Strategic Planning Overview 2013 - 2016

1. Strategic Planning Overview 2013 - 2016

2. CHILD ABUSE NETWORK, INC. Strategic Plan FY 2017 July 1, 2016 – June 30, 2017 VISION MISSION FRAMEWORK To provide collaborative intervention services to child abuse victims, so that they are encouraged to embrace a future driven by hope. CAN focuses on 4 areas which serve as its strategy framework: • services, • training/education, • academic research, and • facility/support. To be the foundation for the most effective community response to reported child abuse and provide children a turning point on the pathway to healing. PHILOSOPHY Child abuse damages our community’s most vulnerable citizens, and often has generational implications. In the context of violence, child abuse is a public health problem that presents complex social and moral dilemmas concerning its cause, effect and remedy. Addressing child abuse requires a comprehensive plan with multiple, coordinated strategies.

3. FY 2013 – 2018 KEY DRIVERS Enhance the identity and vision of CAN in the community 1 Secure our base of operations 2 FRAMEWORK • SERVICES • TRAINING/EDUCATION • RESEARCH • ADMINISTRATION (Facility/Support) Implement best practices for financial planning and reporting 3 Enhance comprehensive services 4 Define research vision and priorities 5 Improve organizational effectiveness 6

4. Enhance the identity and vision of CAN in the community Vision: Develop and implement a holistic approach to branding CAN so that the community recognizes and financially supports the operations of CAN to fulfill its mission. 1 FY 2013 • Collaborate with partner agencies to offer community forums • Monitor legislative activity • Educate legislative decision makers • Create a communication tool for legislators • Explore opportunities with Tulsa Chamber One Voice Agenda FY 2014 • Develop a comprehensive marketing plan to promote awareness of CAN • Develop “25 Year Anniversary” promotion initiatives • Develop “one voice talking points quarterly for Board and Partner agencies • Enhance local and state legislative relationships • Develop Tulsa Chamber of Commerce relationship • Formulate Chamber policy statement • Plan and execute legislative forum • Establish regular presence at Capital FY 2015 • Improve CAN’s communication strategies • Develop speaker’s bureau program to promote CAN in the community • Create updated booth display for promotion of CAN at community events • Launch new website • Develop email marketing plan to address specific audiences • Enhance local and state legislative relationships • Develop Tulsa Chamber of Commerce relationship to enhance CAN’s role in the community • Develop symposium concept to encourage multiagency collaboration FY 2016 • Improve CAN’s communication strategies • Promote and increase CAN awareness/ perception in the general community • Implement Ambassador Program, including training manual, speaking points, structure/ideas for speaking engagements • Assist board committees to develop a marketing approach to each targeted, diverse audiences • Develop a series of messages tailored to donors • Develop Tulsa Chamber of Commerce relationship to enhance CAN’s role in the community • Educate legislative decision makers FY 2017 Develop and implement Ambassador Program, including training manual, speaking points, and structure/ideas for diverse audiences Working with each CAC partner agency, develop relationships for sharing information about media/community awareness priorities and leveraging each agency’s resources to promote these priorities Continue development of messaging

5. SECURE OUR BASE OF OPERATIONS Vision: Create a campus that is child focused, promotes team interface, accommodates staffing requirements, and ensures the safety and wellness of the children and staff who serve them. 2 FY 2013 • Develop and implement a capital campaign • Recruit and empower a capital campaign committee • Determine best practice methods for goal • Complete branding with Littlefield • Establish a committee to oversee campus • Identify and implement temporary solution for overcrowding • Complete conceptual design of interior/exterior • Select construction manager • Complete comprehensive strategic plan for 2013 -2018 FY 2014 • Launch capital campaign • Complete case statement • Identify Campaign chairs(s) and cabinet • Develop campaign materials • Refine physical image through effective signage to best represent new building names • Investigate naming alternatives and survey partners for input • Determine best timing for name launch • Develop calendar of significant events that impact CAN • Establish building maintenance plan and designate funds as needed FY 2015 • Establish capital campaign oversight committee • Coordinate with campaign fundraisers • Develop communication with board • Develop facility oversight committee for construction and maintenance activities • Identify board needs • Review schematics and draft budget • Identify interim issues • Lead project through RFP process • Facilitate communication between architect, project manager, board and staff FY 2016 • Establish capital campaign oversight committee • Coordinate with campaign fundraisers • Develop communication with board • Identify Campaign Chairs(s) and Cabinet • Develop campaign materials and campaign plan • Develop facility oversight committee for construction and maintenance activities • Develop post campus expansion operating budget and cash flows FY 2017 • Update post campus expansion operating budget and cash flows based on phasing, new occupancy numbers, and reality of revenue • Establish and institute corporate value statements • Review architectural design and conceptual cost estimates for expansion, including the possible phasing of construction. • Educate board regarding options for phasing the expansion project • Make recommendations to the board as directed, regarding expansion design and construction

