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New hope family center strategic plan 2009 2011

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New hope family center strategic plan 2009 2011

  1. 1. NEW HOPE APOSTOLIC CHURCH COMMUNITY/FAMILY CENTER ENDEAVOR Strategic Plan 2009-2011 Evaluation & Analysis conducted by: Theodore Van Patten, James Gagnon, Pharm.D. And Jake Nichols, Pharm.D., MBA
  2. 2. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 Acknowledgements We would like to thank the enthusiastic, generous, and welcoming 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 in 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 as well as that of the New Hope Church. ii
  3. 3. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 Executive Summary NEW HOPE CHURCH COMMUNITY/FAMILY CENTER ENDEAVOR By: Theodore Van Patten, James Gagnon, and Jake Nichols The New Hope Apostolic Church established a site in Worcester, MA in the Fall of 2002. Initially founded as a small bible study group, its membership has expanded to over seventy members with regular attendance at Sunday services topping sixty. The Church is focused on improving the whole person – including the body, soul, and mind and they also believe that it is their duty to offer programs that accomplish this task to the community in which they live. Given these statements, their charismatic leader, Pastor Kurt Geddes, feels as though the next logical step in serving the community is to establish a “Family Center” which will offer programs and services for both children, adolescents, and other family members – an approach not commonly observed by traditional community centers. In order to be successful in establish a Family Center, the New Hope Church should strongly consider developing a strategic plan to keep them focused on the necessary tasks that should perpetually be addressed. They have many challenges ahead of them, but their leadership is strong and their parishioners are supportive, selfless, and resilient – providing some key characteristics that enhance the likelihood of success Our team has drafted some suggestions that may serve as the foundation for development of the larger strategic plan for the New Hope Church’s Family Center. This includes a mission and vision statement along with a list of goals that should be addressed throughout the course of the development of the Family Center. We wish the New Hope Church the best of luck in this endeavor and we are quite confident that they will be successful. iii
  4. 4. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 Table of Contents Contents Acknowledgements ......................................................................................................................... ii Executive Summary ....................................................................................................................... iii Table of Contents ........................................................................................................................... iv List of Appendices .......................................................................................................................... v Section 1: The Current Situation.................................................................................................... 1 History and Background of the New Hope Church .................................................................... 1 Current Performance ................................................................................................................... 2 Strategic Posture ......................................................................................................................... 3 Section 2: Corporate Governance .................................................................................................. 3 Board of Directors....................................................................................................................... 3 Leadership ................................................................................................................................... 4 Section 3: External Environment Analysis .................................................................................... 5 General (societal) Environment .................................................................................................. 5 Industry Specific (task) Environment ......................................................................................... 6 Summary of External Factors/Trends ......................................................................................... 7 Section 4: Internal Environment Analysis ...................................................................................... 8 Corporate Structure ..................................................................................................................... 8 Corporate Culture........................................................................................................................ 9 Corporate Resources, Competencies and Capabilities................................................................ 9 Marketing ................................................................................................................................ 9 Finance .................................................................................................................................. 10 Human Resources ................................................................................................................. 11 Leadership ............................................................................................................................. 11 Information Systems ............................................................................................................. 