STRATEGIC PLAN 2018-2019 - ANACSWOT analysis (Strengths, Weaknesses, Opportunities and Threats) is a tool for analyzing an organization, its resources and its environment. Strengths

Strategic Plan 2018 – 2019

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STRATEGIC PLAN 2018-2019

2018-2019 Acoustic Neuroma Association of Canada

The Acoustic Neuroma Association of Canada (ANAC) held a Strategic Planning Meeting on June

10, 2018. Organizational planning is a critical component of effective management and good

governance. Proper governance provides the means to help an organization achieve its goals and

objectives, better decision making and ensure the efficient use of resources and strengthens

accountability for the stewardship of those resources.

The principles of good governance which includes professionalism, leadership, responsiveness,

accountability, transparency, and awareness of the importance of the community, enable the ANAC

Executive and Board of Directors to establish goals and set priorities and that will ensure that ANAC

remains relevant and contributes to its stability and growth.

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Strategic Plan 2018-2019 Acoustic Neuroma Association of Canada

Table of Contents

Executive Summary ................................................................................................................. Page 2 Strategic Planning Methodology .............................................................................................. Page 3 Situational Analysis ................................................................................................................. Page 3 Strategic Planning Process ..................................................................................................... Page 4 Vision Statement, Guiding Principles, Mission Statement ....................................................... Page 5 Organizational Description ...................................................................................................... Page 6 Current Situation ...................................................................................................................... Page 8 Strategic Action Plan

Priority Area: Corporate Sponsorships/Donations and Fundraising ............................... Page 9 Priority Area: Membership Growth ................................................................................. Page 11 Priority Area: Expand Support Groups ........................................................................... Page 12

Evaluation ................................................................................................................................ Page 12

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Acoustic Neuroma Association of Canada Strategic Plan Moving ANAC Forward: Priority Setting for 2018-2019

Executive Summary

The Acoustic Neuroma Association of Canada (ANAC) Strategic Plan is a living document that will guide ANAC by providing a comprehensive roadmap to build a stronger charity that provides opportunities for individuals impacted with an acoustic neuroma to learn, connect, and to seek the help they need to feel comfortable making informed decisions about their health. The strategic plan will be the foundation for the building of a more dynamic and influential association that will guide the organization to better serve our members. ANAC is the only organization in Canada serving the needs of patients with an acoustic neuroma. ANAC is a peer-led support group. Many individuals who face and undergo treatment of acoustic neuromas (AN) have questions, concerns and physical and emotional adjustments. ANAC must position itself to meet changing needs, garner greater visibility, and achieve financial security and sustainability. The 2018 – 2019 strategic plan commits to: expanding and fostering a loyal membership; continuing to enhance member experiences and accessibility to resources; creating more group chapters across Canada; and launching new fundraising initiatives. It includes a variety of strategic indicators that will be used to measure our performance. Reviewing regularly the performance targets and how we accomplished them will demonstrate our commitment to accountability that our members and stakeholders expect and deserve. As part of this session, ANAC’s Vision, Mission and its Guiding Principles were reviewed and updated. The 2018 – 2019 strategic plan will help to drive sustainability for the association. 2018 marks the 35th anniversary of the Acoustic Neuroma Association of Canada. ANAC's purpose is as important today as it was in 1983. The association’s greatest success is that the membership and supporters continue to believe the need is still relevant, and that the group support leaders sharing their time, knowledge and skills give hope and support to those with acoustic neuroma. This open supportive style of sharing and giving has developed a network of volunteers, members, medical professionals and connections.


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Methodology for Plan The strategic planning meeting was held June 10th, 2018 with four ANAC Board Members and the Executive Director participating. Rex Banks, Director, Hearing Healthcare at Canadian Hearing Society and past president of ANAC, facilitated the meeting. Background documentation was provided in advance of the session. An overview of the process was provided followed by a description of the context for strategic planning which prompted a meaningful, directed discussion of the key strategic planning elements as they pertain to ANAC. The strategic planning process was considered within the context of ANAC’s current resource capacity to fulfil the plan.

Situational Analysis SWOT analysis (Strengths, Weaknesses, Opportunities and Threats) is a tool for analyzing an organization, its resources and its environment. Strengths and Weaknesses are internal to ANAC (and relate to matters concerning resourcing and capabilities). Threats and opportunities are external. This approach was used as part of strategic planning process (Figure 1):

THE SWOT MATRIX

Figure 1. The SWOT Matrix

Strength

Harmful

Inte

rnal

Ex

tern

al

Weaknesses

Opportunities Threats

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Strategic Planning Process ANAC’s strategic plan will be an iterative process. It will also incorporate an evaluation mechanism so that ANAC can review its progress.

