Strategic Plan Two Year Review Metro Atlanta


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An organizational assessment conducted by The Salvation Army in 2007 gave the Army an opportunity to hear from our key stakeholders. The result was a three year strategic plan for transformational change. Two years later we took a look at the successes, challenges and future of our plan.

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  • Add to last bullet – what needs to be added to “Infrastructure”?
  • What does 3 rd bullet mean??
  • New Management Model 1. Area Commander to focus on strategic relationships and community development 2. Chief Operating Officer directs Leadership Team and manages Metro Atlanta and Regional Advisory Boards
  • New MAAC Advisory Board Structure 1. MAAC Advisory Board reporting and meeting format changed to accommodate strategic plan implementation -- Meets 6x per year 2. 15 Sub-committees engaged and very active with representation from Councils and Regional Advisory Boards 3. Central Region Advisory Board being organized 4. Leadership Institute for all MAAC Advisory Board Chairmen planned for Fall 2010
  • Program Driven 1. “Funding quality – measured programs rather than simply funding units” Financial Training 2. budgeting, programmatic posting, financial reporting and audit prep.
  • Facility 1. Facilities Manager Infrastructure – Maintenance Technicians, Service Vehicles, Tools SOP and maintenance W.O. system Fleet: 2. Service Tracking Software Service Vendor (Electrical, Plumbing, HVAC, General Construction) Capital (ie: Red Shield, Doraville, Quarters)
  • Purchasing and Procurement Manager Infrastructure – Organizational Staff Support SOP, software for requisitions, ordering, delivery tracking
  • IT Roadmap Support Staff Support Help Desk Hardware replacement Software and Network technology Training on hardware, software and network phone equipment
  • 5 Development Focus Sub-Committees Focused on donor file segment of $500 - $2499 for cultivation and upgrading. 7,000 donors in this segment representing significant dollars when cultivated and upgraded
  • Strategic Plan Two Year Review Metro Atlanta

    1. 1. Divisional Program Review Presentation METRO ATLANTA AREA COMMAND Camp Grandview February 20, 2010
    2. 2. Major James Seiler Atlanta Area Commander and Major Karol Seiler Coordinator of Women’s Ministries METRO ATLANTA AREA COMMAND
    3. 3. AGENDA <ul><li>Where We’ve Been </li></ul><ul><li>Organizational Assessment </li></ul><ul><li>Where We Are Now </li></ul><ul><li>Where We Are Going </li></ul><ul><li>Summary </li></ul>
    4. 4. 2006 Area Command Footprint <ul><li>6 Counties </li></ul><ul><li>Fastest population growth rate in the country </li></ul><ul><ul><li>Roughly 890,000 people </li></ul></ul><ul><li>Growing number of nonprofits moving operations to Metro Atlanta </li></ul>WHERE WE’VE BEEN
    5. 5. Management <ul><li>General Secretary and DWMS served as CEO of MAAC and COO of Georgia Division </li></ul><ul><li>Shared office space and staff with DHQ </li></ul><ul><li>One area or other received insufficient attention </li></ul>WHERE WE’VE BEEN
    6. 6. Infrastructure Needs <ul><li>Red Shield </li></ul><ul><ul><li>expansion and renovation </li></ul></ul><ul><li>Kroc Center </li></ul><ul><ul><li>new community building and programs </li></ul></ul><ul><li>Properties </li></ul><ul><ul><li>maintenance and upkeep challenges </li></ul></ul><ul><li>Replacement of Fulton Boys & Girls Club </li></ul>WHERE WE’VE BEEN
    7. 7. Asking The Tough Questions <ul><li>Focus group interview and survey participants </li></ul><ul><ul><li>137 Advisory Board, Council and Community Leaders </li></ul></ul><ul><ul><li>149 Salvation Army Employees </li></ul></ul><ul><li>Questions: strength, weakness, threats and obstacles in </li></ul><ul><ul><li>Management efficiency </li></ul></ul><ul><ul><li>Communication </li></ul></ul><ul><ul><li>Community perceptions </li></ul></ul><ul><ul><li>Leadership satisfaction </li></ul></ul><ul><ul><li>Teamwork </li></ul></ul>ORGANIZATIONAL ASSESSMENT
    8. 8. Findings <ul><li>Five areas of Transformational Change </li></ul><ul><ul><li>Executive Leadership </li></ul></ul><ul><ul><li>Board Development </li></ul></ul><ul><ul><li>Program </li></ul></ul><ul><ul><li>Management </li></ul></ul><ul><ul><li>Development </li></ul></ul>ORGANIZATIONAL ASSESSMENT
