Final Draft of Strategic Plan 2005-2010, Friendship Industries

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Planning to plan: designing the planning process, strategically. Missy Blankenship

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  • Final Draft of Strategic Plan 2005-2010, Friendship Industries

    1. 1. Friendship is more valuable than ever…. Strategic Planning 2005-2010
    2. 2. Mission Statement <ul><li>Friendship Industries develops and maintains employment and training opportunities </li></ul><ul><li>for persons with disabilities </li></ul><ul><li>in integrated work environments. </li></ul>
    3. 3. Values Statement Friendship Industries believes in and values….. <ul><li>Accountability – to our clients, to our customers, to our community and the global market, to ourselves and to our organization. </li></ul><ul><li>Empowerment – from within each individual and for the organization as a whole. We value self-sufficiency and educating ourselves as well as educating the community on contributions we make. </li></ul><ul><li>Innovation – in our support services and allocation of resources, in our problem-solving capabilities, in our products and services and in future-thinking for our success. </li></ul><ul><li>Respect – for everyone, especially recognizing and understanding individual abilities and challenges. </li></ul><ul><li>Shared Corporate Culture – in all we do, we work cooperatively as a team to achieve excellence for our organizational purpose. </li></ul>
    4. 4. The Vision for Friendship 2010 Friendship’s Mission will be fulfilled with consistent work every day for every employee. Individual decision-making, accountability and general respect for all will be the Friendship Culture.
    5. 5. Our Vision includes: <ul><li>Organizational Excellence </li></ul><ul><li>Sales & Marketing Excellence </li></ul><ul><li>Commercial Operations Excellence </li></ul><ul><li>Rehabilitation Excellence </li></ul><ul><li>Development Excellence </li></ul>
    6. 6. <ul><li>Formal Written Processes for all functions will be readily accessible through a state-of-the-art Information Technology System. This will allow for Automated Production Tracking of employee hours and productivity creating an ease of analysis. Formal Inventory Control will further allow instant access of goods and Work in Process. </li></ul>Organizational Excellence
    7. 7. Organizational Excellence <ul><li>Friendship will have established an Employee Package that provides the highest level of benefits with competitive wages for all. All levels of employees will be under the umbrella of a Human Resource Department. </li></ul>
    8. 8. Organizational Excellence <ul><li>Friendship will provide to all employees open, honest communication, with a consistent message in a team environment. </li></ul>
    9. 9. Organizational Excellence <ul><li>An emphasis on Organizational Awareness will allow our employees to be informed on the past, present and future of Friendship. </li></ul>
    10. 10. Organizational Excellence <ul><li>Professional Development will be a high priority as a Structured Succession Plan evolves for the Management Team. </li></ul>
    11. 11. Organizational Excellence <ul><li>Fiscal Responsibility will be evident in all of our plans and actions. </li></ul>
    12. 12. Sales & Marketing Excellence <ul><li>A dual Marketing Plan establishes a link between Commercial & Rehabilitation Departments aiding in our quest for success. </li></ul>
    13. 13. Sales & Marketing Excellence <ul><li>An elite Customer Service Department works hand-in-hand with expanded Commercial & Governmental Business Development Departments. </li></ul>
    14. 14. Commercial Excellence <ul><li>Through a Structured Plan for Expansion, Friendship will be operating at full capacity utilizing a fully integrated workforce. </li></ul>
    15. 15. Commercial Excellence <ul><li>Commercial Divisions will act as stand-alone, trackable Profit Centers. </li></ul>
    16. 16. Commercial Excellence <ul><li>Customer care is our number one priority. </li></ul>
    17. 17. Rehabilitation Excellence <ul><li>Friendship will stay on the cutting edge as an Employment Service Organization. </li></ul>
    18. 18. Rehabilitation Excellence <ul><li>Performance and productivity will be increased by our Rehab Engineering Department, Client Computer and Virtual Reality training. Practical solutions will provide accommodation for all persons with disabilities. </li></ul>
    19. 19. Development Excellence <ul><li>The services provided by Friendship Industries will be a priority investment within our community. </li></ul>
    20. 20. Development Excellence <ul><li>A Ten Million Dollar Endowment will ensure the future of Friendship for decades to come. </li></ul>
    21. 21. SWOT Analysis <ul><li>We review the Strengths and Weaknesses of our organization as well as look at the greater community, state, nation and world with respect to threats and opportunities that might affect us. </li></ul>
    22. 22. Staff <ul><li>Strength </li></ul><ul><li>We are blessed with an experienced, dedicated and qualified staff who succeed in a growing, cohesive environment. The commitment to a real “people” mission is evidenced by loyalty and very low turnover. We want to do a good job. </li></ul><ul><li>Weakness </li></ul><ul><li>A feeling of a lack of communication and training pervades all levels of staff. Guilty of assuming too much, decisions are sometimes made without all the facts. There is a perception that some staff are too empowered or accommodated and not held accountable for their actions. </li></ul>
    23. 23. Management Team <ul><li>Strength </li></ul><ul><li>With over 72 years of combined CRP management experience, the team remains committed to listening and learning through an open door policy. They are truly Mission driven and maintain a very positive relationship with the Board of Directors. </li></ul><ul><li>Weakness </li></ul><ul><li>With the experience, also comes aging and eventual retirement. There is no structured succession plan for this process. There is a perception that the team has persons, policies and subjects that they avoid addressing and some things are not delegated. Projects are often started, but never brought to completion. </li></ul>
    24. 24. Operations <ul><li>Strength </li></ul><ul><li>With a fully accessible, superior physical plant, FI has a wealth of resources available for now and the future. There is room on the present campus for significant growth. Financially sound, we are able to investigate new opportunities as they arise. </li></ul><ul><li>Weakness </li></ul><ul><li>The lack of written processes causes many internal issues of clarity. An effective, accessible information system is not in place to effectively distribute needed information. No formal receiving or inventory control program further complicates the flow of information. </li></ul><ul><li>The costs associated with transportation supports and transportation needs of our clients continue to be areas of concern. </li></ul>
    25. 25. Rehabilitation <ul><li>Strength </li></ul><ul><li>Our employees are our strength. By serving all levels and types of disabilities, accommodations are taken seriously and addressed. We provide placement and job coaching for qualified candidates who choose this option. </li></ul><ul><li>Weakness </li></ul><ul><li>Work is not always available for our lowest functioning workers, exposing the need for an ongoing job for this population. Funding shortfalls continue to plague all rehabilitative employment programs. Clients are sometimes resentful of production aides working when they are not. </li></ul>
    26. 26. Sales & Marketing <ul><li>Strength </li></ul><ul><li>With a proven track record of 40 years and a positive community image we have a strong customer base and excellent working relationships. A pro-active sales effort by our Dir. Of Sales & Marketing is achieving expanded name recognition and increased sales. We are creative problem-solvers. </li></ul><ul><li>Weakness </li></ul><ul><li>New Business Development is limited by resources available. There is no comprehensive written marketing plan. Customer Service as part of production can impair empathy to the customer’s needs and hinder results. The community does not have a clear perception of our commercial capabilities. </li></ul>
    27. 27. Development <ul><li>Strength </li></ul><ul><li>We have good relationships throughout the community. We have a positive image in the community and are respected for our mission. We have a pro-active development effort by our Director of Development. </li></ul><ul><li>Weakness </li></ul><ul><li>There is no compelling reason for major donors to look at us. There is no comprehensive marketing plan in place. Financial security for the future is lacking. Parents and care-givers do not really know us. </li></ul>
    28. 28. Human Resources <ul><li>Strength </li></ul><ul><li>We offer a competitive wage & benefit package as compared to our peers. We have very low staff turnover. </li></ul><ul><li>Weakness </li></ul><ul><li>There is a lack of structured training programs. There is limited staff involvement in training. Human Resources functions are not adequately staffed. </li></ul>
    29. 29. Economic <ul><li>Threats </li></ul><ul><li>The U.S. economy is being undermined by ever increasing health care premiums and costs with fewer benefits. </li></ul><ul><li>Litigation is at an all time high. </li></ul><ul><li>Credit card debt, the enormous federal deficit and the weak dollar threaten our economic well-being. </li></ul><ul><li>Opportunities </li></ul><ul><li>America is graying. US population 55+ now numbers 64 million and has $2.4 trillion in buying power. </li></ul><ul><li>Advertising budgets are growing again. </li></ul><ul><li>In the next decade, China will become the third largest advertising market in the world. </li></ul>
