Operation Fly Strategic Plan

8/14/2019 Operation Fly Strategic Plan

1/19

Soar to New Possibilities

Service Through Leadership

Strategic Plan 2010-2014

Submitted to: Board of DirectorsBy: Timothy Hwang, CEO/Presiden

Key Staff:

CEO/President: Timothy HwangCOO/Executive VP: Kevin MaCFO/Treasurer: Samir Devalaraja

Board of Directors:

Minsoo Han, Chairman Joanna Cornell, Director Nick Maggio, Director Timothy Hwang, Vice-Chairman Allen Gannett, Director Scott Yu, Director Jason Zhang, Secretary Erich Reimer, Director Samir Devalaraja, Director Jeeseong Hwang, Director Kevin Ma, Director Sean Wang, Director


2/19

Essential Principles of Operation Fly

Core Values:

1. Every student can be a leader. Student leadership can change the world and values of youth.2. An efficient organization is transparent and responsive to the public by way of efficient, cost-effective, and compassionate stewardship of resources.3. An efficient organization acts with integrity, openness, and honesty in all relationships, dealings, and

transactions.4. Respect and fair treatment are important to an efficient organization.5. The mission of Operation Fly is accomplished only through the generosity of others.6. Operation Fly respects relationships with federal, state, and local governmental regulations.7. The values of Operation Fly should be implanted into every strategy and program that it implementsincluding the Operating Budget and policies and procedures.

Mission:

We strive to change the hearts, minds, and lifestyles of this generation through a radical change in theirperspective of this world through service to underprivileged populations in the inner-city. Operation Fly

Inc. is a 501(c)(3) non-profit organization that serves disadvantaged inner-city populations across theUnited States by coordinating myriad events for the homeless and providing programs forunderprivileged students and their schools. Operation Fly represents a fresh vanguard against poverty,guided by leaders of the next generation,

Vision:

To provide completely student-run programs that target the inner-city and train student leaderssimultaneously through an efficient and compassionate organization.

Organizational Goals:

1. Provide high-quality programs for underprivileged populations in the inner-city2. Provide leadership opportunities for students and engage students at all levels of the organization3. Strengthen partnerships with the community, corporations, and the government and increaseawareness about poverty4. Maintain a financially self-sustaining organization5. Maintain a strong organization through structure and employee satisfaction


3/19

Organizational Facts:

Quick Facts:

Slogan: Soar to New Possibilities

Motto: Service Through LeadershipWhats so unique about Operation Fly Inc?

We provide the only completely student-run programs that target the inner-city and train studentleaders simultaneously

We strive to be:o The best student-run organization that targets the inner-city in the US

o The only international student-run organization that targets the inner-city

o The only student-run organization that provides scholarship programs for the inner-city

o The best student-run training program for public service in the US

o The largest student-run organization that addresses poverty and inner-city issues

We strive to run:o The cheapest tutoring programs in the metropolitan area whose profits go to the inner-city.

o The most innovative and fastest homeless student-run collection and distribution programs

o The best leadership and financial literacy training programs by students in the US

o The most effective and most innovative scholarship and tutoring programs by students

o The most diverse amount of programs for any student-led non-profit organization

Comprehensive List of Programs:

Income:- Regional Tutoring Program- New Possibilities Magazine- Regional Fundraisers/Galas- Corporate Grants and Sponsorship Program

Expenses:- Regional Homeless Donations- Regional Events for Underprivileged- Regional Scholarship Programs (Award Ceremonies)- Regional Community Tutoring

- New Possibilities Magazine- Regional Leadership Conferences- National Leadership Conferences- Sheets for Streets- Packs for Backs

Other:

- Alumni Program


4/19

Operation Fly Structure

Matrix View:


5/19

Operation Fly, Inc. Structure (Cont.):

Anatomy of a Department

Corporate Synergy Model:


6/19

Data Points/Performance Targets:

Target 2009-

2010

2010-

2011

2011-

2012

2012-

2013

2013-

2014

Goal 1: Number of Inner-City Population Reached

A. Eat and Greet Program 300 800 1200 1800 2300

B. Sheets for Streets (inventory/4) 1000 1200 1500 1800 2000

C. Packs for Backs 50 100 250 400 800

D. Community Tutoring 0 100 200 300 400

Goal 1: Number of Branches 3 (2) 3 3 4 5 (4)Goal 1: Number of Applications for ScholarshipProgram

0 200 400 600 800

Goal 1: Number of Events 7 14 21 28 35

Goal 1: Number of In-Kind Donations 4500 4800 6000 10000 20000

Goal 2: Number of Employees 30 50 80 100 120

Goal 2: Number of Volunteers (Active) 260 300 450 550 600

Goal 2: Number of Chapters 8 10 12 14 16

Goal 2: Number of Leadership Conferences 0 0 0 1 1

Goal 2: Number of Students Attending Leadership

Conferences

0 0 0 100 150

Goal 2: Evaluation at Leadership Conferences (1-10) 0 0 0 7 8

Goal 2: Number Active in Alumni Program 0 15 30 45 60

Goal 3: Number of Readership for Magazine 0 30 60 120 200

Goal 3: Community Satisfaction Surveys (1-10) N/A 3 5 7 8

Goal 3: Attendance at Annual Community Events N/A 30 60 120 200

Goal 3: Number of Volunteers (Active) 60 100 150 250 400

Goal 3: Number of Corporate Sponsors 0 1 1 2 2

Goal 3: Number of Publicity Events 0 1 2 3 3

Goal 3: Number of Times Mentioned in Press 2 2 2 2 2

Goal 3: Participation in Community Events, etc. 0 1 2 2 3

Goal 3: Number of Unique Visitors to Website N/A 100 200 500 1000Goal 4: Number of Large-Scale Fundraisers 2 2 3 3 3

Goal 4: Number of Chapter-Based Fundraisers N/A 30 40 45 50

Goal 4: Number of In-Kind Donations 4500 4800 6000 10000 20000

Goal 4: Number of Clients for Tutoring Program 0 5 10 15 20

Goal 4: Number of Corporate Sponsors 0 1 1 2 2

Goal 4: Number of Chapters 8 10 12 14 16

Goal 4: Number of Grants Completed 3 5 7 10 20

Goal 4: Number of Paid Staff 0 0 0 0 1

Goal 4: Revenue 99,000 110,000 180,000 250,000 300,000

Goal 5: Attendance of Employees at Department

Meetings by Percent

10% 40% 50% 60% 70%

Goal 5: Employee Satisfaction Surveys (1-10) 2 3 5 5 7

Goal 5: Number of Internal Affairs Problems 1 0 0 0 0

Goal 5: Sufficient Monthly Improvement Failures 50% 40% 30% 20% 10%

Goal 5: Firings/Resignations from Employees 1 0 0 0 0

Every one of these data points must be monitored by a specific National Department Head and will be

aligned to each of their individual Strategic Plans. Each Department Head will be held responsible for

his/her performance targets.


7/19

Process and Timeline:

The overall strategic Plan will be made and approved by the Board of Directors by the end of Q3 for the priorFiscal Year. Strategic Plans (mission statement, action plan, goals, etc.) must also be developed for thefollowing departments or offices and are due at the start of each Fiscal Year (September 1).

*Office of the Chief Financial Officer*Office of the Chief Event Management Officer*Office of the Chief Human Resources Officer

*Office of the Chief Public Relations Officer*Office of the Chief Marketing Officer*Office of the Chief Technology Officer*Office of the Chief Information Officer*Office of the Regional President of each Branch

The purpose of this is to assign responsibility for each of the Performance Targets and make sure that they arefollowed through.

Timeline Step 1: Plan

Q3 Board Meeting 1. View Performance Targets and assess performance (SWOT, etc)

Q3 Board Meeting 2. Readopt Essential PrinciplesQ3 Board Meeting 3. Set Goals and Objectives in Performance Targets that support Essential

Principles

Q3 Board Meeting 4. Modify Overall Strategic Plan

End of Q4 5. Each Office creates their own Strategic Plan aligned with the Overall StrategicPlan

Step 2: Align

Q4 Board Meeting 1. The Operating Budget, that must be passed by the end of Q4 of the prior fiscalyear must be aligned with the Strategic Plan.

