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2012 11 10_concinnity_strategic_presentation_st_stephen

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  • Why should we pay attention to disruptive forces? The future sector landscape will require successful organizations to have well-honed radar for adaptation. The ability of church leaders to proactively position the sector to address disruptive forces at play depends on their ability to proactively recognize, and collectively act upon, the specific opportunities presented. Given Disruptive Forces Additional disruptive forces that were widely mentioned are not discussed herein, because they are seen as given occurrences that the sector may or may not be able to control. They will happen and we will need to adjust to them. Forces to which the sector will have to react—nimbly: • Large scale weather disasters • Terrorist attacks • Increased government debt • Shifting national demographics Forces the sector can impact—collectively: • Healthcare reform • Changing role of government
  • How does an organization determine the best course for the future? One key is to find the fit among three forces – your organization’s mission, outside opportunities, and your organization's capabilities.
  • 5 questions to ask as leaders – share in pairs
  • 5 questions to ask as leaders – share in pairs
  • Session (as the ruling elders) discern the church’s vision, mission, values and direction. Then the pastor, as the teaching elder, leads the strategic plan development.
  • Task: The first three phases address Strategic Thinking. The objective in phase one is to conduct an internal and external assessment by gathering input from key stakeholders and partners. The phase kicks-off with a half-day planning and orientation session with a Strategic Planning Committee (SPC) appointed by the board. The key deliverable is to design a strategic planning process that meets the organization’s needs, budget and timeline.
  • Know Your StakeholdersEvery nonprofit has many stakeholders - staff, board, customers/clients, donors, funders, partners, the media, local community, volunteers, and the public at large. All of these constituents must receive honest, consistent, accurate, timely - and customized - messages regarding the organization's mission, services, value, and accomplishments. In order to cultivate and strengthen the support of its constituents, the nonprofit must also create and maintain two-way communication channels. Nonprofits must implement feedback mechanisms to learn about and understand the interests and needs of its constituents, and measure its success in meeting these needs.We help you develop and implement practical, customized marketing and communications plans that effectively promote the nonprofit with all of its constituents, supporting the advancement of its mission. We emphasize the importance of two-way communication channels. These help the nonprofit assess its effectiveness - overall, and specifically, with respect to its marketing and communications functions. Nonprofits can use this information to improve their services and enhance their value. Stakeholders may be internal (i.e., board members, employees, volunteers) Stakeholders may be external (i.e., clients and children, donors, partners, key suppliers, community organizations/leaders, government)Key decision makersThose who can influence – supporters and detractorsExperience or expertise you need to make decisionsCritical to your organization delivery modelThose who will carry out the workAlligators – those who can block progressThose impacted by the decisions you make
  • Know Your StakeholdersEvery nonprofit has many stakeholders - staff, board, customers/clients, donors, funders, partners, the media, local community, volunteers, and the public at large. All of these constituents must receive honest, consistent, accurate, timely - and customized - messages regarding the organization's mission, services, value, and accomplishments. In order to cultivate and strengthen the support of its constituents, the nonprofit must also create and maintain two-way communication channels. Nonprofits must implement feedback mechanisms to learn about and understand the interests and needs of its constituents, and measure its success in meeting these needs.We help you develop and implement practical, customized marketing and communications plans that effectively promote the nonprofit with all of its constituents, supporting the advancement of its mission. We emphasize the importance of two-way communication channels. These help the nonprofit assess its effectiveness - overall, and specifically, with respect to its marketing and communications functions. Nonprofits can use this information to improve their services and enhance their value. Stakeholders may be internal (i.e., board members, employees, volunteers) Stakeholders may be external (i.e., clients and children, donors, partners, key suppliers, community organizations/leaders, government)Key decision makersThose who can influence – supporters and detractorsExperience or expertise you need to make decisionsCritical to your organization delivery modelThose who will carry out the workAlligators – those who can block progressThose impacted by the decisions you make
  • Task: The objective in this phase is toconduct a strategic planning retreat to set the future direction of the organization, based upon the agreements built in phase one. At the retreat, typically a day-and-a-half, the board will accomplish these objectives.
