  in   the  budgets  of  the   CRA,  City,  DDA,  and   County     WARC’s  brand  is   recognized  and  valued     Development  and   other  fees  are  codified   and  generating   income  for  WARC     WARC  has  cash   available  to  do  its   work    

 

The  communication   plan  is  fulfilled    

The  steps  of  the   strategic  plan  are   being  met    

ADVOCACY  &     COALITION  BUILDING  

“branded”  –  i.e.,   identified  as  WARC   accomplishments        

CLEARINGHOUSE  &   INTERMEDIARY    

  Community  members   –  especially  youth  –   have  been  trained  for   jobs  within  the   community    

as  the  cultural   center  for  this   community,  and  it   has  the  capacity  to   be  the  cultural   heart    

  There  is  an   intentional   relationship   between  Spady   Museum,  Spady   Elementary,   Village  Academy   and  the   community    

The  Northwest,   Southwest   Neighborhood   Alliance  is  part  of   the  coalition    

The  increasing   diversity  of  the   community  is   intentionally   managed    

The  strategic  plan   is  the  community’s   plan    

CoreStrategies for Nonprofits, Inc. PO Box 630745

CULTURAL   PRESERVATION  

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

 

STRONG  BOARD    

The  board  meets   BoardSource’s  “12   Principles  of  Highly       Effective  Boards”   Each  of  the   directors  is  an   effective   community   advocate    

All  directors  can   articulate  the   mission,  vision,   values    

All  directors  can   read  financial   statements  and  tell   the  story  inherent   in  the  numbers        

All  directors  know   and  abide  by  their   legal   responsibilities    

All  directors  meet   their  expectations    

All  directors  have   been  oriented  and   trained    

The  WARC  board  is  


ACROSS  THE  BOARD    

 

50  

ECONOMIC  DEVELOPMENT  

SECURE  ADEQUATE   RESOURCES  

ADVOCACY  &     COALITION  BUILDING  

CLEARINGHOUSE  &   INTERMEDIARY  

beautified  and   temporarily  utilized   until  ready  for   development  –  e.g.,   landscaped,  pop-­‐up   business  trials,   revolving  art  exhibits,   outdoor  cafes,  etc.     o People  feel  safe  as  a   result  of  the   beautification   projects  –  e.g.,   neighborhood   connective  walkways   and  alleyways,  art   installations  and   open  public  spaces  –   and  redevelopment   efforts   o There  are  pedestrian-­‐ friendly  medians  and   sidewalks,  bike-­‐ friendly  streets,  and   family  and  disabled-­‐ friendly  walkways   o There  is  an  updated   color  palette  for   West  Atlantic  that   continues  the   established  culture   and  theme  of  the   area  (possibly  a   continuance  of  the   Gateway  Feature  

STRONG  BOARD  

responsibly   managing  a  budget   large  enough  to  get   the  job  done    

This  plan  is  done   thanks  to  the   efforts  of  this   board,  and  the  next   is  underway    

    Every  decision  is   based  on  the   mission,  vision  and   values    

There  is  culture  of   inquiry  on  the   board  –  i.e.,  people   ask  questions  and   challenge  the  status   quo    

Community   residents  know  the   directors,  identify   with  them  and   recognize  that  they   are  their  advocates   (WARC  is  seen   throughout  the   community  as  the   “go-­‐to”   CoreStrategies for Nonprofits, Inc.

PO Box 630745

CULTURAL   PRESERVATION  

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

 


ACROSS  THE  BOARD    

 

51  

ECONOMIC  DEVELOPMENT  

SECURE  ADEQUATE   RESOURCES  

ADVOCACY  &     COALITION  BUILDING  

CLEARINGHOUSE  &   INTERMEDIARY  

palette)     o The  Tennis  Center  is   revitalized  into  a   functional   entertainment  venue   and,  most   importantly,  is  a   welcoming  public   space  that  unifies   East  and  West   Atlantic.  This  will   require  removing  the   parking  that  fronts   West  Atlantic   o Civic  spaces  such  as   the  Palm  Beach   County  Courthouse,   Delray  Beach  Police   Department,  and   Tennis  Center  are   inviting  open  public   spaces  

CULTURAL   PRESERVATION  

STRONG  BOARD  

organization)    

The  board  operates   ethically    

There  is  trust  on   the  board  –   everyone  feels   WARC  provides  a   safe  space  to  talk   freely  and  share   feelings  

  Traditional  Downtown   events  are  West  Atlantic   and  Historic  5th  Avenue   inclusive  –  not  divided  or   barricaded  off  –  and  there   are  signature  event(s)   within  the  West  Atlantic   Corridor  that  are  inviting   to  all  Downtown  visitors       Existing  businesses  display   CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

