Core Template for Chapter Strategic Plan Development



Oregon Trail Chapter

Strategic Plan

FY 2006 to 2008

May 2005

Message from the Board Chair and Chapter Executive

In common with other organizations, the Oregon Trail Chapter operates in an environment of change and challenge, opportunity and expectation.

The Chapter regularly assesses its work and plans, formally and informally, seeking insight and an effective and agile approach to its overriding goal of community service. This version of our strategic plan looks to the past and future to inform present action.

In many ways, the Chapter is emerging from a challenging period. Externally, the societal and economic events impacting our operations are now better understood, and although their effects are still unfolding, we have developed successful responses, gathered insight and experience, and built new support and partnerships. Internally, we have maintained strong services through a committed workforce, increased our efficiency, and restructured operations, but must now grapple with the simple realities – and resource requirements – necessary to both maintain our services and grow program reach and community support. In the near future, leadership changes will bring new capabilities and direction to our team.

The following plan is a deliberate extension of the national Red Cross model and the overarching environmental and strategic directions it sets, while also integrating significant local conditions and initiatives.

This document reflects the input of many and owes much to the substantial work carried out by the Board Strategic Planning Committee in the period 2002-2005. As with all living documents, its conclusions are subject to discussion and change based on experience and events, however, we believe the broad goals and local initiatives represent important commitments for our Chapter, and the communities we serve.

Thomas R. Rask III, Chairman, Board of Directors

Bert Kile, Executive Director

Table of Contents

Overview 1

Strategic Foundations 3

Implications of Our Environment 4

Our Strategic Direction 8

Strategic Goals 9

Strategic Initiatives 10

Strategic Scorecard 14

Overview

The Oregon Trail Chapter Strategic Plan sets the direction for this Chapter over the next three years.

The Strategic Plan consists of four primary elements, as noted in the graphic. Our Strategic Plan is focused on the needs and expectations of our constituents – our clients, donors, volunteers, employees and partners. In addition, the implications of our environment helped shape our strategy.

|Strategic |The Strategic Foundations are the core and fundamental statements that define the organization. They describe the purpose of the|

|Foundations |organization, its aspirations and how it conducts its activities. The chapter Strategic Plan is built upon the mission of the |

| |American Red Cross and upon the basic foundations provided by the American Red Cross Strategic Plan. |

| |The Strategic Direction of the Oregon Trail Chapter reflects the overall priorities of the organization. The Strategic |

|Strategic |Direction for all units of the American Red Cross is to… |

|Direction |Be America’s partner and a leader in mobilizing communities to help people prevent, prepare for and respond to disasters and |

| |other life-threatening emergencies. |

| |Inspire a new generation of volunteers and supporters to enrich our traditional base of support. |

| |Strengthen our financial base, infrastructure and support systems to continuously improve our service delivery system. |

| |This component of the plan highlights how the Oregon Trail Chapter will focus its efforts, its activities and its resources |

| |around its adaptation of the Strategic Direction. |

|Strategic |Strategic Initiatives describe the actions the Oregon Trail Chapter will undertake to achieve its Strategic Goals and Direction.|

|Initiatives |These generally cut across departments and require significant effort. Strategic Initiatives represent efforts of all units |

| |within the Chapter. |

|Strategic Goals |Strategic goals clearly define what the Oregon Trail Chapter intends to achieve over the course of the Strategic Plan. The |

|and Scorecard |goals are directly tied to the Strategic Direction and provide additional clarity and focus for chapter activities. Performance|

| |targets will be established for each goal and monitored. |

The components of the Strategic Plan are:

In summary, this Strategic Plan sets forth the direction and priorities for the Oregon Trail Chapter. It aligns with the direction and priorities established for the entire American Red Cross and it provides the framework and context for future deliberations around strategic issues facing the chapter. It provides the framework for future strategic planning within the chapter. Performance and progress against the plan will be monitored on a regular basis. The plan will be reviewed and updated on an annual basis to ensure it is relevant and addresses emerging opportunities and challenges driven by our environment and operations.

Strategic Plan Outline

Strategic Foundations

Fundamental Principles

The International Red Cross and Red Crescent Movement is guided by the Fundamental Principles.