End of Q4 2. All programs, policies, and procedures must be aligned with the Strategic Plan

Step 3: Evaluation

Q1-Q3 1. Make sure data is kept on all Performance Targets throughout the year byreevaluating performance targets each quarter

Q1-Q3 2. Maintain Essential Principles and trajectory for targets on Weekly ConferenceCalls and each Department Head will check up on their respective PerformanceTargets and Programs

Q1-Q3 3. SMI Goals are set monthly based on trajectory of Performance Targets andSMI Goals are aligned with Performance Targets.

Step 4: Action

Q3 1. Make plans for improvement

Q3 2. Change organization, programs, policies, and procedures based on goals

3. Repeat Cycle


8/19

Goal 1: Provide high-quality programs for underprivileged

populations in the inner-city

Operation Fly Inc. has identified three groups of people in need inside the inner-city

Group 1: The Homeless

Group 2: The Financially-Challenged Students

Group 3: People/Families struggling physically or financially

Each group will be targeted with specific action plans developed by the Department of EventManagement

Group 1: Eat and Greet Program, Sheets for Streets Program, Packs for Backs Program

Group 2: Scholarship Program, Community Tutoring Programs, Packs for Backs Program

Group 3: General Events depending on the constituency

Data Points:

Benchmark Data Point/Performance Target

Operation Fly will continuously increaseservices to needy populations

Number of Inner-City Population Being Reached by eachProgram

o Eat and Greet Program

o Sheets for Streets

o Packs for Backs

o Community Tutoring

Number of Events

Number of Branches

Operation Fly will reach as many students aspossible with the Scholarship Program

Number of Applications for Scholarship Program

Operation Fly will have the resources fordonations without cash

Number of In-Kind Donations

Strategic Initiatives

Provide high-quality programs for underprivileged populations in the inner-city

Eat and Greet Program

The Eat and Greet Program is under the responsibility of the Department of Event Management. It provides anopportunity for many of our students to engage with the underprivileged while serving them food in the inner-city. Students prepare, transport, and serve the food to the homeless throughout the year. The Eat and GreetProgram is the primary way in which students usually get involved. Operation Fly works collaboratively withcommunity organizations to obtain kitchen space and other necessities to make sure this program is a success.

Sheets for Streets ProgramThe Sheets for Streets Program is under the responsibility of the Department of Event Management. It providesthe organization the opportunity to serve the homeless by running drives for clothing and blankets during thewinter. Operation Fly then passes these clothes out to needy shelters and directly to the homeless on the streets.Students collect, transport, and deliver the donations. Operation Fly works collaboratively with communityorganizations, churches, and schools to run these drives and to distribute the thousands of clothing and blanketsreceived.

Packs for Backs Program

The Packs for Backs Program is under the responsibility of the Department of Event Management. Studentscollect backpacks and other necessities during the Spring and Summer. They then fill these backpacks with


9/19

toiletries and deliver them to homeless shelters and directly to the homeless on the streets. Students also fillthese backpacks with school supplies and give them to students so that they may have the opportunity to haveschool supplies in the fall. Operation Fly works collaboratively with community organizations to run thesedrives.

Community Tutoring Program

The Community Tutoring Program is under the responsibility of the Department of Marketing in conjunctionwith the For-Profit Tutoring Program. The Community Tutoring Program partners up with individual schools in

the inner city and sends some of our best and brightest tutors into the inner-city. Students make partnerships, vetand organize tutors, and tutor students in this program.

Scholarship Program

The Scholarship Program is under the responsibility of the Department of Public Relations. Students reach outto inner-city schools, create and review applications for scholarships, and award scholarships to inner-citystudents based on financial need and academic success. They also run an awards ceremony (when possible) forthe scholarship recipients. Operation Fly must ensure that proper financial resources are in place for theorganization to be able to continuously sustain the scholarship program.

