Strategic Plan

InvestED, formally Saul and Dayee G. Haas Foundation
Strategic Plan 2009 - 2013 
Approved March 13, 2009

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Strategic Positioning Statement

In 2008 InvestED's Board of Directors voted to change the status of the organization from a private foundation to a public charity to facilitate growth in fundraising and programs that will benefit communities and students across Washington State. InvestED's goal is to expand the capacities and resources of local secondary schools statewide to help more students in need stay in school or enhance their engagement with learning. Toward this goal, InvestED will:

  • Help secondary schools statewide access and enhance their use of the InvestED program infrastructure, i.e. web-based accounting; volunteer and fundraising training; etc.;
  • Expand research, assessment and measurement of program outcomes on students' ability to remain in and succeed in secondary school;
  • Expand board, volunteer, donor and citizen engagement in InvestED to raise and distribute more funds at the local level, raise public awareness and grow the corpus support.

Strategic Priorities for 2009-2013

In pursuit of these goals, InvestED has prioritized the following goals for 2009-2013:

I. Expand the capacities of secondary schools to raise more funds, help more students in need and measure the short and long-term results of their efforts through the InvestED program

  • More secondary schools statewide acquire and strengthen use of the InvestED infrastructure and enhance their capacities to fundraise and recruit local volunteers and supporters
  • Data collection, outcomes measurement and research on InvestED program outcomes is expanded and enhanced

II. Develop a new board governance model consistent with the requirements of governing a public charity

  • Board develops, adopts and demonstrates ownership for a new governance model appropriate to the board of a public charity
  • Board composition is strengthened to meet InvestEDs' strategic requirements
  • InvestED Heritage Advisory Council is expanded (or re-organized) to provide more options for alumni board and other key stakeholders to maintain their involvement with InvestED

III. Expand InvestED's fundraising

  • A comprehensive fundraising plan is developed and implemented
  • Annual fundraising (both individual and corporate/foundation) increases each year based on targets set in the fundraising plan
  • By 2012 InvestED assesses and determines the need, timing and feasibility of a possible capital/endowment campaign to expand the corpus

IV. Strengthen visibility and brand identity of InvestED

  • New brand identity and messaging is developed for InvestED by 2010 and rolled out by 2011
  • The existing organizational marketing/communications plan is updated and implemented
  • Dissemination of resource information to schools, designed to support, enhance and promote their InvestED programs, is expanded