|Humanity |The International Red Cross and Red Crescent Movement, born of a desire to bring assistance without |

| |discrimination to the wounded on the battlefield, endeavors, in its international and national capacity, to |

| |prevent and alleviate human suffering wherever it may be found. Its purpose is to protect life and health and|

| |to ensure respect for the human being. It promotes mutual understanding, friendship, cooperation and lasting |

| |peace amongst all peoples. |

|Impartiality |It makes no discrimination as to nationality, race, religious beliefs, class or political opinions. It |

| |endeavors to relieve the suffering of individuals, being guided solely by their needs, and to give priority |

| |to the most urgent cases of distress. |

|Neutrality |In order to continue to enjoy the confidence of all, the Movement may not take sides in hostilities or engage|

| |at any time in controversies of a political, racial, religious or ideological nature. |

|Independence |The Movement is independent. The National Societies, while auxiliaries in the humanitarian services of their |

| |governments and subject to the laws of their respective countries, must always maintain their autonomy so |

| |that they may be able at all times to act in accordance with the principles of the Movement. |

|Voluntary Service |It is a voluntary relief movement not prompted in any manner by desire for gain. |

|Unity |There can be only one Red Cross or one Red Crescent Society in any one country. It must be open to all. It |

| |must carry on its humanitarian work throughout its territory. |

|Universality |The International Red Cross and Red Crescent Movement, in which all Societies have equal status and share |

| |equal responsibilities and duties in helping each other, is worldwide. |

Congressional Charter

1. To provide volunteer aid in time of war to the sick and wounded of the armed forces, …

2. In carrying out the purposes described in clause (1) of this section, to perform all the duties devolved on a national society by each nation that has acceded to any of those treaties, conventions, or protocols;

3. To act in matters of voluntary relief and in accordance with the military authorities as a medium of communication between the people of the United States and the armed forces of the United States, and to act in those matters between similar national societies of governments of other countries through the International Committee of the Red Cross and the Government, the people and the armed forces of the United States; and

4. To carry out a system of national and international relief in time of peace, and apply that system in mitigating the suffering caused by pestilence, famine, fire, floods and other great national calamities, and to devise and carry out measures for preventing those calamities.

Mission

The American Red Cross, a humanitarian organization led by volunteers and guided by its congressional charter and the Fundamental Principles of the International Red Cross Movement, will provide relief to victims of disasters and help people prevent, prepare for, and respond to emergencies.

American National Red Cross Strategic Plan

Launched in May 2003, the American Red Cross Strategic Plan focuses on how the overall organization will serve the people of America and have the greatest positive impact on our communities. The plan defines our organizational priorities so that all units can align plans and activities toward a common strategic direction.

Implications of Our Environment

As is true throughout the nation, the environment in which the Oregon Trail Chapter operates has undergone significant changes over the past few years. It is important to understand the implications of our shifting landscape.

|Summary of Trends |Implications |

|Demographics |The growth of the American Red Cross client base (the American public) will place an |

| |increased demand on the services we provide. Our service delivery has not kept pace with |

|Growing population and number of households |the population the past few years, resulting in a decrease in the percentage of Americans |

|Aging population |served. |

|Increased diversity |An aging population will: |

|Population shifts to metro areas and coastal |Require an examination of the services we deliver to ensure they meet the needs of a more |

|regions |elderly population. |

| |Place an increased strain on the blood supply as more Americans will require transfusion |

| |products and the available donor pool shrinks as more Americans become ineligible to donate |

| |blood. |

| |Expand the volunteer pool. The challenge will be to ensure appropriate and meaningful |

| |opportunities exist at the Red Cross. |

| |Create a significant transfer of wealth over the next decade as older generations pass on |

| |their wealth to younger generations and charitable organizations. |

| |The American population is becoming increasingly diverse. This will require the American |

| |Red Cross to ensure it represents the communities it serves. Diversity must be reflected |

| |not only in our volunteers and employees, but in our donors and our clients. Our programs |

| |and services must be culturally relevant to our diverse populations. |

| |The population shifts to more urban and coastal areas will require the Red Cross to |

| |strengthen its presence in these areas. At the same time, the Red Cross must determine the |

| |best way to ensure a continued presence in all of America’s communities. We must determine |

| |the optimal model for service delivery, financing and support for all units across the |

| |country. |

| |Increased movement of Americans requires the Red Cross to better track and stay connected to|

| |our volunteers and donors in order to continue their support. |

|Economy |At the time this document was prepared, the economy was believed to be slowly climbing out |

| |of a slight recession that began in March 2001. The recession of late 2000 and early 2001 |

|Philanthropy typically lags behind economic |suggests that giving may have been negatively impacted in late 2002 and 2003. |

|trends |Studies consistently show that the primary driver behind giving is the performance of the |

|Economic performance is the primary driver |economy and stock markets. |

|behind giving |We must generate more recession proof revenue streams to insure client needs can be met. In|

| |addition, adequate strategies and reserves are required to weather economic downturns. |

|Summary of Trends |Implications |

|Philanthropy and Volunteerism |Like the charitable field overall, the vast majority of donations to the Red Cross are from |

| |individuals. Our donor pool is aging rapidly and does not reflect the diversity of America.|

|Individuals are the largest source of |Our typical donor is a white woman over 55. We must continue to capture the older |

|charitable contributions – 89% of households |generation of donors, but must make enormous strides in tapping into the charitable pool of |