  • Task: The objective in this phase is for the SPC to work directly with executive and front line staff over the next few weeks to design a Strategic Road Map to carry out the strategic goals and to determine the measures for each objective. To maximize the time required for the entire board to meet, the SPC will draft the Implementation Plan of the next phase, and present it at the final strategic planning retreat for feedback, input and approval. They will be charged with accomplishing the following objectives.
  • Task: The objective in this phase is for the SPC to present the draft strategic plan for board feedback, input and approval. At this final one-day strategic planning retreat, tasks the board will complete are:To review and approve performance measures, programs and initiatives, operational work plans and accompanying budget, Strategic Road Map; and quarterly scorecardsTo agree on an evaluation process, timeline and strategic measurements.To design communication, education, and orientation meetings to roll-out the strategic plan to the organization. Also, they will identify how to recognize those who worked hard to make it happen.
  • Task: In this phase the SPC and key staff will monitor and evaluate the plan at predetermined checkpoints. They will document what is working and what could be improved and report findings and recommendations to the board. All personnel responsible for carrying out programs and objectives must be held accountable if the plan is to succeed. Timely review allows the SPC to work with the staff to decide when to corrective action, change priorities, and reallocate financial and human resources as necessary. Key activities include the tasks below.To gather and assess performance data from the staff.To evaluate the execution of programs and measure performance against agreed upon metrics.To refine the plan and make necessary adjustments to stay on track.To summarize their findings and make recommendations to the board.
  • This is the sort of dashboard that the session might review on a quarterly basis to assess progress and decide on any areas which need attention.
  • Church communications and development are about building relationships with the Lord and with the church community. People may not be fully involved at each step, as some perhaps may regularly attend Sunday school, but not worship services. Effective communications can encourage engagement in quality programs and support growth in membership and offerings.
  • A brand pyramid is a useful tool to help align the church’s service and communication strategies. Generally, it is best to start at the bottom and work your way up to the top. In this way brand strategy is “discovered” based on the facts about the value you provide to visitors, members and the broader community.
  • This exercise will provide helpful input to guide church communications. Let’s divide into groups of 6 and select a scribe to report out your brainstorm results.

Transcript

  • 1. Strategic Planning Working with God to build on the past and create the future! Presentation by Bobbi Bilnoski & Vin Hoey Concinnity Network November 10, 2012Concinnity Network 1
  • 2. Agenda12:30 Introductions Pastor Fritz12:40 Process Overview (1-7) Bobbi & All1:00 The Big Picture (8-16) Vin & All • Five Important Questions (11)1:30 Five Phases (17-36) Bobbi, Vin & All • Who are your Stakeholders (20 & 21) • SWOT Analysis (25) • Measuring Success (35) • Process Road Map (36)2:45 Strategic Communications (37-43) Vin & All • Communications Pyramid (42)3:20 Wrap-up (44-50) Bobbi & All4:00 Adjourn Bobbi, Vin AllConcinnity Network 2
  • 3. Disruptive Forces Impacting Churches Economic Challenges and Stress on Families Competition for Member TimeTechnology and Education Progress Concinnity Network 3
  • 4. What is Strategic Planning? Strategic planning is the process of determining: 2. Where do you want 3. to go? How will you get 1. there? Where are you now?Concinnity Network 4
  • 5. Strategic Planning Process Strategic Thinking CREATE DETERMINE ASSESS SET DEVELOP Evaluation Implementation the Current Strategic Strategies Work Plans ProcessEnvironment Direction & Tactics Who will do How will we Where are Where are How will we what know we are we now? we going? get there? by when? succeeding? Strategic PlanningConcinnity Network 5
  • 6. What is your Purpose? VISION MISSION VALUESConcinnity Network 6
