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About CPF | Board of Directors | Administration | Financial Status
The California Planning Foundation has put together a dynamic strategic plan. The results of this analysis are described below as Future Goals and Actions and is covered under four categories: 1) Educational, 2) Professional, 3) Fiscal and 4) Organizational.
Future
Goals and Actions
1.
Establish formal endowment for Planning Education
2.
Establish a structured campaign for increasing donors perhaps
through named Friends of CPF Scholarship(s)
3.
Set targets for endowment growth
4.
Increase outreach
1.
Tally number and distribution of applicants and scholarship recipients
for past several years
2.
Review scholarship application requirements
3.
Make more concentrated efforts by Board members through
department/faculty contacts at each eligible academic program
1.
Review scholarship selection criteria to emphasize potential for
leadership in practice
2.
Refine interview questions
3.
Maintain criteria supporting diversity in the scholarship program
1.
Identify recipients at CCAPA conference (e.g., ribbons on badges)
2.
Provide press release to academic programs, school newspapers and local
newspapers
3.
Increase interaction between recipients and CPF Board
4.
Share scholarship recipient highlights with CCAPA Board
1.
Develop a data base of past recipients
2.
Develop a tracking system, including CCAPA membership and job positions
1.
Clarify CPF and CCAPA roles
2.
Balance fundraising requirement with professional development mission per
se
1.
Review the nature of competing offerings
2.
Be flexible/adaptable to timely topics
3.
Emphasize a different angle or approach, e.g.:
·
Lessons from case studies
·
Simulations
·
Nuts and bolts for different levels entry and advanced
1.
Work with CCAPA chapter and sections
2.
Co-host with academic programs, including use of university facilities
3.
Participate in AICP continuing professional development program
4.
Seek sponsors to underwrite costs
1.
Publish materials on website
2.
Publish follow-up article in Cal Planner
1.
Establish regular schedule with appropriate lead time
2.
Simplify and focus publicity
3.
Involve several board members in logistical support
1.
Keep registration fees reasonable, but commensurate with length and
quality, and not under-priced compared with the competition
2.
Provide discounts for selected audiences e.g., multiple participants
from a single agency or firm; recent graduates; past scholarship recipients;
AICP exam aspirants?
3.
Continue to use donated facilities
4.
Continue to use volunteer presenters in local area no honorarium or
travel reimbursement
5.
Consider sponsors to cover out-of-pocket costs
6.
Provide net revenues to support scholarship program
7.
Set a norm for the ratio of income to expenses for professional
development activities
1.
Select meeting locations carefully to manage travel costs
1.
Seek ways to share Board assignments and balance tasks over the year
review calendar of activities
2.
Add non-members in committees to manage events (such as CPF does now with
the nominating committee)
3.
Find ways to recognize significant contributors in a meaningful way, for
example, Friends of CPF
4.
Consider staff support
1.
Publish regular articles in Cal Planner
2.
Establish website as outreach tool [but recognize that we need active
outreach as well because we cannot depend on people seeking CPF out]
3.
Consider alternatives to brochure perhaps a datasheet on the web that
also prints well
4.
Explore free ad in Cal Planner
1.
Mission clarify role of CPF as a foundation
2.
Activities
·
Schedule and application procedures for annual scholarships
·
Information and registration for workshops
·
History of workshop topics
3.
Board members
4.
Scholarship recipients
Priorities
and Responsibilities
Priorities and responsibilities are discussed as action items at each Board meeting in addition to monitoring the goals set out in the strategic plan.