***For C. Owens Only***
ladydiva879
HanFundraisingStrategicPlanWorksheets.xlsxOrg Rev & Exp Overview
| ORGANIZATION PROPOSED PROFIT/LOSS FY2020 | |||||
| Percent of Total (P) | |||||
| Projected Income | FY 2020 | P2 | |||
| Contributed Income | $145,000 | ||||
| Individual Contributions | $30,000 | 8.05% | 0.006 | ||
| Board Member Contributions | $15,000 | 4.03% | 0.002 | ||
| Corporate Contributions - Sponsorships | $50,000 | 13.42% | 0.018 | ||
| Various | $50,000 | 13.42% | 0.018 | ||
| Grants | $50,000 | 13.42% | 0.018 | ||
| Earned Income | $177,500 | ||||
| Events and Fundraising | $160,000 | 42.95% | 0.184 | ||
| Total Projected Income | $372,500 | 95% | 0.247 | ||
| In-Kind Support | $120,000 | ||||
| Total Projected Income + In-kind Support | $492,500 | ||||
| Revenue Diversity Score | 0.88 | ||||
| Projected Expenses | |||||
| Programmatic Activities | $163,513 | ||||
| Pesonnel Costs | $60,000 | ||||
| Professional Fees | $65,245 | ||||
| Travel & Transportation | $2,500 | ||||
| Meals & Entertainment | $13,716 | ||||
| Supplies & Materials | $5,000 | ||||
| Videographer | $4,000 | ||||
| Photographer | $3,000 | ||||
| Other Expenses | $10,052 | ||||
| Events and Fundraising | $38,000 | ||||
| Event Marketing | $3,000 | ||||
| Venue Rental | $10,000 | ||||
| Entertainment | $5,000 | ||||
| Food & Beverage | $10,000 | ||||
| Audio/Visual | $5,000 | ||||
| Videographer | $2,500 | ||||
| Photographer | $2,500 | ||||
| Overhead | $21,855 | ||||
| Office Space | $300 | ||||
| Supplies | $5,500 | ||||
| Technology | $5,000 | ||||
| Software | $2,500 | ||||
| Printing | $2,000 | ||||
| Banking | $126 | ||||
| Training & Education | $2,500 | ||||
| Insurance | $995 | ||||
| Accounting Services | $2,050 | ||||
| Licenses | $139 | ||||
| Website & Email | $594 | ||||
| Video conferencing | $150 | ||||
| Other | $450 | ||||
| Memberships | $450 | ||||
| Total Projected Expenses | $223,818 | ||||
| Projected Fund Balance | $148,682 | ||||
| Projected net profit margin | 40% |
Revenue Manual
| REVENUE MANUAL & SWOT ANALYSIS | ||||||||
| REVENUE MANUAL COMPONENTS | STRENGTH, WEAKNESS, OPPORTUNITIES, & THREATS (SWOT ANALYSIS) | |||||||
| Revenue Source | Purpose of Revenue Source | Revenue Assumptions | Total Annual Revenue Collected | Strength of Revenue Source | Weakness of the Revenue Source | Opportunity for Revenue Growth | Threats to the Revenue Source | |
| What is the primary purpose of the revenue? | Is the revenue fungible? Is the revenue seasonal or cyclical? Is the revenue impacted by economic factors? | Does the revenue source perform as expected? What is the variance between projected and actual revenue collected? | Easy to collect Fungible Reliable | Costly Restricted Unpredictable Unstable | Moderate – High | Dependent on third parties Negatively impacted by economic conditions Negatively impacted by corporate and individual contributions | ||
| NOTES: | ||||||||
| 1 | For each revenue source, graph its annual yield and growth rate for the past 5 to 10 years if possible. This will help for financial forecasting and for generating what-if scenarios as well as identifying threats to programs if the revenue estimate is not achieved. | |||||||
| 2 | For each year, calculate the revenue diversity score for the revenue structure to identify revenue sources which are underperforming and to assess if the organization is overly dependent on one or a few revenue sources. If what-if scenarios are undertaken for each revenue source, assess the changes in the revenue diversity score as revenue assumptions and estimated revenue yields are recalibrated. | |||||||
| 3 | Link each revenue source to organizational functions, programs and services to assess the impact of revenue shortfalls. | |||||||
Org Accomplishments
| ORGANIZATIONAL PERFORMANCE | OUTPUTS | IMPACT / OUTCOMES | |||||||||||
