STRATEGIC PLAN SYNOPSISThis strategic plan sets the direction for the IJIS Institute and provides guidance for day‐to‐day decision making to assure measurable progress toward our vision.IJIS InstituteIJIS_f4f922b4-a8a5-442c-96e7-23f8387d83a3The IJIS Institute is a 501(c)(3) non‐profit corporation, founded in 2001 as a result of the U.S. Department of Justice’s interest in raising private sector participation in the advancement of national initiatives affecting justice and public safety at the state, tribal, and local levels. Today, the Institute represents the leading companies serving these and other related sectors. The Institute is funded through a combination of federal grants, industry contributions and partnership agreements. As originally conceived, the IJIS Institute provides assistance to local, state, tribal, and federal agencies by bringing industry to the table in a constructive role, and continuing to drive toward achieving high regard for the companies that are dedicated to helping justice and public safety find high value solutions.The IJIS Institute is an enduring and trusted network of industry leaders. We help government maximize technology investments supporting these missions: Detect, deter, and prevent crime and terrorism; Protect the innocent and provide comfort to victims; Improve the quality of justice and public safety; Reduce the impacts of crime, terrorism, and natural disasters; Maintain safety and order in our communities. We seek a better business environment where: firms can do well while serving the public interest; interactions between government and industry are founded upon value and respect; and our communities receive the benefits._dbe5913b-bd71-4835-9d91-0c6643e33532Serving as the voice of industry, we unite the private and public sectors to improve mission‐critical information sharing for those who protect and serve our communities._386f2e95-605e-400e-b7a5-1ae2fccf9bc6QualityQuality of our work speaks for us and provides the cornerstone of developing a strong reputation.CollaborationCollaboration with industry and partner organizations enables the most comprehensive program and project results.InnovationInnovation enables leadership and the development of new and effective approaches to assist and support our clients and their constituencies.ResourcefulnessResourcefulness in tackling the toughest and most challenging problems facing our clients.Fiscal responsibilityFiscal responsibility expresses unqualified integrity in our stewardship of all funds dedicated to advance our mission.RespectRespect for all of those with whom we work: our financial supporters, our clients, our members, our partners, and ourselves.IntegrityIntegrity of our business practices as exemplified in our policies, products, and professional behavior – we earn the trust of our clients, members, and partners.Social consciousnessSocial consciousness represents an important value that we bring to the communities that benefit from our contributions.Information SharingProvide leadership for the Industry in information sharing._2c514490-23bc-487a-8e37-0cf2e64478481Market CommunicationsDevelop a comprehensive market communications strategy designed to manage the strategic release of IJIS messaging and branding to current and prospective IJIS constituencies, including grantors, members, partners, and clients and future financial supporters._6cde7b3d-156b-410f-abfa-daf5cdda3810Growth 1.4Maintain the delivery of communications through multiple forms: person to person, conferences, presentations, publications in concert with overall growth strategy.Education and MarketingCreate educational and marketing collateral on IJIS membership, services, and shared member messages._9a4c6ec7-725c-46bd-92bc-037f1b0ed0ebMembership 1.1CommunicationsInstitute stronger and regular communications with membership about IJIS activities and opportunities, with credit given to contributors._bc4562d5-fe5c-44c7-ad2c-c529399249dcMembership 1.2Indicators of Success: Calls for participation are met with an adequate supply of qualified and motivated industry experts. Participants fulfill their IJIS Institute commitments with quality work and timeliness. Industry is adopting and further evangelizing IJIS Institute messages, solutions, and technology issue stances to other audiences and communities. Committee and project teams are being staffed with a diverse, growing, and talented community of firms and individuals. Non‐IJIS members and affiliates are pursuing full membership and full members are renewing. Members are approaching the Institute with opportunities to harness collective expertise of industry to further a common cause or address a shared issue. Participating members see the value and results of their contribution and receive “credit” for that work. IJIS members have shared key values, principles and fundamental business practices.Member Benefits and Pilot OfferingsEvaluate member interest and IJIS cost for active/contributing member benefits and pilot offerings. Increase recognition of IJIS members on collective and member IJIS-related results._59aef2bb-2774-4fdf-8662-41f5cdec65d3Membership 2.1Desired Outcome: Active and contributing member firms receive immediate, short, and long‐term benefits as well as opportunities to collaborate. Indicators of Success: New opportunities for IJIS member firms to benefit from sharing information, work, products, or resources are in place and demonstrable. New membership services for shared booth space, speaking engagements, or other opportunities to increase visibility in place.Code of EthicsCreate an IJIS Institute “Code of Conduct.”