|donated money in 2000 |underrepresented populations and younger generations. |

|61% of people donated money when asked and 71%|While the American Red Cross uses a number of methods to encourage financial donations, we |

|volunteered time when asked |must ensure our messaging and vehicles for soliciting donations are effective, relevant and |

|Most people who donate to the Red Cross do so |innovative. |

|because they have a connection to the |The Red Cross must develop a more diversified fundraising base to reduce reliance on direct |

|organization |mail and federated giving. |

|Volunteerism and giving will have an expected |The connections to the Red Cross most often cited as driving a financial donation include |

|boom as the American population ages and |volunteering, received a service or had a blood transfusion need. We must capitalize on the|

|wealth is transferred to younger generations. |opportunities we create through our services to engage more Americans in the work of the Red|

|40% of blood donors are over 45 and donate |Cross. |

|more than once |We must engage a broader age range of the American public in the mission of the American Red|

|Those who donate require accountability for |Cross. Increased efforts to attract and engage youth will be critical to ensure continued |

|the utilization of funds |support. At the same time, we must also strengthen our relationships with older generations|

| |to take advantage of volunteer and donation opportunities. |

| |Increasing deferral requirements and the aging of the population will further strain the |

| |blood supply. We need to encourage younger and more diverse generations to donate blood. |

| |The Red Cross must demonstrate impeccable stewardship of donors’ investment in our Mission. |

| |We must demonstrate that intentions are honored and resources are used effectively and |

| |efficiently. |

|Disaster Environment |Red Cross units in disaster prone areas and large metropolitan areas will need to strengthen|

| |capacity and readiness as demand for Red Cross services will increase in these locations. |

|Population moving to more disaster prone areas|All chapters have an opportunity to increase the number of single family disasters in which |

|The number and cost of major disasters |we respond; over 350,000 residential fires occur each year. |

|continues to increase |We must strengthen our plan for Homeland Security, ensuring an integrated response and |

|Acts of terrorism are a reality |preparedness effort across all units and other partners such as government agencies. |

|A residence catches fire every 83 seconds |The nation is ready for a well-coordinated approach for disaster preparedness that is |

|International threats to national security |focused on families, businesses and communities. The Red Cross has the expertise and the |

|will increase the deployment of active and |service delivery network to be a leader in this area. 78% of Americans feel the Red Cross |

|reserve military forces |is a trusted source for disaster preparedness information. |

| |Investment in human resources and technology will be essential to remain at the forefront of|

| |disaster response and preparedness. |

| |As the war on terrorism continues, the activation and deployment of National Guard and |

| |Reserve forces will accelerate to higher levels. The Red Cross support to families of |

| |deployed military members will be increasingly needed. |

|Summary of Trends |Implications |

|Biomedical Environment |Innovation and capital will be required to stay at the forefront of technological advances. |

| |New testing modalities must be researched and implemented quickly to ensure the safest blood|

|Technologies and manufacturing and testing |supply possible. |

|processes are constantly changing |Vigilance to quality assurance and compliance improvement requires modern technology and |

|New blood-borne diseases and new threats such |facilities, appropriate oversight and controls, highly trained and supervised personnel, and|

|as terrorism are emerging |systems that support a focus on safety and quality. |

|Stringent regulatory requirements must be met |The Red Cross must foster positive relationships with the Food and Drug Administration (FDA)|

|Cost pressures are forcing many hospitals to |and make strides in compliance improvement and satisfy all FDA requirements. |

|explore alternatives to meeting their blood |The Red Cross must constantly focus on reducing the costs of doing business to keep prices |

|needs |at competitive levels. |

|Declining population of eligible donors |As increased requirements to ensure safety lengthen the blood donation process, we must find|

| |ways to create a more customer-friendly donation environment to retain existing donors and |

| |sponsors and attract new donors and sponsors. |

|Constituent Expectations |While client satisfaction is relatively high, the Red Cross must continue efforts to deliver|

| |quality service in a customer-friendly manner. As we plan for our organization, establish |

|Clients expect fast, hassle-free and courteous|priorities and make resource allocations, a focus on customers must drive our decisions. |

|service (about 70% of all Red Cross service |As the American public sees only one Red Cross, we must ensure that all of our programs and |

|clients rate their satisfaction as |services are well integrated. |

|“excellent”) |It is imperative that we assure our donors and the American public that we adhere to the |

|Donors demand stewardship, accountability and |highest standards of stewardship, integrity and fiscal accountability. |

|an opportunity to make a difference |The Red Cross must be an effective collaborator with government agencies at all levels and |

|Our partners expect improved communication and|with other human service providers. Government agencies will demand the non-profit sector |

|better cooperation |work cooperatively in their Homeland Security efforts. |

|American’s trust in societal institutions has |While the Red Cross is beginning to regain the trust of the American public, individuals and|