Expansion Projects

Expansion Projects are under the responsibilities of the Office of the Chief Executive Officer and the ChiefHuman Resources Officer. Under current regulations, Operation Fly is in the midst of expansion projects to LosAngeles, Dallas, and Boston. The Board of Directors approves new Expansion Projects every year. OperationFly utilizes the bulls-eye approach to expansion (see diagram below). The bulls-eye approach allowsOperation Fly to target one school in the area and builds upon the connections of the individuals leading theBranch-planting initiative. This allows Operation Fly to simultaneously grow chapters and the branch ingeneral. After several chapters are established, a Regional Leadership Team is appointed and begins the work ofimplementing Operation Flys numerous programs around the region. Expansion Projects allow Operation Flyto deliver high quality programs to more and more disadvantaged populations throughout the country.


10/19

Goal 2: Provide leadership opportunities for students and engage

students at all levels of the organization

Operation Fly, Inc. has established four key leadership traits that it believes should be developed: Altruism,Dedication, Vision, and Responsibility. In this, we strive to change the hearts, minds, and lifestyles of thisgeneration through a radical change in their perspective of this world. Altruism is built into the organizationalmission in serving the inner-city. Responsibility and vision are reflected in the numerous leadership positions

that are available to students. And dedication is required at all levels of the organization.

Data Points:


Operation Fly will involve as many students aspossible into the organization

Number of Employees

Number of Volunteers

Operation Fly will become the premier serviceleadership club in each school

Number of chapters

Operation Fly will give students opportunitiesto develop leadership skills and network

Number of Leadership Conferences

Number of students attending Conferences

Evaluation at Leadership Conferences

Operation Fly will continue to engage studentseven after they have graduated

Number Active in Alumni Program


Provide leadership opportunities for students and engage students at all levels of the organization

Application Process and Recruitment

The application process is under the responsibility of the Department of Human Resources. Every year theDepartment of Human Resources processes the applications for all employees in Operation Fly. The students in

this department create, review, and recommend acceptances/rejections of the applicants for Operation Flysemployees next year. The Regional President makes final determinations into the employees of next year intheir respective branch, and the CEO/President makes all appointments at the National Level. This ensuresOperation Flys continuous high quality of employees. Employees have much more stringent requirements thanVolunteers, but have many more leadership opportunities. Operation Fly also allows dedicated volunteers tobecome employee. The Department of Human Resources processes all of these requests. This ensures thatOperation Fly is always led by capable and experienced leaders.

Chapter Program

The Chapter Program is under the responsibility of the Department of Human Resources. It is the foundation ofOperation Flys man-power. Many of the leadership skills learned begin at each individual Chapter in theschools. Chapters are run by Chapter Presidents who individual run the operations of their own schools.Employees run Chapter Programs throughout their region and provide leadership at the base level of theorganization. The Human Resources will continuously charter new chapters and attempt to build up chapters inorder to gain more volunteers. In order to stay connected, many times Regional Officers and National Officerswill make visits to individual chapters to speak with students about getting more involved.

Leadership Conferences

Leadership Conferences are under the responsibility of the Department of Human Resources. Leadershipconferences are run both at the Regional and the National Level. They provide students to network with otherstudents in their region and nationally. They also provide valuable leadership training for volunteers andemployees.


11/19

Alumni Program

The Alumni program is under the responsibility of the Office of the Chief Operating Officer. The AlumniProgram slows employees who have previously been in Operation Fly to network. It is also an avenue forOperation Fly to run many of our leadership programs that run into the collegiate an professional world. Theprogram connects alumni with programs and employees in their region. The Alumni Program extends the goalof engaging students past the range of eligible volunteers an employees.

CEO/President Leadership Program

The CEO/Presidents Leadership Program is under the responsibility of the Office of the Chief ExecutiveOfficer. In order to develop the best student leaders for a fast track to management an leadership, theCEO/Presidents Leadership Program was established. The Leadership Program selects students at all levels ofthe organization


12/19

Goal 3: Strengthen partnerships with the community, corporations,

and the government and increase awareness about poverty

Operation Fly, Inc. recognizes the enormous importance of community, corporate, and governmentalengagement to the success of the organization. In order to continue this success, Operation Fly must maintainand strengthen partnerships with all stakeholders.

