Vision-based Strategic Plan

Vision-based Strategic Plan

2019-2021

Contents

Introduction ... 3

Strategic Planning Framework and Process ... 3

Core Values | Vision Statement | Mission Statement | Strategic Plan Vision Statement ... 4

Foundational Pillars, Strategic Priorities, & Objectives ... 5

Foundational Pillar 1 ... 5 Foundational Pillar 2 ... 7 Foundational Pillar 3 ... 8 Foundational Pillar 4 ... 9 Foundational Pillar 5 ... 10 Appendix A. ... 12 Appendix B. ... 14

I

NTRODUCTION

Strategic Planning Framework and Process

In Spring 2018, The Carreon Group partnered with Indiana Canine Assistance Network’s (ICAN) leadership and staff to facilitate the development of a Vision-based Strategic Plan for 2019-2021. ICAN’s values, vision, and mission statements serve as a foundation for driving the organization’s defined strategies and culture towards positive growth and outcomes in their future initiatives. For a detailed description of the elements of the Strategic Planning Framework, See Appendix A.

To execute the vision-based planning framework, The Carreon Group led planning sessions with ICAN’s leadership and staff, and;

1. Facilitated a group consensus decision-making model to develop ICAN’s values; 2. Developed ICAN’s vision statement and affirmed its mission statement;

3. Engaged a Market Assessment for the purpose of evaluating strategic alternatives related to exploring the feasibility of various for-profit markets including partnerships with organizations like dog

daycares, groomers, and trainers. The end goal of the Market Assessment was to inform possible development of alternative revenue streams to support the organizational mission and vision. For a summary of the Market Assessment, See Appendix B;

4. Engaged Vision-Based Strategic Planning process with defined Foundational Pillars, Strategic Priorities, and Strategic Objectives;

5. Engaged an Organizational Audit and Assessment; and 6. Developed an Advancment Plan.

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ORE

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ALUES

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ISION

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TATEMENT

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ISSION

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TATEMENT

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TRATEGIC

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LAN

V

ISION

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TATEMENT

Organizational culture reflects the values, beliefs, and behavioral norms that characterize an organization. It is a set of shared assumptions that guide what happens in an organization by defining appropriate beliefs and behaviors that are typical for the organization. Organizational culture is observable and a powerful force we must create and sustain in order to achieve our strategic initiatives. Our set of values, beliefs, and behaviors will not only impact the way we interact as a staff, but also in the way we are perceived and regarded by our communities. The values, vision, and mission statements will serve as the foundation for how we will drive our culture and strategic initiatives into action.

Core Values

Integrity: We are accountable, principled, professional, and honest. We do the right thing and lead through service.

Empathy: We embrace differences and similarities and treat one another through dignity by seeking first to understand.

Excellence: We perform at our highest potential and are willing to improve.

Empowerment: We believe empowerment is the catalyst for transformation leading to a higher life- balance.

Celebration: We honor and recognize our achievements and the privilege of serving others

Vision Statement

Individuals with disabilities and their families are unleashing new possibilities; and, individuals who experience incarceration are discovering a new sense of self.

Mission Statement

ICAN trains and places assistance dogs with individuals with disabilities and provides foundational life skills to inmates through their experiences as trainers.

Strategic Plan Vision Statement

In order to deepen our impact and establish a sustainable base for long-term organizational growth, ICAN will focus on the further refinement and delivery of its services throughout central Indiana (60-mile radius)

to individuals with disabilities and inmates. Critical to deepening the organization’s impact and establishing a sustainable base for long-term organizational growth will be the intentional balance of retaining a high level of quality throughout all levels of the organization, while also consistently striving to meet the ever-increasing needs of those we serve. ICAN will strive to accomplish this vision statement by:

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OUNDATIONAL

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ILLARS

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TRATEGIC

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RIORITIES

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BJECTIVES

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P

1.1

Evaluate and refine the process mapping of a lifecycle of a dog, for the purpose of creating efficiencies in the identification, training, and pairing of each dog.

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1.1.1 Identify all costs of a service dog from breeding to retirement. Are fees (client and release) feasible? 1.1.2 Evaluate key success factors along lifecycle and create and implement decision-making path.

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1.2

Develop and implement an HR Plan to support the implementation of the Vision-based Strategic Plan. This may include consultant services and outsourcing and should take into consideration current and future states of the organization.

OBJECTIVES:

1.2.1 Map out organizational gaps in order to address in revision organizational chart and HR plan. 1.2.2 Create and implement an ideal organizational chart for next 3-5 years.