    30. 30. Economic <ul><li>Threats </li></ul><ul><li>Many programs such as Social Security, Medicare and Medicaid are on shaky financial ground and are subject to reform. </li></ul><ul><li>Locally, the area is losing its manufacturing base as more products are being outsourced to China & Southeast Asia. </li></ul><ul><li>Global Competition is a reality. </li></ul><ul><li>Opportunities </li></ul><ul><li>Significant areas of growth in Virginia are: </li></ul><ul><li>Mechantronics </li></ul><ul><li>Motor Vehicle Manf. </li></ul><ul><li>Hospitals, Health Care </li></ul><ul><li>Opt – electronics </li></ul><ul><li>Pharmaceuticals </li></ul><ul><li>Securities & insurance </li></ul><ul><li>Primary Metals </li></ul>
    31. 31. Commercial <ul><li>Threats </li></ul><ul><li>Commercial customers demand more done, in less time, for less money, or they move on. </li></ul><ul><li>There is very little loyalty on the part of customers. </li></ul><ul><li>There is an increasing demand from key customers for annual cost reviews resulting in lower prices to them. </li></ul><ul><li>Opportunities </li></ul><ul><li>Hispanic Households numbers are growing 3 times faster than US average. </li></ul><ul><li>Christian Consumers have a retail industry value of $3.75 billion. </li></ul>
    32. 32. Commercial <ul><li>Threats </li></ul><ul><li>Customers want more detail and real-time information with no increase in price. </li></ul><ul><li>There is reduced demand from some existing customers. </li></ul><ul><li>Prospecting is a major challenge in today’s electronic business environment. </li></ul><ul><li>Opportunities </li></ul><ul><li>Partnerships with private industry are increasing. There are a number of local expansions worth noting: </li></ul><ul><li>Tactical supplies </li></ul><ul><li>Wal-mart Distribution Center </li></ul><ul><li>New RMH campus </li></ul><ul><li>Target Retail Operation </li></ul><ul><li>Morningstar Foods </li></ul><ul><li>Public Warehousing </li></ul>
    33. 33. Commercial <ul><li>Threats </li></ul><ul><li>Mailing competition is outpacing us in technology and mailing equipment. </li></ul><ul><li>Merlin (barcode documentation) is costing mailers thousand of dollars in penalties. </li></ul><ul><li>Postal Reform looms in Congress. </li></ul><ul><li>Local competition is increasing. </li></ul><ul><li>Opportunities </li></ul><ul><li>Mail order and internet commerce continues to expand rapidly, most notably Ebay. </li></ul><ul><li>Web usage for accessing information outpacing any other media. </li></ul><ul><li>Overseas companies are looking for domestic distribution outlets. There is no local Free Trade Zone. </li></ul>
    34. 34. Commercial <ul><li>Threats </li></ul><ul><li>Some community members have a negative view of non-profits competing in the private sector and not paying taxes. </li></ul><ul><li>Opportunities </li></ul><ul><li>Contract and modular manufacturing are on the increase. </li></ul><ul><li>Agricultural Resource Services have a $200 million budget to research waste conversion. We sit in the Chesapeake Bay Watershed. </li></ul><ul><li>People are drawn to purchasing from socially conscious entities. </li></ul>
    35. 35. Development <ul><li>Threats </li></ul><ul><li>There is increasing competition for available resources from our peer non-profits. </li></ul><ul><li>Fast paced lives are suffering from information overload making it difficult to promote a cause. </li></ul><ul><li>Opportunities </li></ul><ul><li>There is increased accountability required from agency stakeholders. </li></ul><ul><li>Independent business owners make a point to support local charities. </li></ul><ul><li>More and more people are doing “occasion” donating. </li></ul>
    36. 36. Development <ul><li>Threats </li></ul><ul><li>Business mergers, resulting in relocation of corporate headquarters out of the area, complicate support of local charities. </li></ul><ul><li>There is heavy competition for local available funding such as United Way. </li></ul><ul><li>Changing tax laws affect charitable giving. </li></ul>
    37. 37. Mission <ul><li>Threats </li></ul><ul><li>There is a decline in Federal supports for programs. </li></ul><ul><li>With rapid technology changes, agencies are constantly behind the learning curve. </li></ul><ul><li>Federal and State Government continue to view CRP’s as not being an acceptable outcome. </li></ul><ul><li>Opportunities </li></ul><ul><li>Affirmative industries are seen as socially acceptable. </li></ul><ul><li>There is an increase in CRP mergers and acquisitions </li></ul><ul><li>University research projects are ongoing. </li></ul>
    38. 38. Mission <ul><li>Threats </li></ul><ul><li>More CRP mergers and consolidations are occurring. </li></ul><ul><li>There is increased competition for lower paying jobs from immigrant and illegal alien population. </li></ul><ul><li>Opportunities </li></ul><ul><li>Local transportation needs are expanding. </li></ul><ul><li>Free NISH training available for all CRP’s. </li></ul><ul><li>There is a community wide movement to more collaboration. </li></ul>
    39. 39. Mission <ul><li>Threats </li></ul><ul><li>There is still a stigma surrounding the disabled. Many people remain uncomfortable in social settings. </li></ul><ul><li>There is a lack of accessible, affordable housing for persons with disabilities. </li></ul><ul><li>Transportation costs continue to rise. </li></ul>
    40. 40. Key Customers <ul><li>Clients, Graduates, Placements </li></ul><ul><li>Sponsoring agencies/purchasers </li></ul><ul><li>Staff </li></ul><ul><li>Mailing & Fulfillment Customers </li></ul><ul><li>Contract Packaging Customers </li></ul><ul><li>Contract Manufacturing Customers </li></ul><ul><li>Federal & State Government </li></ul>
    41. 41. Key Stakeholders <ul><li>Board of Directors </li></ul><ul><li>Caregivers </li></ul><ul><li>Donors </li></ul><ul><li>Local Community & Local Government </li></ul><ul><li>State and Federal Agencies </li></ul>
    42. 42. SWOT Analysis <ul><li>We review the Strengths and Weaknesses of our organization as well as look at the greater community, state, nation and world with respect to threats and opportunities that might affect us. </li></ul>
    43. 43. Key Result Areas - 2005 <ul><li>Employment for the Disabled </li></ul><ul><li>Job Training and Career Development </li></ul><ul><li>Strategic Planning (Future Thinking) </li></ul><ul><li>Organizational & Personal Accountability </li></ul><ul><li>Technological Expertise </li></ul><ul><li>The Branding of Friendship </li></ul><ul><li>Innovative Problem Solving </li></ul>Major Category of Key Customer/Stakeholder Requirements Necessary for us to address to be successful.
    44. 44. Key Result Area Employment for the Disabled <ul><li>Clearly, this KRA is of prime importance to the success of Friendship. </li></ul><ul><li>It is our mission. We seek consistent work, every day, for every employee. </li></ul><ul><li>Our Key Customers are our Clients, Graduates and Placements </li></ul><ul><li>Our Strengths: 1. A Management Team with 72 years combined experience. We have a staff dedicated to our mission and our employees. </li></ul><ul><li>2. We serve all type of disabilities and accommodations are taken seriously and addressed. We provide placement and job coaching services for qualified candidates who choose this option. </li></ul><ul><li>3. With a fully accessible physical plant, we have a wealth of resources available now and in the future. There is room on the present campus for expansion. Financially sound, we are able to investigate new opportunities as they arise. </li></ul><ul><li>4. We have a strong customer base and excellent working relationships with our sponsoring referral agencies and purchasers. A pro-active sales effort is achieving expanded name recognition and increased sales. We are creative problem solvers. </li></ul><ul><li>5. We offer a competitive wage and benefit package as compared to our peers. We have very low staff turnover. </li></ul><ul><li>6. Our supervisory structure of Production Supervisors with production backgrounds and Rehab Supervisors with social services backgrounds is superior to our peer organizations. </li></ul>
    45. 45. Key Result Area Employment for the Disabled <ul><li>Clearly, this KRA is of prime importance to the success of Friendship. </li></ul><ul><li>It is our mission. We seek consistent work, every day, for every employee. </li></ul><ul><li>Our Key Customers are our Clients, Graduates and Placements </li></ul><ul><li>Our Weaknesses: 1. There is no succession plan in place for the Management Team. </li></ul><ul><li>(Part One) 2. A feeling of a lack of communication and training pervades all levels of staff. </li></ul><ul><li>3. The lack of written processes causes many internal issues of clarity. There is no Quality Management System in place. </li></ul><ul><li>4. An effective, accessible information system is not in place to effectively distribute needed information. </li></ul><ul><li>5. The costs associated with transportation supports and needs of our clients continue to be areas of concern. </li></ul><ul><li>6. Work is not always available for the lowest functioning workers. </li></ul><ul><li>7. Funding shortfalls continue to plague all rehabilitative programs. </li></ul><ul><li>8. Clients are sometimes resentful of production aides working when they are not. </li></ul>
    46. 46. Key Result Area Employment for the Disabled <ul><li>Clearly, this KRA is of prime importance to the success of Friendship. </li></ul><ul><li>It is our mission. We seek consistent work, every day, for every employee. </li></ul><ul><li>Our Key Customers are our Clients, Graduates and Placements </li></ul><ul><li>Our Weaknesses: 9. New business development is limited by resources available. </li></ul><ul><li>(Part Two) 10. There is no comprehensive written marketing plan. </li></ul><ul><li>11. The community does not have a clear perception of our commercial capabilities. </li></ul><ul><li>12. There is a lack of structured training programs. </li></ul><ul><li>13. There is limited staff involvement in training. </li></ul><ul><li>14. Human resource functions are not adequately staffed. </li></ul>