  • 7. Finding the Fit What do you hope to accomplish? Vision & MissionWhat is neededand feasible in What areyour service area? you capable of doing? THE FIT Opportunities Strengths & & Threats Weaknesses Concinnity Network 7
  • 8. Organizational Life Cycle Grow or Die 0 TimelineConcinnity Network 8
  • 9. Capture Your HistoryConcinnity Network 9
  • 10. 5 Important Questions? WHO needs to be INVOLVED to be successful? What factors will INFLUENCE the future? When do you need to be READY? Future VisionHow will you benefit from a strategic plan? Why will people SUPPORT this plan? Concinnity Network 10
  • 11. Exercise #1 5 Important Questions Worksheet WHO needs to be INVOLVED to be successful? • Leadership group • Everybody (Length of membership • Boards – all age groups) • Affinity groups • Session • Members of the church • Staff WHAT factors will INFLUENCE the future of St. Stephens? • Demographics of church community • Membership • Economic environment • Budget • Next to TCU • Facilities • Different values of members / visitors • Location • Finances • Culture of church • People Concinnity Network Exercise #1 11
  • 12. Exercise #1 5 Important Questions Worksheet WHEN do you need to be READY with your plan for the future? • Assess Plan 2013, Ramp up 2014 • Get started to leverage momentum of the capital campaign • Making leadership transitions go smooth by planning together • 1 yr adequate to include others • Not too quickly • Slow preparation / assessment and fast implementation How will you BENEFIT from a strategic plan? • Survival • Positive benefits and goals Why will people SUPPORT this plan? • Procedure builds trust • People will be engaged in plan • Will meet congregational needs • Will benefit the church community • All will have opportunity to give input Concinnity Network Exercise #1 12
  • 13. The Big Picture Reach, Teach, and Serve the Congregation & Community Sound Operate Financial Efficiently Stewards Learn, and Grow Session • Staff • VolunteersConcinnity Network 12/4/2012 13
  • 14. Balanced Scorecard• A strategic measurement and management system that enables organizations to clarify strategic vision and strategy and translate them into action.• When fully deployed, transforms strategic planning from an academic exercise into the nerve center of an organization.Concinnity Network 14
  • 15. Build a Balanced Scorecard CONGREGATION & COMMUNITY 1. Serve the What is our vision and mission & how will we serve our members? 2. Be wise stewards Congregation • Worship • Education of financial resources & Community • Discipleship • Outreach • Ministry Internal Operations • Engagement FINANCIALWhat business processes must How will we ensure value andwe excel at to achieve our vision? financially sustain our future? STRATEGY • Total Revenue • Record Keeping • Expenditures • Communications • Debt Management • Facilities • Address Unfunded Liabilities • Grounds and Landscaping • Capital Investments • Risk Management • Capital Improvements LEARN & GROW How can our leaders and staff 4. Run efficient change and improve? • Visionary Leadership 3.Develop Leadership, Internal Operations • Professional Staff Development session, staff, and • Education and Training • Performance Evaluation volunteers. • Volunteer Development Concinnity Network 15
  • 16. Balanced Scorecard4. Increased congregation satisfaction leads to better FINANCIAL results. 3. Improved work processes lead to increased CONGREGATION & COMMUNITY satisfaction. 2. Skilled and empowered employees and volunteers lead to improved INTERNAL processes. 1. Staff and volunteer LEARNING & development is the foundation for all innovation and GROWTH.Concinnity Network 16
  • 17. Session/Staff Partnership Session Discerns Vision, Mission, Values & Direction Pastor Leads Strategic Plan Development Senior Leadership Links Operations to Strategy Staff & Committees Implement the PlanConcinnity Network 17
  • 18. Strategic Planning Process Overview Five PhasesConcinnity Network 18
  • 19. Assess Current Environment • Identify key stakeholders • Conduct an internal assessment ASSESS the CurrentEnvironment • Assess the an external environment Where are we now? • Interview key stakeholders and partners • Define internal strengths and weakness EstimatedTime: 20 - 30 days • Define external opportunities and threats • Agree on strategic issues to address Concinnity Network 19
  • 20. Key Focus Areas Financial Stewardship Ministries & Programs Internal Operations Governance & LeadershipConcinnity Network 20
