1. (Mt) – I need a one page paper with all of the
Jewish Family and Children’s Service of Greater Philadelphia (JFCS) originated in 1855 as
the first Jewish orphanage in North America, known as the Jewish Foster Home. Its purpose
was clear and addressed one pressing need—to care for indigent, Jewish children. After
several mergers, and in response to the changing needs of the community, JFCS became
what it is today—a full-scope, social service agency that supports people of all ages and
denominations. JFCS’ mission captures the essence of our social service work and the
diversity of those we serve—to strengthen families and individuals across generations and
cultures to achieve stability, independence, and community. Our values also embody this
tenet—compassion, community, diversity, responsibility, professionalism, and excellence.
JFCS’ decision to support the community at large is rooted in Jewish values—to love thy
neighbor as oneself and to repair the world. In our own corner of the world that is what
JFCS endeavors to do every day. However, there are challenges that come with our all-
inclusive approach, the most pressing being: 1. JFCS provides such a wide variety of
programs and services that our vast audience does not understand all that JFCS does in the
community. 2. JFCS programs are siloed by the different populations served, weakening our
cultural competence. 3. The diversity that JFCS champions is not known to the community;
and therefore, having “Jewish” in our name perpetuates a long-standing misinterpretation
that JFCS only serves Jewish people. It is also important to note that while JFCS serves the
community at large, we are not reaping the marketing or fundraising benefits that can come
from creating impact on a broader scale than simply the Jewish community. JFCS must
educate the community about our diversity to capitalize on our opportunity for greater
marketing exposure and audience appeal, increased identification as social issues experts
and thought leaders, and an improved ability to raise dollars from the secular community,
including foundations, individuals, and corporations. With this strategic plan, JFCS seeks to
address the root causes of our diversity challenges and threats from three perspectives: 1.
Internal—JFCS staff 2. External—the community at large 3. Combination of Internal and
External—JFCS Board of Directors who have one foot inside the organization and one foot
in the community Equally important, JFCS will utilize this strategic plan to maximize our
opportunities to claim our expertise within the community at large and convey our breadth
of services to diverse populations. The following strategies will be carried out and the
appropriate resources will be allocated to do so: 1. JFCS will improve our internal culture by
increasing staff comradery, improving staff morale, and celebrating staff diversity. 2. JFCS
will create one unifying brand that is simple, emotional, and consistent, which will be
2. communicated from the inside out. 3. JFCS will unpack the complicated and layered issue of
Board diversity (or lack thereof) and address the importance of our Board reflecting those
we serve. Strategic Goal #1: JFCS will improve our internal culture by increasing staff
comradery, improving staff morale, and celebrating staff diversity. SMART Objective:
Actively develop a diverse workplace by January 2022 that incorporates at least 25% of
underrepresented groups through embracing robust reforms in organizational culture.
Initiatives: The organizational culture will be reformed through adopting policies and
employment practices that are in line with the overall expectations of diversity. Projects: ●
Organize an executive steering committee to headline all JFCS wide diversity changes. A
strategic planning committee and an employee committee should also be organized to drive
daily task implementation and other changes. ● Ensure all human resource diversity
practices are clear and exercised appropriately. Rewrite and approve new diversity
practices through BOD and lawyers if needed. ● Exercise diversity in human resource
practices, encourage employees to support cultural tolerance, work with different
stakeholders to popularize the diversity philosophy. Programs: ● The human resource
department will hold diversity awareness trainings. All staff members and BOD members
will be required to attend at least one session. A vision cafe will also be held for all internal
stakeholders to garner their feedback on diversity challenges. ● The employee committee
will be responsible for putting together monthly capacity and cultural building events for
staff. ● JFCS will reach out to their counterparts in other locations and community
partnerships to learn best diversity practices. Strategic Goal #2: JFCS will create one
unifying brand that is simple, emotional, and consistent that will be communicated from the
inside out. SMART Objective: Develop a workable marketing plan that will enhance the
diversity awareness of JFCS by at least 40% within the next twelve months. Initiatives:
Create a comprehensive marketing plan, keeping in mind the issues of diversity and the
need to reach new horizons that have not been explored before. Projects: ● Executive staff
will conduct research on and hire a marketing firm to work with JFCS’s diversity initiative.