 


ACROSS  THE  BOARD    

 

52  

ECONOMIC  DEVELOPMENT  

SECURE  ADEQUATE   RESOURCES  

ADVOCACY  &     COALITION  BUILDING  

CLEARINGHOUSE  &   INTERMEDIARY  

community  support  by   organizing  and  partnering   with  WARC  on   development  projects,   exterior  improvement   efforts,  event  planning,   event  sponsorships,  and   safety  measures       WARC’s  partnerships  with   the  Greater  City  of  Delray   Beach’s  (City)  marketing   support  organizations  –   e.g.,  DBMC,  DDA,  and   Chamber  –  are  strong,  and   promote  and  support  the   entire  Downtown       Historic  5th  Avenue  is   attractive  north  and  south   of  West  Atlantic,  without   division,  and  is  rebuilt  as   the  culturally  thriving   business  district  that  it   once  was,  featuring  ethnic   restaurants,  markets,   community  servicing   businesses,  etc.     Residents,  especially   youth,  are  trained  and   prepared  for  the  jobs   within  –  and  coming  into  –   the  area,  encouraging  their   CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

 

CULTURAL   PRESERVATION  

STRONG  BOARD  


ACROSS  THE  BOARD    

 

53  

ECONOMIC  DEVELOPMENT  

SECURE  ADEQUATE   RESOURCES  

ADVOCACY  &     COALITION  BUILDING  

CLEARINGHOUSE  &   INTERMEDIARY  

continued  investment  and   promoting  a  sense  of  pride   to  be  members  of  this   community     All  West  Atlantic  area   stakeholders  collaborate   to  educate,  engage  and   encourage  one  another  on   issues  that  affect  the   community,  including   health,  education,  safety   and  economic  growth  –   striving  for  accountable   solutions  all  participants   can  rally  behind        

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

 

CULTURAL   PRESERVATION  

STRONG  BOARD  


54  

ACCOUNTABILITY  CHART GOAL/STRATEGIC  OBJECTIVE  WITH   TASKS  

   1  GOAL                  1.1    TASK                  1.2    TASK                  1.3    TASK            2    GOAL                  2.1  TASK                  2.2    TASK      

PERSON   RESPONSIBLE  

 

START  DATE  

COMPLETION   DATE   ∗

 

PROGRESS   † INDICATOR        

 

REASON  FOR  ANY   DISCREPANCY  

COMPLETE  

 

 

 

 

 

 

 

 

   

   

 

 

 

 

   

 

   

 

 

   

 

 

 

   

   

   

   

   

 

 

 

 

 

 

 

                                                                                                                       

   Even  if  a  project  is  technically  “ongoing,”  set  a  specific  date  at  which  you  will  measure  your  success     †    Fill  in  the  progress  indicator  box  with  a  solid  color.  Use  “Green”  for  on  target,  “Yellow”  for  running  slightly  behind  target  and  “Red”  for  requires  immediate  discussion   ∗

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

 


55  

 

MISSION  CALLER   You  might  want  to  appoint  a  Mission  Caller  at  each  meeting.  This  is  someone  charged  with  helping  the   board  focus  its  discussions  by  asking,  “How  does  this  further  our  mission/vision?”  or  “Is  this  option/decision   in  line  with  our  core  values  or  guiding  principles?”  when  it  starts  going  astray.  This  will  ensure  the  best   possible  decisions  for  the  organization.     Choose  a  different  person  to  serve  in  this  role  at  each  meeting.  This  will  help  build  a  culture  where  every   director  is:     • Inculcated  with  the  mission,  vision  and  values   • Understands  the  need  to  actually  use  them  to  govern   • Sees  it  as  their  personal  responsibility  to  focus  the  board  back  on  what’s  important  if  it  starts   drifting.    

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

 


56  

 

 

  QUESTIONS  FOR  THE  ORGANIZATION’S  SKEPTIC  

 

  Groupthink  is  the  situation  that  occurs  when  individuals  in  a  group  let  their  desire  for  cohesion  and   unanimity  override  critical  thinking  and  independent  judgment.    This  can  lead  to  disastrous  outcomes   for  an  organization.    A  “skeptic”  can  keep  the  group  from  making  mistakes.      