1.2.3 Develop plan to address hiring needs for next 3-5 years.

1.2.4 Evaluate benefit options for staff (healthcare, 403(b) options, etc.) and develop plan to address staff

benefit plan.

Establish a sustainable operational base for long-term organizational impact and growth. ICAN leadership and staff will focus on the enhancement of its operational infrastructure and

development and implementation of sustainable internal & external processes.

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1.3

Evaluate and refine volunteer management processes, with a focus on furlough volunteers (identification, training, retention).

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1.3.1 Evaluate the number of active volunteers needed and compare with what ICAN currently has in place

and address any gaps.

1.3.2 Develop and implement formal training program for volunteers.

1.3.3 Develop and implement feedback loop for volunteers to have input on what’s working and what’s not

working.

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1.4

Develop and implement a consistent marketing and communications plan built on a consistent brand development case for support and messaging.

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1.4.1 Design and implement communication templates to support marketing and development efforts. 1.4.2 Review and refine brand messaging through case for support development and implementation.

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1.5

Review and refine board development policies and procedures.

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1.5.1 Determine what board gaps ICAN has and what areas need to be addressed in a Board development

plan.

1.5.2 Develop and implement board member orientation and training process.

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1.6

Develop and implement a change management process.

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1.6.1 Determine what immediate changes are needed and what changes will have the most impact; and

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2.1

Explore and identify potential training model expansion opportunities within IDOC (Indiana Department of Correction).

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2.1.1 Meet with the deputy wardens of current facilities (IWP, PCF, CIF) to discuss opportunity for

expansion and define possible expansion three year-plan.

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2.2

Explore, develop, and implement potential training model expansion outside of current inmate training model (nontraditional training and current).

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2.2.1 Develop a training model to be implemented outside of the traditional inmate model.

2.2.2 Develop a financial feasibility plan for the defined training model defined in Objective 2.2.1.

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2.3

Explore and implement possible utilization of technology to expand training opportunities (online courses; delivery and curriculum).

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2.3.1 Conduct a market analysis on whether there is a demand in the marketplace for this extended need of

online training courses.

2.3.2 Modify existing curriculum for online implementation.

Evaluate, develop and implement expansion plan for training programs within, and potentially outside of, the traditional inmate-training model while maintaining excellence.

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2.4

Review, refine, and implement program evaluation processes resulting in continuous quality improvement plan (next accreditation is 2020).

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2.4.1 Develop and implement an annual review/checkpoint to maintain ADI accreditation standards. 2.4.2 Implement and annual review updated ADI standards.

2.4.3 Implement annual benchmark visit a minimum of two (2) other accredited ADI programs.

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3.1

Evaluate current and long-term space needs.

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3.1.1 Develop cost model for long-term space utilization strategies.

3.1.2 Develop long-term office space utilization plan. (i.e. office spaces without dogs, training facility,

kennels etc.)

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3.2

Evaluate potential partnership opportunities around facilities acquisition and utilization.

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3.2.1 Identify potential state partnership opportunities.

3.2.2 Identify potential like-minded organizations who may be interested in partnering around shared

space.

Support implementation of the Vision-based Strategic Plan, evaluate facilities utilization needs, and then develop and implement short-term and long-term facilities utilization plan.

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3.3

Evaluate finances and opportunity costs for alternative revenue streams.

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3.3.1 Evaluate and understand lease vs. own (costs, risks, opportunity cost).

3.3.2 Evaluate and understand current financial state of ICAN relative to risk tolerance in engaging in

alternative revenue streams.

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3.4

Develop and implement short-term space utilization plan.

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3.3.1 Evaluate current facility space relative to possible addition of space or modified utilization of

existing space.

3.3.2 Develop long-term space utilization needs and develop space development plan. The space

development plan will be utilized to vet long-term cost options relative to building, renovating an existing facility, or long-term leased facility.

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4.1

Better understand and enhance the direct client experience. (identification, application process and timeline, training, on-going support).

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Evaluate and develop sustainable enhancement of client engagement services plan.

4.1.2 Develop and implement one-time survey of ten (10) ADI programs for their best practices that

increase client engagement.

4.1.3 Develop and implement client engagement plan that addresses information gained from surveys. 4.1.4 Develop and implement annual applicant and client satisfaction e-survey.

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4.2

Better engage existing clients and applicants to assist in the recruitment and promotion of ICAN.

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4.2.1 Identify opportunities for clients and applicants to engage in recruitment and promotion of ICAN that

can built into an engagement plan.