Data Points:


Operation Fly will engage the community in itsactivities on a regular basis

Number of Readership for Magazine

Attendance at Annual Community Events

Number of Unique Visitors to Website

Operation Fly will have a positive appeal withthe community

Community Satisfaction Surveys

Operation Fly will continue to draw involunteers

Number of Volunteers

Operation Fly will engage with communitybusinesses and strengthen partnerships

Number of Corporate Sponsors

Operation Fly will make known its endeavorsand be as transparent as possible at press andcommunity events

Number of Publicity Events

Number of times mentioned in Press

Participation in Community Events, etc.


Strengthen Partnerships with the community, corporations, and the government

New Possibilities Magazine

The New Possibilities Magazine is under the responsibility of the Department of Public Relations. Each

Regional Branch runs their own Magazine Program while the National Branch submits their Magazine quarterlyto the entire organization. The New Possibilities Magazine provides an opportunity for Operation Fly to stayconnected with the community and show them where their money is headed. It also provides an opportunity formany of our corporate and organizational partners to advertise in a public forum.

Community Surveys

Community Surveys are conducted under the Office of the Chief Information Officer and the Office of theChief Public Relations Officer. Operation Fly will conduct Community Surveys to get a feel for how thecommunity is responding to our services and our programs. It provides a great opportunity for Operation Fly toremain connected with individual communities and to get feedback from our donors.

Community Events and FundraisersCommunity Events and Fundraisers are under the responsibility of the Department of Marketing. Each RegionalMarketing Department conducts occasional fundraisers, galas, events for the community. This allows thecommunity to stay involved with Operation Fly and its efforts and provides Operation Fly with some publicityand funds to continue many of our programs.

Corporate Circles Program

The Corporate Circles Program is under the responsibility of the Department of Public Relations. Our CorporateCircles Program allows our Corporate Sponsors the opportunity to gain benefits from becoming a partner andsponsor with Operation Fly. Corporate Partners are given advertising space and allowed a full partnership withOperation Fly. Corporations are able to build partnerships with Operation Fly and their programs through this


13/19

program. Students contact corporations and conduct all the partnerships themselves, thus allowing studentsvaluable business experience.

Publicity Events

Publicity Events are organized by the Department of Public Relations. From time to time, Operation Fly willhold Press Events and Publicity Events for news outlets to alert them to many of our programs and services. TheOffice of the Chief Public Relations Officer coordinates with the Chief Technology Officer press releases thatare given out after various events are held.

Participation in Community Events, etc.

Participation in Community Events, etc. is under the purview of the Department of Public Relations and eachindividual Regional President. In order to remain connected with the community, Operation Fly makes an effortto attend community and school events, fairs, workshops, etc. to share knowledge and network with othercommunity individuals. Operation Fly makes every effort to keep the community involved at these variousvenues.

Website

The website and use of technology is under the responsibility of the Office of the Chief Technology Officer andregional Departments of Public Relations. Operation Flys website provides visitors with press releases,

information about Operation Fly and its finances and leadership, transparent communication of Operation FlysBoard activities, registration for the tutoring program, employment application, online donation opportunities,photos and videos, links to the New Possibilities magazine, and blogs for employees. The website is an essentialtool in communicating with the community and other outside organizations.

Operation Fly Week

The program for this will be coordinated by the Public Relations Department. In order to reach out to the publica bit more and get students involved, Operation Fly created a week dedicated specifically to promote OperationFly during the first week of February or Operation Fly week. This allows Operation Fly to reach out to outsideorganizations and the community and get them really involved in the organization. Each day, employees andvolunteers conduct various activities that correlate to a theme:

Day 1: Fly Around the World: A Press Event will be held by the National Office, Kick off the Packs for BacksProgram, This day will be devoted to wearing our logos, passing out flyers, Giving out stickers, etc. Anythingto increase publicity around your school, community, and region. Facebook/Twitter Status Updates, etc.Day 2: Bring a Friend to Soar: Recruit a friend to a chapter meetingDay 3: Fun with funds: This day will be devoted to a large fundraiserDay 4: Your Region, Your Rules: Show your Regional pride and lead your own project. Show off that yourregion is the best.Day 5: Take a Bow: Hold a party or a celebration of the accomplishments up to date and invite family, friends,etc.Day 6: Create New Possibilities: Eat and Greet Program with the Homeless