|waned, though the Red Cross has regained a |corporations are demanding more from their charitable organizations. The overall trend of |

|favorable position with high trust rankings |consumerism suggests that people want to know that their investment will lead to quality |

| |outcomes and their donation is used in the most cost-efficient manner. A focus on outcomes |

| |and fiscal responsibility are paramount to regaining and sustaining America’s trust in the |

| |Red Cross. |

|Summary of Trends |Implications |

|Local External Environment |The Chapter is seen as a “first source” for information and action by a broad range of |

| |constituents, although these expectations are not always mission related or realistic. |

|The Chapter has maintained a high level of |Responsiveness to key “customers” is essential to maintain relationships and build support. |

|trust and support as evidenced by internal and|There have been/will be successful opportunities for partnerships within the public and |

|external assessments. |private sectors (e.g. tsunami relief, regional planning by Citizens Corps). |

|The regional economy has been bleak, and |Local philanthropy is both more episodic and increasingly competitive – the Chapter has |

|current recovery has seen reductions in |reached plateaus in some areas (e.g. direct marketing) and needs to reinvest in others to |

|comparable jobs, corporate philanthropy and |maintain success (e.g. planned giving) and expand yet other (e.g. major gifts). Investment |

|significant funding challenges for government |in marketing and development are critical. |

|and its services. |How the Chapter recruits, develops and engages staff and volunteers must meet increasing |

|Volunteerism in the Northwest is evolving |expectations and demonstrate an ongoing commitment to people and retention. Continuing and |

|rapidly, and expectations are high. Successful|increased emphasis on youth engagement is required to ensure the support base of the future.|

|experiences are crucial to ongoing perception | |

|and individual support. | |

|Chapter Internal Environment |Leadership has identified shortfalls in resources for maintenance and growth within services|

| |and support operations. Internal reorganization has “flattened” structure and increased |

|The Chapter is emerging from an extended |responsibilities and expectations at all levels, at the expense of responsiveness to |

|period of retrenchment that has seen emphasis |external opportunities and improvements in critical areas for future capability. |

|on revenue, cost cutting and service |There have been significant improvements in some operations - Health and Safety programs |

|maintenance (as opposed to expansion). |have improved their operations but do not generally translate to donor engagement and |

|Leadership turnover (managers on up) during |expanded support. Their relevance to mission and institutional support needs to be |

|the last two planning periods has been |strengthened. |

|significantly greater than the chapter’s |Marketing research, corporate directions and financial development success all underscore |

|previous history. |the importance of increased education and engagement of all stakeholders; building on the |

|National restructuring has been ongoing for an|strength of the Red Cross as the competent expert and action agent in Prevent, Prepare and |

|extended period, and has and will continue to |Respond. |

|impact Chapter operations, policy and |National and regional chapter expectations for Oregon Trail expertise, resources and |

|possibilities. |engagement will increase as developing models for expanding presence and service to all |

|The Chapter is seen as successful and an |areas of the country evolve. |

|important resource by national headquarters, |There are significant shortfalls in the Chapters (organizations) technological capacity and |

|the Service Area and other Chapters. |supporting tools. Continuing investments (some ad hoc) will be required to maintain |

|Contracted studies suggest flat and declining |successful operations. |

|markets for the current mix of product and |Collaboration with Blood Services is a goal, but difficult in practice, as business |

|service offerings and the need to refocus on |operations and day to day objectives of the two organizations are quite different. |

|mission, brand and client expectations. |The Chapter needs to expand beyond the urban core to increase awareness and support, provide|

|The current emphasis on homeland security and |more uniform services across the jurisdiction, and build an improved, decentralized capacity|

|safety has significant implications for |for response. |

|resources and community expectations of the |The Chapter needs to assess and develop appropriate responses to numerous and sometimes |

|Chapter. |inappropriate requests for services and involvement. |

Significant issues from previous planning

The following subjects, as broken out in the FY 2000 – 2003 Strategic Plan, were also considered and have been integrated into this document. The previous plan, and a follow-up document revisiting the plan after the events of September 11th, is recommended reading.

Service Concept/Business Strategy

Staff and Volunteer Values

Financial Strength

Service Delivery and Performance

Diversity

Regional and Statewide Responsibilities

Partnerships

Chapter Governance

Our Strategic Direction

The strategic direction of an organization defines its long term focus and how it will fulfill its mission. It clearly states how we will live up to the high expectations, confidence and trust the public has placed in the Red Cross. Based on the foundations, mission and overall Strategic Plan of the American Red Cross, the strategic direction sets forth the priorities of the Oregon Trail Chapter. It is also guided and influenced by the implications, opportunities and challenges of our operating environment.