Key points to remember about the strategic planning process are:

• The Vision, Guiding Principles, and Mission Statement are the core of ANAC’s strategic planning

• The ANAC Board sets goals, determines the strategies necessary to achieve these goals, identifies priorities, and allocates resources to implement the plan

• Evaluation is an important component of strategic planning. Board members will use evaluation results to measure progress, and adjust its goals and strategies as required

ANAC Vision, Mission

and Principles

Goals, Objectives and Budget

Implementation and Evaluation of Measurable Outcomes

Strategies and Priorities

Environmental Scan


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GUIDING PRINCIPLES

Guiding principles describe the broad philosophy that guides ANAC throughout its life in all circumstances, irrespective of changes in goals, strategies, etc.

• To provide support through its peer-led program to individuals who are impacted by an acoustic neuroma

• To furnish information and strategies coping with headache, balance, vertigo, eye and facial issues experienced by those with an acoustic neuroma

• To help individuals diagnosed with of acoustic neuromas, to feel comfortable making decisions about treatment and informed decisions about their health

• To collaborate with leading researchers and diagnostic and surgical experts on acoustic neuroma to ensure members receive optimum care

• To provide relevant information about symptoms of an acoustic neuroma to promote early diagnosis and successful treatment.

MISSION STATEMENT To provide accurate up to date information and ongoing support to individuals with acoustic neuromas and their families to help improve their quality of life.

VISION STATEMENT A World that Understands Acoustic Neuromas

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Organizational Description

2018 Board of Directors and Portfolios

Executive and Board Member Portfolio

Judy Haust – President

Chrissie Rejman – Vice President Dr. Rex Banks – Past President Americo Meneguzzi – Treasurer

David Ellison – Director Nick Kucharew – Director

Rebecca Raghubeer

Communications Fundraising Public Relations Budget and Finance Management Advisor and Legal Affairs Information Technology and Website Marketing

Staff

Carole Humphries Executive Director


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Medical Advisory Committee

Dr Gelareh Zadeh MD, PhD, FRCS(C), FAANS Wilkins Family Chair in Brain Tumor Research, Associate Professor, Neurosurgery Department, University of Toronto Scientist. University Health Network Practice Focus: Surgery and Gamma Knife Radiosurgery Chair Scientific Medical Affairs Advisory Board

Medical Advisory Committee Members Portfolio and Chair

Dr John Rutka (Toronto) Professor ENT/Skull Base Surgeon Toronto General Hospital Practice Focus: Surgery

Member

Dr David Roberge (Montreal) Head, Department of Radiation Oncology University of Montreal Practice Focus: Stereotactic Radiation Therapy

Member

Dr Anthony Kaufman (Winnipeg) Associate Professor, Neurosurgery Practice Focus, Surgery and Gamma Knife Radiosurgery

Member

Ms. Joanne Dorion PT Bayview Physiotherapy & Sports Medicine Clinic Practice Focus: Balance and Facial Reanimation

Member

Dr. Igor Barani (UCSF, California) Assistant Professor, Radiation Oncology Practice Focus: Gamma Knife, Cyber Knife, Radiosurgery

Member

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Current Situation The following is a summary of the outcome of the strategic planning discussion arising from the SWOT analysis.

Strengths – Characteristics that contribute to ANAC’s ability to achieve its mission: • People (very defined audience) with common focus • Loyal Members - motivated and willing to share/contribute/volunteer (group support leaders

members/stakeholders in various capacities) • Peer support network • Access to expertise across Canada • Dynamic new interactive website launched in 2018 • Quarterly newsletter with articles by leading researchers and surgical experts • Biannual symposium focussed on World of Vestibular Schwannoma and Quality of Life • Dr. Gelareh Zadeh, Scientific Medical Advisory Committee Chair • Staff – Executive Director to support ANAC Board of Directors

Weaknesses – Characteristics that limit ANAC’s ability to achieve its mission:

• Rare tumour (1 in a 100,000) • ANAC low visibility • Absence of ANAC Support Groups in some major cities and centres of excellence for acoustic

neuromas • No definitive current fundraising plan • Lack of referrals from ENT and neuro specialists • No group support manual • Finances (future financial and sustainability issue)

Opportunities – External factors that will help ANAC achieve its objective

• Growth of Group Support Chapters • Collaboration with and involvement of specialists (ENT and neurosurgeons) in promoting

ANAC to help expand membership • With new website can apply for grants • Bequests

Threats for ANAC continuing to operate and those impacted with an acoustic neuroma

• Financial sustainability • Cancer tumour gaining more/continued attention • Some services associated with AN delisted and not covered by provincial healthcare programs

National level


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Strategic Action Plan 2018-2019

Priority Area: Fundraising

Goal: To become financially sustainable

Objective: To increase funds through donations, corporate sponsorships, grants and special initiatives so that annual operating costs and program costs are met.

