Allegiant Giving - 2022 Strategic Planning Session

Allegiant Giving

Allegiant Giving STRATEGIC PLANNING SESSION JULY 16, 2022 10AM - 2PM

FACILITATED BY DAVID GARRISON, SMITH MOORE & ASSOCIATES

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Agenda

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10:00 - 10:25AM

ICEBREAKER - 5 MINUTE CHECK-IN

10:25 - 10:50AM

INTRODUCTION, OVERVIEW OF MEETING PURPOSE AND TOOLS AND CONCEPTS

10:50 - 11:10AM

FORM A GROUP WITH...

11:10 - 11:35AM

REVIEW THE RESULTS OF THE SURVEY AND DISCUSS

11:35 - 11:45AM

BREAK

11:45 - 12:05PM

WHY ARE YOU HERE?

12:05 - 1:00PM

BREAKOUT GROUPS

1:00 - 1:05PM

BREAK

1:05 - 1:45PM

PRESENTATIONS

1:45 - 2:00PM

ROUND TABLE CONVERSATION AND WRAP-UP

exercise

exercise

exercise exercise

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Ice Breaker You will be partnered up and each of you will have five uninterupted minutes to talk about your thoughts, fears, feelings, good news etc. After each participant has spoken, you’ll then have a few minutes to converse before regrouping with everyone.

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Introduction & Overview Meeting Purpose To engage in courageous conversations on a variety of topics including board and volunteer engagement, financial sustainability and Allegiant’s identity. While also holding time and space for the issues within those topics and anything else the group collaboratively brings to the table for discussion.

Attendees Bryan Stuart Ashley Summers Craig Hettrich Jerry Wallace John Henderson Marcus Haney Mark Haney

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Richard Botkin Joe Sinner Stacey Haney Tami Steinkamp Victoria Curtis David Garrison, SMA Kory Adams, SMA

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Tools and Concepts Interrupting.

Talk-Time.

Bandwagon Effect.

Halo Effect.

Sometimes you’re just waiting for a small lull in the conversation to say the thing you want. Therefore, not actually listening to what’s going on.

If there’s something you really want to share or add, write it down in front of you so you don’t forget and keep paying attention- be present with the dialogue. You will certainly have an opportunity to comment when it’s your turn or during a circle back.

Sometimes people can dominate conversations or spend too much time reiterating what someone else has already said and explained. If you find that you are speaking far more than anyone else, that may not be a good thing- use your charisma and ease with speaking publicly to prompt someone else to share. We should all be aware of our talk time.

Feeling like you have to hop on-board with the consensus, even if you might disagree, vehemently or mildly. This often happens when you’re the only objector or you’re the last to share and the group is already excited about an idea.

When team members see what the person with the most influence in the room wants and tells them what they want to hear, even if it defies their perception of organization priorities and what’s feasible in a certain amount of time.

Say More.

Asking either a leader or team member to say more often leads to a profoundly deeper level of understanding—context and details matter. Asking someone to say more is a curiosity tool.

Any More?

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Your Own customizable Notes!

Integration Index

A way to organize your thoughts, ideas, concerns etc. into a custom category index you create yourselves. These are organized notes/thoughts. You can create your own columns based on your desired output. Things like: Circle Back, Further Research, Organizational Strategy, Ideas To Take Home, etc.

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Circle Back

Further Research

Ideas to take home

a new committee structure

Effectiveness of a Podcast

“Say More”

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Form A Group With...

You will be tasked with grouping with other participants by random categories such as music and movie genre preferences but your communication with each other will be limited. Once the group has the hang of it you’ll be tasked with grouping through more complicated categories such as communication style, leadership style, project management, etc.

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Survey & Interview Results PART ONE

Surveys Sent:

Clarity

30

Surveys Completed:

(0ut of 5)

8

Your Role Program Participant:

2

3 Previous Intern: 1

3.75%

Communication & Effectiveness (0ut of 5)

Open-Ended Questions

The communication between the board and volunteers

Would Allegiant benefit from creating subcommittees?

Board Member:

Allegiant’s Mission

3.63%

Volunteer/Contractor:

Goals and Steps to Serve the Mission

The Effectivess of Allegiant’s Current Structure

Intern:

1

3.63%

1

3.38%

3.43%

100% YES Do you believe it is clear to all Allegiant volunteers what their role and responsibilities are?

65% YES 35% NO Do you have a clear list of tasks and expectations and an approx time commitment?

59% YES 41% NO Is Allegiant structured for growth?

100% YES

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Survey & Interview Results PART TWO

Open-Ended Questions Are Allegiant’s goals and values measurable?

How do you gauge annual success?

“It’s measurable. More teams are needed I think to effectively work on projects.”

“N/A Over the COVID pandemic there has been a very unusual period requiring modifications.”

“There have been goals but up to this point they have been a moving target and generally fluid.” “veterans assisted, relationships formed, goals and objectives achieved” “More recently it (our goals) has been through veterans enrolled in educational programs through us. Now we are moving into job placement.”

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Survey & Interview Results PART THREE

Open-Ended Questions What are the three biggest challenges facing Allegiant?

“Community involvement outside of the military. I can say that military members care more about Allegiant than local civilians in town.”

