Filling Our Basin

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Filling Our Basin asserts CHHSM’s five-year value proposition:

CHHSM achieves value for its members by managing and nurturing their relationship to the UCC and providing programs and networks that advance members’ identity and integrity as faith-based ministries.
CHHSM provides added value by brokering access to business partnerships that create opportunities for members to realize benefits that exceed the cost of CHHSM membership.
FOB proposes to achieve that value proposition through three core strategies:
Networking and Mutual Support
Management and Governance Leadership Education and Development
Business Products and Services

Two of FOB’s notable changes at CHHSM have been the regional structure and the telecommuting/support center model.

Published in: Business, Education
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  • Filling Our Basin asserts CHHSM’s five-year value proposition: CHHSM achieves value for its members by managing and nurturing their relationship to the UCC and providing programs and networks that advance members’ identity and integrity as faith-based ministries. CHHSM provides added value by brokering access to business partnerships that create opportunities for members to realize benefits that exceed the cost of CHHSM membership. FOB proposes to achieve that value proposition through three core strategies: Networking and Mutual Support Management and Governance Leadership Education and Development Business Products and Services Two of FOB’s notable changes at CHHSM have been the regional structure and the telecommuting/support center model.
  • In CHHSM’s operations, FOB has helped: Reduce overhead by $40K/year Make better use of technology for accounting, databases, record keeping, reporting and the annual meeting Although not directly related to FOB, CHHSM’s financial sustainability plan has shaped the context in which FOB is now being implemented.
  • In the area of Member Relations, FOB has helped CHHSM: Increase visits to members and phone and email contacts with CEOs. Since 2005, 94% of members have been visited. Nurture UCC relationships and increase involvement with geographic and UCC Conference CHHSM groups. Redesign and streamline the annual meeting and planning process. Make good use of electronic communications, especially the website (360 hits/day) and email newsletters and surveys.
  • Through Business Services, FOB has helped CHHSM: Created programs and services that has saved our members more than $3 million: CHHSM Rx, PBUCC Partnership, UCF Partnership, Planned Giving Partnership, CHHSM Store, other new vendor programs Create a revenue stream for CHHSM that has generated $330K through partnerships: PBUCC, UCF, CHHSM Store, CHHSM Health/Rx
  • Since 2005, through FOB, we have: Credentialed 43 Diakonal Ministers Engaged in theological and philosophical exploration of leadership with CHHSM board and staff Introduced more than 300 leaders to appreciative practices through annual meeting and other gatherings. Provided 10 organizations and 2 networks with consulting services.
  • What is working in operations? FOB has helped us achieve more productivity and more money for program. Staff experience less stress and easier communications. We have also benefited from improved information systems services from the UCC.
  • What is working in business services? We have built a non-dues revenue stream based on providing flexible business services in partnership with UCC covenantal partners and other business partners. This flexibility allows us to adapt to market conditions and membership needs.
  • What’s working in member relations? We’ve strengthened relationships between CHHSM and members, and among members. In-person meetings with CEOs have resulted in strong relationships and increased awareness of CHHSM. Relationships are particularly strengthened in regions with geographic groups. The annual meeting planning and programming is stronger, and our attendance has increased. Through relationships and in-person visits, we can better respond to members’ needs.
  • What works in member relations? Our branding has resulted in increased awareness of what CHHSM provides, and electronic communications have allowed us to communicate more frequently and efficiently with a broad base of CHHSM stakeholders. Use of electronic surveys has allowed us to gather member input and assess member needs more efficiently and comprehensively than before.
  • What’s working in Leadership Development? We’ve cultivated a receptivity to an appreciative approach that integrates faith and work. We’ve leveraged CHHSM’s resident expertise to provide value to members
  • What works in Leadership Development? We’ve renewed the tradition of and commitment to the Diakonal Minister program, even as its method of delivery changes.
  • We’ve also had some challenges since 2005. We’ve discovered that less face time can dampen team spirit, and we anticipate that having only 1.5 FTEs at the support center will be difficult.
  • Our business services are successful for members that use them, but the growth/enrollment curve is steep.
  • Our geographic regions don’t always align with members’ existing relationships and affinities. Face-to-face member visits are expensive, and sometimes the return is limited. We tried electronic forums; they didn’t work.
  • The Diakonal Minister credential is successful; the FBLI method of delivering it is not sustainable. Consulting services are successful, but member utilization fell short of our projections.
  • Filling Our Basin

    1. 2. Filling Our Basin <ul><li>Five-year value proposition </li></ul><ul><li>Three core strategies </li></ul><ul><li>Regional Structure </li></ul><ul><li>Telecommuting/Support Center </li></ul>
    2. 3. What’s New Since 2005? Operations <ul><li>Reduced overhead by $40,000 /year </li></ul><ul><li>More and better use of technology </li></ul><ul><li>2009-2010 </li></ul><ul><li>financial sustainability plan </li></ul>
    3. 4. What’s New Since 2005? Member Relations <ul><li>94% of members visited </li></ul><ul><li>UCC relationships and </li></ul><ul><li>Conference groups </li></ul><ul><li>New annual meeting design </li></ul><ul><li>Electronic communications </li></ul>
    4. 5. What’s New Since 2005? Business Services <ul><li>$3,093,000 </li></ul><ul><li>in total member savings </li></ul><ul><li>$330,040 </li></ul><ul><li>in revenue for CHHSM </li></ul>
    5. 6. What’s New Since 2005? Leadership Development <ul><li>43 Diakonal Ministers credentialed </li></ul><ul><li>More than 300 leaders introduced to appreciative practices </li></ul><ul><li>10 organizations and 2 networks engaged in consulting services </li></ul>
    6. 7. What Works? Operations
    7. 8. What Works? Business Services
    8. 9. What Works? Member Relations
    9. 10. What Works? Member Relations
    10. 11. What Works? Leadership Development
    11. 12. What Works? Leadership Development
    12. 13. What’s challenging? <ul><li>Less face time can dampen </li></ul><ul><ul><li>team spirit </li></ul></ul><ul><li>1.5 FTE at support center </li></ul>
    13. 14. What’s challenging? <ul><li>Business Services usage </li></ul><ul><ul><li>growth curve is steep </li></ul></ul>
    14. 15. What’s challenging? <ul><li>Geographic regions don’t always align with member relationships and affinities </li></ul><ul><li>Visits require significant resources for sometimes limited return </li></ul><ul><li>Electronic forums </li></ul>
    15. 16. What’s challenging? <ul><li>Faith Based Leadership Institute not sustainable </li></ul><ul><li>Consulting Services utilization fell short of projections </li></ul>
    16. 17. Questions about the past? Questions for the future?

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