The Strategic Direction of the Oregon Trail Chapter is to:

Be our community’s partner and a leader in mobilizing people to help prevent, prepare for and respond to disasters and other life-threatening emergencies. The Oregon Trail Chapter is a conduit for people to help themselves and their neighbors throughout our jurisdiction, the nation and the world. We will be a leading resource and advocate for enabling people of our jurisdiction to prevent and prepare for emergency situations. We will be a leader and collaborative partner in the network for disaster response and homeland security. We will enable military families to communicate with their loved ones in emergency situations. We will partner with others to help assure patient needs for the safest blood supply possible are fulfilled. Our services will be driven by our mission, focused on our clients and integrated across our jurisdiction.

Ardent attention to client service, quality and stewardship is vital to ensure we serve our community with respect, compassion and seamless service. We will clearly demonstrate our value, impact and relevance to our jurisdiction. We will visibly and proactively communicate the mission, services and value of the American Red Cross to our constituents. Our programs and services will be renowned for their high quality and impact on individuals, families, businesses and communities. Our volunteers, employees and partners will serve our clients with an acute focus on their needs. We recognize the value and role of other community-based organizations and international partners in fulfilling our mission and will effectively partner with them to expand the impact of all humanitarian organizations. We will do our utmost to reach all the people of our jurisdiction and truly make a difference in their lives.

Inspire a new generation of volunteers and supporters to enrich our traditional base of support. Our presence and services will reflect the diversity of our jurisdiction. This requires a renewed focus to engage a broader constituent and client base than we currently have. We will engage more individuals in the mission of the Red Cross and undertake aggressive outreach efforts to underserved populations. We will reach out to diverse populations, developing opportunities for youth and broadening our donor and volunteer base by asking them to help us to help others.

Strengthen our financial base, infrastructure and support systems to continuously improve our service delivery system. Accountability and integrity will be hallmarks of how the Oregon Trail Chapter conducts its business. We will build strong and effective leadership through focused development opportunities for volunteers and employees that emphasize responsibilities and accountabilities and build skills. We will also ensure effective stewardship of the resources our donors entrust to us. We will better leverage technology to maximize our service delivery and improve the effectiveness and efficiency of our operations. This will also require robust human resources and financial strategies to ensure we continue to serve the community and fulfill the mission of the American Red Cross.

As an integral part of the social fabric of our jurisdiction, the Oregon Trail Chapter will provide the highest quality, mission-driven, client-focused services. Working with other segments of the American Red Cross, we will pursue seamless integration of services to maximize the impact on those we all serve.

Strategic Goals

The Strategic Goals of the Oregon Trail Chapter define our critical areas of focus. These goals are tied to our Strategic Direction and establish our priorities as well as how we will measure our success. They also provide the framework for the specific strategic initiatives we will undertake. Our strategic goals reinforce the overall American Red Cross strategic goals while remaining relevant to the needs of our local community and being reflective of our chapter’s capacity.

Strategic Direction: Be our community’s partner and a leader in mobilizing people to help prevent, prepare for and respond to disasters and other life-threatening emergencies.

1. Individuals, families and organizations within our jurisdiction are prepared for disasters and other life-threatening emergencies.

2. The Oregon Trail Chapter is able to effectively respond to disasters within its jurisdiction and provide support beyond the chapter.

3. The Oregon Trail Chapter is a partner with Pacific Northwest Regional Blood Services in ensuring the community’s need for a secure and adequate supply of the safest blood supply possible is met.

4. The Oregon Trail Chapter is a partner in the focus on life-saving international programs and on international community outreach.

Strategic Direction: Inspire a new generation of volunteers and supporters to enrich our traditional base of support.

5. More people in our jurisdiction are engaged in the mission of the Red Cross as volunteers, blood donors and financial donors.

6. The Oregon Trail Chapter demonstrates sustained progress in ensuring it is representative of the community it serves.

Strategic Direction: Strengthen our financial base, infrastructure and support systems to continuously improve our service delivery system.

7. The Oregon Trail Chapter is a leader in efficient administrative and fundraising performance in order to maximize its resources dedicated to programs and services.

8. The Oregon Trail Chapter has a high performance work force comprising dedicated volunteers and employees who are committed to upholding the highest standards of conduct in the workplace.

Satisfaction Goals

The effectiveness of our services and satisfaction of our clients are vital to our success. We will achieve the goals related to these areas by successfully accomplishing the previously stated goals tied to our strategic direction. The successful execution of our strategic plan will result in:

• The services provided by the Oregon Trail Chapter having a positive and demonstrable impact on the community.

• Clients are fully satisfied with the helpfulness, timeliness and convenience of Red Cross services.

Strategic Initiatives

The strategic initiatives of the Oregon Trail Chapter define the discrete set of actions we will undertake to achieve our strategic direction and goals. These strategic initiatives provide the framework for national as well as local efforts to implement our strategy and fulfill our mission.