| REVENUE / FUNDRAISING | PROGRAM / SERVICES | CLIENTS | ORGANIZATIONAL MISSION | INDIVIDUAL | COMMUNITY | ||||||||
| Accomplishments Helps to telli why the organization exists. Highlights what the organization has accomplished with its revenue. | Revenue growth. New coporate donors. Increase in grants. | Number of new programs and services. Program and service enhancements. | Number of clients serviced.Number of new clients. | Return on investment. Programs and service enhancements, Expansion of program and service coverage. | Enhancement of social capital. Acquisition of skills. | Enhancement of human and social capital. Enhancement ofcommunity engagement. | |||||||
Goals and Objectives
| ORGANIZATIONAL GOALS AND OBJECTIVES | OUTPUTS | IMPACT / OUTCOMES | ||||||||||||
| REVENUE / FUNDRAISING | PROGRAM / SERVICES | CLIENTS | ORGANIZATIONAL MISSION | INDIVIDUAL | COMMUNITY | |||||||||
| GOALS | OBJECTIVES | GOALS | OBJECTIVES | GOALS | OBJECTIVES | GOALS | OBJECTIVES | GOALS | OBJECTIVES | GOALS | OBJECTIVES | |||
| Short-term (1-2 yrs) | Increase in corporate & individual contributions. Increase grants. | 1) Enhance donor engagement by developing detailed stewardship plans 2) Review effectiveness of current fundraising events - make changes appropriately 3) Realign donor relationship assignments for the greatest effectiveness and efficiency | Enhance program & service coverage. | 1) Maintain a 1 to 4 ratio for class sizes | Expand program & service coverage to underserved populations in current service areas | 1) Review and map demographic populations in order to identify and prioritize areas for expansion | Maintain a mission and strategic directives that align with the needs or our service population | 1) Maintain a BOD that is diverse and representative of population served 2) Conduct routine reviews of partners and competing organizations to ensure competitiveness and alignment | Programs & services address the needs of a changing population | 1) Conduct structured user satisfaction surveys and needs assessments | Continuous enhancement of the community | 1) Conduct research evaluating the long-term impacts of our program and services | ||
| Long-term (3-5 yrs) | Increase in-kind contributions and corporate partnerships | 1) Establish performance metrics to evaluate the effectiveness of current sponsorship and communications strategies 2) Ensure adequate development staffing to increase corporate visits by 30% | Develop new programs and services to support mission and populations served | 1) Conduct market research in order to identify and develop at least one new program per year | Expand into additional cities/counties/states/countries | 1) Partner with local university to conduct a long-term plan for expansion 2) Add at least one new location per calendar year | Program and services improve the lives of individuals served | 1) Program admins develop KPIs and performance evaluation protocols in order to effectively assess the long-term learning goals and employment | ||||||
Fundraising Infrastructure
| FUNDRAISING INFRASTRUCTURE NEEDS | REVENUE / FUNDRAISING | TOTAL COST ESTIMATE | ||||
| FUNCTION | NEEDS | COST ESTIMATE | ||||
| SHORT-TERM NEEDS (1-2 YRS) | Human Resources | |||||
| Equipment/Prof Services | Consulting Services for Technology Training | $5,000 | $5,000 | |||
| Capital/ Infrastructure | ||||||
| Marketing Materials/Campaigns | ||||||
| Technology Infrastructure | Enterprise Database/CRM | $25,000 | ||||
| TOTAL PROJECTED BUDGET NEEDS (1-2 YEARS) | $ 5,000.00 | |||||
| LONG-TERM NEEDS (3-5 YRS) | Human Resources | |||||
| Equipment/Prof Services | ||||||
| Capital/ Infrastructure | ||||||
| Marketing Materials/Campaigns | ||||||
| Technology Infrastructure | ||||||
| TOTAL PROJECTED BUDGET NEEDS (3-5 YEARS) |
Prioritize - Individual Donors
| Scoring Sheet for Prioritizing Prospective Individual Donors | |||||||||||