  • 21. What Is a Stakeholder? Internal or Key Decision Supporters Experts Who External Makers & Detractors Can Help Critical to Those who People Delivery will do the affected by Model work decisionsConcinnity Network 21
  • 22. Surveys/Interviews/Focus Groups Surveys Interviews Focus Groups• • •• • •• • •• • •• • •• • •• • •• • • Concinnity Network 22
  • 23. Levels of Involvement DelegateLevel of Ownership Needed with constraints If consensus is not reached, Consensus fall back to levels below Gather input from team & decide Gather input from individuals & decide Decide & Announce Concinnity Network 23 Level of Involvement Required
  • 24. Ministry Logic Model 5. Outcomes 1. Goals What difference What core need does the ministry does this ministry make in lives or address and community? for whom? 4. Outputs 2. Resources How much will What must this we do for how ministry have to many people? function well? 3. Activities What must we do to achieve the desired results?Concinnity Network 24
  • 25. Ministry Logic ModelConcinnity Network 25
  • 26. Exercise #2 SWOT Analysis Internal Strengths Weaknesses Strategic Issues Opportunities Threats External Concinnity Network Exercise #2 26
  • 27. Exercise #3 SWOT Strengths • Friendly people • Building • Inclusive intentionally • Adult CE • Involved community • Style of music leader • New leadership • Givers gem • Uncola – alternative / • Outstanding worship unique services • Traditional approach • Educated members • History of community • Location activity and services • Youth programs • Strong ministers and • People staff • Lots of kids / child • Core clinics to check? friendly • Mission & support Concinnity Network Exercise #3 27
  • 28. Exercise #3 SWOT Weaknesses • Do we try to do too much? • Small congregation to • Facility limits flexibility support large plant • Not ADA compliant • Why more leaders are • TCU location – not not at retreat Presbyterian • Building large and • Destination church expensive / old • Nearby Presbyterian • Madman vs. Modern churches Family • Declining membership • Internal culture clash • Some feel evangelism is the staff’s job Concinnity Network Exercise #3 28
  • 29. Exercise #3 SWOT Opportunities • Urban location near TCU • Attracting students • Social media • Seats to fill in church (800) • Ministry marketing • Utilize the unfinished space in our building • Increase pledging Concinnity Network Exercise #3 29
  • 30. Exercise #3 SWOT Threats • Economy • TCU’s master plan • Endowment going down could include our • Demise of organized building and land churches in the USA • Non-church goers • Social media • Mega churches • TV Church • Decrease in pledges • Younger generation doesn’t • “We’ve never done it like value attendance but are that before.” active in groups • Fear of change Concinnity Network Exercise #3 30
  • 31. Financial Trend Analysis Generally Accepted Ratio 2008 2009 2010 2011 2012 StandardConcinnity Network 31
  • 32. Contribution Analysis 2007 2008 2009 2010 2011 2012 AverageTotal Dollars Given $3,967,216 $4,488,261 $4,335,951 $4,202,898 $4,504,996 $4,983,111 $4,413,739Average Gift Given $1,766 $1,997 $1,893 $1,758 $1,897 $1,886 $1,866Indivuals Giving 2,247 2,247 2,291 2,391 2,375 2,642 2,366Percent dollars given 0-$100 0.6% 0.4% 0.5% 0.7% 0.5% 0.6% 0.5% $101- $599 4.0% 3.8% 3.8% 4.1% 3.9% 4.0% 3.9% $600 - $999 3.8% 3.1% 3.3% 3.5% 3.3% 3.2% 3.4% $1,000 - $2,999 18.5% 18.1% 16.0% 17.7% 18.6% 16.2% 17.5% $3,000 - $5,999 24.1% 19.7% 20.3% 21.2% 22.2% 19.3% 21.1% $6,000 - $9,999 16.3% 16.9% 15.1% 17.0% 16.4% 15.7% 16.2% $10,000 - $15,999 14.0% 13.4% 13.7% 12.9% 12.5% 15.4% 13.7% $16,000 - $24,999 9.4% 11.1% 11.1% 9.4% 9.2% 10.1% 10.0% Over $25,000 9.3% 13.5% 16.2% 13.6% 13.5% 15.6% 13.6% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%Percent family units giving 0-$100 28.9% 26.3% 32.4% 33.0% 27.6% 31.0% 29.6% $101- $599 26.6% 28.2% 26.4% 26.2% 27.5% 27.7% 27.0% $600 - $999 8.8% 8.2% 8.2% 7.9% 8.0% 7.9% 8.2% $1,000 - $2,999 18.5% 19.7% 16.5% 17.0% 19.5% 17.0% 18.2% $3,000 - $5,999 10.1% 9.3% 9.1% 8.9% 10.0% 8.5% 9.5% $6,000 - $9,999 3.9% 4.5% 3.8% 4.0% 4.0% 3.9% 4.0% $10,000 - $15,999 2.0% 2.2% 2.1% 1.8% 1.9% 2.4% 2.0% $16,000 - $24,999 0.8% 1.2% 1.0% 0.8% 0.9% 1.0% 1.0% Over $25,000 0.4% 0.5% 0.5% 0.4% 0.5% 0.6% 0.5% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%Concinnity Network 32
  • 33. Set Strategic Direction • Present internal/external assessment SET • Present stakeholder/partner feedbackStrategicDirection • Build on strengths and address weaknessesWhere arewe going? • Determine Vision, Mission, Core Values and Strategic DirectionEstimated Time:5 - 7 days • Develop strategic goals and objectives • Agree on balanced scorecard indicators Concinnity Network 33