At least two comparable bids will be brought to the BOD at year end. BOD will be asked to
assist with this cost as it is reasonable that this expense will outside the annual budgeted
marketing amount. ● Two part-time interns will be hired to work with our Social Media
Director and run our new diversity initiatives on social media platforms. ● Create capacity
building events that will bring all stakeholders to a basic understanding of the new brand
image that JFCS wants to achieve Programs: ● Vision Cafe stakeholder meetings will be held
monthly for increased feedback on the marketing plan and diversity efforts. ● Hold an
open-house at JFCS highlighting our services and diversity. All stakeholders and community
members will be invited. This event will be free to the public. ● Celebrate World Diversity
Day on May 21, 2020 with special promotional activities, branding events, advertising,
product placement, brochures, and website marketing Strategic Goal #3 JFCS will unpack
the complicated and layered issue of board diversity (or lack thereof) and address the
importance of our board reflecting those we serve. Smart Objective: JFCS will enroll
underrepresented groups onto the board to ensure at least 25% of non-Jews members are
represented within the next two years. Policies will also be changed accordingly to enable
this shift to materialize. Initiatives: Improve existing policies regarding board enrollment,
3. look for potential board members who are not of Jewish origin. Projects: ● Expand the
nominating committee outreach efforts to include those of non-Jewish background. Current
board members will be required to identify at least two potential members each. Board
members will work with development staff to cultivate these new members. ● JFCS, our
lawyers and BOD will work with the La Salle University Nonprofit Center to rework our
board policies so they more accurately reflect our diversity efforts. ● The Development
Director and BOD of chair will reach out to their counterparts at other JFCS locations to
learn best practices concerning board diversity cultivation. Programs: ● A vision cafe will
be held for all BOD members to address their role and vision in the strategic plan. ● New
board orientation workshops and materials will be developed to account for the diversity
changes. Suggested Initiatives & Projects and Implementation Considerations Suggested
Initiative/Project A Gain / Benefit B Resources Required C Stakeholder s Impacted D Time
Required to Implement E Time Required for Results F Implementation Type Exercise
diversity in human resource practices encourage employees to support cultural tolerance 9
5 1, 2, 4 Within six months Six months or longer LT 9 4 1, 2, 4 Immediate ly Immediately LT
Work with different stakeholders to popularize the diversity philosophy 8 7 1, 2, 3, 4 Within
3 months Six months or longer LT Create a capacity building event for diversity 7 6 1, 2, 4
Within six months Immediately to six months ST Creation of an allinclusive marketing plan
9 8 1, 2, 3, 4 Within six months Immediately to six months ST Actively advertise for the
board vacancies 9 8 1, 4 Within three months Immediately ST Refinement of the board
policies to incorporate diversitysupportive clauses 9 7 1, 2, 3, 4 Within six months Six
months or longer LT This matrix reflects projects that would assist the organization in
addressing the key findings and support the recommendations identified throughout the
document. A – Refers to the estimated (“best guess”) level of benefit / gain on a scale of 1
(low) to 10 (high). D – Refers to the estimated (“best guess”) time needed to design, build
and implement the action / project. B – Refers to the estimated (“best guess”) of the scale of
the action / project from 1 (low) to 10 (high) – i.e. the equipment, people, money and time
requirements. E – Refers to the estimated (“best guess”) duration of implementation period
before the organization would realize the expected benefits and value of the action /
project. C – Refers to the estimated (“best guess”) scope of the action / project – i.e. who it
will impact / involve as follows: 1) board of directors, 2) employees, 3) external
professionals outsourced, 4) management F – Indicates when the action / project is
recommended to be started as follows: ST) Short-term – immediately to 6 months, LT)
Long-term – 6 months or longer, or P) to be completed in “phases” with some actions
starting sooner than others. Organizational structure and process implications 1.
