1. FY 14 STRATEGIC PLAN SUMMARY Roadmap Implementation Progress Update – 9/20/2013

2. Progress Indicators Substantial Progress Progress Not Yet Implemented

3. STRATEGIC IMPERATIVE FY 14 GOALFY 2014 GOALS STATUS Community Leadership To support 3 initiatives that improve capacity of non-profit sector 1.AZ Gives Day 2. Indicators Transfer to U of A 3. Loan Fund as SO of CFSA 4. Events through Southern Arizona Grantmakers

4. STRATEGIC IMPERATIVE FY 14 GOALFY 2014 GOALSSTATUS Strategic ImpactSupport 4 initiatives that make a quantifiable difference 1.Three collaboratives years 4, 5 2. Foster ED - Attend monthly meetings and continue to prepare reports for donors. 3. End of Life 4. PAAW - S upervise Eller Team; oversee working groups; interface with Humane Network; help raise needed $ (TBD) 5. Next focus area determination

5. STRATEGIC IMPERATIVE FY 14 GOALFY 2014 GOALSSTATUS Branding & Marketing Have 80% brand recognition among key target groups Professional Advisors Non profits Potential Donors Current Donors 1. Marketing communications plan update 2. Develop awareness, benchmarks, & tracking system 3. Conduct Donor Survey 4. Social Media plan and execution 5. Finalize marketing materials 6. Website development and content management 7. E-news strategy and implementation 8. Events – donor, PAC scholarship

6. STRATEGIC IMPERATIVE FY 14 GOAL FY 2014 GOALS STATUS Financial Management Trusted administrator of donor assets 1. Hire CFO 2. Refine new accounting system 3. Deliver on-time audit with no findings 4. Deliver timely, accurate donor statement 5. Analyze and determine fee structure 6. “Dummy” fund clean up 7. Operating cash reconciliation 8. Gift Log process, personnel 9. Grant management process, personnel

7. STRATEGIC IMPERATIVE FY 14 GOALFY 2014 GOALSSTATUS Asset Development Financially self sufficient with available resources to fund growth 1. Final Recommendation from Financial Sustainability Committee 2. Operate with surplus 3. Pay down 1/3 of FY ‘12 balance of line of credit 4. Develop next strategic plan 5. Establish operating reserve 6. Sustain outside funding for CPG at $30,000 annually

8. STRATEGIC IMPERATIVE FY 14 GOALFY 2014 GOALSSTATUS IT SystemsRedesign or implement new IT system to increase donor interaction and access to the foundation 1. System and database clean up and improvements 2. Grants data system and clean up 3. Develop CRM prospect management system 4. Develop Scholarship management system

9. STRATEGIC IMPERATIVE FY 14 GOALFY 2014 GOALSSTATUS Board Development 75% of all living former board members engaged and contributors to the foundation 1. Board ambassador training 2. Monitor individualized Board plans 3. Ongoing training at board meetings

10. STRATEGIC IMPERATIVE FY 14 GOALFY 2014 GOALSSTATUS Donor Services Services and systems to enable donors to individually & collectively, make a difference 1. Quarterly donor events 2. Create bi annual Donor newsletter 3. Create knowledge center for Donors 4. Deliver Donor handbook 5. Contact each donor 6. Develop/refine Donor recognition/legacy strategy 7. Regular process for obituary tracking 8. Fund files cleaned up 9. Conduct site visits 11. Open and close fund files in timely fashion

11. STRATEGIC IMPERATIVE FY 14 GOALFY 2014 GOALSSTATUS Personnel Development Develop culture that rewards customer service & retains and attracts superior talent 1. Create and monitor service standards 2. Ensure ongoing staff professional development 3. Ongoing staff training on customer service