  • 34. Develop Strategies & Tactics • Create strategic programs and initiativesDEVELOP • Design S.M.A.R.T. operational work plansStrategies (strategic, measurable, action based, realistic, and timely)& Tactics • Delegate objectives and action steps toHow will we get there? council committees or staff • Develop Performance Dashboard Estimated Time:15 - 25 days Concinnity Network 34
  • 35. Create Implementation Plans • Board approves Strategic Plan and performance indicators CREATEImplementati • Create an Implementation Plan & Timeline on Plans • Identify quarterly milestones and develop Who will quarterly scorecards do what by when? • Design communication plans to introduce Estimated the strategic plan to staff and key partners Time: 5 - 7 days • Recognize stakeholders and participants for their participation Concinnity Network 35
  • 36. Determine Evaluation Process • Identify data needed for evaluation • Design the evaluation processDETERMINE Evaluation • Develop evaluation instruments (surveys, Process interviews, etc.)How will we • Agree on an evaluation timelineknow we aresucceeding? • Determine presentation and report format • Delegate responsibility for data collection Estimated Time: and evaluation process 5 - 7 days • Charter the evaluation team to monitor and report strategic plan progress Concinnity Network 36
  • 37. Key Performance DashboardPerspective Key Performance Indicators one online class Conduct a Add 5 resource 100% of curricula per quarter with a Professional links per year for a 95% customerCustomer updated by total of 7 Customer Needs total of 15 satisfaction rate. 8/2014. launches by Assessment resources listed by 7/2014. by 12/31/2012 July 2014. Marketing Plan by Conduct agency Internal 100% of claims are resolved with 98% 1/2013 and implement Complete facility upgrades Establish a long- range technology wide risk assessment andOperations collection rate. strategies by by 6/2015. plan by 06/2011 recommendations 12/2013. by 10/2014 Refine and update 100% of board 100% BoardLearning members Committee duties 95% Employee Increase in volunteers hours Update HR Policies contribute to accomplish the Retention Rate by 10/2013& Growth financially strategic plan by 10% per year. 2/2013. Evaluate money Retain key staff 10% incr. from Meet commonly spent on and update policy Increase grant corps and 5% incr. accepted nonprofitFinancial from individuals by financial ratios by fundraising and procedures on proposals by 10% activities by program closures annually 12/31/2013 3/31/2013 6/2013 ) by 5/2014 Significantly under Did not meet Achieved Key Performance Indicator Key Performance Indicator Key Performance IndicatorConcinnity Network 37
  • 38. Performance DashboardConcinnity Network 38
  • 39. PURPOSEDynamic Strategy Why we are here and what we aspire to be in the future.& CommunicationsPlanning VISION What we see as possible for others, for the community, and for the world. Definition of success MISSION What we do to fulfill our purpose and realize our vision of success. VALUES We honor core beliefs and principles in all our decisions and actions. CONGREGATION PERSPECTIVE FINANCIAL & DEVELOPMENT Be a top provider of quality services to PERSPECTIVE satisfied, loyal members in our Provide a social return on investment to givers geographic service area. and ensure long-term financial sustainability. OPERATIONS PERSPECTIVE PEOPLE PERSPECTIVE Improve internal core process expertise and Develop the satisfaction, retention, culture,How we achieve our operating infrastructure to support growth. and knowledge of the board, staff vision of success! and volunteers. Balanced Scorecard OUTREACH TO LOCAL COMMUNICATIONS COMMUNITY Promote a clear member/visitor value Develop a distinct community image, clear proposition and engagement message, and member experience. through integrated and responsive communication strategies. June 14, 2012 Concinnity Network 39 Community Identity
  • 40. Measuring Success Results Success Relation- Process ships ExternalConcinnity Network 40
  • 41. Process Road MapConcinnity Network 41
  • 42. Integrate Communications & Development Engaged & Growing Congregation Steward Member -ship ASK for . . . Relationship Time, talent, and gifts Reach, Teach, and Visiting Serve Aware Outreach Church communications Tithes and Offerings build build relationships relationships and resourcesConcinnity Network 42