The following points represent the transition point between strategies and tactics. This is deliberate, both to provide more detail on medium term approaches to the higher level goals established by our national plan, and to reflect current leadership priorities and inform new leaders and stakeholders what to expect in a dynamic present. The Chapter is dependent on a number of actions and influences beyond the scope of this plan, for example, national restructuring. New leadership will soon be identified – and this plan is one of a number of resources available for information and reflection.

Chapter leadership, with the input and influence of all staff, developed these initiatives within a broad, common context:

• Having re-established fiscal and operational stability, the chapter must resume its tradition of innovation and leadership, both internally and through the services it provides.

• Future success depends on ensuring the chapter builds on its unique expertise and credibility as an “expert and action agent”. This strategy depends on education, engagement and responsive personal relationships with clients and supporters, with the emphasis on mission based service delivery, not with business related products and services.

• The business and operational model of the chapter has developed a compartmentalized set of departments and staff priorities – we need to work towards a more integrated, customer service oriented, all hands together team – at our best, we are there, but we need to do more.

• We enjoy a rare advantage over many other organizations. Our mission and methods are uniformly seen as good, effective and important by all of our constituencies. Our shortfalls in support and reach are usually our own failure to ask, to inform and to act. We must become as proactive in promoting ourselves and educating our stakeholders, as we are effective – and acknowledged! - in providing our vital services.

Strategic Direction: Be our community’s partner and a leader in mobilizing people to help prevent, prepare for and respond to disasters and other life-threatening emergencies.

Undertake focused efforts to prepare people and organizations for disasters and life-threatening emergencies.

• Focus and structure our outreach and target audiences around the five key constituents (clients, donors, volunteers, partners and the general public).

• Leverage our position with others (e.g. Citizens Corps Council) to promote Community Disaster Education messaging.

Reinforce our systems for disaster response to ensure appropriate capacity.

The American Red Cross will continue its major effort of refocusing on disaster services to enhance customer service, ensure the organization is adequately prepared for terrorism and build capacity across the organization to respond to all levels and types of disasters.

• Work towards uniform service delivery and capability across the jurisdiction

• Continue implementation of national initiatives as appropriate (e.g. client assistance card)

• Develop and implement a community group based sheltering and training program

• Deploy a mobile training unit for diverse and rural community groups

• Build a fleet of small shelter trailers deployed across the jurisdiction in risk communities

• Increase our base of ally agencies with roles and resources for response

• Assign response roles with appropriate training to all staff as a routine part of their job description/performance expectations

Partner with the local blood services provider to help ensuring the availability of a secure and adequate supply of blood.

• Collaborate in developing localized collateral materials for distribution.

• Target ineligible donors for other opportunities and connection to Red Cross

Support international programs that focus on directly saving lives and averting illness

• Identify local partners and focus efforts on a visible “co-branded” education and fundraising effort for a nationally supported international initiative

• Increase the capability of the existing chapter speakers cadre to address international issues and target local groups for presentations

• Identify a “Sister Society” abroad to open a conversation for cooperation

Energize and sustain public relations efforts, focusing on the mission and services of the Red Cross.

• Work with all departments to refine, “publish” and promulgate consistent, priority messages and services to our key constituent groups.

• Provide chapter talking points and presentation tools to staff and frontline volunteers

• Work with all departments to improve the personal element of contact with key audiences

• Move from reactive to planned and targeted communications capability supporting departments

• Extend the donor engagement system into communications efforts (cultivation models)

Establish community partnerships with government, businesses, non-profit organizations and major donors, focusing on Red Cross core services.

The American Red Cross must undertake meaningful efforts to build and strengthen relationships that mutually benefit the Red Cross and its partners.

• Build on existing relationships (e.g. Citizens Corp, AmeriCorps/VISTA and local/regional emergency management)

• Target new and related groups for relationship building – with both local, national and international focus

Strategic Direction: Inspire a new generation of volunteers and supporters to enrich our traditional base of support.

Initiate and implement sustained efforts to better recruit, train, involve and retain volunteers. Reach out to diverse communities by creating messages, services and opportunities that address unique cultural characteristics.

Volunteers are the life-blood of the Oregon Trail Chapter. All facets of volunteer engagement, from recruiting to retention need to be strengthened and broadened. New sources of volunteers must be explored, particularly with younger generations and diverse populations.

• Develop updated recruitment materials relevant to local groups

• Develop short presentations targeting minority communities about Red Cross/OTC programs

• Document career paths and development opportunities for volunteers

• Engage volunteers and staff in developing work expectations and performance standards

• Continue and enhance the current, measurable diversity objective program

• Develop work/life program options

Dedicate a renewed focus on programs targeted at youth and young adults, engaging them in the mission of the Red Cross as wells as providing services targeted to their needs.

