hillsborough schools foundation

Take a look at the HSF Summer News and Strategic Plan Goals and Objectives


HSF MISSION

The mission of the Hillsborough Schools Foundation is to raise funds to support the tradition of excellence in education within the Hillsborough City School District while fostering volunteerism and community support for our schools.

HSF Strategic Goals

The HSF Strategic Plan has six primary Goals. Each Goal consists of an Goal, Rational, Objectives, Leaders and Strategies. Click on the goals below to veiw the detail of each.

GOAL 1: CREATE A STABLE, CONSISTENT GOVERNING BODY WITH GOVERNANCE ACCOUNTABILITY, AND IMPROVE ORGANIZATIONAL EFFICIENCY AND EFFECTIVENESS OF HSF

GOAL 2:  PROVIDE FUNDS REQUIRED TO MAINTAIN HIGH STANDARDS OF EDUCATIONAL EXCELLENCE IN THE HILLSBOROUGH CITY SCHOOL DISTRICT (HCSD)

GOAL 3:  REDUCE THE NUMBER OF ANNUAL EVENTS, AND ENSURE THEY ARE MONETARILY SUCCESSFUL, COMMUNITY-BUILDING EVENTS THAT USE VOLUNTEERS EFFICIENTLY AND EFFECTIVELY

GOAL 4: INSPIRE HILLSBOROUGH COMMUNITY TO “OPT FOR EXCELLENCE” IN EDUCATION

GOAL 5: IMPROVE AND ENHANCE VOLUNTEER EXPERIENCE

GOAL 6: OPTIMIZE HSF OFFICE INFRASTRUC TURE AND RESOURCES FOR STAFF

GOAL 1: CREATE A STABLE, CONSISTENT GOVERNING BODY WITH GOVERNANCE ACCOUNTABILITY, AND IMPROVE ORGANIZATIONAL EFFICIENCY AND EFFECTIVENESS OF HSF

Restructure current leadership organization to include multi-year, staggered terms of parent and community members.  Their responsibilities will include ownership of the ongoing strategic planning process, oversight of the Executive Director, oversight of financial resources, legal and ethical responsibilities, and writing policy.  Additionally, they will look for ways to operate as one cohesive organization with shared goals and resources.  This goal will ensure the long-term success of HSF.

RATIONALE:
HSF’s current Executive Board, and the Office of the President, serve for one year.  With annual turnover, it is challenging for HSF to make longer-term, strategic decisions regarding fundraising, events, and human resources.  Engaging the leadership team to serve for more than one year will facilitate a strategic planning process that is directed toward achieving established long-term goals.  It will also enable the HSF Office Professional Staff to achieve long-term goals by working with the same leadership team for more than one year.  Also, survey feedback indicated that collaboration and communication between Events and Annual Giving could be improved.  Operating as one, cohesive organization will enhance the volunteer experience, streamline our fundraising efforts, and improve HSF’s brand identity in the community.

OBJECTIVES:

• To recruit a diverse group of leaders who embody various relevant skill sets including non-profit board experience, legal, organizational development, marketing/communications and fundraising skills.
• To ensure continuity and consistency in oversight of the organization by having leaders serve multi-year, staggered terms.
• To conduct strategic planning every 3-5 years to ensure the organization's long term success in achieving its mission. Create vision and values statements that will guide staff and volunteers to achieve HSF's mission.
• To establish governance committees that include Personnel, Strategic Planning, Finance, Public Relations, and Fundraising Development (this could include endowment, and new ventures).
• To establish policies, as needed, regarding operations, board requirements, volunteer requirements, fundraising programs, etc.
• To present a unified organization to the community through all operations, communications and events.

LEADER: Governing Board

STRATEGIES:

• Research Best Governing Practices: Research governing bodies of other non-profits and All Volunteer Organizations (AVOs) to get ideas for best practices. Brainstorm alternatives that might work before deciding on the best governing structure for HSF.
• Convene an Advisory Board: Consider having an Advisory Board that would convene several times a year with the Governing Board. Potential Advisory Board members would be a School District Representative, a School Board Member, Hillsborough Community Members (that do not currently have children in the schools), and a fundraising professional.
• Establish Governing Board Member Requirements: Establish clear requirements for committing to the Governing Board including length of years of service, number of meetings that the board member is required to attend (for example, 8 out of 10 per year), participation on committees, annual dues, fundraising requirements (for example, raise or contribute a certain dollar amount), attendance at trainings, being an active advocate for the organization and attendance at key fundraising events.

GOAL 2:  PROVIDE FUNDS REQUIRED TO MAINTAIN HIGH STANDARDS OF EDUCATIONAL EXCELLENCE IN THE HILLSBOROUGH CITY SCHOOL DISTRICT (HCSD)

Identify methods to maximize our fundraising efforts over the next five years so we can sustain and possibly increase our current revenue levels.  This goal is crucial to HSF’s mission.