 

Some  things  a  “skeptic”  might  say  to  keep  the  group  thinking  critically  are:     1. How  is  this  related  to  our  mission?   2. How  is  this  related  to  our  organization’s/board’s/committee’s  objectives?   3. How  will  this  play  in  Peoria?   4. How  will  this  affect  our  budget?   5. What  are  the  costs  as  opposed  to  the  benefits?   6. How  will  we  get  the  necessary  buy-­‐in?   7. What  could  happen  that  would  prevent  us  from  accomplishing  our  objective?   8. Who  do  you  recommend  as  the  right  people  to  put  this  plan  in  motion,  and  why?   9. Where  is  the  accountability  here?   10. Isn’t  the  trend  away  from  this  and  toward…?   11. Could  we  get  an  outside  opinion  on  this  before  we  move  forward?   12. I  don’t  understand  the  part  about…   13. The  way  I  see  the  elephant…   14. I’m  concerned  that…   15. To  me,  it  seems  like  this  goes  against  our  organizational  value  of…   16. Looking  at  our  calendar/budget/current  staffing…   17. The  risk  I  see…   18. I  would  feel  more  comfortable  if  we  piloted  this  first.  

   

      CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

 


57  

 

    RECRUITMENT  PLAN  TEMPLATE   To  recruit  the  “right”  people  you  must  take  a  strategic  approach.    Develop  a  plan  by  following   the  steps  below  and  work  the  plan.    While  it  will  take  time  and  energy,  the  result  will  be  worth  it.      Determine  the  organization’s  overall  needs  in  relationship  to  the  realization  of  its  vision  –   e.g.,  Does  it  need  to  build  resources,  make  more  friends  for  the  organization?        Define  the  core  governance  functions  and  specific  jobs  that  must  be  undertaken  to  meet   those  needs  –  e.g.,  What  must  be  the  priorities  and  key  activities  of  the  board?        Define  the  skill  sets,  characteristics  and  connections  required  to  successfully  handle  those   functions/jobs.  Consider  here  also  the  ideal  composition  of  the  board.          Specify  your  expectations  of  those  you  will  recruit  to  the  board  –  e.g.,  passion  for  mission,   attendance  at  meetings,  a  financial  commitment,  involvement  on  committees        Create  job  descriptions        Brainstorm  the  types  of  people  that  might  want  to  take  on  these  jobs,  where  you  would  be   most  likely  to  find  them  and  how  you  can  best  connect  with  them        Think  about  what  you  can  offer  people  who  agree  to  serve.    Be  sure  you  can  answer  the   question,  “Why  is  your  organization  worthy  of  their  support?”        Determine  how  you  can  cultivate  these  individuals  so  that  they  will  be  responsive  to  your   invitation        Consider  how  you  will  approach  “the  ask”  to  ensure  that  when  one  accepts  a  role  on  the   board  that  he/she  meets  the  responsibility  at  the  level  you  require     CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

 


58  

 

   

SAMPLE  COMMITMENT  LETTER  

  I,  _______________________,  agree  to  serve  on  the  _______________________  Board  of   Directors.    As  a  member  of  the  board,  I  hereby  commit  that  I  will       1.   Act  in  the  best  interests  of  the  organization,  making  informed  decisions  that  are  in  line   with  its  vision,  mission  and  values.    This  means  that  I  will  ask  questions  and  become   knowledgeable  about  this  organization’s  issues  and  finances.       2.   Put  our  organization’s  best  interests  above  my  own.    At  the  least  I  will  excuse  myself  from   discussions  and  votes  where  I  have  a  conflict  of  interest.     3.   Act  in  accordance  with  both  the  bylaws  and  policies  of  our  organization  and  the  laws  of   our  land.     4.            Consider  the  best  interests  of  the  community,  especially  those  of  our  constituencies,  when   making  decisions.     5.   Actively  participate  on  at  least  one  committee.     6.   Prepare  for,  attend  and  actively  participate  in  board  and  committee  meetings.    I   understand  the  board  meets  (How  often)  for  about  (How  long);  the  committees  generally   meet  (How  often)  for  (How  long);  that  there  may  be  additional  special  meetings  in  any   given  month;  and  that  meetings  may  go  beyond  the  scheduled  timeframe.    I  understand  I   am  expected  to  attend  a  minimum  of  ____  board  meetings  per  year.     7.   Attend  the  orientation,  retreat  and  other  board  education  functions.     8.   Give  a  personally  meaningful  gift.     9.   Participate  in  (Name  of  organization  fund  raisers)  at  (What)  level.        10.            Hold  confidential  matters  in  confidence.      11.   Be  an  active  advocate  for  the  organization.        12.   Cultivate  future  leaders  and  donors.               CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

 


59  

 

    I  understand  that  my  participation  is  not  a  one-­‐way  street,  that  the  organization  makes  a   number  of  commitments  to  me,  including:     1.     It  will  provide  me  with  sufficient  information  to  make  informed  decisions.    Such   information  will  include  community  and  industry-­‐wide  issues  that  could  impact  the   organization’s  future.     2.   It  will  provide  me  with  opportunities  to  discuss  the  organization's  programs,  goals,   activities,  and  status  with  key  leadership.    Additionally,  I  can  request  such  opportunities.     3.            It  will  respect  my  input.     4.   It  will  not  waste  my  time.     5.   It  will  provide  opportunities  for  professional  and  personal  development.     6.   It  will  provide  directors’  and  officers’  insurance.     I  understand  that  the  role  of  board  director  is  a  critical  one  for  this  organization,  and  therefore   that  my  failure  to  live  up  to  these  commitments  will  result  in  my  removal  from  the  board.       Signature           Print  name             Date  