    47. 47. Key Result Area Employment for the Disabled <ul><li>Clearly, this KRA is of prime importance to the success of Friendship. </li></ul><ul><li>It is our mission. We seek consistent work, every day, for every employee. </li></ul><ul><li>Our Key Customers are our Clients, Graduates and Placements </li></ul><ul><li>Our Opportunities: 1. Advertising budgets are growing again. </li></ul><ul><li>2. Partnerships with private industry are increasing. There are a number of local expansions worth noting: Tactical supplies, Wal-mart DC, New RMH campus, Target Retail, Morningstar Foods, Public Warehousing. </li></ul><ul><li>3. Mail order and internet commerce continues to expand rapidly, most notably Ebay. </li></ul><ul><li>4. Overseas companies are looking for domestic distribution outlets. There is no local Free Trade Zone. </li></ul><ul><li>5. Contract and modular manufacturing are on the increase. </li></ul><ul><li>6. Agricultural Resource Services have a $200 million budget to research waste conversion. We sit in the Chesapeake Bay Watershed. </li></ul><ul><li>7. People are drawn to purchasing from socially conscious entities. </li></ul><ul><li>8. Public transportation is improving so clients have better access to get to work. </li></ul><ul><li>9. Economic Development is possible with renewed local airport connection to DC. </li></ul><ul><li> 10. Training is available to us at little or no cost. (SBDC, NISH, Community Colleges & Universities, other associations) </li></ul>
    48. 48. Key Result Area Employment for the Disabled <ul><li>Clearly, this KRA is of prime importance to the success of Friendship. </li></ul><ul><li>It is our mission. We seek consistent work, every day, for every employee. </li></ul><ul><li>Our Key Customers are our Clients, Graduates and Placements </li></ul><ul><li>Our Threats: 1. Locally, the area is losing its manufacturing base as more products are being outsourced to China & Southeast Asia. </li></ul><ul><li> 2. Global Competition is a reality. </li></ul><ul><li> 3. Commercial customers demand more done, in less time, for less money, or they move on. </li></ul><ul><li> 4. There is very little loyalty on the part of customers. </li></ul><ul><li> 5. There is an increasing demand from key customers for annual cost reviews resulting in lower prices to them. </li></ul><ul><li> 6. Customers want more detail and real-time information with no increase in price. </li></ul><ul><li> 7. There is reduced demand from some existing customers. </li></ul><ul><li> 8. Prospecting is a major challenge in today’s electronic business environment. </li></ul><ul><li> 9. Mailing competition is outpacing us in technology and mailing equipment. </li></ul><ul><li>10. Local competition is increasing for both commercial work and our client base. </li></ul><ul><li>11. Pending legislation threatens budgets for DRS program and Medicaid. </li></ul>
    49. 49. Key Result Area Job Training and Career Development <ul><li>Without consistent training, the vision of professional development as a Key Result will be hindered. We recognize that staff development is essential to our success. </li></ul><ul><li>Our Key Customers are our Clients, Graduates, Placements and Staff. </li></ul><ul><li>Our Strengths: 1. A Management Team with 72 years combined experience. </li></ul><ul><li> 2. We are blessed with an experienced, dedicated staff who succeed in a growing, cohesive environment. </li></ul><ul><li> 3. Our employees are our strength. </li></ul><ul><li> 4. By serving all levels of disabilities, accommodations are taken seriously and addressed. </li></ul><ul><li> 5. We are creative problem solvers. </li></ul><ul><li> 6. We offer a competitive wage and benefit package as compared to our peers. </li></ul><ul><li> 7. We have low staff turnover. </li></ul><ul><li> 8. Staff wants to do a good job. </li></ul><ul><li> 9. We’re willing to look at our weaknesses and improve upon them </li></ul><ul><li> 10. There is a high level of intelligence, degreed or not-degreed, among staff. </li></ul>
    50. 50. Key Result Area Job Training and Career Development <ul><li>Without consistent training, the vision of professional development as a Key Result will be hindered. We recognize that staff development is essential to our success. </li></ul><ul><li>Our Key Customers are our Clients, Graduates, Placements and Staff. </li></ul><ul><li>Our Weaknesses: 1. There is no structured succession plan for management. </li></ul><ul><li> 2. Management often starts projects, but never brings them to completion. </li></ul><ul><li> 3. There is the perception that management has persons, policies and subjects that they avoid addressing and some things are not delegated. </li></ul><ul><li> 4. A feeling of a lack of communication and training pervades all levels of staff. There is a lack of structured training programs. </li></ul><ul><li> 5. Guilty of assuming too much, decisions are sometimes made without all the facts. </li></ul><ul><li> 6. There is a perception that some staff are too empowered or accommodated and not held accountable for their actions. </li></ul><ul><li> 7. The lack of written processes causes many internal issues of clarity. The lack of written processes causes many internal issues of clarity. There is no Quality Management System in place. </li></ul><ul><li> 8. An effective, accessible information system is not in place to effectively distribute needed information. </li></ul><ul><li> 9. There is limited proactive staff involvement in training. We don’t allow ourselves the time and effort it takes. </li></ul><ul><li>10. There is no correlation of training expectations to performance evaluations. </li></ul>
    51. 51. Key Result Area Job Training and Career Development <ul><li>Without consistent training, the vision of professional development as a Key Result will be hindered. We recognize that staff development is essential to our success. </li></ul><ul><li>Our Key Customers are our Clients, Graduates, Placements and Staff. </li></ul><ul><li>Our Opportunities: 1. Partnerships with private industry are increasing. </li></ul><ul><li>2. NISH provides free training both on the Web and at their headquarters. </li></ul><ul><li>3. There is increased accountability required from our Stakeholders. </li></ul><ul><li>4. University research projects are ongoing. </li></ul><ul><li>5. There is a community-wide movement to more collaboration. </li></ul><ul><li>6. There are advisory coalitions being formed on many different levels; example: SHRM will advise NP’s, pro bono, on policies and procedures </li></ul>
    52. 52. Key Result Area Job Training and Career Development <ul><li>Without consistent training, the vision of professional development as a Key Result will be hindered. We recognize that staff development is essential to our success. </li></ul><ul><li>Our Key Customers are our Clients, Graduates, Placements and Staff. </li></ul><ul><li>Our Threats: 1. Global competition is a reality. </li></ul><ul><li>2. Commercial customers demand more done, in less time, for less money, or they move on. </li></ul><ul><li>3. Customers want more detail and real-time information with no increase in price. </li></ul><ul><li>4. Mailing competition is outpacing us in technology and expertise; mail usage is changing. </li></ul><ul><li>5. Local competition is increasing. </li></ul><ul><li>6. With rapid technology changes, agencies are constantly behind the learning curve; planned and/or inevitable obsolescence is key. </li></ul><ul><li>7. There is increasing competition from our peer non-profits for available resources. </li></ul><ul><li>8. There are not enough hours in the day or days in the week to get it all done. </li></ul>
    53. 53. Key Result Area Strategic Planning (Future Thinking) <ul><li>The key to our future success is our ability to plan proactively. Through Strategic planning, Visioning and Future Thinking we take the necessary steps to avoid reactionary management. </li></ul><ul><li>Our Key Customers / Stakeholders are Staff, Board of Directors, Donors, Local Community and Local Government. </li></ul><ul><li>Our Strengths: 1. With over 72 years of combined CRP management experience, the team remains committed to listening and learning through an open door policy. They are truly Mission-driven. </li></ul><ul><li>2. We are blessed with an experienced, dedicated and qualified staff who succeed in a growing, cohesive environment. </li></ul><ul><li>3. Financially sound, we are able to investigate new opportunities as they arise. </li></ul><ul><li>4. With a proven track record of 40 years and a positive community image, we have a strong customer base and excellent working relationships. A pro-active sales effort by our Dir. Of Sales & Marketing is achieving expanded name recognition and increased sales. </li></ul><ul><li>5. We are creative problem-solvers. </li></ul><ul><li>6. We have a pro-active development effort by our Director of Development. </li></ul>
    54. 54. Key Result Area Strategic Planning (Future Thinking) <ul><li>The key to our future success is our ability to plan proactively. Through Strategic planning, Visioning and Future Thinking we take the necessary steps to avoid reactionary management. </li></ul><ul><li>Our Key Customers / Stakeholders are Staff, Board of Directors, Donors, Local Community and Local Government. </li></ul><ul><li>Our Weaknesses: 1. There is no structured succession plan for the management team. </li></ul><ul><li>2. Projects are often started, but never brought to completion. </li></ul><ul><li>3. A feeling of a lack of communication and training pervades all levels of staff. Guilty of assuming too much, decisions are sometimes made without all the facts. There is a perception that some staff are too empowered or accommodated and not held accountable for their actions. </li></ul><ul><li>4. The lack of written processes causes many internal issues of clarity. </li></ul><ul><li>5. An effective, accessible information system is not in place to effectively distribute needed information. </li></ul><ul><li>6. New business development is limited by resources available. </li></ul><ul><li>7. There is no comprehensive written marketing plan. </li></ul><ul><li>8. The community does not have a clear perception of our commercial capabilities. </li></ul><ul><li>9. There is no compelling reason for major donors to look at us. </li></ul>