Organizational change always face resistance, so it is expected that some management
members and board members will not support the initiative. 2. There is also the challenge
of the available resources failing to meet all programs and initiatives that need completion.
3. Budgeting and program cutbacks should be anticipated. 4. The recommended changes
may not yield any tangible impact. 5. Vision Fatigue could occur pending implementation of
new changes. 6. Reorganization of staff is a possibility 7. New programs will need to be
introduced to handle the oncoming diversity initiatives 8. Increased education costs for staff
may be necessary Formulating and Implementing the Strategic Plan With the understanding
4. that instituting significant changes to an organization requires managing culture, risks,
communications, and stakeholders, JFCS will do the following to optimize the strategic plan
and to mitigate potential damaging/negative implications. 1. Assign Strategy Managers – the
Senior Vice President of Programs and the Senior Vice President of Community Engagement
will share the role of Strategy Managers. Together they will form a Strategy Implementation
Committee that comprises members of the Board of Directors, Executive Team, Program
Leadership Team, and representatives from the front-line social workers, thus ensuring that
it is a cross-functioning team. Two Board members will be recruited as Co-Chairs of the
committee. The Strategy Managers will oversee the communications about the
organizational vision and changes and will hold all responsible stakeholders accountable for
implementing the plan. The Strategy Managers will meet with the CEO monthly to report on
the implementation status and identify/address in a proactive manner any resistance or the
need for pivoting. As part of the Executive Team, the Strategy Managers will discuss
implementation at weekly executive meetings. The Strategy Managers will continuously
monitor internal and external environments to determine if shifts need to be made based on
any changing environmental factors. 2. Communications Plan – The strategic plan will be
rolled out to the Board, Executive Team, and Program Leadership in an offsite meeting,
during which the vision and pending changes will be clearly articulated. The Strategy
Managers will be in constant communication with the Implementation Committee Co-
Chairs, who will provide updates at every Board meeting throughout the year. An all staff
meeting of the 144 JFCS employees will be held to share the new plan and the
implementation timeline. Monthly email updates will be sent to all staff, and the Strategy
Managers will attend department meetings throughout the year to provide an open and
regular forum for staff to ask questions or voice concerns about the changes. A follow-up all-
staff meeting will be held six months after the plan is officially launched to ensure that the
staff feels a part of the changes and has a platform for engaging with other departments
about changes that have been implemented. Flexibility is imperative. All communications
will be clear, simple, authentic, and align with the organization’s actions. The CEO and
Executive Team will be visible at all locations of JFCS to demonstrate a commitment to all
members of the staff and to the programs/services being provided throughout the
community. 3. Accountability – Ultimately, the Strategy Managers and the Co-Chairs of the
Implementation Committee will be accountable to the CEO and Chairman of the Board to
ensure that the changes are executed and that risks are mitigated. Additionally, they are
responsible for creating contingency plans when an aspect(s) of the plan is not effective.