12 Assets & Operations ............................................................................................................. 12 Summary of Internal Factors .................................................................................................... 13 Section 5. Analysis of Strategic Factors ...................................................................................... 14 Situational Analysis .................................................................................................................. 14 Review of Mission and Objectives ........................................................................................... 14 Section 6. Strategy Formulation: ................................................................................................. 15 Strategic Alternatives ................................................................................................................ 15 Strategic Choice(s) .................................................................................................................... 16 Section 7. Strategy Implementation ............................................................................................. 19 Organizational Mission ............................................................................................................. 19 Organizational Vision ............................................................................................................... 19 Goals ......................................................................................................................................... 20 Section 8. Strategic Evaluation & Control ................................................................................... 24 iv
  5. 5. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 List of Appendices Appendix A: SWOT Analysis Appendix B: External Factor Analysis Summary/EFAS Table (O,T) Appendix C: Scanned External Environment Trends Chart Appendix D: External Environment Trend Plot Appendix E: Competitor(s) Analysis Chart Appendix F: Internal Factor Analysis Summary/IFAS Table (S,W) Appendix G: Internal Environment Value Chain Appendix H: Summary of Strengths & Weaknesses of Selected Organizational Subsystems Appendix I: Strategic Factor Analysis Summary/SFAS Table (S,W,O,T) Appendix J: Stakeholder Interview Guide Appendix K: SPACE Matrix/Adaptive Strategy Formulation and SPACE Matrix Chart Appendix L: Hierarchy of Strategic Alternatives Appendix M: Strategy Formulation Analysis Summary Appendix N: Proposed Strategic Plan, Implementation Strategy, and Review Schedule v
  6. 6. May 12, 2009 NEW HOPE FAMILY CENTER STRATEGIC PLAN Section 1: The Current Situation History and Background of the New Hope Church The New Hope Apostolic Church was established in Worcester in September of 2002 initially as a small bible group. Since that time, it has grown continuously and now conducts services at 115 Dewey Street with 75 members and an average church attendance of 60. They are currently leasing the Dewey Street location and have renovated it to fit their needs, since arriving there in July of 2008. Pastor Kurt Geddis, his wife and his two sons, established the church with help and guidance from the parent church in Bloomfield, CT. They are now a fully member-funded organization. The parent church in Connecticut was also started by Kurt and his older brother Michael and currently has a membership of over 250. They also formed the Apostolic Fellowship of Churches organization and have locations in Springfield and Waterbury, MA; and small group starting in Henderson, NV. The church believes that they are obligated by God to not only “save souls,” but also to meet the needs of their communities. The pastor agreed to allow us to conduct this evaluation and to interview his members and leadership in order to help them formulate a strategic plan for a community center as an overall part of their ministry. The church embodies an approach unique to community centers. They seek to include the whole person in its programs and services and also have a vision that includes the body (physical and health needs), soul (spiritual needs), and mind (educational and psychological needs). They also believe that families help heal and unite communities and that the programs and services are not only for children, but also for the mothers, fathers, and 1
  7. 7. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 grandparents. Hence, the reason they would like to identify their community center as a “family center”. At this point in time, the New Hope Family Center is all but a vision for the New Hope Apostolic Church, so this endeavor relates specifically to a family church yearning to serve their community. Current Performance Since the Family Center does not currently exist, we chose to evaluate the performance of the Church as our initial approach. There are no full-time staff dedicated to the Church, and all revenue is generated from membership church collections. The pastor also maintains a full-time job as a construction supervisor rehabilitating buildings. He does receive some salary from the church, but the majority of the collection is allocated to the costs of maintaining the building and other church-related expenses. The congregation itself is comprised of individuals from all walks of life and includes many professionals and skilled laborers. A clinician, licensed electrician, healthcare managers and other members all volunteer and contribute regularly to the Church. All demolition and rehabilitation of their current location was done through volunteer work. Over the course of seven years, the church has done tremendously well in terms of growth and acquisition of space for planned future endeavors. They are also very efficient with the limited resources at their disposal. “With strong leadership and willing people”, They strongly feel as though they are ready to seriously consider what it would take to do more for the community through social services. 2