    55. 55. Key Result Area Strategic Planning (Future Thinking) <ul><li>The key to our future success is our ability to plan proactively. Through Strategic planning, Visioning and Future Thinking we take the necessary steps to avoid reactionary management. </li></ul><ul><li>Our Key Customers / Stakeholders are Staff, Board of Directors, Donors, Local Community and Local Government. </li></ul><ul><li>Our Opportunities : 1. America is graying. 55+ now have $2.4 trillion in buying power. </li></ul><ul><li>(Part One) 2. Hispanic households are growing 3 times faster than US average. </li></ul><ul><li>3. Christian consumers have a retail industry of $3.75 billion annually. Christian conservative growth has been driven by direct mail over the past 30 years. </li></ul><ul><li>4. Partnerships with private industry are increasing. </li></ul><ul><li>5. Mail order and internet commerce continue to expand. </li></ul><ul><li>6. See commercial opportunities for more specifics. </li></ul><ul><li>7. There is increased accountability required from agency stakeholders. </li></ul><ul><li>8. Independent business owners and local individuals make a point to support local charities. </li></ul>
    56. 56. Key Result Area Strategic Planning (Future Thinking) <ul><li>The key to our future success is our ability to plan proactively. Through Strategic planning, Visioning and Future Thinking we take the necessary steps to avoid reactionary management. </li></ul><ul><li>Our Key Customers / Stakeholders are Staff, Board of Directors, Donors, Local Community and Local Government. </li></ul><ul><li>Our Opportunities : 9. Affirmative industries are seen as socially acceptable. </li></ul><ul><li>(Part Two) 10. There is an increase in CRP mergers and acquisitions. </li></ul><ul><li>11. University research projects are ongoing. </li></ul><ul><li>12. Local transportation needs are expanding. </li></ul><ul><li>13. There is a community wide movement to more collaboration. </li></ul>
    57. 57. Key Result Area Strategic Planning (Future Thinking) <ul><li>The key to our future success is our ability to plan proactively. Through Strategic planning, Visioning and Future Thinking we take the necessary steps to avoid reactionary management. </li></ul><ul><li>Our Key Customers / Stakeholders are Staff, Board of Directors, Donors, Local Community and Local Government. </li></ul><ul><li>Our Threats : 1. Ever increasing costs of health care. </li></ul><ul><li>(Part One) 2. Litigation is an all-time high. </li></ul><ul><li> 3. Deficits and debt threaten our economic well being. </li></ul><ul><li> 4. Social Security, Medicare and Medicaid are subject to cuts and reform. </li></ul><ul><li> 5. Area is losing it’s manufacturing base. </li></ul><ul><li> 6. Global competition is a reality. </li></ul><ul><li> 7. Customers want more detail and information. </li></ul><ul><li> 8. See commercial threats for more detail. </li></ul><ul><li> 9. Some community members have a negative view of non-profits competing in the private sector. </li></ul><ul><li>10. Disability-ism (the stigma persons with disabilities attach to working with other disabilities) </li></ul>
    58. 58. Key Result Area Strategic Planning (Future Thinking) <ul><li>The key to our future success is our ability to plan proactively. Through Strategic planning, Visioning and Future Thinking we take the necessary steps to avoid reactionary management. </li></ul><ul><li>Our Key Customers / Stakeholders are Staff, Board of Directors, Donors, Local Community and Local Government. </li></ul><ul><li>Our Threats : 11. There is increasing competition for available resources from our peer non-profits. </li></ul><ul><li>(Part Two) 12. Fast-paced lives are suffering from information overload making it difficult to promote a cause. </li></ul><ul><li>13. There is heavy competition for local available funding such as United Way. </li></ul><ul><li>14. Changing tax laws affect charitable giving. </li></ul><ul><li>15. There is a decline in Federal supports for programs. </li></ul><ul><li>16. With rapid technology changes, agencies are constantly behind the learning curve. </li></ul><ul><li>17. Federal and State Government continue to view CRP’s as not being an acceptable outcome. </li></ul><ul><li>18. More CRP mergers and consolidations are occurring. </li></ul><ul><li>19. There is still a stigma surrounding the disabled. Many people remain uncomfortable in social settings. </li></ul>
    59. 59. Key Result Area Organizational & Personal Accountability <ul><li>Within Friendship there is a strong sense that we must continue to cultivate a level of support from the community by demonstrating social responsibility in accomplishing our mission. This accountability carries over into every phase of our business philosophy fostering a feeling of corporate and personal responsibility for all of our actions. </li></ul><ul><li>Our Key Customers / Stakeholders are all Employees, Board of Directors, Donors, Local Community and Local Government. </li></ul><ul><li>Our Strengths: 1. With over 72 years of combined CRP management experience, the team remains (Part One) committed to listening and learning through an open door policy. They are truly Mission-driven. </li></ul><ul><li>2. We have attracted an experienced, dedicated and qualified staff who succeed in a growing, cohesive environment. </li></ul><ul><li>3. We are good stewards of our assets in accomplishing our mission. </li></ul><ul><li>4. With a proven track record of 40 years and a positive community image we have a strong customer base and excellent working relationships. </li></ul><ul><li>5. We are creative problem-solvers. </li></ul><ul><li>6. We have a pro-active development effort by our Director of Development. </li></ul>
    60. 60. Key Result Area Organizational & Personal Accountability <ul><li>Within Friendship there is a strong sense that we must continue to cultivate a level of support from the community by demonstrating social responsibility in accomplishing our mission. This accountability carries over into every phase of our business philosophy fostering a feeling of corporate and personal responsibility for all of our actions. </li></ul><ul><li>Our Key Customers / Stakeholders are all Employees, Board of Directors, Donors, Local Community and Local Government. </li></ul><ul><li>Our Strengths: 7. The commitment to a real “people” mission is evidenced by loyalty and very low (Part Two) turnover. We want to do a good job. </li></ul><ul><li> 8. Our employees are our strength. By serving all levels and types of disabilities, accommodations are taken seriously and addressed. </li></ul><ul><li> 9. We have good relationships throughout the community. We have a positive image in the community and are respected for our mission. </li></ul><ul><li>10. We have a pro-active sales effort by our Director of Sales & Marketing. </li></ul><ul><li>11. We have very low staff turnover. </li></ul>
    61. 61. Key Result Area Organizational & Personal Accountability <ul><li>Within Friendship there is a strong sense that we must continue to cultivate a level of support from the community by demonstrating social responsibility in accomplishing our mission. This accountability carries over into every phase of our business philosophy fostering a feeling of corporate and personal responsibility for all of our actions. </li></ul><ul><li>Our Key Customers / Stakeholders are all Employees, Board of Directors, Donors, Local Community and Local Government. </li></ul><ul><li>Our Weaknesses: 1. There is limited staff involvement in training opportunities. </li></ul><ul><li>2. Human resource functions are not adequately staffed. </li></ul><ul><li>3. The community does not have a clear perception of our capabilities. </li></ul><ul><li>4. The lack of written processes causes many internal issues of clarity. There is no Quality Management System in place. </li></ul><ul><li>5. An effective, accessible information system is not in place to effectively distribute needed information. </li></ul><ul><li>6. A feeling of a lack of communication and training pervades all levels of staff. </li></ul><ul><li>7. Guilty of assuming too much, decisions are sometimes made without all the facts. </li></ul><ul><li>8. There is a perception that some staff are too empowered or accommodated and not held accountable for their actions. </li></ul><ul><li>9. There is a perception that the Management Team has persons, policies and subjects that they avoid addressing. </li></ul><ul><li> 10. Projects are often started, but never brought to completion. </li></ul>
    62. 62. Key Result Area Organizational & Personal Accountability <ul><li>Within Friendship there is a strong sense that we must continue to cultivate a level of support from the community by demonstrating social responsibility in accomplishing our mission. This accountability carries over into every phase of our business philosophy fostering a feeling of corporate and personal responsibility for all of our actions. </li></ul><ul><li>Our Key Customers / Stakeholders are all Employees, Board of Directors, Donors, Local Community and Local Government. </li></ul><ul><li>Our Opportunities: 1. People are drawn to purchasing from socially conscious entities. </li></ul><ul><li>2. There is increased accountability required from all stakeholders. </li></ul><ul><li>3. Affirmative industries are seen as socially acceptable. </li></ul><ul><li>4. There is a community wide movement to more collaboration. </li></ul>
