What was great about this course was that we had to select an organization, meet with them, and present to them a final strategic plan. I knew some of the members of this Church who were looking to expand their community involvement. I interviewed all leadership and as a team we presented this plan to them. I did the design work in this Powerpoint Presentation.

1. The New Hope Apostolic Church
 Family Center Endeavor 
A Strategic Plan
Prepared for Pastor Kurt Geddis and the New Hope Church by:
Theodore Van Patten, James Gagnon, Pharm. D. and Jake Nichols, Pharm. D., MBA
May 6, 2009
1

2. Acknowledgements
• We would like to thank the enthusiastic, generous, and kind members
of the New Hope Church for welcoming us into their family and
providing us with an honest and passionate description of not only
their current organization, but also of their future vision. Their
dedication to supporting the people within their community, as well as
those individuals in need of support, is rivaled by few.
• We would also like to thank Dr. David Jordan for his flexibility,
accessibility, support, and enthusiasm for our personal professional
growth.
2

3. Presentation Outline
• Overview of the organization’s history & current status
• Corporate governance structure
• Strengths, Weaknesses, Opportunities and Threats (SWOT)
 External Environment Factors Analysis Summary (EFAS)
 Internal Environment Factors Analysis Summary (IFAS)
 Strategic Factors Analysis Summary (SFAS)
•
•
•
•
Summary of resources, competencies, & capabilities
Strategy formulation
Review & discussion of strategic recommendations
Listing of goals and objectives relative to strategic evaluation &
control
3

4. The New Hope Apostolic Church
• First location established in Bloomfield, CT
 Initially founded by Pastor Kurt Geddis and his brother
Michael
 Current membership includes over 250 parishioners
• Worcester church established in September 2002
 Current membership of 75 parishioners
 Average Sunday worship attendance of 60
4

5. The New Hope Apostolic Church
• Members believe that they are obligated by God to
not only save souls, but to also meet the needs of
the communities that they serve
• The idea to establish a community/ family center
evolved as a natural extension of these core beliefs
and principles
 Develop programs and services that address the “whole person” –
body (physical & health needs), spirit (spiritual needs), and mind
(educational & psychological needs)
5

6. Organizational Structure &
Leadership
• Currently no full-time employees on staff
• Church relies heavily on volunteers for support when
needed (ex. clinicians, electricians, etc.)
 Members contribute a great deal to overall operations
• Resources are also available through the parent church
in Connecticut
• All revenue is generated through collections conducted
during weekly services
6

7. Organizational Structure &
Leadership
• The Board is comprised of
three highly respected
members of the Church:
 Pastor Kurt Geddes – final
decision maker on all matters
 Deacon Jon Dyer – founding
member of Worcester location
 Elder Hooker – provides
continuous spiritual guidance
• The Geddes family is very
active as a whole in the
Church and beloved by the
entire parish
• Both leadership and Church
members are passionate and
dedicated to making their
family/community center a
reality
7

8. External Factor Analysis
Summary (EFAS)
Weight
Rating
Weighted
Score
O1 – Spiritual focus
.05
4
.20
O2 – Location
.10
4
.40
O3 – Strength of core group
.08
3
.24
O4 – Strong core foundation
.05
3
.15
O5 – Established need
.10
3
.30
O6 – Opportunity to build from
scratch
.02
1
.02
Factor
Opportunities
“We have the people to do it!”
8

9. External Factor Analysis
Summary (EFAS)
Factor
Weight
Rating
Weighted
Score
Threats
T1 – Global Economy
.15
2
.30
T2 – Finances
.20
3
.60
T3 – Very focused beliefs
.08
2
.16
T4 – Fear of change
.05
2
.10
T5 – Inadequate evaluation
of community
.02
1
.02
T6 – Lack of member incentives
.10
2
.20
TOTAL SCORES
1.00
“The economy is failing!”
2.69
9

10. The Competition
• The Salvation Army
 640 Main Street, 1 mile
• The Y (YMCA & YWCA)
 766 Main Street, 0.8 miles
• Worcester Youth Center
 326 Chandler Street, 0.5
miles
• Henry Lee Willis
Community Center
 65 King Street, 0.4 miles
• Boys and Girls Club of
Worcester
 65 Tainter Street, 0.9 miles
10