“Clear mission Leadership capable of carrying out that mission Clear goals and a time line for attaining those goals.”

“1- Choosing who to help and why. 2- Choosing how to serve those people whom you have selected to help. 3- Motivating new recruits and investors.”

“Clarity and evangelization of mission. Observable and tangible activities that demonstrate the effectiveness of the program. Outreach and promotion.”

“How to monetize our programs for sustainability!”

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Survey & Interview Results

PART FOUR

Open-Ended Questions What are a few recent big wins for Allegiant?

“Fundraising and great collaboration with Growth Factory.”

“The amount of people signing up!”

“Comedian event; Golf tournament; Plan of action for serving/training Vets to business.”

“Anytime people can grasp the mission they come on board immediately. Golf tournament was very well done. Comedy for a Cause is a unique and fun event.”

“The Comedy for a Cause fundraiser was a tremendous success, as was the golf tournament, so fundraising has been a bright spot. Numbers of veterans enrolling in our training/education programs have been increasing. The movement to job placement for veterans with the new hires to drive success appear to be strong signs.”

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Survey & Interview Results PART FIVE

Open-Ended Questions What is ONE thing that would make your engagement with Allegiant increase by a large margin?

“Personally send a mail invitation to implore me to stop by and see what’s new in Allegiant.”

“Legal services/advice as needed.”

“Seeing some tangible results.”

“Consistent updates of progress. Opportunities to socialize with providers and participants of the programs. I realize it is a remote solution so perhaps more local solutions will elevate the profile and offer opportunities for people to participate.”

“We have been kind of moving from providing assistance to wounded veterans to providing training and educational opportunities to veterans transitioning out of the military to providing job placement services. Getting focused and\or bringing in staff to increase successes is a must.

This means that we must have a way to monetize our services better as there living off of fundraising will not be sustainable.”

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Survey & Interview Results PART SIX

Open-Ended Questions Any additional comments or questions posed for the planning session?

“Would Allegiant consider local TV advertising?”

“The current iteration of Allegiant set out to become self funded approximately 3 years ago so that it would not be dependent on fundraising activities such as golf tournaments, etc. I believe pressure creates intensity and that that intensity can lead to better results. It is my opinion that the Board needs to set a realistic timeline as to whether or not to continue with the current mission and hold the people carrying out the mission (paid staff) accountable for the results and / or lack of results and make corrections or changes as deemed necessary. I ask myself if this were my money, would I allocate it in this manner? I believe as a board we need to ask that and other tough questions.”

“I believe the training program is needed and important work. I believe it is a difficult story to tell. I think local solutions are needed so that people can observe and will elevate the program’s profile in the community.”

“I am deeply grateful for the SkillBridge internship and the personal contact Bryan gave me at the start.

I know his time is limited, so that made the contact even more meaningful. I would suggest a monthly check-in by a member of his staff to ensure the intent/goals of Allegiant and the intern are being met.”

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Survey & Interview Results PART SEVEN

Interview Highlights “We financially rely on our events in the summer” “We are undoubtedly grateful to our board and other volunteers, but we need more engagement, discussion, critical thinking and strategizing from everyone invloved.”

“Our recipient intake and finding individuals to participate in the program is working very well.”

“Sometimes it feels like the board isn’t as engaged or involved as they should be. Because of that disengagement it perpetuates a behavior of leaving them out, because a timely response from them isn’t likely which then causes them to disengage further.”

“We don’t spend enough time discussing our organization’s values.

“I’d like to see an increase on clarity of steps forward and commitment from the group to be more engaged.”

“I would like to see more voices and engagement at the board level.”

“I’d like to see the agendas for the board meetings more actionable, more engaging, something that brings about engagement as opposed to ticking items off a to do list.”

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Break

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Why Are You Here?

Participants will be asked to write down how they first got involved with Allegiant and then why they continue to volunteer their time for the organization.

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Our Three Discussion Buckets 1. Board & Volunteer Engagement • How can we increase quality leadership recruitment?

• What does the Allegiant volunteer path look like? How do you start and where can you go and what does it require?

• What are the baseline expectations of a Board member and what is their relationship and expectations in regard to the Executive Director?

2. Foundational and Financial Sustainability • What does meaningful growth for Allegiant look like? How can we measure it?

• Is the organizational foundation (board structure, volunteers, committees, etc.) limiting our success? What is working and what needs improvement?

• In what ways can we improve our financial planning?

3. Operations • How do we create a unifying mechanism that will channel all the efforts of the organization? Progress, learning, celebrating milestones and making expectations clear and increasing accountability.

• How does the Executive Director execute the output of the strategic planning efforts the organization’s overall goals and facilitate communication between the board, the volunteers and the participants.

• With Allegiant’s goals and purpose in mind, how do we put the right volunteers, the right leaders and the right partners in place to fuel the mission and our success?

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Breakout Groups You’ll be broken into three groups, each of you will be assigned three questions to develop answers to. Handouts will be provided to track your notes, process and how you utlimately come to your solutions.

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Break

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Presentations Each group will present their answers to the other groups, how they came to their answers and take questions.

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Round Table

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Wrap Up Thank You! If you’ve any questions, comments, testimonials or feedback, you can contact the facilitator at dgarrison@smithmooreassoc.com

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