Tax Compliance

Tax Compliance is under the responsibility of the Chief Financial Officer and the Chief Operating Officer. Inorder to maintain a good working relationship with federal, state, and local authorities, Operation Fly files theirforms in a timely manner. Every February 15, Operation Fly files their IRS 990 Form and makes sure that allState (MD Property: April 15) and Local forms are filed to remain compliant.

New Media and Viral Campaigns

New Media is under the responsibility of the Chief Public Relations Officer and the Chief Technology Officer.Operation Fly will maintain good use of social media to further the mission.


14/19

Goal 4: Maintain a financially self-sustaining organization

It is imperative that Operation Fly maintain a financially self-sufficient organization that is capable ofsustaining a large organization. Operation Fly will strive to become an efficient and revenue producingorganization to support all aspects of the organization. A financially self-sustaining organization requires thatall other portions of the organization be successful (see diagram).

Data Points:


Operation Fly will engage the community infundraisers as much as possible

Number of Large-Scale Fundraisers

Number of In-Kind Donations

Operation Fly will become a part of theperpetual school community

Number of Chapter-Based Fundraisers

Number of ChaptersOperation Fly will provide consistent programsto provide a source of revenue

Number of Clients for Tutoring Program

Number of Clients for Consulting Service

Operation Fly will engage corporations andgovernmental organizations

Number of Corporate Sponsors

Number of Grants Completed

Operation Fly will make investments into long-term growth and consistency

Number of Paid Staff

Operation Fly will have an increasing amountof revenue to increase services

Revenue


Maintain a financially self-sustaining organization

Financial Accountability Mechanisms

The enactment of Financial Accountability Mechanisms is under the responsibility of the Chief FinancialOfficer. Operation Fly has instituted various Financial Accountability Mechanisms to make sure that fraud andabuse are eliminated. These mechanisms must be put in place to gain the respect of the community and otherdonors. The Office of the Chief Financial Officer conducts efficient all accounting and book-keeping,reimbursements, and income receipts. Cash Depositing Procedures as well as various policies and proceduresare put n place to reduce fraud within Operation Fly.


15/19

Zero Based Budgeting and Financial Statements

Budgeting and Financial Statements are under the responsibility of the Office of the Chief Financial Officer.Operation Fly uses zero-based budgeting in order to reassess resources every year and make sure that we havesufficient revenue for our programs. We use this budgeting technique in order to maintain a financially stableorganization. The CFO also prepares regular Financial Statements for the organization to assess the financialstatus of the organization and ensure transparency.

Fundraising CampaignsThe Office of the Chief Financial Officer conducts various fundraising campaigns throughout the year. Themission is to create a base of donors and supporters and increase it from year to year. The organization thinksindividually, person to person on how to recruit them into our donor/supporter circle. Our strategy forindividual, community, and corporate sponsors is VERY simple: 1. Find and recruit supporters and advance theOperation Fly, Inc. brand 2. Get them to donate (different streams explained below: large fundraisers, door-knocking, etc.) and become donors 3. Follow up with a thank you and keep them updated 4. Ask again. Mailinglists are created, letters are sent, a donor tracking system is developed, canvassing, leafleting, and phone-banksare conducted, businesses are targeted, freebies are given, etc. to run our effective fundraising campaign.

Dues

The collection of dues is under the responsibility of the Office of the Chief Financial Officer and eachindividual Regional President. A $7 Due is given by each employee to support the organization at the start ofeach year. Dues provide a stable amount of revenue for the organization and its programs.

Company Store

The Office of the Chief Technology Officer is responsible for the maintenance of the Company Store. Wecreated a company store to sell our brand and ask potential donors twice with (1) door-to-door knocking/phonesand (2) online donations via paypal and the company store. We sell Operation Fly as a brand.