    63. 63. Key Result Area Organizational & Personal Accountability <ul><li>Within Friendship there is a strong sense that we must continue to cultivate a level of support from the community by demonstrating social responsibility in accomplishing our mission. This accountability carries over into every phase of our business philosophy fostering a feeling of corporate and personal responsibility for all of our actions. </li></ul><ul><li>Our Key Customers / Stakeholders are all Employees, Board of Directors, Donors, Local Community and Local Government. </li></ul><ul><li>Our Threats: 1. Some community members have a negative view of non-profits competing in the private sector. </li></ul><ul><li>2. There is increasing competition for available resources from our peer non-profits. </li></ul><ul><li>3. Fast-paced lives are suffering from information overload making it difficult to promote a cause. </li></ul><ul><li>4. There have been a number of scandals revolving around non-profits, both financially and ethically. </li></ul>
    64. 64. Key Result Area Technological Expertise <ul><li>In order for Friendship to succeed over the next five years we must put ourselves in a position of technological superiority. Knowing that dissemination of information is critical to success we understand the seriousness of this endeavor. </li></ul><ul><li>Our Key Customers / Stakeholders are Commercial Customers, all Employees and Federal & State Government, Sponsoring Agencies/Purchasers, Board of Directors, Caregivers, Donors, Local Community & Local Government. </li></ul><ul><li>Our Strengths: 1. With over 72 years of combined CRP management experience, the team remains committed to listening and learning through an open door policy. They are truly Mission-driven. </li></ul><ul><li>2. We have attracted an experienced, dedicated and qualified staff who succeed in a growing, cohesive environment. </li></ul><ul><li>3. We are creative problem-solvers. </li></ul><ul><li>4. Financially sound, we are able to investigate new opportunities as they arise. </li></ul><ul><li>5. Our IT consultants are top notch. </li></ul>
    65. 65. Key Result Area Technological Expertise <ul><li>In order for Friendship to succeed over the next five years we must put ourselves in a position of technological superiority. Knowing that dissemination of information is critical to success we understand the seriousness of this endeavor. </li></ul><ul><li>Our Key Customers / Stakeholders are Commercial Customers, all Employees and Federal & State Government, Sponsoring Agencies/Purchasers, Board of Directors, Caregivers, Donors, Local Community & Local Government. </li></ul><ul><li>Our Weaknesses: 1. Projects are often started, but never brought to completion. </li></ul><ul><li>2. A feeling of a lack of communication and training pervades all levels of staff. </li></ul><ul><li>3. The lack of written processes causes many internal issues of clarity. There is no Quality Management System in place. </li></ul><ul><li>4. An effective, accessible information system is not in place to effectively distribute needed information. </li></ul><ul><li>5. No formal receiving or inventory control program further complicates the flow of information. </li></ul><ul><li>6. There is a lack of structured training programs </li></ul><ul><li>7. There is limited staff involvement in training. </li></ul>
    66. 66. Key Result Area Technological Expertise <ul><li>In order for Friendship to succeed over the next five years we must put ourselves in a position of technological superiority. Knowing that dissemination of information is critical to success we understand the seriousness of this endeavor. </li></ul><ul><li>Our Key Customers / Stakeholders are Commercial Customers, all Employees and Federal & State Government, Sponsoring Agencies/Purchasers, Board of Directors, Caregivers, Donors, Local Community & Local Government. </li></ul><ul><li>Our Opportunities: 1. Partnerships with private industry are increasing. </li></ul><ul><li>2. Web usage for accessing information is outpacing any other media. </li></ul><ul><li>3. University research projects are ongoing. </li></ul><ul><li>4. Free NISH training available for all CRPs. </li></ul>
    67. 67. Key Result Area Technological Expertise <ul><li>In order for Friendship to succeed over the next five years we must put ourselves in a position of technological superiority. Knowing that dissemination of information is critical to success we understand the seriousness of this endeavor. </li></ul><ul><li>Our Key Customers / Stakeholders are Commercial Customers, all Employees and Federal & State Government, Sponsoring Agencies/Purchasers, Board of Directors, Caregivers, Donors, Local Community & Local Government. </li></ul><ul><li>Our Threats: 1. Credit card debt, the enormous federal deficit and the weak dollar threaten our economic well-being. </li></ul><ul><li>2. Global competition is a reality. </li></ul><ul><li>3. Customers want more detail and real-time information with no increase in price. </li></ul><ul><li>4. Mailing competition is outpacing us in technology and equipment; mail usage is changing. </li></ul><ul><li>5. Local competition is increasing. </li></ul><ul><li>6. With rapid technology changes, agencies are constantly behind the learning curve. </li></ul><ul><li>7. Easy access to information generates privacy issues. </li></ul><ul><li>. </li></ul>
    68. 68. Key Result Area The Branding of Friendship <ul><li>We know that the time has arrived for an all out assault on branding Friendship. Be it commercial, social, governmental, we want the name “Friendship” to be synonymous with success in providing employment for persons with disabilities. </li></ul><ul><li>Our Key Customers / Stakeholders are all Employees, Commercial Customers, Federal & State Government, Sponsoring agencies/purchasers, Donors and Local community & government. </li></ul><ul><li>Our Strengths: 1. With over 72 years of combined CRP management experience, the team remains (Part One) committed to listening and learning through an open door policy. They are truly Mission-driven. </li></ul><ul><li>2. We are blessed with an experienced, dedicated and qualified staff who succeed in a growing, cohesive environment. </li></ul><ul><li>3. We are creative problem-solvers. </li></ul><ul><li>4. Financially sound, we are able to investigate new opportunities as they arise. </li></ul><ul><li>5. Our employees are our strength. </li></ul><ul><li>6. By serving all levels and types of disabilities, accommodations are taken seriously and addressed. We provide placement and job coaching for qualified candidates who choose this option. </li></ul>
    69. 69. Key Result Area The Branding of Friendship <ul><li>We know that the time has arrived for an all out assault on branding Friendship. Be it commercial, social, governmental, we want the name “Friendship” to be synonymous with success in providing employment for persons with disabilities. </li></ul><ul><li>Our Key Customers / Stakeholders are all Employees, Commercial Customers, Federal & State Government, Sponsoring agencies/purchasers, Donors and Local community & government. </li></ul><ul><li>Our Strengths: 8. With a proven track record of 40 years and a positive community image we have a (Part Two) strong customer base and excellent working relationships. </li></ul><ul><li> 9. A pro-active sales effort by our Dir. Of Sales & Marketing is achieving expanded name recognition and increased sales. </li></ul><ul><li>10. We have good relationships throughout the community. We have a positive image in the community and are respected for our mission. </li></ul><ul><li>11. We have a pro-active development effort by our Director of Development. </li></ul><ul><li>12. We have a good, honest working relationship with our sponsoring agencies / purchasers. </li></ul>
    70. 70. Key Result Area The Branding of Friendship <ul><li>We know that the time has arrived for an all out assault on branding Friendship. Be it commercial, social, governmental, we want the name “Friendship” to be synonymous with success in providing employment for persons with disabilities. </li></ul><ul><li>Our Key Customers / Stakeholders are all Employees, Commercial Customers, Federal & State Government, Sponsoring agencies/purchasers, Donors and Local community & government. </li></ul><ul><li>Our Weaknesses: 1. Projects are often started, but never brought to completion. </li></ul><ul><li>2. The lack of written processes causes many internal issues of clarity. There is no Quality Management System in place. </li></ul><ul><li>3. An effective, accessible information system is not in place to effectively distribute needed information. </li></ul><ul><li>4. Work is not always available for our lowest functioning workers. </li></ul><ul><li>5. Clients are sometimes resentful of production aides working when they are not. </li></ul><ul><li>6. There is no comprehensive marketing plan. </li></ul><ul><li>7. Customer Service in its current form can impair empathy to the customer’s needs and hinder results. </li></ul><ul><li>8. The community does not have a clear perception of our commercial capabilities. </li></ul><ul><li>9. There is no compelling reason for major donors to look at us. </li></ul><ul><li> 10. Financial security for the future is lacking. </li></ul><ul><li> 11. Parents and care-givers do not really know us. </li></ul>
    71. 71. Key Result Area The Branding of Friendship <ul><li>We know that the time has arrived for an all out assault on branding Friendship. Be it commercial, social, governmental, we want the name “Friendship” to be synonymous with success in providing employment for persons with disabilities. </li></ul><ul><li>Our Key Customers / Stakeholders are all Employees, Commercial Customers, Federal & State Government, Sponsoring agencies/purchasers, Donors and Local community & government. </li></ul><ul><li>Our Opportunities: 1. Web usage for accessing information is outpacing any other media. </li></ul><ul><li>2. Partnerships with private industry are increasing. </li></ul><ul><li>3. Contract and modular manufacturing are on the increase. </li></ul><ul><li>4. People are drawn to purchasing from socially conscious entities. </li></ul><ul><li>5. Independent business owners and individuals make a point to support local charities. </li></ul><ul><li>6. Affirmative industries are seen as socially acceptable. </li></ul><ul><li>7. There is a community wide movement to more collaboration. </li></ul>
