Concinnity strategic plan presentation_2013
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  • 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.
  • 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.
  • 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.
  • 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.

Concinnity strategic plan presentation_2013 Concinnity strategic plan presentation_2013 Presentation Transcript

  • Strategic Planning Building on the past. Creating the future! Presented to: City of Coppell Parks and Recreation Dept.Concinnity Network 2/7/2013 1
  • What’s in Your Crystal Ball?Concinnity Network 2/7/2013 2
  • Three Important Questions 2. Where do you want 3. to go? How will you get 1. there? Where are you now?Concinnity Network 3
  • The 5 W’sWHO needs to be INVOLVED to be successful?WHAT factors will INFLUENCE the future? WHEN do you need to be READY? Future Vision WHERE are you right NOW? WHY will people SUPPORT this plan?` Concinnity Network 2/7/2013 4
  • The Big PictureConcinnity Network 2/7/2013 5
  • What is your Purpose? VISION MISSION VALUESConcinnity Network 6
  • 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
  • Organizational Life Cycle Grow or Die 0 TimelineConcinnity Network 8
  • Business ModelConcinnity Network 9
  • Capture Your HistoryConcinnity Network 10
  • Board/Staff Partnership Board of Directors Set Vision, Mission, Values & Direction Executive Director Leads Strategic Plan Development Middle Managers Links Operations to Strategy Front-line Staff Implements the PlanConcinnity Network 2/7/2013 11
  • Strategic Planning Process Strategic Thinking ASSESS SET DEVELOP CREATE DETERMINE the Current Strategic Strategies Implementation EvaluationEnvironment Direction & Tactics Work Plans Process Where are Where are How will we Who will do what How will we know we now? we going? get there? by when? we are succeeding? Strategic PlanningConcinnity Network 2/7/2013 12
  • Strategic Planning ProcessConcinnity Network 2/7/2013 13
  • PURPOSEStrategic Planning: Why we are here and what we aspire to be in the future.The Big Picture 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. CUSTOMER PERSPECTIVE FINANCIAL PERSPECTIVE Be a top provider of quality Provide a social return to donors and services to cusomters in our ensure long-term financial geographic service area. sustainability.How we achieve our vision of success! OPERATIONS PERSPECTIVE LEARNING & GROWTH Improve internal business processes, PERSPECTIVE and infrastructure to support growth. Develop a quality workforce of board, staff and volunteers. June 14, 2012 Balanced Scorecard
  • Measuring Success Results Success Relation- Process ships ExternalConcinnity Network 15
  • Process Road MapConcinnity Network 16
  • Strategic Planning Process Overview Five PhasesFooter Text 2/7/2013 17
  • Assess Current Environment • Identify key stakeholders • Conduct an internal assessment ASSESS the Current • Assess the an external environmentEnvironmentWhere arewe now? • Interview key stakeholders and partnersEstimated Time: 20 - 30 days • Define internal strengths and weakness • Define external opportunities and threats • Agree on strategic issues to addressConcinnity Network 2/7/2013 18
  • 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 19
  • Surveys/Interviews/Focus Groups Surveys Interviews Focus Groups• • •• • •• • •• • •• • •• • •• • •• • • Concinnity Network 20
  • Involvement in Decision-making DelegateLevel of Ownership Needed with constraints If Consensus is not reached, Consensus fallback to levels below Gather input from team and decide Gather input from individuals and decide Decide and Announce Level of Involvement Required
  • SWOT Analysis Internal Strengths Weaknesses Strategic Issues Opportunities Threats ExternalConcinnity Network 2/7/2013 22
  • Program Logic Model 5. Outcomes 1. Goals What difference What core need does the program does this program make in lives or address and community? for whom? 4. Outputs 2. Resources How much will What must this we do for how program have to many people? function well? 3. Activities What must we do to achieve the desired results?Concinnity Network 23