11. Scanned External Environment
Trends Chart
Code
Trend
Status
Area(s)
Forecasted Trend
Significance
ET1
Diminishing donations, grants, and gifts due to
flagging economy.
Current &
Future
Economic
High
ET2
Increasing operating costs for most
organizations.
Current &
Likely
Economic
High
ET3
Consistent & increasing need for communitybased support programs.
Current &
Future
Socio-Cultural
Moderate – High
ET4
Strong relationships between faith-based
organizations and the community.
Current &
Future
Socio-Cultural
Moderate
ET5
Growing collaborations between cultural
organizations as a means of sharing
administrative functions/staff.
Future
Economic
Political
Moderate – High
ET6
Relatively moderate rates of crime in local area.
Current
Socio-Cultural/
Economic
Moderate
11

12. External Environment Trend
Plot
10
High Impact/
Low Probability
High Impact/
High Probability
ET3
Low Impact/
Low Probability
ET1, ET2, ET6
ET1 - Economy
ET2 - Costs
ET6 - Crime
Low Impact/
High Probability
ET5
0
ET4
10
Probability of Trend Continuing
Source: Duncan, Ginter, & Swayne (1998)
12
12

13. External Strategic Analysis
• Below average score for external analysis (2.69)
suggests inadequate acknowledgement and response
to environmental factors that may ultimately affect
success of new endeavor
 Embark on a comprehensive evaluation of the local community to
identify key issues that must be addressed prior to moving forward
 Expand upon competitor analysis to further identify differentiators
and how they may be exploited for New Hope’s benefit
13

14. Internal Factor Analysis
Summary (IFAS)
Weight
Rating
Weighted
Score
S1 – Loving & caring
.125
4
.50
S2 – Unity
.125
4
.50
S3 – Passion
.075
5
.375
S4 – Leadership
.075
4
.30
Factor
Strengths
“We are welcoming and have a family oriented culture.”
14

15. Internal Factor Analysis
Summary (IFAS)
Weight
Rating
Weighted
Score
W1 – Finances
.25
2
.50
W2 – Organization & strategy
.20
3
.60
W3 – Time constraints
.10
3
.30
W4 – Name not well known in
the community
.05
2
.10
TOTAL SCORES
1.00
Factor
Weaknesses
“We know the goals but not always the path.”
3.175
15

16. Internal Environment
Value Chain
PRE-SERVICE
Market Research
Target Market
Pricing
Promotion
Branding
S1
POINT-OF-SERVICE
AFTER-SERVICE
Service/Product Quality
Marketing
- Satisfaction
- Market Development
- Penetration
- Enhancement
- Differentiation
Follow-up
Service/product Quality
- Marketing
Billing
Enhancement
ORGANIZATION CULTURE
Shared Assumptions
Shared Values
Matrix
Function
Division
STRATEGIC RESOURCES
W1
Financial
Human Resources
S3
W3
S4
Behavioral Norms
ORGANIZATION STRUCTURE
W2
S2
Physical Plant
W4
Technology
Marketing
Source: Adapted from Michael E. Porter, Competitive Advantage: Creating and Sustaining Superior Performance.
New York: Free Press, 1985, p.37.
16

17. Resources, Competencies, &
Capabilities
• Marketing
 Currently no formal or consistent marketing campaigns for the
Church
 Regularly post video clips from weekly services on YouTube
• Finances
 All income is generated through weekly collections
(~ $4,000 monthly)
 Current revenue covers operating costs for the Church
 “Need to have the Pastor full time.”
17

18. Resources, Competencies, &
Capabilities
• Human Resources
 Lack of formal
organizational structure
and reliance on
volunteers does not lend
itself to establishment of
a formal HR department
 Would have to consider
this issue independently
for new center
• Leadership
 “Strong”, “dedicated”, and
very well respected overall
 Board comprised of three
members who make all
decisions on behalf of Church
members
 Potential issues related to
consistent and adequate
communication from the
Board to parishioners
18

19. Resources, Competencies, &
Capabilities
• Information Systems
• Assets & Operations
 Limited technological
resources
 No tangible assets
 Church currently has few
computers for parishioners
to use; “very outdated”
 Church members
regularly volunteer when
repairs are necessary
 “Ideally the community/
family center will have a
full computer lab.”
 Would like to purchase a
new building for family/
community center
 Current location is rented
19

20. Internal Strategic Analysis
• Above average score for internal analysis (3.175) suggests
a relatively solid understanding of internal resources as
well as key factors that may contribute to overall success
 Faith-based, family-oriented, selfless members and
leadership with strong ideals and a focus on helping those in
need
 Ability to utilize volunteers when essential needs arise
 Support and dedication at all levels of the organization for
the establishment of the New Hope Church
community/family center
20