Program Directors will be accountable to the Strategy Managers and will be responsible for
ensuring that their staffs execute their respective pieces of the plan. This is critical as JFCS
failed to execute this in the past. It is important that the Program Leaders and their teams
feel ownership of the strategic plan and do not see new directions as mandates from the
Executive Team and Board of Directors. 4. Frequency – Discussion about implementation
and updates will be given on a regular basis as follows: • Weekly discussions at Executive
Team Meetings • Monthly meetings with the CEO • Monthly emails to the staff • Monthly
reports at Board meetings • Quarterly meetings of the Implementation Committee •
Informal meetings with individual departments as needed • Six month all staff update
5. meeting • One-year Board, Executive Team, and Program Leadership offsite meeting to
evaluate changes, and determine if environmental factors warrant further changes Module
8 – Videos & Links re: Monitor, Control & Adjust Plan Components, Strategy and/or Process
https://www.youtube.com/watch?v=2kSuIZqTNps GOVERNANCE MINUTE: WHAT IS A
DASHBOARD? 1:43 How to Develop Key Performance Indicators (KPIs), Erica Olsen
https://www.youtube.com/watch?v=NCta6j5_FdM&list=PLXPmT3UOw1bDgiH0kBwQInzlT
2 L4fAkSz&index=15 Strategic Planning with the Balanced Scorecard, Erica Olsen
https://www.youtube.com/watch?v=AdXt8BfiGJg&index=14&list=PLXPmT3UOw1bDgiH0k
B wQInzlT2L4fAkSz Ten Tips to keep Your Strategic plan From Hitting the Shelf, Nancy
Olsen https://www.youtube.com/watch?v=YzxVCqHD05o Running a Great Strategy
Review, Erica Olsen
https://www.youtube.com/watch?v=6BXo8fk6SSw&index=16&list=PLXPmT3UOw1bDgiH
0k BwQInzlT2L4fAkSz STRATEGIC PLANNING: TOOLS & TECHNIQUES Translating Vision
into Reality “Press on. Nothing in the world can take the place of persistence.” Ray A. Kroc,
founder, McDonald’s Strategic Planning – Part 6_Module 8 – Monitor, Control & Adjust Plan
Components, Strategy and/or Process 1 Please Read Many slides in this presentation have
been adopted from a course on project management which I teach. Undertaking strategic
planning is, in essence, conducting a project. So, the activities related to monitoring,
controlling and adjusting our strategic plan process represent a specific case of project
monitoring and control. Topics • Why we monitor • What we monitor • When we monitor •
How we monitor • How we control • What tools we use Project Monitoring and Control •
Monitoring involves collecting, measuring, and reporting information concerning project
performance and trends to affect process improvements. • Control – uses data from
monitoring activities to correct or prevent actions or replan and/or follow up on action
plans to ensure resolution to performance issues. Changes to Plans related to: • Human
Resources • Machines • Materials • Money • Quality/Technical Performance • Space • Time
• Tasks What Do We Monitor? Inputs • Time Outputs •Progress • Money •Costs • Resources
• Material Usage • Tasks • Quality/Technical Performance •Job starts •Job completions
•Design changes When Do We Monitor? • Continuously • Regularly • Logically • While there
is still time to react • As soon as possible • At task completion • At pre-planned decision
points (milestones) • End of the project How Do We Monitor? • Through meetings with
clients, parties involved in project (project team, contractor(s), suppliers, etc.). • Milestones
• Status Reports • Tests and inspections • Deliveries • Schedules • Using Earned Value
Analysis • Calculating Critical Ratios Team Meeting – Monitoring Issues • What problems do
you have and what is being done to correct them? • What problems do you anticipate in the
future? • Do you need any resources you do not yet have? • Do you need information you do
not have yet? • Are there any things that might give you schedule difficulties? • Any
possibility your task will finish early/late? • Will your task be completed under/over/on
budget? How Do We Control? • We control the triple constraints • time (schedule) • cost
(budget, expenses, etc) • performance (specifications, testing results, etc.) Time Cost
Performance Tool: Earned Value Analysis • Earned Value is an aggregate performance
measure. • Earned value of work performed (value completed) for those tasks in progress
found by multiplying the estimated percent physical completion of work for each task by
6. the planned cost for those tasks. The result is the amount that should be spent on the task
so far. This can be compared with actual amount spent. Estimating Percent Complete • The
50-50 estimate. 50% is assumed when task is begun, and remaining 50% when work
completed. • 0-100% rule. This rule allows no credit for work until task is complete, highly
conservative rule, project always seems late until the very end of project when everything