  • 43. Strategic Communications Process Who you are? Strategy Decisions Why trust you? Who do you reach? How you are different? What are your results? What you stand for? Inform Assess Assess decisions communications stakeholders’ with market of other entities point of view research Develop unique Draft Align attributes, prioritized visual logo and tagline. messages identity Recommend communications Support achievement of strategies and plans church mission and vision 43 Concinnity Network 43
  • 44. Why Plan Your Communications?1. Better Target – base actions on better identification and understanding of who we’re trying to reach2. More Effectively Communicate – by ensuring that communications are focused, integrated, consistent and reinforced3. Meet Deadlines – by following a process4. Enable Prioritization – of actions to best utilize budget and time5. Gain Engagement – of staff, committees and volunteers and congregation Reach Communications Objectives Concinnity Network – toward chosen strategic direction 44
  • 45. Which media is most effective for you? Presentations Pledge drives Thank-yous BrochuresSpeaking opportunities Congregation Handouts Events Presentations Congregation Events and Direct mails Collateral Influencer Speeches Website marketing Search engineSocial enterprise Online and Social Media optimization Partnerships Sponsorships Social networking Viral marketing Media websites Media Videos Advertising Relations Facebook ads Thought TV and radio Leadership Billboards and buses Newspapers Signage Media websites Local publications Blogs White papers Concinnity Network 45
  • 46. Three Important Questions 2. Where do you want 3. to go? How will you get 1. there? Where are you now?Concinnity Network 46
  • 47. Commun- BIG IDEA: Our core essence – what purpose do we serve? ications BRAND VOICE: What do Pyramid we want people to think of when they think of St. Stephen? Voice EMOTIONAL BENEFITS: What positive feelings does our ministry create (physical, social, ideological, psychological and Benefits spiritual)? FUNCTIONAL BENEFITS: How does our ministry help our visitors, members Solution and the broader community? ATTRIBUTES: What human characteristics Attributes allow our church to build relationships and distinguish us? Concinnity Network 47
  • 48. Exercise #3 Commun- BIG IDEA: Safe Harbour for all people; Demonstrate the “Great Ends” ications purposes of the church Pyramid BRAND VOICE: Leader All inclusive Voice Exhibit kingdom of God EMOTIONAL BENEFITS: Build spiritual leadership; Emotional support – safety and security; Benefits Acceptance; Bring your brain to church – intelligent approach. FUNCTIONAL BENEFITS: Helps people discern their purpose; Helps people think; Reach out to Solution homeless; L&G inclusive – important to identity, a real ministry. ATTRIBUTES: Beauty – plant / worship services; History; Purpose; Identity; Honor Attributes tradition; Open to new ways; Intelligent approach to study / worship; Strategic not reactionary; Warm, welcoming spirit. Concinnity Network Exercise #6 48
  • 49. Our Church & Faith-based ExperienceConcinnity Network 49
  • 50. Why Bobbi & Vin are YOUR team! • Passionate about our work with nonprofits and churches • Experts in strategic planning, communications, marketing, market research, board services and program design • Experienced with large/small-scale nonprofits, faith-based organizations and churches • Thoughtful, cost-effective processes that are objective, strategic and engage key stakeholders • Your session and staff team are engaged throughout the process to build your capability and help implement decisions • Strong project leaders and process facilitators with a strong network of professionals • Educators and mentors • Christian, accountable, professional and trustworthyConcinnity Network 50
  • 51. Our dynamic process will get you there!Where are you now? How will you get there? Assessment: Congregation, Strategic Plan – goals, objectives Ministries, Communications, and performance measures Operations, Finances, Session, Staff, and Volunteers Innovative strategies to create new opportunitiesWhere are you going? Strategic Communications Plan Strategic direction Implementation roadmap and timeline Vision, mission and values Implementation budget Alternative scenarios Performance dashboard Congregation market research Coaching and advice Target markets Launch of strategic direction and Community position and engagement of all stakeholders attributes Advice on future implementation Concinnity Network 51