_f74418ae-feb9-4f10-96ee-53477307aaceMembership 2.2Senior Executive RelationshipsDeploy well-designed approach to reach and manage relationships with key senior leadership._2f76605d-5847-448e-8734-32a740fd7e9dMembership 3.1Desired Outcome: Corporate executives understand and act upon the inherent value of their IJIS Institute membership; doing well while serving the public interest. Indicators of Success: Senior executives are personally contributing to IJIS Briefings, Focus Groups or other executive level activities. Senior executives are encouraging, endorsing, and supporting employee participation in IJIS activities. Senior executives are incorporating IJIS Institute membership and activities into their strategic plans. Senior executives are evangelizing the necessity of realizing IJIS vision & benefits of participating in IJIS mission to other current or potential firms. Senior executives are sponsoring IJIS Institute events, industry projects, or other issue‐based activities in increasing amounts.Policies and ProgramsBe the “Voice of Industry” in developing policies and programs in information sharing for justice, public safety, and homeland security._2ca170ee-49ea-4cfe-8ded-3b832a3450a02_79fa7df0-5b92-11e2-a9fa-68d4bfa4baedPublic/Private CollaborationEnhance collaboration between the public and private sectors._1b7cfb55-4aa5-4210-9796-14eddd3445103_79fa8106-5b92-11e2-a9fa-68d4bfa4baedValue to MembersProvide clear and compelling value to IJIS Institute member companies._514310fa-503d-481e-8b15-5163cd1e4e3d4Opportunity ManagementImplement a business development practice and assessment methodology that provides a high degree of assurance that the acquisition of future opportunities is: balanced to meet the demands of the communities we serve; supports our strategic direction; and diversifies our client/ services portfolio in the areas targeted for development._c69837ef-5d76-4c2f-b870-4e337d0dcfcbGrowth 1.1Desired Outcome: A diversified and responsive portfolio of services as well as a broad range of clients. Indicators of Success: Appropriately focused development within limited resources. Continued demand/value based development. Determined viability of market share value via IJIS market research. Determined increase in IJIS brand awareness among IJIS target communities. Predictable and manageable demand volumes. An institutionalized methodology and practice to selectively choose and track our growth. Implementation of support services and technologies. Adoption and execution of a strategic opportunity management practice by IJIS management and Board of Directors.Market ResearchExplore market research capability to track the movement of major national programs affecting justice and public safety. Market research services and products could be utilized to both help guide the Institute in decision making on strategic market expansion, as well as provide a valuable service to IJIS industry members in support of corporate strategic planning._3c772bc0-9ade-4088-9867-d3ecdefdfa2aGrowth 1.2Quality ManagementImplement an active quality management initiative to track and provide IJIS management with timely feedback from clients on their satisfaction across all lines of service – including sponsors, members, partners, contractors and clients._a71ab700-9e1a-475f-ac6a-65f002e50318Growth 2.1Desired Outcome: A growing portfolio of IJIS Institute services with a continuing scorecard of excellence. Indicators of Success: Continued high customer satisfaction index – grantors, members, clients, and partners. Development of a highly regarded reference base.Existing Capabilities and ServicesImplement a comprehensive operating capability, including services methodologies, tool sets and defining the process by which measurement will occur._81ba2980-6533-4589-908f-1c82f1295f5dGrowth 3.1Desired Outcome: Increased demand for existing services and member participation. Indicators of Success: Successful extension of IJIS core services into new client domains. Support to membership initiatives through increased capability and capacity of IJIS staff. Implementation of delivery methodologies for all services lines. Certification of IJIS staff in relevant services disciplines.Fee-Based ServicesDevelop a fee-based service delivery capability to support offerings to the public and private sectors_297dcadf-eb7a-414e-a894-a913ef4a8e78Growth 3.2Desired Outcome: Extension of existing capabilities for fee-based services.New Capabilities and ServicesImplement a comprehensive operating capability, including services methodologies, tool sets and defining the process by which measurement will occur._f2c71f6b-9ca7-433e-b80e-1983d6f96b67Growth 4.1Desired Outcome: Expansion of core services into existing IJIS projects and programs. Indicator of Success: New funding for IJIS Institute core services to support major national initiatives managed by the IJIS Institute Project Management Services group.Opportunity ManagementImplement a business development practice and assessment methodology that provides a high degree of assurance that the acquisition of future opportunities is: balanced to meet the demands of the communities we serve; supports our strategic direction; and diversifies our client/ services portfolio in the areas targeted for development._06d8b15e-09e3-40ea-aa61-3ad0b3517e1eGrowth 