| Prospective Corporation | Social Responsibility | Common Philosophies | Previous Contributions | Funding Potential | Overall Match (Avg) | Total Score | |||||
| Individual 1 | 3 | + | 4 | + | 3 | + | 4 | + | 3.5 | = | 17.5 |
| Individual 2 | 4 | + | 3 | + | 3 | + | 3 | + | 3.25 | = | 16.25 |
| Individual 3 | 3 | + | 2 | + | 4 | + | 3 | + | 3 | = | 15 |
| Individual 4 | 5 | + | 4 | + | 3 | + | 4 | + | 4 | = | 20 |
| Individual 5 | 3 | + | 2 | + | 2 | + | 4 | + | 2.75 | = | 13.75 |
| Individual 6 | + | + | + | + | 0 | = | 0 | ||||
| Individual 7 | + | + | + | + | 0 | = | 0 | ||||
| Individual 8 | + | + | + | + | 0 | = | 0 | ||||
| Individual 9 | + | + | + | + | 0 | = | 0 | ||||
| Individual 10 | + | + | + | + | 0 | = | 0 | ||||
| Social Responsibility (Engagement in other philanthropic or community service endeavors) : 5 = Exceptionally high; 4 = High; 3 = Moderately high; 2 = Somewhat high; 1 = Low | |||||||||||
| Common Philosophies (Likelihood to respond to mission/values): 5 = Exceptionally high; 4 = High; 3 = Moderately high; 2 = Somewhat high; 1 = Low | |||||||||||
| Previous Contributions: 5 = $10,000+ per year; 4 = $6,000-$9,999; 3 = $3,000-$5,999; 2 = $1,000-$2,999; 1 = Under $1,000; 0 = None | |||||||||||
| Funding Potential/Capacity: 5 = Exceptionally high; 4 = High; 3 = Moderately high; 2 = Somewhat high; 1 = Low | |||||||||||
| Overall Match - AVG (Likelihood of ongoing financial support): 5 = Exceptionally high; 4 = High; 3 = Moderately high; 2 = Somewhat high; 1 = Low | |||||||||||
Prioritize - Corporate Donors
| Scoring Sheet for Prioritizing Prospective Corporate Donors | |||||||||||
| Prospective Corporation | Social Responsibility | Supports Cause or Mission | Previous Contributions | Funding Potential | Overall Match (Avg) | Total Score | |||||
| Corporation 1 | 3 | + | 5 | + | 4 | + | 3 | + | 3.75 | = | 18.75 |
| Corporation 2 | 4 | + | 3 | + | 2 | + | 3 | + | 3 | = | 15 |
| Corporation 3 | 2 | + | 4 | + | 3 | + | 4 | + | 3.25 | = | 16.25 |
| Corporation 4 | 5 | + | 3 | + | 4 | + | 5 | + | 4.25 | = | 21.25 |
| Corporation 5 | 3 | + | 2 | + | 2 | + | 4 | + | 2.75 | = | 13.75 |
| Corporation 6 | + | + | + | + | 0 | = | 0 | ||||
| Corporation 7 | + | + | + | + | 0 | = | 0 | ||||
| Corporation 8 | + | + | + | + | 0 | = | 0 | ||||
| Corporation 9 | + | + | + | + | 0 | = | 0 | ||||
| Corporation 10 | + | + | + | + | 0 | = | 0 | ||||
| Social Responsibility (Engagement in other philanthropic or community service endeavors) : 5 = Exceptionally high; 4 = High; 3 = Moderately high; 2 = Somewhat high; 1 = Low | |||||||||||
| Supports Cause or Mission: 5 = Exceptionally high; 4 = High; 3 = Moderately high; 2 = Somewhat high; 1 = Low | |||||||||||
| Previous Contributions: 5 = $10,000+ per year; 4 = $6,000-$9,999; 3 = $3,000-$5,999; 2 = $1,000-$2,999; 1 = Under $1,000; 0 = None | |||||||||||
| Funding Potential/Capacity: 5 = Exceptionally high; 4 = High; 3 = Moderately high; 2 = Somewhat high; 1 = Low | |||||||||||
| Overall Match - AVG (Likelihood of ongoing financial support): 5 = Exceptionally high; 4 = High; 3 = Moderately high; 2 = Somewhat high; 1 = Low | |||||||||||
Donor Prospect Plan
| Short-term Budget Needs | Long-term Budget Needs | ||||||||||||||
| Actual | Budget | Budget | Budget | Budget | Budget | ||||||||||
| Projected Revenue | FY 2020 | FY 2021 | FY 2022 | FY 2023 | FY 2024 | FY 2025 | |||||||||
| Contributed Income | $145,000 | $197,000 | $251,600 | $334,410 | $398,292 | $474,950 | |||||||||
| Individual Contributions | $30,000 | $42,000 | $54,600 | $73,710 | $88,452 | $106,142 | |||||||||
| Board Member Contributions | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | |||||||||
| Corporate Contributions - Sponsorships | $50,000 | $70,000 | $91,000 | $122,850 | $147,420 | $176,904 | |||||||||
| Foundation Grants/Sponsorships | $50,000 | $70,000 | $91,000 | $122,850 | $147,420 | $176,904 | |||||||||