  • Program Logic ModelProgram: Empowering Families Inputs Activities Outputs Outcomes Human, Financial, Material, Client Activities, # of Clients Performance Space and Events Served MetricsStaff This program is targeted at AA Level I: AA Level I:• 8 FTE (2 at partner agencies) families in Tarrant County. • • Distribute 10,000 flyers/brochures Yr 1-recruit/retain 640 ppl to III, IV or• 2 PTE (1 at partner agency) AA Level I: V per year• 12 Contact/1099 • Outreach with marketing • Yr 2/3- recruit/retain 960 ppl to III,• 2 Volunteers • Minimum of 10,000 contacts per materials to potential clients, IV, or V year with social media referring partner agencies,Financial AA Level III: and the public. AA Level III:• 2012 Budget: $797,093 AA Level III: • MRESC- 70% report increase in• Sources: ACF Grant • # of people completing MRESC marital satisfaction/stability, 75% w/ Couples, Individuals w/ 75% completing Case maintained improvement;Material • intake/assess. & Case Mgmt. Management Plan (CMP)• Staff business cards • JCAS- 60% improve earning power, Plan, • CMP Year 1: 226• Class material • 50% with jobs after 4 months,• Flyers, toolkit key chains • 8-hour Marriage Relationship Education Skills Classes • CMP Year 2/3: 340) • 70% retain employment for• Printer/Supplies (MRESC) & boosters minimum of 3 mos• Graphic software/scanner • JCAS Year 1: 85• Computers • Financial Literacy AA Level IV • JCAS Year 2/3: 125• Datalink, Assessing Parenting • Parenting Classes • 70% report increase in relationship• Childcare / Food AA Level IV satisfaction & stability, 75% w/ • Job/Career Advancement• Transportation gas cards, bus passes, maintained improvement Services (JCAS) • # of people completing MRESC interpretation, AA Level IV: AA Level V:• Incentives for milestones • MRESC Year 1: 334• EFP display at fairs Engaged & Individuals • 70% report an increase in marital • MRESC Year 2/3: 500) satisfaction and stability, • 8-hour MRESC, & boosterSpace AA Level V: classes • 75% with maintained improvement• 5 offices at TPC• 1 Class and 2 Conference Rooms at TPC AA Level V: • # of people completing Underlying theme in all areas:• Free space at Catholic Charities (2), Legally Married Couples Arling Resource Ctr (1), One Safe Place • MRESC Year 1: 80 Safety from Domestic Violence & Child (1), UNT HSC (3), St. John the Apostle • 8-hour MRESC & booster Maltreatment & improved family UMC (1), Candletree Apts. (1), Buen classes • MRESC Year 2/3: 120 self-sufficiency Samaritano (2), (takes a lot of hrs to secure free space for the Class Coordinator) Concinnity Network 24
  • Set Strategic Direction • Present internal/external assessment • Present stakeholder/partner feedback SET Strategic Direction • 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 2/7/2013 25
  • Balanced Scorecard CITIZEN 1. Serve the Citizens What is our vision and mission and how will we serve our citizens? • Fire Department • Police Department • Public Works Department • Municipal Courts 2. Manage Resources • Animal Control • Code EnforcementBUSINESS PROCESS FINANCIALAt what business processes must we How will we ensure value andexcel to achieve our vision/mission? financially sustain our future?• Develop new products STRATEGY • Total Revenue• Understand customer segments • Expenditures• Reduce cycle time • Operating Position• Provide rapid response • Debt Management • Address Unfunded Liabilities • Strong Bond Rating LEARNING & GROWTH How can our leaders and staff change 4. Run the Business and improve? • Visionary Mayor & City Council • Professional Staff Development • Education and Training • Brand Strategy • Marketing and Communication 3.Develop Council & StaffConcinnity Network 2/7/2013 26
  • Develop Strategies & Tactics • Create strategic programs and initiatives • Design S.M.A.R.T. operational work plans DEVELOP (strategic, measurable, action based, realistic, and timely) Strategies & Tactics • Delegate objectives and action steps to How will council committees or staffwe get there? • Develop Performance DashboardEstimated Time: 15 - 25 days Concinnity Network 2/7/2013 27
  • Performance Indicators SERVING THE CUSTOMER What value do we provide to our customers?GOAL: Provide caring support and quality services for our customersStrategic Objectives: Metric Baseline Target ResponsibleA.B.C. Concinnity Network 2/7/2013 28