4.2.2 Develop and implement client and applicant engagement in recruitment and promotion of ICAN. 4.2.3 Develop and implement an evaluation process for the client and applicant engagement in recruitment

and promotion of ICAN plan.

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5.1

Develop an advancement plan that will enhance brand awareness, fundraising, and constituent engagement.

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5.1.1 Develop and implement organizational case for support. 5.1.2 Develop and implement corporate/business outreach plan.

5.1.3 Facilitate a diversified public/community relations initiatives plan. (E.g. pup sponsors, Wine and

Wags, etc.)

5.1.4 Develop and implement a planned giving program. (estate planning)

Establish a diversified revenue stream inclusive of philanthropy and earned revenue model that will support the successful implementation of the Vision-based Strategic Plan.

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5.2

Evaluate and enhance current constituent’s relationship management (CRM) system to effectively engage donors and constituents.

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5.2.1 Develop and implement a process to cleanse data annually.

5.2.2 Develop and implement a policies and procedures for utilization of CRM.

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5.3

Evalutate proposed business/revenue streams and implement earned revenue opportunities.

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5.3.1 Evaluate market assessment recommendations and develop potential earned revenue plan for

presentation to the Board of Directors.

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5.4

Explore and engage alternative fundraising market opportunities. (E.g. peer to peer, social-media)

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5.4.1 Evaluate current alternative fundraising strategies.

5.4.2 Identify and evaluate alternative fundraising strategies in the non-profit markets that have shown

success for possible plan implementation.

5.4.3 Based on internal and external evaluations, develop and implement alternative fundraising strategies

as a part of the organization’s advancmenet plan.

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5.5

Review and evaluate the need for a capital campaign to support successful implementation of Vision-based Strategic Plan.

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5.5.1 Evaluate potential needs statement and case for support for a capital campaign.

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PPENDIX

A.

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TRATEGIC

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RAMEWORK

Values, Vision, Mission

As The Carreon Group facilitates the strategic planning process, we believe values, vision, and mission statements are far more than marketing statements posted on an organization’s website. The values, vision, and mission statements serve as a foundation and drive the

culture and strategy of an organization.

A values statement reflects the beliefs of an organization’s employees and volunteers, providing a strong foundation to drive the way people behave. The statement exemplifies the desired organizational culture. Values reflect the fundamental principles that guide the organization’s planning and implementation of programs and services. This includes how the organization interacts with its various constituents and those it serves.

A vision statement defines a vision for how the world will be better because of the organization. The statement should reflect the organization’s values and beliefs and express the organization’s optimal goal and reason for existence. The vision statement should answer the question: What will ultimately happen as a result of the organizations programs and services?

A mission statement communicates the purpose of the organization, the group(s) it serves, and how it plans to serve the identified group(s). The statement should concisely express what the organization does and what makes it unique from other organizations.

Elements of Organizational Culture – The Guiding Path

Organizational culture reflects the values, beliefs, and behavioral norms that characterize an organization as a whole. It is a set of shared assumptions that guide what happens in an organization by defining appropriate beliefs and behaviors that are common and typical for the organization. Organization culture is observable and a powerful force every organization must create and sustain in order to achieve its mission objectives.

Organizational Values: Values reflect what we feel is important. Organizations may have core values that

reflect what is important in the organization. These values may be guiding principles of behavior for all members in the organization. The core values may be stated on the organization's website.

Organizational Beliefs: Beliefs that are manifested in an organization’s culture include ideas about how to

achieve certain goals, such as increasing productivity or job motivation.

Organizational Behavioral Norms: Behavioral norms reflect the typical and accepted behaviors in an

organization. They may reflect the values and beliefs of the organization. They may reflect how certain tasks are generally expected to be accomplished, the attributes of the work environment, the typical ways that people communicate in the organization, and the typical leadership styles in the organization.

Strategic Planning – The Driving Path

A Strategic Planning document is developed to define a future direction of an organization. It serves as a guiding path and road map for an organization. It helps organizations make decisions on how to optimize their resources and provides a common language of understanding for leaders and staff to align their resources and how their organization will move forward.

Strategic Plan Vision Statement represents the strategic plan’s vision for success. The strategic plan vision

statement should be achievable and should be the foundation for the development of the plan’s Foundational Pillars, Strategic Priorities, and Objectives.

Foundational Pillars represent high-level organizational priorities that are instrumental to the achievement

of the strategic plan vision statement, based upon its context and environment it exists in. It is important to note that the Foundational Pillars should only focus on the achievement of the strategic plan vision

statement and not be inclusive of all activities of the organization.