| Grants | $50,000 | $50,000 | $50,000 | $50,000 | $50,000 | $50,000 | |||||||||
| ADDITIONAL FUNDING NEEDED | ADDITIONAL FUNDING NEEDED | ADDITIONAL FUNDING NEEDED | |||||||||||||
| Short-Term (FY 21-22) | Long-Term (FY 23-25) | Short-Term (FY 21-22) | Long-Term (FY 23-25) | Short-Term (FY 21-22) | Long-Term (FY 23-25) | ||||||||||
| Individual Contributions | $24,600 | $51,542 | Corporate Contributions/Sponsorships | $41,000 | $85,904 | Foundation Grants/Sponsorships | $41,000 | $85,904 | |||||||
| TOTAL INDIVIDUAL CONTRIBUTION | $0 | $0 | TOTAL CORPORATE CONTRIBUTION | $0 | $0 | TOTAL FOUNDATION CONTRIBUTION | $0 | $0 |
PID Sheet
| Prospective Individual Donor (PID) Acquisition Sheet | ||||||||
| PID | PID Total Score | Estimated Donation Amount | Designated NPO Liaison / Contact | Donation Acquisition Activities | Initial Contact Date | Received Date | Actual Donation Obtained | Variance From Estimated Donation Amount |
| Individual 1 | 17.50 | 5,000 | Sue | Telephone Call | 3-Jan | 4-Jan | 7,000 | 2,000 |
| Invite to Event | 4-Jan | 7-Jan | ||||||
| Meet Clients | 5-Jan | 10-Jan | ||||||
| Add to Newsletter | 10-Jan | 12-Jan | ||||||
| Individual 2 | 16.25 | 7,000 | Robert | Face-to-Face Meeting | 5-Jan | 10-Jan | 8,500 | 1,500 |
| Individual 3 | 15.00 | 3,000 | Paul | Face-to-Face Meeting | 7-Jan | 8-Jan | 3,500 | 500 |
| Individual 4 | 20.00 | 10,000 | Luanne | Telephone Call | 5-Jan | 8-Jan | 5,000 | (5,000) |
| Face-to-Face Meeting | 7-Jan | 12-Jan | ||||||
| Individual 5 | 13.75 | 8,000 | ||||||
| Individual 6 | 13.75 | 4,000 | ||||||
| Individual 7 | 13.75 | 6,000 | ||||||
| Individual 8 | 16.25 | 15,000 | ||||||
| Individual 9 | 15.00 | 10,000 | ||||||
| Individual 10 | 15.00 | 4,000 | ||||||
| Estimated Total Contributions | 72,000 | 24,000 | (1,000) |
PID Gantt
| Prospective Individual Donor (PID) Gantt Chart | |||||||||||||||
| PID | 1-Jan | 2-Jan | 3-Jan | 4-Jan | 5-Jan | 6-Jan | 7-Jan | 8-Jan | 9-Jan | 10-Jan | 11-Jan | 12-Jan | 13-Jan | 14-Jan | 15-Jan |
| Individual 1 | |||||||||||||||
| Telephone Call | |||||||||||||||
| Invite to Event | |||||||||||||||
| Meet Clients | |||||||||||||||
| Add to Newsletter | |||||||||||||||
| Individual 2 | |||||||||||||||
| Face-to-Face Meeting | |||||||||||||||
| Individual 3 | |||||||||||||||
| Face-to-Face Meeting | |||||||||||||||
| Individual 4 | |||||||||||||||
| Telephone Call | |||||||||||||||
| Face-to-Face Meeting |
Short & Long-term Forecast
| ORGANIZATION LONG-TERM FUNDING NEEDS | |||||||
| Short-term Budget Needs | Long-term Budget Needs | ||||||
| Actual | Budget | Budget | Budget | Budget | Budget | ||
| Projected Revenue | FY 2020 | FY 2021 | FY 2022 | FY 2023 | FY 2024 | FY 2025 | |
| Contributed Income | $145,000 | $197,000 | $251,600 | $334,410 | $398,292 | $474,950 | |
| Individual Contributions | $30,000 | $42,000 | $54,600 | $73,710 | $88,452 | $106,142 | |
| Board Member Contributions | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | $15,000 | |
| Corporate Contributions - Sponsorships | $50,000 | $70,000 | $91,000 | $122,850 | $147,420 | $176,904 | |
| Foundation | $50,000 | $70,000 | $91,000 | $122,850 | $147,420 | $176,904 | |
| Grants | $50,000 | $50,000 | $50,000 | $50,000 | $50,000 | $50,000 | |
| Earned Income | $177,500 | $189,300 | $201,594 | $217,834 | $231,678 | $247,400 | |
| Events and Fundraising | $160,000 | $164,800 | $169,744 | $174,836 | $180,081 | $185,484 | |
| Appeals | $17,500 | $24,500 | $31,850 | $42,998 | $51,597 | $61,916 | |
| Total Projected Revenue | $372,500 | $436,300 | $503,194 | $602,244 | $679,970 | $772,351 | |
| In-Kind Support | $120,000 | $120,000 | $120,000 | $120,000 | $120,000 | $120,000 | |
| Total Revenue + In-kind Support | $492,500 | $556,300 | $623,194 | $722,244 | $799,970 | $892,351 | |
| Current Recurring Expenses | $223,818 | $230,532 | $291,008 | $355,976 | $451,950 | $531,307 | |