RATIONALE:
HSF currently provides 17% of the HCSD Budget to close the gap between what local, state and federal resources provide, and the number of educational resources Hillsborough parents expect for their children. Revenue has leveled off over the last three years, so it is imperative that HSF explore ways to maximize revenue generation over the next five years, if it intends to maintain its current contribution to HCSD. HSF currently has an endowment of over $4.5 million dollars and there may be opportunities to grow it with the consideration of distributing a greater percentage annually as part of HSF’s contribution to HCSD.

OBJECTIVES:

• Identify new revenue streams through annual giving, the endowment, events and entrepreneurial ventures.
• Maximize financial contributions from our current donor base.
• Coordinate and streamline fundraising efforts with Associated Parents Groups (APG) to maximize the efficient use of volunteers and to reduce the number of donor asks.

LEADERS: Governing Board to establish committees and collaborate with APG. Executive Director to facilitate.

STRATEGIES:

• Establish a New Revenue Venture/Initiatives Ad Hoc Committee: Identify individuals willing to research alternative fundraising ventures that might significantly increase our annual revenue. After brainstorming entrepreneurial ventures (e.g. e-bay sales, consignment/thrift Shop, etc.), draft business plans and present alternatives to governing board.
• Maximize Income from Current Donor Base: Explore ways to increase contributions from current donor base such as multi-year giving programs, education about the cost gap (currently at $2300/student), eliminating breaks for multiple children, reaching out to 15% who don't participate, starting an alumni association, tracking high school and college matriculations (i.e. illustrating HCSD's K-8 excellent education system), conducting e-Waste Recycling drives, expanding eScript, conducting gift card sales, etc.
• Establish Finite Number of Donor Asks: Collaborate with APG to coordinate and streamline overall district fundraising to reduce volunteer drain and the number of donor asks. Consider eliminating school fundraisers while still enabling donors to give to their specific school.
• Establish Endowment as Viable Revenue Stream: Through feasibility research and community education, identify long-term goals and strategies for increasing our endowment principal and annual distribution from the earnings as an additional source contributing to HSF funding.

GOAL 3: REDUCE THE NUMBER OF ANNUAL EVENTS, AND ENSURE THEY ARE MONETARILY SUCCESSFUL, COMMUNITY-BUILDING EVENTS THAT USE VOLUNTEERS EFFICIENTLY AND EFFECTIVELY

Conduct ongoing analysis of how the events are achieving our mission, and make changes as necessary to increase their revenue, bring the community together and satisfy volunteers.

RATIONALE:
HSF has been hosting the same events for a number of years and feedback indicates that many parents are open to new event ideas that might generate new interest and higher revenue. Hosting five annual events puts a drain on our volunteer base and makes our fundraising efforts less efficient. This goal will enable the organization to adapt to changing needs in our community and will make HSF more efficient and effective in our fundraising events.

OBJECTIVES:

• Reduce the number of events to two events annually.
• Restructure event committees to provide for training and succession planning.
• Establish success criteria for how events should be run/hosted (Events Vision), revisit them annually and encourage innovation.

LEADERS: Governing Board and Executive Director in partnership with Events Committee.

STRATEGIES:

• Require Multi-Year Commitment: Recruit volunteers willing to commit to two years on events committees to promote succession planning.
• Foster Innovation and Participation: Brainstorm new event ideas each year to foster innovation and encourage participation from new families.
• Establish Event Success Criteria for Each Event: Brainstorm success criteria/guidelines such as cost/benefit analysis, volunteer commitment from each family, cost to attend, community-building goals, fundraising goals, diversity of participants, best practices for chairs, committee norms, etc. Consider having each school host events on a rotating basis, to engage parents at the school level. Implement an effective budget process for each event.
• Build Partnership with APG: Work with APG to accomplish the HSF mission, which will intrinsically foster a community-building spirit.

GOAL 4: INSPIRE HILLSBOROUGH COMMUNITY TO OPT FOR EXCELLENCE IN EDUCATION

Inspire parents to actively take ownership of the HSF mission through all community interactions and communications materials. Ensure the HSF message is clear, consistent, compelling and well understood by the Hillsborough Community. Partner with our school board and district leaders to help support the highest standards of educational excellence for the district.

RATIONALE:
Feedback indicates that HSF could improve its communication and marketing messages so that all parents and community members are well informed about HSF's mission, and inspired to participate. Many parents would also like more information about how HSF funds are allocated in the district, and how the district measures its success.

OBJECTIVES:

• Develop annual communication plans that coordinate online and print communication to both parents and the community at large.
• Create clear market messages that differentiate new parents, current parents, past parents, and community members from each other.
• Increase community awareness of how HSF funds are allocated in the District.
• Partner with the school board and district to communicate current accountability measures.
• Collaborate with APG on New Parent Events.

LEADERS: HSF Communications Chair and Governing Board. Executive Director to help facilitate.