5.1Market DevelopmentDevelop and execute target business development initiatives into new market domains_92918ca5-d185-4599-b708-6cb1363f9852Growth 5.2Desired Outcome: Funding to bring new communities together to create information sharing partnerships with justice, public safety, and homeland security. Indicators of Success: Development of targeted information sharing partnerships between justice/public safety and new communities fostered by IJIS projects and services. Funding for IJIS support of these new partnerships. Diversification of funding sources – existing and new grant/funding sources.Membership RecruitmentAttract all companies in this industry to participate in Institute activities._acfd58ed-de8b-44c9-808c-18c34a6e4f105International BusinessDevelop a business case framework that defines a dedicated set of strategic objectives to assess alignment with IJIS strategy and explore the operational viability and financial feasibility of International expansion._2e042033-2c71-470d-bf4f-401532dc3683Growth 4.2Desired Outcome Expansion of core services into existing IJIS projects and programs. Indicator of Success: Development of an informed business case for entering the international markets – based upon experienced performance data.Membership Features and BenefitsClearly define features and benefits of IJIS Institute membership and participation._1eaad477-4fbb-4b82-b6a3-5b32a7d32df1Membership 1.3Desired Outcome: We become the enduring and trusted network of industry leaders by representing the collective expertise of industry with fully engaged members and affiliates.ResourcesEnsure the availability of necessary resources to maintain the quality of the Institute’s services, operations and programs._5ccb0f5a-c56d-4010-8104-83366e57bb096Financial Operations ManagementImplement an integrated financial management system that allows the IJIS management team to have up to date financial information on delivery and development performance._6db29b14-3bc2-4828-8161-eb8b3ad55f8bGrowth 1.3Fee-Based Member ServicesInvestigate and develop fee-based activities and services beyond those associated with current business that will be funded or purchased by membership._ed42fa2b-db1d-4b5e-854f-2bcaf711d313Membership 4.1Desired Outcome: The IJIS Institute offers valuable fee-based services and products that are purchased by industry. Indicators of Success: Significant interest and funding from members for these activities and services.Third-Party RevenueDevelop third party revenue opportunities._f05e2fae-f14e-4787-874b-c4dcfef9585bFunding 1.1Indicator of Success: Numbers and amount of funds received from third parties.Reserve FundIncrease the reserve fund._9d8a961e-e2ac-4c23-a2f0-c186021b9ad6Funding 1.2Desired Outcome: The IJIS Institute will have sufficient funds to cover Institute operational expenses at all times. Indicators of Success: Numbers and amount of unrestricted funds received from grant makers, corporations and individual donors.3 Amount of reserve funds contributed.Funding Diversification PlanDevelop funding diversification plan to determine potential new projects that are in line with IJIS mission._c87fa120-e66f-47dd-92fa-7212256f5cfcFunding 2.1Desired Outcome: The IJIS Institute has funding from multiple sources to help maintain a balanced portfolio and overall independence from any one funding source. Indicators of Success: The number of funding sources supporting IJIS projects. The number of grants and amount awarded to IJIS. % of operating budget derived from different funding sources.3Funding StrategyCreate and implement a comprehensive long-term development strategy._7a5f3bf7-84aa-4b37-a54a-63dfb91cf1b9Funding 3.1Desired Outcome: The IJIS Institute has sufficient unrestricted funds to start up or develop new programs. Indicators of Success: Completion of a fund raising/development plan. Numbers and amount of grant funds received from grant makers. Numbers and amount of unrestricted funds received from grant makers.Fund Raising/Development CommitteeCreate a Fund Raising/Development Committee that plans for aggressive full time fundraising efforts targeted at corporations and foundations, and dedicate internal staff or retain an outside firm to work on seeking private sector funding._0a228c9b-c6b5-4bb7-8f31-84ac795778daFunding 3.2Indicator of Success: Activation of a fund raising/development committeeEndowment DevelopmentPursue an active endowment development effort._96d377e5-a606-4c4d-b0aa-31daa36d3637Funding 3.3New Fee-Based ServicesInvestigate and develop new fee-based activities and services, including membership financial support of specific initiatives._2992aa86-5a57-46ea-9713-3b9444163f7bFunding 4.1Conversion of Existing Services to Fee-Based ServicesDetermine which capabilities the IJIS Institute and/or members currently have that can be delivered as fee for service without outside funding._b869b8f8-e566-44ee-88b1-d67256d77048Funding 4.2Desired Outcome: The IJIS Institute offers fee-based services that utilize the expertise of industry and/or IJIS Staff. Indicators of Success: The amount of revenue generated by activities and services. % of annual budget attributed to fee based activities.Social ImpactAchieve a significant social impact through focused IJIS Institute activities._956ee8dd-988e-46ff-9d55-fae807e7dced7_79fa8228-5b92-11e2-a9fa-68d4bfa4baed2008-10-012011-10-302010-08-02http://ijis.org/docs/Strategic_Plan_Synopsis_20080929.pdfArthurColman (www.drybridge.com)colman@drybridge.com