 

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

 


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SAMPLE  STRATEGIC  AGENDA             Board  Meeting  Agenda   XYZ  Organization   Date  and  Time   Place    

Our  Vision:   Our  Values:     Commitments  from  prior  meeting:  

    ITEM      

               

 

 

WELCOME         DECLARATION  OF  INTERESTS       STRATEGIC  ISSUES   Request  for  board  input   on  goals  to  which  the   board  committed      

         

 

RESPONSIBLE    

 

STATUS/ACTION  

 

Board  Chair  

 

As  applicable  

 

 

for  Noting  

As  appropriate    

 

for  Discussion  

As  appropriate    

 

for  Vote  

As  appropriate    

 

for  Discussion  

All    

 

for  Noting/Discussion  

   

Request  for  decision   on  goals  to  which  the     board  committed         Request  for  board  input   on  issues  of  strategic   nature  that  could  impact   the  organization        

 

BTW  TALK/CHANGES  TO  THE   STRATEGIC  ENVIRONMENT    

     

 

 

 

 

 

     

 

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

 


61  

      BOARD  EDUCATION         Governance  Committee       Mission           Community     Governance           CONSENT  AGENDA     Attendance       Secretary         Minutes         Secretary         Updates  on  goals  (no  issues)   Officers,  ED/CEO                                                Committee  Chairs,  Staff   Correspondence     Secretary       Publicity       CEO  or  PR  Office     Compliance     As  appropriate       Pro  forma  recommendations     As  appropriate         ITEMS  OFF  CONSENT  AGENDA     As  required       As  appropriate         NEXT  MEETING         Board  Chair                     EXECUTIVE  SESSION       Board  Chair             Topics  scheduled  for  discussion  over  the  next  few  months:              

for  Noting/Discussion  

Noted   for  Approval   for  Noting   for  Noting   for  Noting   for  Noting   for  Affirmative  Vote  

for  Discussion   for  Noting  

for  Discussion  

 

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

 

 

 


62  

 

 

TYPICAL  CONTENTS  OF  A  BOARD  MANUAL  

When  was  the  last  time  you  took  a  look  at  the  materials  your  board  members  are  given  when  they  join   your  board?    Do  you  even  give  them  materials  or  do  they  just  show  up  at  their  first  board  meeting  hoping   for  the  best?    If  there  are  materials  are  they  current,  relevant  to  the  job  the  board  member  is  expected  to   do  and  presented  in  a  format  that  is  easily  digested  and  can  easily  be  referenced?    These  are  key  questions   given  the  serious  legal  responsibilities  inherent  in  board  service.    Consider  providing  the  following   documents  in  a  tabbed  binder  or  a  board  portal  that  allows  for  updating  as  necessary.    (Dating  each   document  will  help!)  

        

                      

Meeting  Dates   Board  Roster   Short  Bios  of  Each  Board  Member   Board  Objectives   Expectations  of  the  Board   Legal  Responsibilities     Job  Descriptions    Board  Member    Board  Officer    Committee  Chair    Committee  Member   Committee  Descriptions   Committee  Rosters   Staff  Roster   Organizational  Chart   Mission  Statement   Vision  Statement   Organizational  Values   Strategic  Questions  the  Board  Should  Ask   Brief  Organizational  History   Facts  and  Figures   Talking  Points   Program  Descriptions   Budget   Financial  Reports   Fund  Raising  Case   Development  Plan   Planned  Giving  Vehicles   Investments   List  of  Fees  for  Services       Sources  of  Unrelated  Business  Income   List  of  Major  Donors  as  well  as  Foundations   Bylaws     Articles  of  Incorporation   CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

 


63  

                  

IRS  Determination  Letter   State  Sales  Tax  Exemption  Letter   Policy  Statements   Audit     Parliamentary  Protocol   Board  Referral  Forms   Committee  Referral  Forms   Strategic  Plan     Public  Relations/Marketing  Plan   Promotional  Materials   Media  Clippings   Web  Address   Annual  Report   Relevant  Articles   Other  Board  Education   Agendas   Minutes  

  No  doubt  you  can  think  of  other  things  to  include  as  well.    An  informed  and  educated  board   member  can  be  a  powerful  and  helpful  board  member.

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

 



WARC 2014-2017 Strategic Plan