  • 52. Which package is right for you? Basic Package Essential Package Total Package . Basic Strategic Called “Essential” because Essential package PLUS: Planning Retreat it provides the leadership with detailed, robust data • More assessmentClient conducts and self- and information to inform interviews/surveysfacilitates with forms and decisions during the strategic • Graphic recording oftemplates provided by planning retreat. And it mission, vision & valuesconsultant provides guidance/support for a successful • Detailed 5-year financial• Self-assessment ratio and trend analysis implementation.• Implementation and Consultant coordinates: • Staff logic model evaluation planning • Assessments workshop • Logic model • Detailed operations review • Church assessment/census • Comparison to other orgs. • Additional • Financial assessment communications strategy • Performance dashboard with tagline • Communications plan • Visual identity system • Implementation work plans • Coaching and direct assistance on • Evaluation communications process/timeline implementation $8,000 Concinnity Network $18,000 $28,000 52
  • 53. Bobbi Bilnoski Principal Concinnity Network Dallas, TX• Dallas, TX 15+ years in Comprehensive Strategic Planning, since 1995• Core Competency of facilitating Multi-stakeholder Collaborations Change• Clients include: – Dallas Baptist Church Downtown Pregnancy Center – Sky Ranch, Inc. – Presbyterian Night Shelter – Trinity Church and Trinity Christian School – ACH child and family services – Watermark Church• 15+ year affiliate consultant to the Center for Nonprofit Management• Nonprofit Boards: Children’s Advocacy Centers of Texas, and Social Enterprise Alliance North Texas Chapter• DalMac Construction Company - 5 years, Facilitator of High Stakes construction projects, Chartering the Project Team and Partnering Process• Executive Director of the Interaction Institute for Social Change• Program Director at Preservation Dallas – Empowering Communities Concinnity Network 53
  • 54. Vin Hoey Managing Director Strategic4sight, Inc. Dallas, TX• Strategic4sight Strategy Marketing and Communications consulting -- The Warren Center; Project Transformation; UNT Autism Center• University of North Texas -- adjunct professor teaching Public Relations for Nonprofits• Center for Nonprofit Management – lead new Nonprofit Marketing Certificate course• United Way of Metropolitan Dallas, senior vice president of brand strategy and communications – reorganized and led brand team to develop donor communications, develop market research, create online and public relations opportunities, and manage events; formed volunteer leadership advisory committees and launched a broad volunteer engagement program• Lifelong active church member (half of life a Presbyterian)– have served as an usher, Sunday School teacher, church board member, missions committee chair, pastor selection committee member, married small group participant, men’s group leader and youth group leader• Long engaged in leadership of faith-based organizations, such as Project Transformation and Young Life• Community Involvement – have provided significant volunteer leadership to a variety of local, national and international nonprofit organizations in various cities, chaired the boards of directors of six nonprofits, co-founded two agencies and led key initiatives• ExxonMobil Chemical Company, global marketing communications manager for chemicals division – led market research and development of sales collateral, media relations, ads, websites and trade shows for 10 worldwide business units; positioned, branded and launched new products; spearheaded employee and community communications• Board of Project Transformation, a faith-based education organization which is growing nationally; board of the Social Enterprise Alliance - North Texas Chapter which helps nonprofits build successful social enterprises; and a member of CEO Netweavers, an organization of CEOs and trusted service advisers who share a philosophy of servant leadership• BA degree from DePauw University and an MBA from Carnegie Mellon University Concinnity Network 54
  • 55. con-CIN-a-tee: Harmonious arrangement of working parts to each other and to a whole Bobbi Bilnoski (214) 293-8696 Bobbi@ConcinnityNetwork.net www.concinnitynetwork.net Vin Hoey (214) 886-7962 vinhoey@strategic4sight.com www.strategic4sight.comConcinnity Network © Concinnity Network and Strategic4sight, Inc., October, 2012 55