A broad-based strategic planning initiative gives the organization five primary goal areas. We will be working on these goals through 2016. 1. Lead the way in animal welfare and advocacy. 2. Play a vital role in our community. 3. Embrace our collaborative culture. 4. Expand our financial resources. 5. Create our campuses of the futureFor each of these broad goals, more specific, measurable milestones have been identified.

In order to enlist the entire organization in pursuit of our strategic goals, each department and program area is involved in implementation strategies and action plans that show measurable progress toward each goal. Each goal also has a senior staff-level steward responsible for advancement toward the goals. A quarterly progress report is made to all staff members and volunteers, and monthly progress is reviewed by the Board of Directors. The strategic plan is also used as the context for our twice-a-year all-hands meetings. Everyone is working toward weaving the strategic goals into our every-day responsibilities so commitment to them is well integrated into our ongoing efforts. We know that strategic goals must be seen as germane to our mission. We must be able to grow and develop in ways that are aligned with the community commitments we pursue on a long-term basis.

Our organizational capabilities are strong. We are guided by experienced, respected, nationally-recognized senior leaders. Our small staff is composed of some of the most talented and committed people in the animal welfare field. We are enabled by an amazing corps of nearly 700 volunteers whose dedicated help makes our work possible. And we are proud to carry on a legacy of community involvement that is more than 100 years old. We believe we can accomplish almost anything. Our challenge is to find the necessary resources to propel the organization forward without missing a beat in the demanding, lifesaving work we undertake each day.

As noted in earlier sections, we have created specific, measurable action plans that give us ways to assess our progress. There are actions beneath each goal, and an implementation plan accompanies each action. Some actions are broad and require commitment from virtually everyone in the organization, such as "Exemplify a model animal shelter," or "Improve communication between departments and all levels of the organization, and across all constituent groups. "" Others pertain more to specific departments or program areas, such as "Boost and broaden Humane Education programs in terms of geographic and generational reach," or "Develop personal relationships and history with donors to understand their interests,preferences, and desired level of involvement. "The senior staff who serve as stewards of each of the four broad goal areas report regularly using a simple green-yellow-red visual indicator accompanied by verbal explanation.

For Guide Star's purposes, we are answering this question in terms of the areas of growth and development in the organization's strategic plan. Our ongoing accomplishments include responding to every animal in need, 24 hours a day, every day; increasing adoption rates year-over-year; supporting our low-income neighbors to care for the animals in their lives; creating a community of compassion and respect through humane education; reaching out to special-needs populations including those in hospitals and care facilities, struggling young readers, troubled teens, and bereaved children; and recruiting and retaining the most talented, enthusiastic corps of volunteers ever assembled. There are dozens of goals included in our 3-5-year strategic plan; too many to list here. Following are some of the things accomplished in year one, followed by a list of goals we intend to pursue more vigorously. Accomplishments in Year One- Added a new Advocacy Action Center to the MHS website- Hosted and coordinated the Advanced Animal Law Enforcement training academy- Increased the hours of the Humane Eduction Coordinator to full-time- Convened a committee with veterinarians and the Marin Count Veterinary Medicine Association to increase the disaster preparedness of all veterinary offices and hospitals in the county- Scheduled a tri-county meeting among the animal services and humane society directors in Sonoma, Napa and MarinPriority areas in Year Two- translating more public outreach materials from English to Spanish- strengthening ties with agencies that support under-served people- garner increased grant-maker support- create stronger partnerships with other local animal welfare and wildlife groups