  8. 8. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 Strategic Posture Prior to being approached by the strategic management team, the New Hope Church was actively evaluating different approaches to getting a community center off the ground. With their leadership working full time and concurrently running the church, they were extremely receptive to our offer to develop a strategic plan. Additional resources, such as legal and leadership guidance, are available through the Connecticut site. Section 2: Corporate Governance Board of Directors The Church’s Board is currently comprised three members: the pastor, a deacon and an elder. They make decisions collectively on behalf of the congregation. Some of the interviewees did express that “there wasn’t adequate and consistent communication from the board”. It is clear from the interviews that the pastor is the leader and has the final word on all matters. The elder lives in Connecticut and travels to all the church meetings. He was previously affiliated with the church in Connecticut. The deacon was traveling from Worcester to Connecticut before they established the site in Worcester. As it turns out, the branch in Worcester initially began in the Pastor’s living room as a Bible study. The current leadership is unquestionably dedicated to the overall mission of the church, as well as its potential expansion to a family center and consistently “makes sound decisions in the best interest of the people”. The current mission statement seems to have been established and agreed upon by leadership: 3
  9. 9. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 “to heal and unite each community, one family at a time, through services that enrich the whole person; body, soul, and mind”. Although a formal vision statement has not yet been constructed, either for the Church or the Family Center, through our evaluation we have been able to construct a suggestion: “It is the vision of the New Hope Family Center to become the guiding beacon of Christian Family services throughout Central Massachusetts”. The recommendation of the team is to utilize these principles, and to include other talented members of the congregation to expand the Board to a group of seven. We would also recommend the formation of an advisory panel comprised of local community and business leaders as the endeavor moves forward. Leadership The single most consistent response to what members felt the greatest strength of the Church is resides in Pastor Kurt Geddis. He is “extremely charismatic” and “compassionate”, “a true leader”. He is absolutely dedicated to the Church and its members. The associate pastor is his son, Jammie who is also very well respected throughout the congregation. Elder Hooker is the senior member of the leadership team and offers continuous spiritual guidance to the pastor, his family, and the Church as a whole. Mrs. Geddis is also held in very high regard and is fondly referred to as “mother Geddis.” These factors embody the loving and caring nature of the Church’s leadership. “They really do care about each and every member of the congregation.” This culture is readily transferrable to that of a family or community center. The third member of the Board is Deacon Jon Dyer, a founding member of the Worcester location. Interviewees noted that the Board “fosters a healthy relationship where everyone has a chance to speak and all have an equal voice.” 4
  10. 10. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 Section 3: External Environment Analysis General (societal) Environment Completion of a SWOT Analysis (Appendix A) allowed us to identify those factors which will likely contribute to the planning, initiation, and ultimate success of the New Hope Church’s proposed venture to establish a community/family center. It is unlikely that the New Hope Church would find many individuals in the Worcester community that would debate the benefits of establishing a new community/family center. Additionally, it was expressed on multiple occasions during the interviews that church leaders and parishioners strongly believe that establishing the community center “is the right thing to do”. Beyond these factors, there are also some potential major barriers that may hinder the initiation of this endeavor and many of these are specific to the external environment. The state of our nation’s economy is of primary concern, as one interviewee noted “right now the economy is failing”. The perpetuation of one of the worst economic climates we have encountered in history has affected everyone in one way or another and the New Hope Church would not be immune to the rippling effects. Members of the Church consistently expressed concern about “a lack of overall resources”, including revenue. The sole source of income for the Church is currently parishioners’ donations collected during weekly services. Although access to the organization’s financial records was limited, an in-depth analysis is not necessary to speculate that member donations will likely decrease, if they have not already done so. The lack of diverse resources, financial support, and multiple income sources will likely plague the congregation for the near future. Leadership must take this into account when establishing timelines for project development, especially the identification of a launch date. 5