21. Strategic Factor Analysis
Summary (SFAS/SWOT)
Strategic Factors
1
Weight
2
Rating
3
Weighted
Score 4
Duration
5
S
I
Comments
6
L
S8 & S9: Giving nature
.20
3
.60
S5 & O5: Community need
.25
3
.75
X
Well-established need for innercity programs
W1 & T1: Financial
Resources
.4
2
.80
X X
Relative lack of access; poor and
unpredictable economy
T5: Incomplete evaluation of
community needs
.15
2
.30
X
Need to perform a more
in-depth evaluation of
community to identify key factors
Total Scores:
1.00
Note:
X
Cannot under estimate the
benefits of a faith based
organization.
2.45
1. Listing of key strategic factors drawn from SWOT Analysis.
2. Weight each factor from 1.0 (most important) to 0.0 (not important) based on the factors probable impact on NHFC’s strategic position.
3. Rate each factor from 5 (outstanding) to 1 (poor) based on NHFC’s current response to the factor.
4. Multiply each factor’s weight times its rating to obtain weighted score.
21
The total weighted scores for NHFC in Column 4 indicates how well the organization is responding to the factors in the internal/ external environment. The total weighted
score for an average firm in an industry is always 3.0.

22. Formulation of Strategy
• Hierarchy of Strategic Alternatives
• SPACE MATRIX/Adaptive Strategy
Formulation
• SPACE MATRIX Chart
• Family Center’s ‘Competitive’ Posture
22

23. Hierarchy of Strategic Decision
and Alternatives
Directional
Strategies
Adaptive
Strategies
Market Entry
Strategies
Positioning
Strategies
Implementation
Strategies
• Mission
• Expansion
• Purchase
• Marketwide
• Functional
- Diversification
• Values
- Cost Leadership
- Marketing
- Licensing
- Differentiation
- IS
- Market Development
• Vision
- Acquisition
- Vertical Integration
- Venture Capital
- Product Development
- Penetration
• Contraction
- Divestiture
- Liquidation
• Cooperation
- Merger
- Alliance
- Joint Venture
• Development
- Harvesting
- Internal Development
- Retrenchment
- Internal Venture
• Stabilization
- Enhancement
- Status Quo
• Market Segment
- Focus/
Cost Leadership
- Focus/
Differentiation
- Human Resources
- Finance
• Organization-wide
- Culture
- Structure
- Leadership
- Operations
- Ethics/
Social Responsibility
• Service Delivery
- Pre-Service
- Point-of-Service
- After-Service
Source: Adapted from Ginter, Swayne & Duncan (2004)
23

24. SPACE Matrix Evaluation
Factors (Adaptive Strategy Direction)
1.
Factors Determining Industry Strength:
•
•
•
•
•
•
Growth potential
Profit potential
Financial stability
Technological know-how
Capital intensity
Overall direction of the market (Task)
Low
Low
Low
Low
High
Low
(customers, competitors, stakeholders, satisfaction, etc.)
2.
0 1 2 3 4 5 6
High
0 1 2 3 4 5 6 High
0 1 2 3 4 5 6 High
0 1 2 3 4 5 6 High
0 1 2 3 4 5 6 Low
0 1 2 3 4 5 6 High
Average Score = 2.83
Factors Determining Environmental Stability:
•
•
•
•
•
High 0 1 2 3 4 5 6
Few 0 1 2 3 4 5 6
High 0 1 2 3 4 5 6
Many 0 1 2 3 4 5 6
Imbalanced 0 1 2 3 4 5 6
(i.e. sociocultural, economic, political/legal, technological)
Average Score –
Competitive pressures
Barriers to entry into market
Rate of inflation
Technological changes
Overall societal forces
Low
Many
Low
Few
Balanced
6 = -2.8

25. SPACE Matrix Evaluation
Factors (Adaptive Strategy Direction)
3.
Factors Determining Competitive Advantage:
•
•
•
•
•
•
Market share
Product quality
Costumer loyalty
Competitors strengths
Competitors weaknesses
Technological know-how
Small 0 1 2 3 4 5 6
Inferior 0 1 2 3 4 5 6
Low 0 1 2 3 4 5 6
0 1 2 3 4 5 6
Few
0 1 2 3 4 5 6
Few
Low 0 1 2 3 4 5 6
Large
Superior
High
Many
Many
High
Average Score – 6 = -2.83
4.
Factors Determining Financial Strength:
•
•
•
•
•
•
Cash availability
Past net margin (profits)
Future Capital requirements
Risk involved in market segment
Ease of exit from market
Overall financial resources
(i.e. Endowment, fund balance, etc.)
0 1 2 3 4 5 6
Low
High
Low
High
0 1 2 3 4 5 6
0 1 2 3 4 5 6 Low
High
0 1 2 3 4 5 6 Low
High
Difficult 0 1 2 3 4 5 6 Easy
0 1 2 3 4 5 6 High
Low
Average Score = 1.5