Strategic Priorities represent specific priorities that are critical to the success of each Foundational Pillar.

Strategic Priorities should guide the successful achievement of each Foundational Pillar.

Objectives align under each over-arching Strategic Initiative, and are specific set goals to achieve an

organization’s Strategic Priorities.

Action Items are developed for each objective and explain in greater detail how each objective will be

accomplished. Action items should be clearly defined and specific, and are touch points of accountability in the delivery of the strategic planning document.

As organizations align their culture and strategies, this framework ultimately leads to positive growth and measurable outcomes.

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PPENDIX

B.

MARKET

ASSESSMENT

Executive Summary

Introduction

As part of ICAN’s strategic planning efforts, our team at the Butler Business Consulting Group (BBCG) conducted a market assessment. The objective for this project was to evaluate strategic alternatives related to exploring the feasibility of various markets. This work considered questions like:

 What are ICAN’s strengths that would be attractive to potential partners in each market?  What are the market factors and considerations?

 What is the true long-term potential for each market?

As part of our process, we evaluated existing data and materials, conducted an internal and external environment review incorporating both primary and secondary research, hosted a chart-talk session with ICAN staff and volunteers, and created financial models.

Benchmarking

The first component of our market assessment included conducting a market scan to benchmark ICAN against other service dog and training organizations. We conducted high-level, secondary research on organizations similar to ICAN. In total, we researched 17 organizations in the service dog industry and took a more extensive look at four of those organizations: Assistance Dogs for Achieving Independence (ADAI), Pacific Assistance Dogs Society (PADS), ADAI, Saint Francis Service Dogs and Susquehanna Service Dogs to gain further understanding of opportunities for ICAN. We selected these based on recommendations coming out of both internal and external stakeholder interviews. The full benchmarking analysis is in Appendix B: ICAN benchmarking research and highlights from the interviews with the four peer organizations are included in the full report.

Exploration of Revenue-Generating Opportunities

In order to assess opportunities for ICAN to generate additional revenue, we hosted a chart-talk to brainstorm and evaluate any ideas that could result in new revenue streams for the organization. The group evaluated opportunities against the following factors:

 Fit with ICAN mission  Potential revenue generated  Ease of implementation  Cost of implementation  Existing strength of ICAN  Demand for offering

Based on the scores from this session the highest-ranking opportunities were: training provided by former handlers (public dogs), Puppy Playground (public dogs), selling training curriculum to other providers, and

opportunities because many of these ideas are extensions of existing programs or a new opportunity for program-based revenue. We believe ICAN should evaluate and consider these opportunities as part of the strategic planning process related to program expansion rather than in this market assessment analysis.

Selected Earned Revenue Opportunities

To determine, which revenue-generating opportunities we would further explore, we evaluated the scoring results, discussed opportunities with Jillian Ashton, and determined that for the purpose of the market assessment, we would focus on earned revenue opportunities that could be standalone business opportunities and not just another program. We further evaluated the following earned revenue opportunities:

1. Training provided by former handlers

2. Doggie daycare (Puppy Playground concept for public dogs)

3. Kenneling for public dogs (while not on the original list, we wanted to consider it since most doggie daycare providers also board dogs)

After looking at these factors, due to the lack of supply of former handlers, we believe that training provided by former handlers is not a standalone opportunity, but rather an intentional effort to re-hire former handlers when they are available in conjunction with another opportunity of alternative revenue streams (Diamond, Released Offender List, April 26, 2018).

In exploring doggie daycare and kenneling for public dogs, we believe ICAN should offer these services in conjunction with training. Offering these services without training would be difficult as the Indianapolis market is fairly saturated with doggie daycare and kenneling businesses. Having training included with these services along with the ICAN name as a leader in service dog training would be differentiators in marketing the services. We recommend that ICAN further evaluate the daycare and train and board and train options as both a standalone independent business and as a partnership opportunity. As shown in the financial models, the independent option offers a significantly higher potential revenue and net

contribution for the organization, but it also would require upfront costs and cause the organization to take on more risk. The partnership model may be an easier opportunity for the organization to pilot the new business model without assuming the risks, but it would also be less rewarding in terms of the revenue and gross margin generated.

Recommendations

Based on our research and key success factors for consideration within the pet services industry, we recommend that ICAN pursue kenneling and doggie daycare with training services whether independently or through a partnership. If partnering with another company, ICAN would avoid the capital risk of investing in new facility space. If ICAN were to pursue these options independently, then there are several options ICAN would need to consider when selecting a new space with one crucial consideration being the location of the facility.