    72. 72. Key Result Area The Branding of Friendship <ul><li>We know that the time has arrived for an all out assault on branding Friendship. Be it commercial, social, governmental, we want the name “Friendship” to be synonymous with success in providing employment for persons with disabilities. </li></ul><ul><li>Our Key Customers / Stakeholders are all Employees, Commercial Customers, Federal & State Government, Sponsoring agencies/purchasers, Donors and Local community & government. </li></ul><ul><li>Our Threats: 1. Global competition is a reality. </li></ul><ul><li>2. Customers want more detail and real-time information with no increase in price. </li></ul><ul><li>3. There is reduced demand from some existing customers. </li></ul><ul><li>4. Prospecting is a major challenge in today’s electronic business environment. </li></ul><ul><li>5. Mailing competition is outpacing us in technology and equipment. </li></ul><ul><li>6. Local competition is increasing. </li></ul><ul><li>7. Some community members have a negative view of non-profits competing in the private sector. </li></ul><ul><li>8. There is increasing competition for available resources from our peer non-profits. </li></ul><ul><li>9. Fast-paced lives are suffering from information overload making it difficult to promote a cause. </li></ul>
    73. 73. Key Result Area Innovative Problem Solving <ul><li>In order for us to compete in a Global Marketplace Friendship must be known as a place to go for solutions. Merely filling orders will not take us to the next level. Innovative problem solving must become a mindset at Friendship. </li></ul><ul><li>Our Key Customers / Stakeholders are Commercial Customers, Federal & State Government, Sponsoring agencies/purchasers, Donors and Local community & government. </li></ul><ul><li>Our Strengths: 1. With over 72 years of combined CRP management experience, the team remains committed to listening and learning through an open door policy. </li></ul><ul><li>2. We are blessed with an experienced, dedicated and qualified staff who succeed in a growing, cohesive environment. </li></ul><ul><li>3. With a fully accessible, superior physical plant, FI has a wealth of resources available for now and the future. There is room on the present campus for significant growth. </li></ul><ul><li>4. Financially sound, we are able to investigate new opportunities as they arise. </li></ul><ul><li>5. With a proven track record of 40 years and a positive community image we have a strong customer base and excellent working relationships. We are creative problem- solvers. </li></ul>
    74. 74. Key Result Area Innovative Problem Solving <ul><li>In order for us to compete in a Global Marketplace Friendship must be known as a place to go for solutions. Merely filling orders will not take us to the next level. Innovative problem solving must become a mindset at Friendship. </li></ul><ul><li>Our Key Customers / Stakeholders are Commercial Customers, Federal & State Government, Sponsoring agencies/purchasers, Donors and Local community & government. </li></ul><ul><li>Our Weaknesses: 1. Projects are often started, but never brought to completion. </li></ul><ul><li>(Part One) 2. A feeling of a lack of communication and training pervades all levels of staff. Guilty of assuming too much, decisions are sometimes made without all the facts. </li></ul><ul><li>3. There is a perception that some staff are too empowered or accommodated and not held accountable for their actions. </li></ul><ul><li>4. The lack of written processes causes many internal issues of clarity. There is no Quality Management System in place. </li></ul><ul><li>5. An effective, accessible information system is not in place to effectively distribute needed information. </li></ul><ul><li>6. No formal receiving or inventory control program further complicates the flow of information. </li></ul><ul><li>7. Funding shortfalls continue to plague all rehabilitative employment programs. </li></ul>
    75. 75. Key Result Area Innovative Problem Solving <ul><li>In order for us to compete in a Global Marketplace Friendship must be known as a place to go for solutions. Merely filling orders will not take us to the next level. Innovative problem solving must become a mindset at Friendship. </li></ul><ul><li>Our Key Customers / Stakeholders are Commercial Customers, Federal & State Government, Sponsoring agencies/purchasers, Donors and Local community & government. </li></ul><ul><li>Our Weaknesses: 8. New Business Development is limited by resources available. </li></ul><ul><li>(Part Two) 9. There is no comprehensive written marketing plan. </li></ul><ul><li>10. Customer Service in its current form can impair empathy to the customer’s needs and hinder results. </li></ul><ul><li>11. The community does not have a clear perception of our commercial capabilities. </li></ul><ul><li>12. There is no compelling reason for major donors to look at us. </li></ul><ul><li>13. Parents and caregivers do not really know us. </li></ul><ul><li>14. There is a lack of structured training programs. There is limited staff involvement in training. </li></ul>
    76. 76. Key Result Area Innovative Problem Solving <ul><li>In order for us to compete in a Global Marketplace Friendship must be known as a place to go for solutions. Merely filling orders will not take us to the next level. Innovative problem solving must become a mindset at Friendship. </li></ul><ul><li>Our Key Customers / Stakeholders are Commercial Customers, Federal & State Government, Sponsoring agencies/purchasers, Donors and Local community & government. </li></ul><ul><li>Our Opportunities: 1. Advertising budgets are growing again. </li></ul><ul><li> 2. Partnerships with private industry are on the increase. </li></ul><ul><li> 3. Mail order and internet commerce continues to expand rapidly, most notably Ebay. </li></ul><ul><li> 4. Web usage for accessing information outpacing any other media. </li></ul><ul><li> 5. Overseas companies are looking for domestic distribution outlets. </li></ul><ul><li> 6. There is no local Free Trade Zone. </li></ul><ul><li> 7. Contract and modular manufacturing are on the increase. </li></ul><ul><li> 8. Agricultural Resource Services have a $200 million budget to research waste conversion. We sit in the Chesapeake Bay Watershed. </li></ul><ul><li> 9. University research projects are on-going. </li></ul><ul><li> 10. Local transportation needs are expanding. </li></ul><ul><li> 11. Free NISH training available. </li></ul><ul><li> 12. There is a community-wide movement to more collaboration. </li></ul>
    77. 77. Key Result Area Innovative Problem Solving <ul><li>In order for us to compete in a Global Marketplace Friendship must be known as a place to go for solutions. Merely filling orders will not take us to the next level. Innovative problem solving must become a mindset at Friendship. </li></ul><ul><li>Our Key Customers / Stakeholders are Commercial Customers, Federal & State Government, Sponsoring agencies/purchasers, Donors and Local community & government. </li></ul><ul><li>Our Threats: 1. Litigation is at an all time high. </li></ul><ul><li>(Part One) 2. Locally, the area is losing its manufacturing base as more products are being outsourced to China & Southeast Asia. </li></ul><ul><li>3. Global Competition is a reality. </li></ul><ul><li>4. Commercial customers demand more done, in less time, for less money, or they move on. </li></ul><ul><li>5. There is very little loyalty on the part of customers. </li></ul><ul><li>6. There is an increasing demand from key customers for annual cost reviews resulting in lower prices to them. </li></ul><ul><li>7. Mailing competition is outpacing us in technology and mailing equipment. </li></ul><ul><li>8. Merlin (barcode documentation) is costing mailers thousand of dollars in penalties. </li></ul><ul><li>9. There is increasing competition for available resources from our peer non-profits. </li></ul>
    78. 78. Key Result Area Innovative Problem Solving <ul><li>In order for us to compete in a Global Marketplace Friendship must be known as a place to go for solutions. Merely filling orders will not take us to the next level. Innovative problem solving must become a mindset at Friendship. </li></ul><ul><li>Our Key Customers / Stakeholders are Commercial Customers, Federal & State Government, Sponsoring agencies/purchasers, Donors and Local community & government. </li></ul><ul><li>Our Threats: 10. Business mergers, resulting in relocation of corporate headquarters out of the area, (Part Two) complicate support of local charities. </li></ul><ul><li>11. There is heavy competition for local available funding such as United Way. </li></ul><ul><li>12. Changing tax laws affect charitable giving. </li></ul><ul><li>13. There is a decline in Federal supports for programs. </li></ul><ul><li>14. With rapid technology changes, agencies are constantly behind the learning curve. </li></ul><ul><li>15. Federal and State Government continue to view CRPs as not being an acceptable outcome. </li></ul>
    79. 79. Critical Strategic Issues <ul><li>What are the Critical Few Strategic Issues that Must be accomplished over the next few years in order for Friendship to achieve Excellence? </li></ul>
    80. 80. <ul><li>CRITICAL STRATEGIC ISSUES </li></ul><ul><li>Employment for All (FI) Persons with Disabilities </li></ul><ul><li>Training and Career Development </li></ul><ul><li>The Marketing of Friendship Industries </li></ul><ul><li>New Business Development </li></ul>
    81. 81. MISSION VISION Consistent Work. Every Day. For Every Employee. Quality Management System EMPLOYMENT FOR ALL (FI) PERSONS WITH DISABILITIES THE MARKETING OF FRIENDSHIP NEW BUSINESS DEVELOPMENT TRAINING AND CAREER DEVELOPMENT CRITICAL STRATEGIC ISSUES