Grants

The Office of the Chief Financial Officer runs the Grants Program. A database of grants is created by the Office

of the Chief Financial Officer organized by amount and deadline. His/her office continues to work through thelist throughout the year. All grants are considered including government, corporate, and community.

Tutoring Program

The Tutoring Program is run by the Department of Marketing. The tutoring program was initially founded withthe idea that it would provide funding for many of our programs. Operation Fly charges low, uniform ratesthroughout the nation and provides revenue for Operation Flys various programs. Students coordinate andconduct the tutoring services by themselves.

In-Kind Donations

The responsibility of recording in-kind donations falls under the Office of the Chief Financial Officer and the

Department of Event Management. Thanks to generous community donations, Operation Fly is able to runmany of its programs on in-kind donations. However, management of in-kind donations requires effectivemanagement and financial accountability.

Fundraisers (Large and Chapter based)

Fundraisers are run by both the Department of Marketing and the Department of Human Resources. TheDepartment of Marketing runs large-scale regional fundraisers, while the Department of Human Resources runsschool chapter-based fundraisers. These fundraisers allow Operation Fly to become financially sustainable andrun its programs. Volunteers from the Department of Human Resources provide assistance to the program.


16/19

Paid Staff

Operation Fly is currently working towards a point where it can handle a paid staff. This way the day-to-dayadministrative tasks can be handled by a full time or part time employee. It ensure the continuity of OperationFly and its financial sustainability.

Transactions Sheet Management

Operation Fly will keep an online transaction sheet of all bank and inventory transactions. This is under the

responsibility of the Chief Financial Officer.


17/19

Goal 5: Maintain a strong organization through structure and

employee satisfaction

For an organization as large as this, it is important for Operation Fly to have a strong structure capable oforganizing large amounts of people for a lot of moving programs. At the core of this structure and organization,

there must be policies and procedures as well as programs to make sure that this organization is sufficient andthat employees are satisfied with the structure.

Data Points:


Operation Fly employees will attend allrequired Meetings

Attendance of Employees at Department Meetings

Operation Fly employees will be satisfied withthe way Operation Fly is running

Employee Satisfaction Surveys

Operation Fly will minimize internal conflicts Number of Internal Affairs Problems

Operation Fly will maintain accountability andefficiency at all levels of the organization

Sufficient Monthly Improvement Failures

Operation Fly will minimize turnover in theorganization

Firings/Resignations from Employees


Maintain a strong organization through structure and employee satisfaction

Sufficient Monthly Improvement (SMI)

SMI System is coordinated by the Office of the Chief Executive Officer and the Office of the Chief OperatingOfficer. Operation Fly implemented a system called the Sufficient Monthly Improvement (SMI) index. SMI

allows the National Branch to step in and intervene if any part of the organization is not functioning. The CEO,COO, and Board makes performance targets that are tangible and submits them on a regular basis at the weeklycalls. It is coordinated at three levels including Departmental, C-Level/Regional President, and Branches. SMIsystems are monitored on a weekly, monthly, quarterly, and annual basis. SMI is aligned with PerformanceTargets and Goals to make sure the organization is accountable.

Training Manual and Job Descriptions/Duties Management

The development and maintenance of the Training Manual is under the responsibility of the Office of the ChiefHuman Resources Officer and the Office of the Chief Information Officer. The Training Manual provides newemployees and volunteers the opportunity to get acquainted with Operation Fly and its programs and structures.It also contains materials and resources for leadership development as well as detailed program descriptions.

The Training Manual is developed regularly so that it accommodates changes to the organization. The JobDescriptions document is also handled by the Chief Human Resources Officer to maintain all prerequisites andcommunicate clear expectations for all employees. The Training Manual allows for perpetual structure and clearjob expectations.

