Strategic Plans and Annual Reports
Our Organizational Goals and Outcomes
Vantage Point’s Strategic Plan
Download our one-page 2020-2025 Strategic Plan.
We can also support YOUR strategic planning process. Visit our Strategic Planning Services page to learn more about how we can guide your organization’s next phase of strategic planning.
With your organization’s goals and situation in mind, we can design and facilitate a strategic planning process from basic to comprehensive that incorporates one to four sessions with your staff and board. Our approach is focused on aligning your organization’s purpose with directives that guide you over the next 3 years. Board and staff will come away with a re-affirmed, high-level direction and renewed commitment to your mission and vision.
Vantage Point’s Strategic Goals
A. Vantage Point will be a leading contributor to equitable, inclusive, and sustainable practices in the non-profit sector, especially in lifting and strengthening Indigenous, under-represented, and emerging non-profit leaders in BC.
- Applying equity, diversity, and inclusion lenses to our programs, services, and communications to build inclusive practices at Vantage Point.
- Developing and implementing sustainability practices at Vantage Point which lower our carbon footprint.
B. There will exist a strong partnership between governments and the non-profit sector in BC illustrated through investment in the sector’s capacity and infrastructure.
- Equipping Vantage Point members to influence and shape public policy in BC, with a focus in 2020 on collaboration in provincial budget processes and advancing changes in BC Gaming.
- Establishing systems and processes to listen to members about BC public policy issues.
- Building our membership to 650 members (from 400) to enhance our government relations work.
C. Communities across the province benefit from Vantage Point’s unique services in ways that build on the strengths and capacities of the non-profit sector in those communities.
- Providing six or more Vantage Point programs in Nanaimo and Prince George and building a foundation of service provision through Knowledge Philanthropy, partnerships with local providers, and Vantage Point team members.
- Increasing Vantage Point’s custom and consulting projects outside the Metro Vancouver area.
- Formalizing local partnerships and collaborations outside Metro Vancouver.
- Identifying and pursuing (in partnership wherever possible) funding opportunities with local funders in support of not-for-profit capacity building outside the Metro Vancouver area.
D. The impact of the non-profit sector increases as a result of the research, knowledge sharing, and action of Vantage Point and our network.
- Launching member-driven working groups on key sector topics.
- Establishing baseline data on BC’s non-profit sector impact and scope.
- Implementing evaluation systems which incorporate our growing advocacy, membership, and government relations programs and services.
- Implementing a re-vamped BOSS conference which builds skills and community.
- Continuing to provide relevant, quality education programs, primarily delivered by Knowledge Philanthropists (KPs) within Metro Vancouver.
E. The long-term stability of Vantage Point is increased through investment in staff, technology, and systems.
- Building on successful professional development and learning opportunities for staff and KPs.
- Launching the VP Associate programs to support an increase in Vantage Point’s consulting reach.
- Focusing on staff retention, engagement, and development through compensation and benefits planning and implementation.
- Re-vamping technical integrations including better leveraging Salesforce and Quickbooks capacity, replacing websites, and implementing efficient registration systems.
- Updating the physical space to reflect members and sector community-building priorities.