    82. 82. Consistent Work. Every day. For every Employee. This is our Mission. Above everything else we are about, this is Critical to our existence and must be accomplished. CRITICAL STRATEGIC ISSUES Employment for All (FI) Persons with Disabilities
    83. 83. Corporate Training and Employee Development is essential to our overall success. Organizational and Personal Accountability for exceeding expectations should become a way of life. CRITICAL STRATEGIC ISSUES TRAINING AND CAREER DEVELOPMENT
    84. 84. A Comprehensive Marketing Plan is required to make the name Friendship synonymous with Quality and High Customer Satisfaction. CRITICAL STRATEGIC ISSUES THE MARKETING OF FRIENDSHIP
    85. 85. In order to accomplish our Mission, we must create New Business Opportunities that reflect the Diversity of Operations that we desire. CRITICAL STRATEGIC ISSUES NEW BUSINESS DEVELOPMENT
    86. 86. Under-girding all of these CSIs is implementation of a Quality Management System. Why a Quality Management System? CRITICAL STRATEGIC ISSUES QUALITY MANAGEMENT SYSTEM
    87. 87. Connected to the Past – Partnering for the Future Why a Quality Management System? Implementation of a QMS emphasizes the importance of: Understanding your core business processes and objectives Understanding and meeting customer requirements The need to consider processes in terms of added value Developing a defined business operational system, and documenting it, to ensure consistency, repeatability, and added value of processes Measuring results of process performance and effectiveness Continual improvement of processes, based on objective measurement PLAN – DO – CHECK - ACT
    88. 88. Connected to the Past – Partnering for the Future CRITICAL STRATEGIC ISSUES EMPLOYMENT FOR ALL (FI)PERSONS WITH DISABILITIES OBJECTIVES: Consistent Work. Every day. For every Employee. <ul><li>INITIATIVES: </li></ul><ul><li>Create written processes for all functions of: </li></ul><ul><li>a. Client Job Training </li></ul><ul><li>b. Client Evaluation </li></ul><ul><li>c. Client Selection Criteria </li></ul><ul><li>d. Supervisor and Client Accountability </li></ul><ul><li>2. Begin evaluation and process improvement after completion of #1 </li></ul><ul><li>Study Improvements in Information Systems to provide information in a more accessible and timely manner. </li></ul><ul><li>Begin Feasibility Study for changes in Standard Operating Procedures for Lower Functioning Clients. </li></ul><ul><li>Work closely with New Business Development and Marketing Initiatives to coordinate efforts. </li></ul>
    89. 89. Connected to the Past – Partnering for the Future CRITICAL STRATEGIC ISSUES TRAINING AND CAREER DEVELOPMENT OBJECTIVES: Promote and Support: 1. Training for Employee Development 2. Personal & Organizational Accountability <ul><li>INITIATIVES: </li></ul><ul><li>Implement a Leadership and Team Building Program for Friendship. </li></ul><ul><li>Task Force to investigate / initiate a Performance Based Annual Review structure. </li></ul><ul><li>Study changes needed in Information Technology to aid facilitation of the learning process as well as ease of accessibility of current and future documentation. </li></ul>
    90. 90. Connected to the Past – Partnering for the Future CRITICAL STRATEGIC ISSUES THE MARKETING OF FRIENDSHIP OBJECTIVES: To educate and communicate to our customers and stakeholders our values, mission and vision through a Comprehensive Marketing Strategy. <ul><li>INITIATIVES: </li></ul><ul><li>Create a Marketing Plan and Budget for 2005-06 which should include dollars and people resources. </li></ul><ul><li>Create Communication Style Standards to provide consistency in the our message and educate all employees in its use. </li></ul><ul><li>Conduct Feasibility Study on Sales & Marketing and Development Department Human Resource Requirements including the practical use of volunteers. </li></ul><ul><li>Launch new, professional, user-friendly Website, Spring, 2005. </li></ul><ul><li>Create and launch Friendship Ambassadors Program to educate all employees on the Friendship Message helping all to feel a part of the Vision. </li></ul>
    91. 91. Connected to the Past – Partnering for the Future CRITICAL STRATEGIC ISSUES NEW BUSINESS DEVELOPMENT OBJECTIVE: Create New Business Opportunities reflecting the Diversity of Operations desired. <ul><li>INITIATIVES: </li></ul><ul><li>Initiate Senior Management search for New Business Opportunities based on our list of Desirable Features. </li></ul><ul><li>Review current business offerings for continuance, profitability and return on investment. </li></ul><ul><li>Implement feasibility study of a Business Advisory Group. </li></ul><ul><li>Work closely with Marketing and Employment Initiatives to coordinate efforts. </li></ul>
    92. 92. MISSION VISION EMPLOYMENT FOR ALL (FI) PERSONS WITH DISABILITIES CRITICAL STRATEGIC ISSUE OBJECTIVE (s) MEASURES TARGETS Initiatives See Legend for: Measures, Targets, and Initiatives on Next Pages Consistent Work. Every Day. For Every Employee. M1: Attend- ance Ratio M2: Sales Growth Ratio M3: Disabled Direct Labor Ratio- Project M4: Disabled Direct Labor Ratio- Agency M5: Client/Work Ratio- Agency M6: Client/ Work Ratio- Indiv. Use Production Hours Utilized Report ** ** Use Production Hours Utilized Report Target is 75% for Both Measures Goal is to measure Equitable Distribution of Work: Target is TBD Use Mail Shop Sales Reports Use Prod’tion Hours Utilized Report** <ul><li>Work closely with New Business Dev. And Marketing Initiatives to coordinate efforts </li></ul><ul><li>Create written processes for all functions relating to employee job training, client work selection, and accountability for same, as they exist today. </li></ul><ul><li>Begin evaluation of processes to improve process and reliability </li></ul><ul><li>Study improvements in information systems to provide needed information in a more accessible and timely manner </li></ul><ul><li>Feasibility study for changes in SOP’s for lower functioning clients </li></ul>
    93. 93. M1 = Attendance Ratio = % of Total Clients in Attendance and Available for Work = # of Days At-Work / # of Clients on Payroll Records per Period Ex: 225 (Total Client Days Worked) / 300 (30 days x 100 Clients) = 75% Attendance Ratio M2 = Sales Growth Ratio = % of Sales Growth over Same Period Last Year = $ Sales TY/$ Sales LY Ex: $100,000 (TY) / $95,000 (LY) = 5.26% Sales Growth Ratio M3 = Disabled Direct Labor Ratio-Project = % of Disabled to Non-Disabled Direct Labor (Non-Supervisory) per Project = # of Disabled Workers / Total # of Workers per Project Ex: 40 (Disabled) / 50 (Total Direct Labor Workers) = 80% Disabled Direct Labor Ratio-Project CRITICAL STRATEGIC ISSUES Employment for All (FI) Persons with Disabilities LEGEND for Measures
    94. 94. M4 = Disabled Direct Labor Ratio-Agency = % of Disabled to Non-Disabled Direct Labor (Non-Supervisory) for Agency = # of Disabled Workers / Total # of Workers for Entire Agency Ex: 90 (Disabled) / 125 (Total Direct Labor Workers) = 72% Disabled Direct Labor Ratio-Agency M5 = Client/Work Ratio-Agency = % of Total Clients Available versus # of Clients Actually Working = # of Clients Actually Working / # of Clients Available for Work Ex: 45 (Clients Working) / 90 (Clients Available) = 50% Client/Work Ratio-Agency M6 = Client/Work Ratio-Individual = % of Time Individual was Available for Work and Actually Working = # of Days Client Worked / # of Work Days Ex: 9 (Days Client A Worked) / 22 (Days in Work Month) = 40.9% Client/Work Ratio-Individual CRITICAL STRATEGIC ISSUES Employment for All (FI) Persons with Disabilities LEGEND for Measures
    95. 95. MISSION VISION TRAINING AND CAREER DEVELOPMENT CRITICAL STRATEGIC ISSUE OBJECTIVE (s) MEASURES TARGETS Initiatives See Legend for: Measures, Targets, and Initiatives on Next Pages <ul><li>Promote & Support: </li></ul><ul><li>Training for Employee Development </li></ul><ul><li>Personal & Organizational Accountability </li></ul>M1: Individual Training Hours Achieved Annually M2: Annual number of Training Opportunities made available by Company M3: Employee Satisfaction Survey M4: % of Leadership & Team Building Program Implemented 1 st Year <ul><li>Implement a Leadership & Team Building Program for Friendship </li></ul><ul><li>Task Force to investigate/initiate Performance Based Annual Review Structure </li></ul><ul><li>Study changes needed in IT to help facilitate the learning process as well as ease of accessibility of current and future documentation. </li></ul>An average of 26 hours of training per year No less than 24 offerings per year Achieve 90% Satisfaction Rating 1 st year No less than 20% implementation of program in 1 st year
    96. 96. MISSION VISION THE MARKETING OF FRIENDSHIP CRITICAL STRATEGIC ISSUE OBJECTIVE (s) MEASURES TARGETS Initiatives See Legend for: Measures, Targets, and Initiatives on Next Pages To educate and communicate to our customers and stakeholders our values, mission and vision through a comprehensive marketing strategy M1: Sales Growth Ratio M2: Fund- Raising Growth M3: Customer Retention & Defection M4: Increase In Clients Served M5: Satis’ faction Survey Rehab M6: Customer Satisfaction Commercial <ul><li>Create a Marketing Budget 05-06 in $$ and people resources, due May 2005 </li></ul><ul><li>Provide consistency in the message through “Communication Style Standards” </li></ul><ul><li>and have every employee fluent in it. </li></ul><ul><li>Conduct Feasibility Study on Sales & Marketing and Development Departments </li></ul><ul><li>Expansion , including a Volunteer Study </li></ul><ul><li>Create a professional, user-friendly Website , target launch 4/15/05-5/1/05 </li></ul><ul><li>Create Friendship Ambassadors Program to educate all employees on the message </li></ul><ul><li>and take the time to help everyone feel a part of the program </li></ul>__% Increase __% 100% Retention __% CS = ___% Customer Satisfaction __%