    9. 9. Leadership Turnover <ul><li>41% of respondents listed Leadership Turnover as one of The Army’s three most critical issues </li></ul><ul><ul><li>“Extremely disruptive to the operation…” </li></ul></ul><ul><ul><li>“This changing Leadership has to stop. Stability at the top becomes even more critical if we are going to do things better and right.” </li></ul></ul><ul><ul><ul><li>Four Divisional Commanders and four General Secretaries in ten years </li></ul></ul></ul>ORGANIZATIONAL ASSESSMENT
    10. 10. Programs <ul><li>The Army does everything “a mile wide and an inch deep…” </li></ul><ul><li>The organization has been slow to respond to developing outcome measurements </li></ul><ul><li>Program quality has been affected by inadequate funding </li></ul><ul><li>“ Historically, The Army hasn’t felt the need to collaborate” </li></ul>ORGANIZATIONAL ASSESSMENT
    11. 11. Management <ul><li>“ We need to look at The Army’s operations from a business standpoint.” </li></ul><ul><li>Absence of HR Director, employee orientation and training opportunities listed as critical issues </li></ul><ul><li>Respondents questioned whether The Army has the necessary technology to support program delivery </li></ul>ORGANIZATIONAL ASSESSMENT
    12. 12. Development <ul><li>78% of those interviewed listed development as one of top three critical issues The Army must address </li></ul><ul><li>“ They need to properly staff the Development Office - they constantly have to do triage and chase fires.” </li></ul><ul><li>Donor database: is in shambles </li></ul><ul><li>Lack of emphasis on donor services </li></ul><ul><ul><li>“ We have to do a better job of the care and feeding of our supporters.” </li></ul></ul><ul><li>“ If you ask people, ‘What does The Army do in Atlanta’, they would be hard pressed to tell you.” </li></ul><ul><li>Increase emphasis on communication </li></ul>ORGANIZATIONAL ASSESSMENT
    13. 13. Board Development <ul><li>Advisory Board members need orientation program </li></ul><ul><ul><li>“ As a Board Member, I’m uneducated as to how the staff, leadership and The Army function.” </li></ul></ul><ul><li>Board needs more diversity in gender, age, racial balance and industry representation </li></ul><ul><li>Army leaders need to present opportunities that will ignite board members’ passions and provide meaningful work </li></ul><ul><ul><li>“ If you want to engage leaders, then give them a sense of an ability to influence outcomes.” </li></ul></ul>ORGANIZATIONAL ASSESSMENT
    14. 14. <ul><li>It was time </li></ul><ul><li>for Transformational Change </li></ul><ul><li>In 2007, we began a </li></ul><ul><li>Strategic Planning Process </li></ul>
    15. 15. Jim Lynch Executive Director / COO METRO ATLANTA AREA COMMAND
    16. 16. <ul><li>13 Counties </li></ul><ul><li>5 Million People </li></ul><ul><li>8 th Largest Metro in US </li></ul><ul><li>$51,482 Average Annual Income </li></ul><ul><li>11 Fortune 500 HQ </li></ul><ul><li>7500 Non-profits now in Metro area </li></ul><ul><li>Centralized Headquarters </li></ul>WHERE WE ARE NOW 2010 Area Command Footprint
    17. 17. Metro Atlanta Area Command Chief Operating Officer Director of Management Services Director of Programs Director of Development Atlanta Area Commander Coordinator of Women’s Ministries WHERE WE ARE NOW
    18. 18. Metro Atlanta Regional Services <ul><li>Sets broad outcomes and standards of efficiency and holds regions accountable </li></ul><ul><li>Defines areas of standardization and identifies economies of scale </li></ul><ul><li>Coordinates fundraising </li></ul><ul><li>Maintains brand integrity </li></ul><ul><li>Assists in leadership development </li></ul>WHERE WE ARE NOW
    19. 19. Metro Atlanta Regional Services <ul><li>Balances accountability and empowerment according to the needs and performance of the regions. </li></ul><ul><li>Assists the region in strengthening weak areas, i.e., fundraising, programming, etc. </li></ul>WHERE WE ARE NOW
    20. 20. New Regional Structure WHERE WE ARE NOW
    21. 21. WHERE WE ARE NOW
