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Organization for Transformative Works 2017-2020 Strategic Plan

The Strategic Planning Committee and the OTW Board of Directors would like to announce that revisions to the OTW Strategic Plan are complete. In January 2016, the newly-elected Board undertook a process to ensure that the plan was in line with the organization’s top priorities and resources. As a result, the plan has been streamlined to better fit the current needs of the organization.

Strategic Planning would like to extend our thanks to the OTW’s staffers, volunteers, donors, supporters, users, and broader community for their patience and engagement. The support of our community continues to make it possible for this organization to achieve our mission and to serve fans and fandom.

Implementation of the plan will begin January 2017. Strategic Planning has prepared an implementation support plan to outline the ways that our committee and the OTW are committed to the success of this plan.

We invite the public to peruse the Strategic Plan Visual Timeline or the text-only version of the plan below to learn about the future of the OTW and its projects. We have also provided definitions of common OTW terms used in the plan.

Themes

Each goal of the plan fits within a larger theme goal. The themes are indicated at the end of each goal description.

Stronger Infrastructure – The OTW needs better technology, tools, processes, procedures, and documentation. (Infrastructure)

Stronger and More Efficient Board – A strong, democratic, and efficient board will positively impact the entire organization. (Board)

Increased Volunteer Engagement, Retention, and Development – The OTW must build skills and experience in creating a stronger OTW-wide community. (Development)

Expand Fundraising and Financial Capacity – The OTW requires funds to operate and grow, thus it must expand fundraising capacity. (Fundraising/Financial)

Grow and Support Existing Projects – Each committee needs a clear understanding of their part in fulfilling the mission of the OTW. (Projects)

6-Month Goals

Document OTW-wide chair/lead position and expectations: Committee & workgroup chairs/leads work with the Board to draft a document which describes the organization-wide expectations for chairs and leads. (Infrastructure)

Purview and roles documentation: The Board drafts, approves, and internally publishes documents clarifying how the Board functions, in actuality as opposed to ideally. (Board)

Preliminary purview statements: Committees/workgroups draft a statement, outlining their purview within the OTW including potential gaps or overlap between them and other teams. (Infrastructure)

Improved Board/Committee communication: The Board implements flexible, clear, and structurally supported systems for staying in communication with committees and workgroups. (Board)

9-Month Goals

Document team-specific chair/lead position descriptions: Using the OTW-wide document outlining the roles and expectations of chairs and leads, all committees & workgroups draft their own document, adapted and elaborated for their specific leadership model. (Infrastructure)

12-Month Goals

Recruitment plan: Committees/workgroups document recruitment needs, training plans, timelines, etc for new staff (and volunteers if applicable). (Development)

Internal wiki pages for everyday and essential processes: Committee/workgroup creates and posts internal wiki pages that document their regular processes and procedures. (Infrastructure)

Committee/Workgroup and OTW-wide budgets: Finance has completed an update to the current OTW budget, and created an OTW-wide budget for the upcoming year. (Fundraising/Financial)

Overhaul Finance structure: OTW has completed a thorough review of its financial structure and made changes where needed. (Fundraising/Financial)

Coalitions guidelines: Legal has made available on the internal wiki a guide to the OTW’s current coalitions with other organizations and procedures for Legal to manage the creation of new coalitions and joint projects. (Projects)

18-Month Goals

Chair/Lead Basic Training: Basic training procedures have been developed and implemented for fundamental skills that all committee chairs and workgroup leads require to be effective at their positions. (Development)

24-Month Goals

Committee/Workgroup roadmaps: All committees/workgroups have developed a roadmap describing their priorities and setting specific objectives for the future, including potential new projects they may wish to undertake. (Infrastructure)

Research governance options: The OTW’s Board has reviewed research into the field of operations and governance of nonprofits, and assessed the needs regarding revisions to the OTW’s governance structure. (Board)

Clarify and establish procedures to deal with personnel conflict: Procedures for dealing with personnel conflict have been drafted and approved. (Development)

Set guidelines for reserves: The OTW has set guidelines for reserves. (Fundraising/Financial)

Set guidelines for annual fundraising goals: The OTW has set guidelines for amounts for annual fundraising goals. (Fundraising/Financial)

Goals and/or accomplishments for each project: Each OTW project has a plan identifying objectives and goals for the next 3 years. (Projects)

30-Month Goals

Training plan for Board in place: A training process is available that can be utilized by all newly-elected Board directors. (Board)

Complete chair/lead training plan: The OTW has a complete chair/lead training plan that covers OTW-specific skills as well as more general leadership and management skills, including leading meetings, delegating tasks, conducting staff training, engaging new volunteers, etc. (Development)

36-Month Goals

Organization handbook: There is a handbook (likely located on the internal wiki) that can be handed to every staffer and volunteer, which includes basic information on the OTW that every staffer or volunteer needs to know, e.g. background on each committee/workgroup and basic how-tos for the organization’s tools. (Infrastructure)

Board succession plan: There is a Board succession plan in place that ensures that existing Board directors/officers feel their knowledge and responsibilities are securely preserved and new Board directors/officers feel supported and informed in their training and transition process. (Board)

New operations model plan: the OTW has developed a plan for revising the governance structure of the organization. (Board)

Review and consider options for org-wide annual/quarterly meetings: The OTW has explored the possibility of holding organization-wide meetings. (Development)