STRATEGIES:

• Create Annual Communication/Marketing Plan: Lay out all materials and events on calendar with clear messages to each market segment. Create specific budget materials with Marilyn Miller's office that explain income sources for the District's general fund, expenses and programs supported by HSF allocations. Modify as necessary each year with feedback from community.
• Publish an Annual Report: The Hillsborough Community would like more detailed information about the Operating Expenses of HSF. To that end, we will publish an Annual Report that clearly outlines our Income, Expenses, and Efficiency Ratio. This report may be published as a PDF to reduce production costs. It may be a few pages to begin with and expand as necessary.
• Work in Partnership with HCSD to Communicate School Success Criteria: Publicize current accountability measures that are used by the School Board to measure student achievement, and fill gaps in the information that parents are seeking as donors.
• Recognize Donors to All HSF Activities: Recognize donors for all their contributions to HSF (e.g. AG donations, auction items, underwriting, etc.)

GOAL 5: IMPROVE AND ENHANCE VOLUNTEER EXPERIENCE

Increase volunteers engagement, commitment and satisfaction with HSF by empowering them to succeed in their roles through training and institutional knowledge.

RATIONALE:
Feedback indicates that HSF could improve its volunteer recruitment and succession planning. HSF experiences challenges in recruiting volunteers, and by improving the overall volunteer experience, parents are more likely to participate on an ongoing basis.

OBJECTIVES:

• To create an environment for volunteers that fosters dedication, motivation and active ownership of the mission of HSF.
• To actively retain volunteers by connecting them with more experienced volunteers during their time commitment with HSF and provide leadership opportunities.
• To encourage more volunteers to take Leadership positions and to increase institutional knowledge from year to year.

LEADERS: Volunteer Development Chair with Governing Board and Executive Director.

STRATEGIES:

• Create Volunteer Recruitment Plan: Put a framework in place outlining volunteer recruitment and fulfillment process from nominating through final commitment.  Identify ways to inform parent community about all volunteer opportunities. Work with APG to coordinate school site volunteer opportunities and guide parents through their HCSD Volunteer “Career.” Consider requiring 2-3 year commitment on Events (or throughout HSF) to facilitate succession planning and enable chair to have a training year.
• Create Volunteer Training Plan: Identify how volunteers will be trained for their positions and give them all materials and information necessary for them to succeed.  Make sure there is a formal “information transfer” from old chairs to new chairs.  Publish Leadership Manual online and include it in HSF Committee Binders.  Consider “Chair” and “Chair Elect” positions to ensure succession from year to year.
• Create Volunteer Recognition Plan: Identify ways to recognize volunteers in numerous ways, include years of service.

GOAL 6: OPTIMIZE HSF OFFICE INFRASTRUCTURE AND RESOURCES FOR STAFF

Empower professional staff to be an effective partner with the governing board and operational leadership team in setting and implementing the vision and strategic plan for HSF.  Provide the necessary resources to support office operations to effectively respond to the needs of the changing organization.

RATIONALE:
With the establishment and implementation of a 5-year strategic plan for HSF, the HSF office will need to facilitate and support the changing needs of the organization and will need to partner with the volunteer leaders to accomplish HSF's vision and mission.

OBJECTIVES:

• Evolve as necessary (in terms of administrative priorities, technology, job functions, and professional development) to achieve the mission and vision of HSF.
• Be a great place to work so HSF can attract and retain dedicated, high quality staff.
• Become a clearinghouse for HSF institutional knowledge so that best practices are documented and continually encouraged

STRATEGIES:

• Partner with HSF Volunteer Leadership to Support the Strategic Plan: Work with each volunteer leader and the Governing Board to outline annual goals and objectives that will accomplish our strategic planning goals.
• Augment Role of Executive Director:  Have the Executive Director work with the Board on the strategic planning and implementation process; manage office personnel policies with support of Board; establish annual goals for staff; participate with the Board in planning and follow-up of the annual budget; address workspace issues with the District; interface with district office, the superintendent and the school board.
• Review Current Staff Job Descriptions and Assess for Areas of Staffing Changes in Response to the Needs of the Organization : Consider re-defining office job functions: Executive Director (ED); assistant to ED; bookkeeper or finance manager; IT technician; program manager for fundraising; market manager for website and communications.
• Adapt IT Systems in Response to the Changing Needs of the Organization : Obtain necessary and reasonable upgrades in hardware and user-friendly, interactive software. Consider the purchase of laptops. Train all staff in necessary applications.
• Ensure Competitive Salaries for Staff and Offer Benefits: Maintain the atmosphere of a great place to work, while continuing to attract and retain high quality staff. Research providing health coverage and opportunities for professional staff development.
• Obtain Additional Workspace: Work in partnership with the district to acquire additional workspace for staff and volunteers.
• Track Institutional Knowledge: Work with HSF Staff to put efficient practices in place for tracking HSF data from year to year. Conduct ;post-mortems after events to document what worked and what should be improved the following year.  Document best practices and transfer knowledge to new leadership teams.

 

HSF Strategic Plan

Take a Look At Our Strategic Plan in Brief