appears to suddenly catch up. • Critical input rule. This rule assigns progress according to
amount of critical input that has been used. Labor or skilled dependent, machine critical
input – may be misinformation. • Proportional rule. This rule divides planned (or actual)
time-to-date by total scheduled time(or budgeted (or actual ) cost-to-date by total budgeted
cost to calculate percent complete. This is commonly used rule. Earned Value Analysis
Cont’d • If total value of the work accomplished is in balance with the planned (baseline)
cost, and actual cost then top management has no particular need for a detailed analysis of
individual tasks Earned Value Analysis Cont’d • Baseline cost to completion – referred to as
budget at completion (BAC) • Actual cost to date – referred to as estimated cost at
completion (EAC) • Identifies several variances according to two guidelines 1) A negative
variance is ‘bad’ 2) Cost and schedule variances are calculated as earned value minus some
other measure Earned Value Analysis – Variances Cost (spending) variance (CV) –
difference between budgeted cost of work performed (earned value) (BCWP) and actual
cost of that work (ACWP) Schedule variance (SV) – difference between earned value
(BCWP) and cost of work we scheduled to perform to date (BCWS) Time variance (TV) –
difference between time scheduled for work performed (STWP) and actual time to perform
it (ATWP) Earned Value Variance – Formulas • CV = BCWP – ACWP (negative value – cost
overrun) • SV = BCWP – BCWS (negative value – behind schedule) • TV = STWP – ATWP
(negative value – delay) Index (Ratios) • Cost Performance Index (CPI) = BCWP/ACWP •
Schedule Performance Index (SPI) = BCWP/BCWS • Time Performance Index (TPI) =
STWP/ATWP Critical Ratio • Sometimes, especially for large projects, it may be worthwhile
calculating a set of critical ratios for all project activities. • The critical ratio is actual
progress x budgeted cost scheduled progress actual cost • If ratio is 1 everything is probably
on target • The further away from 1 the ratio is, the more we may need to investigate.
Critical Ratio Example Calculate the critical ratios for the following activities and indicate
which are probably on target and need to be investigated. Activity Actual Progress
Scheduled Progress Budgeted Cost Actual Cost A 4 days 4 days 60 40 B 3 days 2 days 50 50
C 2 days 3 days 30 20 D 1 day 1 day 20 30 E 2 days 4 days 25 25 Critical Ratio (CR) Critical
Ratio Example • Activity A – Can be on schedule and below budget. Why so good? • Activity
B – On budget ahead of schedule. • Activity C – Can be behind schedule but below budget. •
Activity D – Can be on schedule but costs running higher than budget. • Activity E – Can be
on budget but physical progress lagging. Revising Strategy “Strategy reviews often amount
to little more than business tourism. The executive committee flies in for a day, sees the
is essential to sustain a customer-focused, highperformance, learning environment for the
renewed energy, focus and commitment in the strategic planning process through
reinforcement of the purpose driving the strategic planning effort, nearterm objectives,
7. understanding of priority actions to achieve objectives; feedback on prior year’s progress,
and the rewards of achieving the vision Coaching in areas where results are slipping or
—are
we achieving the actions of the annual plans? Assess change—are we leading change in a
not imply redoing the strategic plan; it’s a check and update as necessary process Update
core strategies as necessary, given changes in the environment Rebuild annual plans,
priorities and budgets for the upcoming year for each key strategy, Convene the strategic
planning team to debate and decide on the action priorities Update the communication plan
Check key success factors Check key strategies Rebuild annual plans, priorities and budgets
Bolster progress toward the future vision Strategic Planning Derailers Common roadblocks
of senior management and, therefore, employee commitment to a new direction Missing or
insufficient reality testing Lack of clarity of the motivating force behind strategic change
Insufficient rewards system for longer-term strategic accomplishments Too much time
between strategic tasks, causing “strategy drift” Disconnects between key strategies and
annual plans Disorderly information systems “Too many chiefs” Inadequate
communication, especially during the implementation process Fade-out of planning teams
Managerial discontinuity Summary This week’s course presentation provided information
on project monitoring and control. Note: This information was taken from CMMi – “Project
Monitoring & Control”. • Why we monitor • What we monitor • When we monitor • How we
monitor • How we control • What tools we can use