    22. 22. Enterprise Framework Model <ul><li>Designed to be a continuum </li></ul><ul><ul><li>Perpetually rejuvenating, invigorating, reinventing </li></ul></ul><ul><li>Sequential in design </li></ul><ul><li>Collaborative to be wholly successful </li></ul><ul><li>Practical, not theoretical </li></ul><ul><li>Sustainable and renewable </li></ul>WHERE WE ARE NOW
    23. 23. Enterprise Framework Model ENVISION Think strategically Set a visionary destination Think inventively Generate imaginative ideas Think creatively Pioneer new ideas Brainstorm DESIGN Analyze situations Define clear policies Define detailed objectives Planning budgets Establish performance measures Judging performance objectively Making decisions by the number OPERATE Building personal relationships Working in teams Coaching others Supporting others Relating to people Communicating Changing spontaneously BUILD Standard Processes Step-by-step procedures Important projects Integrated programs Proven methods Practical solutions Roles and responsibilities Source: Reinvent Your Enterprise by Jack Bergstrand WHERE WE ARE NOW
    24. 24. A Continuum in Practice ENTERPRISE IDEAS ARCHITECTURE INFRASTRUCTURE MANAGE WHERE WE ARE NOW Envision Design Build Operate
    25. 25. ENVISION STRATEGIC PLAN DESIGN cut expenses BUILD reduce staff DESIGN WHERE WE ARE NOW MAAC 2007 - 2009 Road Block OPERATE Elusive Funds
    26. 26. Strategic Plan Annual Business Plan Information and Additional Resources & Programs Staff, Officers, Boards & Councils Donors, Foundations, Corporations Volunteers BETTER WHERE WE ARE NOW Envision Design Build Operate
    27. 27. Janet Tharp Director of Programs PROGRAM SERVICES WHERE WE ARE GOING
    28. 28. Transformation of Delivery <ul><li>Categorization of Programs (Components) </li></ul><ul><li>Auditing of Programs </li></ul><ul><li>Program Standards </li></ul><ul><li>Program Budgeting </li></ul><ul><li>Collaborations between Corps and Local Communities </li></ul>WHERE WE ARE GOING
    29. 29. 7 Components Developed <ul><li>Church / Corps </li></ul><ul><li>Shelter </li></ul><ul><li>Recovery </li></ul><ul><li>Financial Emergency Services </li></ul><ul><li>Youth </li></ul><ul><li>Outreach and Education </li></ul><ul><li>Elderly Services </li></ul>WHERE WE ARE GOING
    30. 30. Program Activities: Corps Example (Lawrenceville) WHERE WE ARE GOING X Community Care Min. X Special Events X Character Building X Outreach/Ed/Weekly X Adult Worship X Youth Worship X Conservatory X After School Youth X FES X Home Sweet Home Elderly Services Outreach /Ed. Youth FES Recovery Shelter Corps Program Component
    31. 31. Program Standards Task Force <ul><li>Objective </li></ul><ul><ul><li>To develop program standards that align all programs with The Salvation Army Mission. </li></ul></ul><ul><li>Programs must include: </li></ul><ul><ul><li>Program Objectives </li></ul></ul><ul><ul><li>Measurable Outcomes </li></ul></ul><ul><ul><li>Be integrated with other programs </li></ul></ul>WHERE WE ARE GOING
    32. 32. Budgets <ul><li>Budgets for each major activity will be based upon: </li></ul><ul><ul><li>Direct Costs </li></ul></ul><ul><ul><li>Indirect Costs </li></ul></ul><ul><ul><li>Funding opportunities </li></ul></ul>WHERE WE ARE GOING
    33. 33. Corps Collaborations <ul><li>Established and New </li></ul><ul><li>Collaborations already developed </li></ul><ul><ul><li>AARP </li></ul></ul><ul><ul><li>Publix </li></ul></ul><ul><li>Necessary to accomplish program Goals </li></ul>WHERE WE ARE GOING
    34. 34. Successes <ul><li>Expansion of Financial Emergency Services to two additional Corps locations </li></ul><ul><li>Quarterly caseworker continuing education workshops </li></ul><ul><li>Expansion of standardized social service programs </li></ul><ul><ul><li>Red Shield Family Program </li></ul></ul><ul><ul><li>Home Sweet Home Rapid Re-Housing </li></ul></ul><ul><li>Redesigned food distribution system </li></ul><ul><li>Additional funding for direct assistance </li></ul>WHERE WE ARE GOING
    35. 35. Opportunities <ul><li>Young Mothers Outreach </li></ul><ul><li>Youth Services </li></ul><ul><li>Elderly Services </li></ul><ul><li>Recovery </li></ul><ul><li>Outcome Measurements </li></ul>WHERE WE ARE GOING
    36. 36. Chris Durand Director of Management Services MANAGEMENT SERVICES WHERE WE ARE GOING
    37. 37. Areas of Management Services <ul><li>Budget and Finance </li></ul><ul><li>Property </li></ul><ul><li>Purchasing and Procurement </li></ul><ul><li>Human Resources </li></ul><ul><li>Information Technology </li></ul>WHERE WE ARE GOING