To generate funds, ANAC has defined indicators and outcomes to achieve the priority identified.

Strategic Action Item

Target Date

Lead/ Responsibility

Resources Required

Indicators/Measure of Success

Revise and implement corporate sponsorship program strategy plan to raise funds for ANAC’s 2018 Symposium

August 2018


Collaborate with graphic artist and revise current materials

Corporate sponsors identified and promoted on ANAC website

Collaborate with Dr Zadeh to cover costs associated with rental and food

Generate more than $6000 in corporate sponsorship for 2018 symposium

Create and implement member and non-member mail and electronic fundraising campaign focused on ANAC long- term financial picture

November December 2018


Postage Funds

Generate more than $18.000 in revenue from 2018 Giving Tuesday and Holiday campaign

.

Develop and implement a peer fundraising initiative

April 2019 Carole Humphries & Judy Haust & Chrissie Rejman

TBD Over 5% members participate

Identify two target organizations for grant applications

July 2018 Carole Humphries Executive Director

Access to right individuals

Generate $15,000 in revenue

Submit proposal to Bayer and Phonak

August 2019

Carole Humphries & Chrissie Rejman

Same as above

Secure items & launch an online auction with membership and stakeholders

October 2018

Chrissie Rejman (Lead) with Carole Humphries

Nick Kucharew if technical issues

ANAC database

Activate Eflea software

Use ANAC website and mail chimp to promote auction

Generate $2,000 in revenue

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Target Date


Resources Required


Hold garage sale in Toronto

Summer 2019

Board Member Lead to be determined

Location for sale Location for storage of items Tables

Advertisement in Toronto Star and Kijii Membership and friends donating items Generate $1000

Investigate sale of item such as bulbs or seeds

August 2018


Generate initially $2,000 in net revenue

Reach out and seek out deal with company with US distribution availability

Winter 2018

Carole Humphries & Chrissie Rejman

Investigate collaboration with ANA US

Winter 2018


Create sticker or card with ANAC logo and order form

January 2019


Graphic Artist Assistance

Launch early and late spring electronic and mail campaigns

February April 2019


Postage funds

Promote initiative on website

February April 2019

Nick Kucharew Help with mail orders

Integrate with Stripe Payment System

Nick Kucharew


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Priority Area: Membership Growth

Goal: To establish a visible presence with the public and medical specialists and maintain member loyalty

Objective: To build and promote a positive image and a high level of awareness of ANAC by establishing a focused and proactive communications strategy virtually and with medical experts in acoustic neuromas across Canada


Target Date


Resources Required


Launch medical specialist awareness email and mail campaign to have patients referred to ANAC

Initiate with Centre of Excellence physician

January 2019

Carole Humphries & Rebecca Raghubeer

Funds TBD Referrals from centres of excellence across Canada

Donations from physicians associated with centres

Create promotional material

January 2019


Graphic Artist

Develop material for members to promote ANAC to physicians

January 2019


Member participation

Ensure maximum SEO on website

Ongoing Carole Humphries Nick Kucharew

Web Developer Collaboration

Current and relevant information uploaded to ANAC website

Identify and remove redundant content from ANAC’s website

Scheduled monitoring of website content

Priority Area: Support Groups

Goal: To increase the availability of support groups across Canada to enhance membership and better support members.

Objective: To implement support group in Vancouver


Target Date


Resources Required


Identify possible members for group in Vancouver

November 2018

Carole Humphries & Rex Banks

Meeting place Minimum of 3 meetings per year held.

Reach out and secure chair or co-chairs

November 2018 Carole Humphries &

Rex Banks

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Develop Group Support Manual

January 2019 Carole Humphries &

Judy Haust Funds TBD Group Leaders participation

Completed evaluation by Group Leaders

Implement Group Support training session

TBD Carole Humphries & Judy Haust

Video conferencing

Meeting facility

Completion of evaluation by participants

EVALUATION The ANAC Strategic Plan is a dynamic document, subject to modifications to meet changing needs and circumstances. ANAC regularly report on progress towards achieving the goals identified by adopting a results-orientated approach to the implementation of the strategic plan (which implies an ability to monitor and evaluate ANAC’s actions). The monitoring and evaluation of the implementation will be performed, in principal, by identifying indicators to measure outcomes and impacts. Each of the key strategies identified are linked with the appropriate performance measurement indicators and reports to the Board of Directors. ANAC is in an exciting position now with its dynamic website and capable of realistically moving forward executing current and new strategic goals.

Documents

STRATEGIC PLAN 2018-2019 - ANACSWOT analysis (Strengths, Weaknesses, Opportunities and Threats) is a tool for analyzing an organization, its resources and its environment. Strengths