6. IMPLEMENT BEST PRACTICES FOR FINANCIAL PLANNING AND REPORTING Vision: Achieve financial sustainability by strengthening the donor base, developing strategies to maximize funding, and establishing a strong endowment. 3 FY 2013 • Develop, maintain, and grow relationships with new and existing donors • Develop cash flow reporting projection report • Identify new funding strategies • Update long term forecast for operations FY 2014 • Develop donor focused communication strategies to provide better inclusion in CAN advancement • Establish fundraising ad-hoc committee to review fundraising effectiveness • Complete review of compensation and benefits for CAN staff FY 2015 • Develop and implement donor relations committee • Establish and implement best practices for cash management related to operations, facilities, and capital campaign • Develop strategies and make recommendations for retirement benefits for CAN staff FY 2016 • Evaluate 401K benefit plan options for employees • Research a risk management plan and evaluate the need to establish operating agreements/ contracts with partner agencies • Increasing donor relations and strategies • Utilizing best practices, create a development plan to be more purposeful and proactive regarding identification, cultivation, solicitation, coordination, recognition, and appreciation of our donors • Identify categories of donors • Develop strategy to maximize TAUW blackout period FY 2017 • Evaluate 401K benefit plan options for employees • Develop risk management policies • Develop operating agreements/ contracts, and timeline with partner agencies • Complete the Development Plan (including categories of donors, fundraising timeline, maximization of TAUW blackout period, identification of staff and committee responsibilities) • Implement finalized Development Plan

7. ENHANCE COMPREHENSIVE SERVICES Vision: Support and develop strong partnerships within the community that empower and inspire collaboration, research and training. 4 FY 2013 • Develop staff strategic plan • Incorporate themes of hope and healing into protocols and training • Conduct annual review of protocols for interaction with clients • Explore need with DATF for centralized scheduling • Explore need with DATF for extended hour scenarios • Improve communication with team members • Improve interaction with other nonprofits to coordinate after care alternatives FY 2014 • Develop best practice methods for partner agency and client interaction • Incorporate ROI objectives and benchmark messaging • Enhance team effectiveness and promote organizational wellbeing • Develop culture of “oneness” • Support team supervisor meetings to improve team communication/ conflict resolution FY 2015 • Engage resources to support team and address compassion fatigue • Develop staff strategic plan utilizing business model generation format FY 2016 • Support on-going development/ retention of personnel at CAN • Develop staff strategic plan utilizing business model generation format • Develop Partner Agency orientation program FY 2017 • Participate in site visit and present NCA accreditation recommendations to the Board • Develop system to report Outcomes project to board and public • Improve reporting of CAN service statistics data to the Board • Review revised NCA Standards and make recommendations to the Board for next 5 year accreditation process

8. DEFINE RESEARCH VISION AND PRIORITIES Vision: Support and develop strong partnerships within the community that empower and inspire collaboration, research, and training. 5 FY 2013 • Support planned research on HOPE with OU • Develop opportunities with Neurosciences/Trauma research • Explore relationships with other research and education programs • Investigate data collection protocols for case tracking FY 2014 • Complete reporting on HOPE survey • Develop next steps • Identify training needs • Define ROI benchmarks for use in reporting and team development FY 2015 • Explore ways to collaborate with other child focused organizations • Explore clinical site opportunities with educational programs in our community FY 2016 Develop reporting tools to measure the effectiveness of the organization Evaluate and implement best practices in organization structure and operations Support ways to collaborate with other child focused organizations FY 2017

9. IMPROVE ORGANIZATIONAL EFFECTIVENESS Vision: Create a board environment that nurtures involvement and diversity at all levels to achieve maximum organization effectiveness 6 FY 2013 • Refine and redistribute standing committees and assignments • Develop effective donor recognition initiatives • Support fundraising events • Complete 100% Board participation with capital campaign • Convene annual partner conference • Develop committee to oversee organizational health • Develop compassion fatigue relief strategies • Review numbers and results • Evaluate organizational effectiveness • Develop strategies to improve climate and outcomes FY 2014 • Develop improved Board orientation procedures and interaction • Provide “program experience” for new Board members • Develop mentoring process to encourage Board engagement • Create opportunities for Board interaction in addition to Board/Committee meetings • Develop Board retreat to focus on organizational dynamics with new identity • Develop next steps • Identify training needs FY 2015 • Incorporate planning models with committee goals • Incorporate marketing/ community relations goals for each board committee • Develop committee accountability strategies • Further develop mentoring program for optimal board engagement and effectiveness • Plan and implement board retreat and training opportunity FY 2016 • Leadership Development • Create leadership development program to provide depth and continuity for the board • Establish committee chair training and orientation • Enhance board mentoring program • Improve reporting of CAN performance data to board • Complete the update of the bylaws • Develop board accountability strategies • Participate/Assist in the accreditation process of CAN • Refine corporate-wide planning process including annual timeline and related documents • Develop means to incorporate staff input in corporate-wide planning process • Develop marketing plan that delineates roles and work of committee and CAN staff FY 2017 • Review and update staff leadership succession planning for Board approval • Develop leadership programs to provide depth and continuity for the Board • • Evaluate and recommend non-profit Board leadership development program • • Establish committee chair training and orientation • • Provide structure for Board mentoring program • Make recommendations for ad hoc versus subcommittee structure • Develop Board diversity strategies targeting schools, Native American community and Hispanic community • Develop Board accountability guidelines • Develop 5 year key driver identification process for FY 2019 – 2023