| Short-term Funding Needs | $52,000 | $54,600 | |||||
| 3-5 Year Funding Needs | $82,810 | $63,882 | $76,658 | ||||
| Total Projected Expenses | $223,818 | $282,532 | $345,608 | $438,786 | $515,832 | $607,965 | |
| Projected Fund Balance: | $148,682 | $153,768 | $157,586 | $163,458 | $164,139 | $164,386 | |
| Cumulative Fund Balance | $148,682 | $302,450 | $460,036 | $623,494 | $164,139 | $787,880 | |
| NPM | 40% | 35% | 31% | 27% | 24% | 21% | |
| NOTES: | |||||||
| 1-2 Year Funding Needs = $106,600 (from Short-term Forcasting in previous section) | |||||||
| 3-5 Year Funding Needs = $223,350 |
Gantt Chart 1
| Create a Project Schedule in this worksheet. Enter title of this project in cell B1. Information about how to use this worksheet, including instructions for screen readers and the author of this workbook is in the About worksheet. Continue navigating down column A to hear further instructions. | Organization Name | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Enter the name of the Project Lead in cell B3. Enter the Project Start date in cell E3. Pooject Start: label is in cell C3. | Project Start: | Tue, 11/17/2020 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| The Display Week in cell E4 represents the starting week to display in the project schedule in cell I4. The project start date is considered Week 1. To change the display week, simply enter a new week number in cell E4. The starting date for each week, starting with the display week from cell E4, starts in cell I4 and is auto calculated. There are 8 weeks represented in this view from cell I4 through cell BF4. You should not modify these cells. Display Week: label is in cell C4. | Display Week: | 1 | Nov 16, 2020 | Nov 23, 2020 | Nov 30, 2020 | Dec 7, 2020 | Dec 14, 2020 | Dec 21, 2020 | Dec 28, 2020 | Jan 4, 2021 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Cells I5 through BL5 contain the day number for the week represented in the cell block above each date cell and are auto calculated. You should not modify these cells. Today's date is outlined in Red (hex #AD3815) from today's date in row 5 through the entire date column to the end of the project schedule. | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | ||||||||
| This row contains headers for the project schedule that follows below them. Navigate from B6 through BL 6 to hear the content. The first letter of each day of the week for the date above that heading, starts in cell I6 and continues through cell BL6. All project timeline charting is auto generated based on the start and end dates entered, using conditional formats. Do not modify content in cells within columns after column I starting with cell I7. | GROWTH PHASE | PROGRAM/PROJECT | ASSIGNED TO | PROGRESS | START | END | DAYS | M | T | W | T | F | S | S | M | T | W | T | F | S | S | M | T | W | T | F | S | S | M | T | W | T | F | S | S | M | T | W | T | F | S | S | M | T | W | T | F | S | S | M | T | W | T | F | S | S | M | T | W | T | F | S | S | |
| Do not delete this row. This row is hidden to preserve a formula that is used to highlight the curren day within the project schedule. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Cell B8 contains the Phase 1 sample title. Enter a new Title in cell B8. Enter a name to assign the phase to, if it applies for your project, in cell C8. Enter Progress for the entire phase, if it applies for your project, in cell D8. Enter the start and end dates for the entire phase, if it applies for your project, in cells E8 and F8. The Gantt chart will automatically fill in the appropriate dates and shade according to the progress entered. To delete the phase and work only from tasks, simply delete this row. | Phase 1 - Immediate | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Cell B9 contains the sample task "Task 1." Enter a new task name in cell B9. Enter