National Weekly Conference Calls and Weekly Reports to the Organization

Weekly Conference Calls are run by the Office of the Chief Operating Officer and Weekly Updates are run bythe Office of the Chief Information Officer. National Weekly Conference Calls allow National Officers to getan update about the organization as a whole. The Weekly Conference Calls also allow senior executives to gaina handle on the workings of the organization and need for improvement. Weekly Updates are sent to allemployees in the organization by the Chief Information Officer. Over the week, the Chief Information Officer


18/19

compiles all necessary information (finances, events, meetings) and sends them out to the organization once aweek. Regional Presidents are required to send information to the CIO by Friday weekly and the CFO mustsend a summary of transactions bi-weekly by Friday to the CIO. These procedures ensure that communicationinternally continues on a perpetual basis. The Office of the CHRO also monitors and reports Internal AffairsProblems on a consistent basis to ensure employee satisfaction.

Policies and Procedures/Bylaws Management

The maintenance of the Policies and Procedures and Bylaws is under the responsibility of the Chief Information

Officer. Policies and Procedures and Bylaws constantly change and the CIO is responsible for updatingnecessary changes. Policies and Procedures dictate the way the organization is run and the rules behind officerselection, election, board voting, etc. Bylaws dictate structure within the organization.

Board Meeting Preparation

Board Meetings are prepared by the Office of the Chief Information Officer. Before Board Meetings, the CIOworks with corresponding officers to prepare the agenda. After the meeting the CIO lists all Board Resolutionand posts the minutes. All other duties are listed out in the Policies and Procedures. Effective Board MeetingPreparation allows for a strong organization and effective action steps after Board Meetings.

Human Resource Employee Training

Employee Trainings are conducted by the Office of the Chief Human Resource Officer. The national branchtrains all new and old employees in policies and procedures and structures in order to make sure that an efficientstructure is kept.

Forms System and Document Management

The Office of the Chief Information Officer makes sure that forms are in on time and that all employees andvolunteers are compliant. The Forms System ensures constant organization and structure and makes sure that allpolicies and procedures are followed. The CIO also maintains all documents to make sure there is a currentrecord of all financial, legal, etc documents.

Technology

The use of technology falls under the Office of the Chief Technology Officer. Technology has become anintegral part of the workplace and allows for more efficiency and organization. Various technologies such asblogs, collaborative document sharing, conference calls, etc. are coordinated by the CTO in order to strengthenand support the organization.

Data Management and SMI Data Teams

Data Management is coordinated by the Office of the Chief Technology Officer and the Chief InformationOfficer. Data is recorded for performance targets as well as SMI Compliance. After SMI Data is received everymonth, SMI Data Teams meet to monitor specific data points. These SMI Data Teams are organized by theOffice of the Chief Operating Officer.

Employee Satisfaction SurveysEmployee Satisfaction Surveys are conducted on a regular basis by the Office of the Chief Information Officer.The Chief Information Officer conducts regular surveys to assess the morale of the organization and the state ofemployee satisfaction within the organization.

Regular Reports

The maintenance of regular reports is under the responsibility of the direct supervisor. Policies and proceduresdictate regular reports by Department Heads/VPs, Regional Presidents, and National Officers in order tofacilitate organization, transparency, and communication.


19/19

Roster

The maintenance of the roster is under the responsibility of the Office of the Chief Human Resources Officer.The Roster is allows Operation Fly to have a handle on all management and employee information.Firings/Resignations are also processed through the roster and attendance can often be tracked through theroster. The Roster is usually on a universal spreadsheet and allows Operation Fly to maintain its structure.

National Scheduled Meetings Spreadsheet

The National Scheduled Meetings Spreadsheet is maintained by the Office of the Chief Information Officer.The Spreadsheet is maintained so that no meetings overlap and so that there is a one-stop place where nationalofficers can access a calendar of meetings to attend.

Chapter Challenge Program

The Chapter Challenge Program is under the responsibility of the Department of Human Resources. It allowsfor friendly competition between Chapters.

Employee Awards

Awards are given under the Regional President. Employee of the Month: Given once a month. Eligibility:Employee or Staff only (No AVP or Directors). Procedure: Will be decided by the Branch Officer Team at their

monthly meeting through a Proposed Resolution by the Department Head. Employee of the Year: Given once ayear. Eligibility: Employees only (No Staff, AVP, or Directors). Procedure: Will be decided by the BranchOfficer Team at the meeting before the Annual Gala through a Proposed Resolution by the Department Head.

Documents

Operation Fly Strategic Plan