The Oregon Trail Chapter will bolster its efforts to involve youth and young adults in its mission. This involves creating opportunities for young people to volunteer with the chapter in meaningful ways.

• Develop and implement opportunities for youth involvement in existing programs and initiatives

Strategic Direction: Strengthen our financial base, infrastructure and support systems to continuously improve our service delivery system.

Make use of current best practices and partner with other chapters and headquarters in order to streamline administrative back-office functions freeing up resources to focus on local service delivery.

Streamlining back-office administrative systems will provide for better organization-wide information and reduce chapter administrative burden.

• Implement the national ATLAS system as available – ensure interim solutions are in place

• Continue discussions with other chapters for possible shared services

Strengthen our financial stability and donor base through collaborative fundraising efforts and by building fundraising capacity.

The total resource pool available to the Oregon Trail Chapter (and all aspects of the American Red Cross) must be expanded.

• Continue to invest in planned giving and increase reach and capability

• Increase major gift, business and grant capability

• Use national direct support capacity and expertise to maintain mailing programs

• Build department around relationship building models for long term success

Implement leadership development efforts to build the capacity and capability of our current and future leaders, both volunteers and employees.

Consistent understanding and implementation of critical leadership responsibilities is paramount for the ongoing success of the Red Cross.

• Board member service experiences as part of a board development curriculum

• Job shadowing for selected staff as part of cross departmental "orientation”

• Target and fast track management level volunteers for operational leadership positions

Enhance and maintain a dedication to stewardship and integrity that maintains the highest standards of service delivery.

The American Red Cross is accountable to the American people and to our local communities; we will establish and support accountability at every level of the organization to fulfill our ultimate responsibility to our constituents. Every volunteer and employee must be actively committed to the highest level of stewardship and integrity. Continuous vigilance in identifying critical vulnerabilities for the organization will serve to protect the best interests of the Chapter, the American Red Cross and our constituents.

• The Chapter will continue its transparent and notably efficient operations, further developing oversight tools and reports as technology permits

• The Chapter will continue to earn the high ratings of internal auditors and operations assessments it has received in the past

• All staff meetings will continue to receive regular operational briefings and the opportunity for insight and questions

• Increase and enhance our communication and emphasis on our principles and values at all levels, including recruitment, induction, training and performance evaluation.

Strategic Scorecard

The Strategic Scorecard provides the framework in which the chapter will measure and evaluate progress against the Strategic Plan. Each goal is represented under its corresponding component of the Strategic Direction and has a set of metrics. These metrics, or performance indicators, will be used to monitor progress against the Strategic Goals.

The Strategic Scorecard, including the metrics and targets, will be reviewed and updated annually. Data will be collected internally and from existing surveys where possible. N/A = baseline data not currently available.

|Be our community’s partner and a leader in mobilizing people to help prevent, prepare for and respond to disasters and other |

|life-threatening emergencies. |

|Metric |FY04 Baseline |FY08 Target |

|Individuals, families and organizations within our jurisdiction are prepared for disasters and other life-threatening emergencies. |

|Meet national Chapter Performance Standards for service delivery (attached) |N/A |> peer group median |

|% of households that have a disaster kit |57% |65% |

|% of households that have a disaster plan |43% |55% |

|# of high schools partnered with to provide students with preparedness information |55 |70 |

|# of employers partnered with to provide workers with preparedness information |27 |40 |

|The Oregon Trail Chapter is able to effectively respond to disasters within the community. |

|Chapter readiness level (measures ability to manage the response to disasters of increasing |2 |3 |

|complexity with fully qualified staff, adequate supplies and equipment). | | |

|# of disaster exercises conducted annually with the community |4 |4 |

|The Oregon Trail Chapter is a partner in ensuring the community’s need for a secure and adequate supply of the safest blood possible is |

|met. |

|# of collaborative activities supporting blood collection (blood drives, awareness raising |N/A |4 |

|events, corporate leads etc.) | | |

|The Oregon Trail Chapter is a partner in the focus on life-saving international programs and on international community outreach. |

|Dollars raised to support life-saving international programs (e.g. Measles Chapter Partners) |0 |$10,000 |

|# of outreach activities and partnerships (including education on international services and |N/A |3 |

|IHL) | | |

|Inspire a new generation of volunteers and supporters to enrich our traditional base of support. |

|Metric |FY04 Baseline |FY08 Target |

|More people in our jurisdiction are engaged in the mission of the Red Cross as volunteers, blood donors and financial donors. |

|% of local community who donated time, blood or financial resources in the past 12 months |24% |25% |

|# of hits on the Chapter website |N/A |+25% |

|# of active volunteers |1062 |1300 |

|The Oregon Trail Chapter demonstrates sustained progress in ensuring it is representative of the community it serves. |

