Strategic Plan & Annual Report - The Vantage Point

Strategic Plan & Annual Report

Download our one-page 2020-2025 Strategic Plan and our 2021 Operational 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 Priorities for 2025…

A. Vantage Point will be a leading contributor to equitable, inclusive, and sustainable practices in the not-for-profit sector, especially in lifting and strengthening Indigenous, under-represented, and emerging not-for-profit leaders in BC.

  • EApplying equity, diversity, and inclusion lenses to our programs, services, and communications to build inclusive practices at Vantage Point.
  • EDeveloping and implementing sustainability practices at Vantage Point which lower our carbon footprint.

B. There will exist a strong partnership between governments and the not-for-profit sector in BC illustrated through investment in the sector’s capacity and infrastructure.

  • EEquipping 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.
  • EEstablishing systems and processes to listen to members about BC public policy issues.
  • EBuilding 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 not-for-profit sector in those communities.

    • EProviding 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.
    • EIncreasing Vantage Point's custom and consulting projects outside the Metro Vancouver area.
    • EFormalizing local partnerships and collaborations outside Metro Vancouver.
    • EIdentifying 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 not-for-profit sector increases as a result of the research, knowledge sharing, and action of Vantage Point and our network.

    • ELaunching member-driven working groups on key sector topics.
    • EEstablishing baseline data on BC's not-for-profit sector impact and scope.
    • EImplementing evaluation systems which incorporate our growing advocacy, membership, and government relations programs and services.
    • EImplementing a re-vamped BOSS conference which builds skills and community.
    • EContinuing 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.

    • EBuilding on successful professional development and learning opportunities for staff and KPs.
    • ELaunching the VP Associate programs to support an increase in Vantage Point's consulting reach.
    • EFocusing on staff retention, engagement, and development through compensation and benefits planning and implementation.
    • ERe-vamping technical integrations including better leveraging Salesforce and Quickbooks capacity, replacing websites, and implementing efficient registration systems.
    • EUpdating the physical space to reflect members and sector community-building priorities.

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