    38. 38. Budget and Finance <ul><li>Strong Budget and Finance Committee </li></ul><ul><li>Program driven / quality programming </li></ul><ul><li>Interactive process for program review and funding </li></ul><ul><li>Financial training </li></ul>WHERE WE ARE GOING
    39. 39. Property <ul><li>Strong Property Committee </li></ul><ul><li>Creation of “facility maintenance support department” </li></ul><ul><li>Fleet Vehicles </li></ul><ul><li>Service Vendor Management </li></ul><ul><li>Capital Project Management </li></ul>WHERE WE ARE GOING
    40. 40. Purchasing & Procurement <ul><li>Strong Purchasing & Procurement Committee </li></ul><ul><li>Creation of Purchasing & Procurement Department </li></ul><ul><li>Determine and define vendor relationships </li></ul>WHERE WE ARE GOING
    41. 41. Human Resources <ul><li>Strong Human Resources Committee </li></ul><ul><li>Creation of “best practices” HR department </li></ul><ul><li>Ensure salaries competitive </li></ul><ul><li>Create strong employee communication program </li></ul><ul><li>Training and career development </li></ul><ul><li>Implement consistent employee orientation </li></ul>WHERE WE ARE GOING
    42. 42. Informational Technology <ul><li>Strong IT Committee </li></ul><ul><li>Creation of IT Organization Infrastructure </li></ul><ul><li>Expand network to 13 county metro region </li></ul><ul><li>Development of IT Standard Operating Procedures </li></ul><ul><li>Enhance training </li></ul>WHERE WE ARE GOING
    43. 43. Major James Seiler Atlanta Area Commander DEVELOPMENT
    44. 44. 2010 Development Objectives WHERE WE ARE GOING $14 Million GOAL Development Focus FY10 by Source Major Gifts 7% Corporations 5% Foundations 13% Individuals 75%
    45. 45. First Priority <ul><li>HIRE </li></ul><ul><li>DEVELOPMENT </li></ul><ul><li>DIRECTOR </li></ul>WHERE WE ARE GOING
    46. 46. 2010 Strategies <ul><li>Individual Giving </li></ul><ul><ul><li>Greater Advisory Board involvement </li></ul></ul><ul><ul><li>Introducing “Lunch with Friends” </li></ul></ul><ul><ul><li>Second year of William Booth Society </li></ul></ul><ul><ul><li>Support of DHQ Resource Development Team </li></ul></ul>WHERE WE ARE GOING
    47. 47. 2010 Strategies <ul><li>Organizational Giving </li></ul><ul><ul><li>Focus on public and private funding in all regions </li></ul></ul><ul><li>Corporate and Community Relations </li></ul><ul><ul><li>Focus on strengthening relationships and funding with community and corporate partners </li></ul></ul>WHERE WE ARE GOING
    48. 48. 2010 Strategies <ul><li>Planned Giving </li></ul><ul><ul><li>Introducing . . . </li></ul></ul>a special recognition program for Planned Giving donors WHERE WE ARE GOING
    49. 49. 2010 Strategies <ul><li>Communications: </li></ul><ul><ul><li>Utilize an active communications sub-committee </li></ul></ul><ul><ul><li>Develop a comprehensive communication plan </li></ul></ul><ul><ul><li>Implement a program to communicate effectively the Army's program outcomes and stewardship efforts </li></ul></ul><ul><ul><li>Ensure internal audiences are equipped to address communications needs </li></ul></ul>WHERE WE ARE GOING
    50. 50. 2010 Strategies <ul><li>Donor Care: </li></ul><ul><ul><li>Command test site for Inter-Change </li></ul></ul><ul><ul><li>Stewardship program that includes personally handwritten notes by Area Commander </li></ul></ul>WHERE WE ARE GOING
    51. 51. Successes <ul><li>Urgent Needs Campaign: May – Sep 2009 </li></ul><ul><ul><li>Raised $2.3 million </li></ul></ul><ul><li>Impactful Media Exposure </li></ul><ul><ul><li>Georgia Trend magazine </li></ul></ul><ul><ul><li>AJC article on Red Shield raised awareness and dollars </li></ul></ul><ul><li>William Booth Society </li></ul><ul><ul><li>97 charter members renewed their giving </li></ul></ul><ul><ul><li>84 new donors qualify for membership </li></ul></ul><ul><li>Direct Mail </li></ul><ul><ul><li>85% donor retention rate achieved in 2009 </li></ul></ul>WHERE WE ARE GOING
    53. 53. Summary <ul><li>Meeting the Challenges </li></ul><ul><li>Organizing to serve the community </li></ul><ul><li>Staffing to meet needs </li></ul><ul><li>Doing the most good </li></ul>WHERE ARE WE GOING