a person to assign the task to in cell C9. Enter progres of the task in cell D9. A progress bar appears in the cell and is shaded according to the number in the cell. For example, 50 percent progress would shade half of the cell. Enter task start date in cell E9. Enter task end date in cell F9. A status bar shaded for the dates entered appears in blocks starting from cell I9 through BL9. | Task 1 | Program/Project | Name | 50% | 11/17/20 | 11/20/20 | 4 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Rows 10 through 13 repeat the pattern from row 9. Repeat the instructions from cell A9 for all task rows in this worksheet. Overwrite any sample data. A sample of another phase starts in cell A14. Continue entering tasks in cells A10 through A13 or go to cell A14 to learn more. | Task 2 | 60% | 11/20/20 | 11/22/20 | 3 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Task 3 | 50% | 11/22/20 | 11/26/20 | 5 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Task 4 | 25% | 11/26/20 | 12/1/20 | 6 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Task 5 | 11/21/20 | 11/23/20 | 3 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| The cell at right contains the Phase 2 sample title. You can create a new phase at any time within column B. This project schedule does not require phases. To remove the phase, simply delete the row. To create a new phase block in this row, enter a new Title in cell at right. To continue adding tasks to the phase above, enter a new row above this one and fill in the task data as in cell A9's instruction. Update the Phase details in cell at right based on cell A8's instruction. Continue navigating down column A cells to learn more. If you haven't added any new rows in this worksheet, you will find 2 additional sample phase blocks have been created for you in cells B20 and B26. Otherwise, navigate through column A cells to find the additional blocks. Repeat the instructions from cells A8 and A9 whenever you need to. | Phase 2 - Short-term | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Task 1 | 50% | 11/22/20 | 11/26/20 | 5 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Task 2 | 50% | 11/24/20 | 11/29/20 | 6 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Task 3 | 11/29/20 | 12/2/20 | 4 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Task 4 | 11/29/20 | 12/1/20 | 3 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Task 5 | 11/29/20 | 12/2/20 | 4 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Sample phase title block | Phase 3 - Long-term | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Task 1 | 12/2/20 | 12/7/20 | 6 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Task 2 | 12/8/20 | 12/12/20 | 5 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Task 3 | 12/13/20 | 12/18/20 | 6 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Task 4 | 12/19/20 | 12/23/20 | 5 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Task 5 | 12/13/20 | 12/17/20 | 5 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Sample phase title block | Phase 4 Title | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Task 1 | date | date | ERROR:#VALUE! | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Task 2 | date | date | ERROR:#VALUE! | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Task 3 | date | date | ERROR:#VALUE! | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Task 4 | date | date | ERROR:#VALUE! | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Task 5 | date | date | ERROR:#VALUE! | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| This is an empty row | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| This row marks the end of the Project Schedule. DO NOT enter anything in this row. Insert new rows ABOVE this one to continue building out your Project Schedule. | Insert new rows ABOVE this one | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Gantt Chart 2