|% of diverse volunteer leadership (Board members) |8% |21% |

|% of minority staff |5.5% |7% |

|# of youth volunteers |11 |30 |

|Strengthen our financial base, infrastructure and support systems to continuously improve our service delivery system. |

|Metric |FY04 Baseline |FY08 Target |

|The Oregon Trail Chapter is a leader in efficient administrative and fundraising performance in order to maximize its resources dedicated |

|to programs and services. |

|# of strategic partnerships (individual, corporate, foundations) |0 |20 |

|# of major community-wide fund-raising events held |2 |2 |

|On-line sales |$12,000 |$50,000 |

|# of financial donations made on Chapter website |45 |250 |

|Earned revenue as % of total revenue |54% |60% |

|defined as (H&S+ grants & contracts+other)/total operating revenue excl. in-kind) | | |

|United Way contributions as % of total revenue (excl. in-kind) |13% |10% |

|The Oregon Trail Chapter has a high performance work force comprising dedicated volunteers and employees who are committed to upholding the|

|highest standards of conduct in the workplace. |

|% of Board members who participate in a committee-sponsored activity and have attended|42% |80% |

|at least 75% of scheduled meetings | | |

|% of Chapter positions filled internally (by staff or volunteers) |14% |18% |

|% of volunteers who have been active for more than 3 years |54% |60% |

|# of ES volunteers working more than 50 hours per year |N/A |50 |

|% of H&S classes taught by volunteers |5% |20% |

|% of volunteers assisting with partnerships & events in the community |N/A |75% volunteers |

|Clients are fully satisfied with the helpfulness, timeliness and convenience of Red Cross services. |

|% of local clients who are highly satisfied with American Red Cross services: | | |

|- Emergency Services |79% |80% |

|- AFES |74% |80% |

|- FA/CPR training |64% |80% |

|- Youth training |N/A |80% |

|- Transportation |N/A |80% |

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Mission

The American Red Cross, a humanitarian organization led by volunteers and guided by its congressional charter and the Fundamental Principles of the International Red Cross Movement, will provide relief to victims of disasters and help people prevent, prepare for, and respond to emergencies.

Strategic Goals

|Individuals, families and organizations within the local community |More people in the Chapter’s jurisdiction are engaged in the mission |

|are prepared for disasters and other life-threatening emergencies. |of the Red Cross as volunteers, blood donors and financial donors. |

|The Chapter is able to effectively respond to disasters within the |The Chapter demonstrates sustained progress in ensuring it is |

|community. |representative of the community it serves. |

|The Chapter is a partner in ensuring the community’s need for a |The Chapter is a leader in efficient administrative and fundraising |

|secure and adequate supply of the safest blood supply possible is |performance in order to maximize its resources dedicated to programs |

|met. |and services. |

|The Oregon Trail Chapter is a partner in the focus on life-saving |The Chapter has a high performance work force comprising dedicated |

|international programs and on international community outreach. |volunteers and employees who are committed to upholding the highest |

| |standards of conduct in the workplace. |

Strategic Initiatives

|Undertake focused efforts to prepare people and organizations for disasters and |Dedicate a renewed focus on programs targeted at youth and young adults, |

|life-threatening emergencies. |engaging them in the mission of the Red Cross as well as providing services |

|Establish and sustain necessary military partnerships to provide effective |targeted to their needs. |

|emergency communications between U.S. military members and their families. |Aggressively outreach to diverse communities by creating messages, services |

|Reinforce our systems for disaster response to ensure appropriate capacity. |and opportunities that address unique cultural characteristics. |

|Partner with the local blood services region to help ensure the availability of a |Make use of current best practices and partner with other chapters and |

|secure and adequate supply of blood. |headquarters in order to streamline administrative back-office functions |

|Support international programs that focus on directly saving lives and averting |freeing up resources to focus on local service delivery. |

|illness. |Strengthen our financial stability and donor base through collaborative |

|Energize and sustain public relations efforts, focusing on the mission and services|fundraising efforts and by building fundraising capacity. |

|of the Red Cross. |Implement leadership development efforts to build the capacity and capability|

|Establish community partnerships with government, businesses, non-profit |of our current and future leaders, both volunteers and employees. |

|organizations and major donors, focusing on Red Cross core services. |Enhance and maintain a dedication to stewardship and integrity that maintains|

|Initiate and implement sustained efforts to better recruit, train, involve and |the highest standards of service delivery. |

|retain volunteers. | |

Strategic Direction

♦ Be our community’s partner and a leader in mobilizing people to help prevent, prepare for and respond to disasters and other life-threatening emergencies.

♦ Inspire a new generation of volunteers and supporters to enrich our traditional base of support.

♦ Strengthen our financial base, infrastructure and support systems to continuously improve our service delivery system.

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