    97. 97. M1 = Sales Growth Ratio = % of Sales Growth over Same Period Last Year = $ Sales TY/$ Sales LY Ex: $100,000 (TY) / $95,000 (LY) = 5.26% Sales Growth Ratio M2 = Fund-Raising Growth Annually: $$/% Increase Raised over Last Year and Improved Return On Investment (ROI) = % of Fund-Raising Growth over Same Period Last Year = $ Funds Raised TY/$ Funds Raised LY Ex: $100,000 (TY) / $95,000 (LY) = 5.26% Fund-Raising Growth Ratio ROI = ((Total Number of Direct Mail Pieces * %Response Rate from Direct Mail * Average Donation per Person)-Total Costs of Campaigns-TCC) / TCC Ex: 1500 Letters mailed, Received 44 Responses (Donations) or 2.933% for an Average Gift of $100.45, Cost of Campaign of $3,231.85 OR ((1500*.02933*100.45)-3231.85)/3231.85 = 36.74% ROI CRITICAL STRATEGIC ISSUES THE MARKETING OF FRIENDSHIP LEGEND for Measures
    98. 98. M3 = Create and Utilize a “Commercial Customer Loyalty Program” to measure: Customer Acquisition = How many NEW Customers were acquired and how? Customer Retention = How many EXISTING Customers are still using us regularly Customer Defection = How many Customers were LOST and why? M4 = Increase in Clients Served = % Increase of All New Clients Served over Same Period Last Year Ex: 120 Clients Served This Year / 100 Clients Served Last Year = 20% Increase M5 = Create and Utilize a “ Satisfaction Survey” for Rehab Services to measure: Client Satisfaction = Caregiver Satisfaction = Referring Agency Satisfaction = Overall Rehab Services Satisfaction = M6 = Create and Utilize a “ Satisfaction Survey” for Commercial Customers to measure: Customer Quality Satisfaction = Quality Measure from Web Survey Customer Referrals = Number of Referrals from EXISTING Customers Accessibility Satisfaction = Accessibility Measure from Web Survey/Website Reports Overall Customer Satisfaction = Overall Measure from Web Survey CRITICAL STRATEGIC ISSUES THE MARKETING OF FRIENDSHIP LEGEND for Measures
    99. 99. MISSION VISION NEW BUSINESS DEVELOPMENT CRITICAL STRATEGIC ISSUE OBJECTIVE (s) MEASURES TARGETS Initiatives See Legend for: Measures, Targets, and Initiatives on Next Pages Create New Business Opportunities Reflecting Diversity of Operations desired M1: No. of New Biz Ops investigated per year M2: No. Biz Plans written per year Six per year At least One per year <ul><li>Initiate Senior Management search for New Biz Ops based upon our list of desirable features </li></ul><ul><li>Work closely with Marketing and Employment Initiatives to coordinate efforts </li></ul><ul><li>Review current business offerings for continuance, profitability and Return on Investment </li></ul><ul><li>Feasibility Study of Business Advisory Group </li></ul>
    100. 100. New Business Development Desirable Features <ul><li>Client Friendly Business </li></ul><ul><li>A maximum number of clients employed </li></ul><ul><li>Working hours that will coincide with clients’ abilities </li></ul><ul><li>Should be a proper environment for our clients </li></ul><ul><li>Diverse range of disabilities served/employed </li></ul><ul><li>A long term operation with learnable, familiar processes </li></ul><ul><li>Presents a Realistic Financial Picture </li></ul><ul><li>Realistic and obtainable business plan </li></ul><ul><li>Does not compete with local, for profit, business in an unfair way </li></ul><ul><li>Start up costs are reasonable for the expected return </li></ul><ul><li>A good return on our investment </li></ul><ul><li>Economically Neutral </li></ul><ul><li>Familiar & Complementary </li></ul><ul><li>Complementary to our current business units </li></ul><ul><li>Fits with our current and future plans for our physical plant(s) </li></ul><ul><li>Should be a socially conscious entity </li></ul><ul><li>A business that we can add value to </li></ul><ul><li>A base of previous experience is available in the community </li></ul>
    101. 101. New Business Development Undesirable Features <ul><li>Low number of clients employed </li></ul><ul><li>Perceived demeaning jobs </li></ul><ul><li>Another “job shop” business model </li></ul><ul><li>Physically Challenging work </li></ul><ul><li>End user business is constantly asking for price improvement </li></ul><ul><li>Commodity work with no value added </li></ul><ul><li>An elastic market product (customers can live without in tight economy) </li></ul><ul><li>Staff or supervision intensive </li></ul><ul><li>High stress level </li></ul><ul><li>An overly mature business that has passed its prime </li></ul>
    102. 102. New Business Development Ideas <ul><li>Private food service </li></ul><ul><li>Wheelchair business of some type </li></ul><ul><li>Temporary Employment Service </li></ul><ul><li>Premium coffee or tea packaging </li></ul><ul><li>Soft shell crab farm </li></ul><ul><li>CRP mergers </li></ul><ul><li>Trout or catfish farm </li></ul><ul><li>Marketing to emerging cottage industries </li></ul><ul><li>Private vocational evaluation service </li></ul><ul><li>Proprietary product development </li></ul><ul><li>Disabled speakers bureau </li></ul><ul><li>PVC fence manufacturing </li></ul><ul><li>Partner with other local non profit services </li></ul><ul><li>Product created from recycled material </li></ul>
    103. 103. New Business Development Ideas <ul><li>Satellite location for the Free Clinic </li></ul><ul><li>Feasibility study of Franchise opportunities </li></ul><ul><li>Explore expansion of sales department </li></ul><ul><li>Information and referral service </li></ul><ul><li>Marketing to conservative Christian consumers </li></ul><ul><li>Baking pet treats </li></ul><ul><li>Marketing something to the college age consumers in the area </li></ul><ul><li>Credit card acceptance </li></ul><ul><li>Building expansion – additional locations </li></ul><ul><li>Another Newline product </li></ul><ul><li>Green, Eco-friendly product or project </li></ul><ul><li>Wedding related business </li></ul><ul><li>Baby related business </li></ul><ul><li>An on-line catalog </li></ul>
    104. 104. New Business Development Ideas <ul><li>More contract manufacturing </li></ul><ul><li>Agricultural Resource Services have a $200 million budget to research waste conversion in the Chesapeake Bay Watershed </li></ul><ul><li>Some partnership with the Wal-mart Distribution Center </li></ul><ul><li>Pet caskets and tombstones </li></ul><ul><li>Service oriented business such as a data entry or call center </li></ul><ul><li>Audio book production </li></ul><ul><li>Reclaim and recycle construction materials and sell in an outlet store </li></ul><ul><li>Fast food operation (Chic Fillet) </li></ul><ul><li>Ebay seller / broker </li></ul><ul><li>Catalog Sales of Disability and aging related products </li></ul><ul><li>Full service gas station </li></ul><ul><li>Aging related businesses </li></ul><ul><li>Exercise business for the obese </li></ul>
    105. 105. New Business Development Ideas <ul><li>Scanning academic titles for libraries </li></ul><ul><li>Digitizing records </li></ul><ul><li>Explore other customer service models </li></ul><ul><li>Enclave opportunities </li></ul><ul><li>Government custodial, grounds keeping and mail room management. </li></ul><ul><li>Government JWOD contracts by partnering with private commercial partners </li></ul><ul><li>Government JWOD military projects </li></ul><ul><li>Sewing </li></ul><ul><li>Personal service providers (shopping, laundry, etc.) </li></ul><ul><li>Theme park </li></ul><ul><li>Free trade zone </li></ul><ul><li>Importation and distribution </li></ul><ul><li>Design and manufacture a baby changing table which is portable and collapsible </li></ul>
    106. 106. FEASIBILITY STUDY FOR CHANGES IN SOP’S FOR LOWER FUNCTIONING CLIENTS STRATEGIC INITIATIVES TIMELINE – EMPLOYMENT FOR ALL (FI) PERSONS WITH DISABILITIES CREATE WRITTEN PROCESSES FOR CLIENT TRAINING, EVALUATION, SELECTION & ACCOUNTABILITY. BEGIN PROCESS IMPROVEMENT ON PREVIOUSLY WRITTEN PROCESSES STUDY INFORMATION SYSTEMS IMPROVEMENTS OBJECTIVE: Consistent Work. Every Day. For every Employee. 4 06 3 06 2 06 1 06 12 05 11 05 10 05 9 05 8 05 7 05 6 05 5 05
    107. 107. IMPLEMENT LEADERSHIP & TEAM BUILDING PROGRAM STRATEGIC INITIATIVES TIMELINE – TRAINING AND CAREER DEVELOPMENT TASK FORCE TO INVESTIGATE PERFORMANCE BASED ANNUAL REVIEW STRUCTURE IMPLEMENT NEW ANNUAL REVIEW STRUCTURE STUDY INFORMATION SYSTEMS IMPROVEMENTS TO AID LEARNING PROCESS & EASE OF ACCESSIBILITY OBJECTIVE: Promote & Support – 1. Training for Employee Development. 2. Personal & Organizational Accountability 4 06 3 06 2 06 1 06 12 05 11 05 10 05 9 05 8 05 7 05 6 05 5 05
    108. 108. Launch New Web Site STRATEGIC INITIATIVES TIMELINE - MARKETING SUBMIT MARKETING BUDGET FOR 2005-06 CREATE & IMPLEMENT MARKETING PLAN 2005-06 FEASIBILITY STUDY ON MARKETING RESOURCE REQUIREMENTS INCLUDING VOLUNTEERS CREATE & LAUNCH FI AMBASSADORS PROGRAM CREATE COMMUNICATION STYLE STANDARDS & TRAIN STAFF OBJECTIVE: To educate & communicate to our customers and stakeholders our values, mission and vision through a Comprehensive Marketing Strategy. 4 06 3 06 2 06 1 06 12 05 11 05 10 05 9 05 8 05 7 05 6 05 5 05
    109. 109. INITIATE SENIOR MANAGEMENT SEARCH FOR NEW BUSINESS OPPORTUNITIES STRATEGIC INITIATIVES TIMELINE – NEW BUSINESS DEVELOPMENT FEASIBILITY STUDY OF BUSINESS ADVISORY GROUP REVIEW AT LEAST ONE NEW BUSINESS OP. REVIEW CURRENT BUSINESS OFFERINGS FOR CONTINUANCE OBJECTIVE: Create New Business Opportunities reflecting the Diversity of Operations desired. 4 06 3 06 2 06 1 06 12 05 11 05 10 05 9 05 8 05 7 05 6 05 5 05
    110. 110. Strategic Planning 2005-2010 <ul><li>The Strategic Planning Team would like to acknowledge that this document is a work in progress and its implementation and success will not be possible without the enthusiastic support of all employees. The next five years will be full of opportunities and challenges. Let us pledge our full commitment to leading Friendship into the next decade a healthy, happy business providing the best that we can in services for Persons with Disabilities. </li></ul><ul><li>Connected to the Past – Partnering for the Future </li></ul>

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