  • Financial Ratio & Trend AnalysisFinancial Ratio & Trend Analysis 2007 2008 2009 2010 2011 Quick Ratio1 Standard: 1:1 or better 2 2 9 8 9 Days Cash on Hand2 Standard: Best is 90 days or more, with 60 days acceptable 11 24 20 27 28 Debt/Equity Ratio3 Standard: 30% or less 19.0% 20.5% 2.5% 2.8% 2.2% Primary Revenue Growth4 Standard: Near rate of inflation (1.66%), greater than expense growth 7.4% 12.3% 5.3% 22.2% 15.4% Primary Expense Growth5 Standard: Near rate of inflation (1.66%), less than revenue growth 5.6% 17.8% -8.0% 12.9% 8.2% Change in Net Assets6 Standard: No deficit trend 0.9% -1.4% 19.2% 36.0% 36.7% Program Expenses7 Standard: 75% or better 94% 93% 93% 95% 95% Support Costs8 Standard: Below 25% 6% 7% 7% 5% 5% Fundraising Efficiency9 Standard: 35% or less 19% 24% 36% 21% 41% 29
  • 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 30
  • Performance DashboardConcinnity Network 2/7/2013 31
  • Create Implementation Plans • Board approves Strategic Plan and performance indicators CREATE • Create an Implementation Plan & TimelineImplementation Plans • Identify quarterly milestones and develop quarterly scorecards Who will do what by when? • Design communication plans to introduce the strategic plan to staff and key partners Estimated Time: 5 - 7 days • Recognize stakeholders and participants for their participation Concinnity Network 2/7/2013 32
  • Determine Evaluation Process • Identify data needed for evaluation • Design the evaluation processDETERMINE • Develop evaluation instruments (surveys, Evaluation Process interviews, etc.) • Agree on an evaluation timelineHow will weknow we are • Determine presentation and report formatsucceeding? • Delegate responsibility for data collectionEstimated Time: 5 - 7 days and evaluation process • Charter the evaluation team to monitor and report strategic plan progress Concinnity Network 2/7/2013 33
  • Balanced Scorecard Key Perspectives Achieving Strategic AlignmentFooter Text 2/7/2013 34
  • Balanced Scorecard• The balanced scorecard is a strategic measurement and management system that enables organizations to clarify strategic vision and strategy and translate them into action.• When fully deployed, the balanced scorecard transforms strategic planning from an academic exercise into the nerve center of an organization. Concinnity Network 2/7/2013 35
  • Balanced Scorecard4. Increased customer satisfaction leads to better FINANCIAL results. 3. Improved work processes lead to increased CUSTOMER satisfaction. 2. Skilled and empowered employees lead to improved INTERNAL processes. 1. Employee LEARNING and skill development is the foundation for all innovation and GROWTH.Concinnity Network 2/7/2013 36
  • Tailor the process to fit your needs! Basic Package Essential Package Total Package . Basic Strategic Provides leadership with Strategic planning isn’t detailed, robust data and a “canned” process. Planning Retreat information to inform Every project must beClient conducts self- decisions during the board tailored to fit the strategic planning retreat.assessment of finances, And it provides support for a organization’s budgetprograms, operations and successful implementation. and specific needs.governance, with coaching,forms and templates Consultant coordinates, andprovided by consultant. works with staff to complete: Essential package PLUS: • Internal and External • More StakeholderConsultant facilitates a one- Assessments assessment interviews, focusday board retreat to set • Program Logic Models groups and surveysdirection and establish • Competitive Analysis • Detailed 5-year financialstrategic goals and objectives. • 3-year Financial Ratio and ratio and trend analysis Trend Analysis • Complex Key PerformanceConsultant provides coaching • Simple Key Performance Indicator Dashboardto client, along with Indicator Dashboardimplementation/evaluation • Facilitated Staff Logic Model • Implementation plansforms and templates. Workshop • Evaluation process and timeline • Board Governance • One-day, facilitated board Workshop: Ethics, retreat. Accountability and Best Practices. $8,000 Concinnity Network $18,000 $28,000 37
  • Bobbi Bilnoski Principal Concinnity Network Dallas, TX• Dallas, TX 15+ years in Comprehensive Strategic Planning, since 1995• Core Competency of facilitating Collaborative Change o Resource Center Dallas o The Warren Center o Aids Arms o Sky Ranch o Visiting Nurse Association o Ferguson Road Initiative• 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• JE Dunn Construction Company - High Stakes projects, BSC Strategic Plan• Executive Director of the Interaction Institute for Social Change• Community Empowerment Director at Preservation Dallas – Empowering• Landmark Adventures – 1990’s Cartoon Map Company• Degree in Interior Design and Marketing Concinnity Network 2/7/2013 38