| Proposed Implementation Plan for the Office of Diversity | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Start Date | End Date | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Phase I | Task | 25-Jun | 2-Jul | 9-Jul | 16-Jul | 23-Jul | 30-Jul | 6-Aug | 13-Aug | 20-Aug | 27-Aug | 3-Sep | 10-Sep | 17-Sep | 24-Sep | 1-Oct | 8-Oct | 15-Oct | 22-Oct | 29-Oct | 5-Nov | 12-Nov | 19-Nov | 26-Nov | 3-Dec | 10-Dec | 17-Dec | 24-Dec | 31-Dec | 7-Jan | 14-Jan | 21-Jan | 28-Jan | 4-Feb | 11-Feb | 18-Feb | 25-Feb | 4-Mar | 11-Mar | 18-Mar | 25-Mar | 1-Apr | 8-Apr | 15-Apr | 22-Apr | 29-Apr | 5-May | 12-May | 19-May | 26-May | 2-Jun | 9-Jun | 16-Jun | 23-Jun | 30-Jun | 7-Jul | 14-Jul | 21-Jul | 28-Jul | 4-Aug | 11-Aug | 18-Aug | 25-Aug | 1-Sep | 8-Sep | 15-Sep | 22-Sep | 29-Sep | 6-Oct | 13-Oct | 20-Oct | 27-Oct |
| County Executive approval | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| County Legislature approval | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Charter Amendment | ◊ | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Funding Request | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Funding Approval | ◊ | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Establishment of the Office of Diversity | ◊ | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Phase II | Initiate Recruitment for the Director of Diversity | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Initiate Recruitment for Senior Managers | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Assemble Applicant Packages | ◊ | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Identify Qualified Applicants | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Schedule Candidate Interviews | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Conduct Candidate Interviews | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Make Job Offers | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Hire Director of Diversity and Senior Managers | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Develop Mission Statement, Goals and Objectives | ◊ | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Phase III | Develop Performance Measures and KPIs | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Establish Reporting Guidelines | ◊ | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Establish Assessment Processes | ◊ | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Establish Policy and Program Evaluation Systems | ◊ | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Create Systems Implementation Roll-out Plan | ◊ | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Initiate Agency Workshops | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Begin Systems Roll-out | ◊ | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Phase IV | Initiate agency performance management analysis | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Initiate agency performance management reporting | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Initiate review of draft agency reports | ◊ | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Provide recommendations to agencies | ◊ | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Agencies finalize reports | ◊ | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Units within the Office of Diversity begin agency reviews | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Units within the Office of Diversity begin drafting reports | ◊ | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Units within the Office of Diversity review reports with agencies | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Units within the Office of Diversity revise reports | ◊ | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Office of Diversity holds town hall meetings | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| ◊ = Deliverable |