26. SPACE Matrix
(Strategic Position and Evaluation)
Financial
Strength
5
Conservative
Aggressive
4
3
2
(-2.83)
Competitive
Advantage
-6 -5 -4
-3
(1.5)
1
-2
-1 -1
(-2.8)
1
2
3 4
(2.83)
5
6
Industry
Strength
-2
-3
Defensive
-4
Competitive
-5
Source: Ginter, Swayne & Duncan
(1998)
Environmental
Stability
26

27. Sample Logo
Family Center
27

28. Proposed Mission Statement
“To heal and unite each
community, one family at a
time, through services that
enrich the whole person; body,
spirit, and mind.”
28

29. Proposed Vision Statement
“It is the vision of the New
Hope Family Center to become
the guiding beacon of
Christian Family services
throughout Central
Massachusetts.”
29

30. Goal #1
Finalize the Mission and Vision for
the New Hope Family Center
Objective
Implementation
Strategy
Convene
stakeholders to
review and finalize
and approve the
Family Center’s
mission and vision,
and articulate core
values of the
organization
The Mission and
Visions statement are
the guiding force of the
any organization and
is critical in identifying
the direction of the
organization
Person responsible Review date
Pastor Kurt Geddis
June 2009
30

31. Goal #2
Decide Whether or Not to Pursue
501(c)(3) Status for New Center
Objective
Implementation
Strategy
Convene Church
Board and get
advice from
Bloomfield Church
to discuss
advantages of
making the Family
Center a separate
501 (c) (3)
organization.
Following the
guidelines to establish
a 501 (c) (3) will enable
funding opportunities
for the Center
Person responsible Review date
Pastor Kurt Geddis
June 2009
31

32. Goal #3
Develop Service Delivery Plan
Objective
Implementation
Strategy
Form a committee to
research and
Conduct
develop service
Neighborhood surveys,
delivery plan to
check Government
guide in the process
Website for funding,
of developing
and available
programs and
recourses.
services.
Person responsible Review date
Suggested:
Ron Dyer
Brenda Geddis
Mrs. Theresa Geddis
July 2009
32

33. Goal #4
Utilize Current Resources to
Help Establish New Programs
Objective
Implementation
Strategy
Create a process for
Survey current
allowing members to members and create a
use facility for
process to approve
programs
them to start programs
Person responsible Review date
Board of Directors
August 2009
33

34. Goal #5
Form an Operations Committee to
Proactively Address Sub-systems Issues
Objective
Implementation
Strategy
Elect members from
Solicit members that
within the Church
have skill sets that are
based on their skills
matched up to a subto manage growth
system and have them
committee for each
meet as an
sub-system;
Operational Growth
Financial, Human
Committee (OGC).
Resources, Physical
These members might
Plant, Technology
one day be on the BOD
and Marketing
Person responsible Review date
Pastor Kurt Geddis
September
2009
34

35. Goal #6
Cultivate Partnerships and
Collaborations
Objective
Implementation
Strategy
Utilize the facility by
inviting external
organizations to
conduct seminars
that address
neighborhood needs
Reach out to
neighborhood groups,
organizations, and
health centers and
offer the facility to
conduct seminars
Person responsible Review date
Brenda Geddis
August 2009
35

36. Goal #7
Establish Board of Directors
and Advisory Panel
Objective
Implementation
Strategy
Form a separate
Board of Directors
for Family Center
Form a BOD only
after all other goals are
met. Members on the
OGC committee will
be good candidates
Pastor Kurt Geddis
September
2010
Form an Advisory
Board for Family
Center
The AD should not be
assembled until after
the BOD has been
together for at least 6
months and hopefully
through the other goal
of collaborations.
Pastor Kurt Geddis
January 2011
Person responsible Review date
36

37. Executive Summary
• The New Hope Church strongly believes that the
establishment of a family center will provide them with
additional resources that will further their ability to serve
the local community
• The Church’s dedication to serving the community in
which they live is quite evident and they have a great
deal to offer the city of Worcester
• The attitudes, devotion, resiliency, and selflessness
nature of the Church’s members will continue to be
invaluable as they grow and seek new ventures
37

38. Executive Summary
• Regardless of whether or not NHC decides to move
forward with the development of the family center,
additional sources of revenue need to be identified,
evaluated, and secured
• Relationship building with key community leaders and
stakeholders should commence immediately
• Before moving forward with plans for the family center,
it is essential to have a strong, yet fluid strategic plan to
ensure perpetual evaluation of progress and to
proactively identify and address any potential barriers
38

39. Thank You!
Questions
?
39