  11. 11. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 Industry Specific (task) Environment There is no question that New Hope Church would be facing some strong competition from other local community centers. Within a 10-20 mile radius, there are at least four youth/community centers that have been serving the city for a relatively long time. They are well established, recognized, and most have access to multiple resources and sources of income. Appendix E provides a brief overview of the key competitors along with perceived strengths and weaknesses. A key differentiator for the New Hope Church is the faith-based focus which may ultimately attract a different clientele. Pastor Geddis as well as other parishioners have expressed their goal “to establish an organization which will target not only children and adolescents, but also families as a whole”. In order to take advantage of this factor, a comprehensive marketing plan would have to be established prior to embarking on the development of a new family/community center to target those likely to participate. This should include extensive discussions with key community leaders to garner support and to spread the word. Another potential advantage relative to competitors is the lack of consistency in program offerings. Although there are four distinct community centers in the area, they all vary a great deal in the programs offered. A few of these organizations also charge for membership and/or participation in programs/events. Whether or not New Hope Church wants to pursue a similar or different model will also have to be established before moving forward. With limited access to resources and capital already, this approach should be carefully evaluated and the pros and cons discussed in detail. Regardless of the decision, it will be essential to seek additional sources of 6
  12. 12. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 revenue for both the Church as well as the community/family center, as the likelihood of success will be strongly dependent on this factor in both the short-term as well as the long-term. Summary of External Factors/Trends The External Factor Analysis Summary (Appendix B) further defines the opportunities and threats previously identified through the SWOT analysis. Based upon the interviews it was identified that their location, the established need of a family center in the community and organizations strong devotion were all identified as potential opportunities. Additionally the global economy, a relative lack of financial support, dependence on parishioners as the only source of revenue and the Church’s focused beliefs were all identified as potential threats. Each opportunity and threat was weighted and rated for evaluation purposes. Based on our weighted rankings of the identified opportunities and threats facing New Hope Church, their final weighted score was 2.69, suggesting below-average response to key environmental factors. The Scanned External Environmental Trends Chart (Appendix C) further highlights those key trends likely to continue as the Church moves forward on this endeavor. It is important to note that most of these trends are projected to have a moderate to high impact on the proposed initiative. Specifically, diminishing donations, grants, and gifts due to a sluggish and unpredictable economy, increasing operating costs for most organizations, and relatively moderate rates of crime in the local area were noted as high impact – high probability. 7
  13. 13. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 Section 4: Internal Environment Analysis Corporate Structure Pastor Kurt Geddis, his wife and two sons relocated from Connecticut to Worcester seven years ago to found the New Hope Apostolic Church. As mentioned previously, the Pastor’s family participates in the overall operations of the Church. Although the Church is currently a self-funded entity, the parent Church in Bloomfield, Connecticut perpetually offers guidance and also funding was provided in the initial establishment of the Worcester site. Deacon Jon Dyer also contributed to the founding of the New Hope Apostolic Church-Worcester, hosting a regular bible study in his living room. Prior to this time, he routinely traveled from Worcester to Connecticut to attend service at the parent Church. As outlined previously, Elder Elisha Hooker, another senior member of the leadership team, provides spiritual guidance to the Pastor and his wife and is also a member of the parent Church in Connecticut. The Pastor, Deacon Dyer, and Elder Hooker serve as the unofficial Board for the New Hope Apostolic Church-Worcester. Although these individuals make all of the decisions for the congregation, “the Pastor has the final word”. All three men are dedicated to the mission of the Church and the creation of a community/family center. The members of the congregation are “comfortable” and “confident” in the leadership of the Board. It is felt that the Board, the Pastor in particular, is “dedicated to the Church and its members”. Although it is felt that the decisions made by the Board are consistently sound and parallel with the mission of the Church some individuals feel as though there is not consistent and adequate communication. Currently there is no Board or official leadership team in place for the community/family center. Although some congregation members have been identified as potential leaders by the 8
  14. 14. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 Pastor, no definitive appointments have been made. There have not been any discussions regarding a potential cooperate structure for the community/family center. Corporate Culture The culture of the New Hope Apostolic Church-Worcester is described as “welcoming”. The leadership team and congregation as a whole are loving/caring people who foster a family atmosphere. The leadership team and congregation are united in their beliefs and their support of the Church mission. The overall culture is the primary reason for the desire to open a community/family center. Everyone that was interviewed expressed their belief that the idea of a family/community center “is in line with the mission of the Church”. No issues relative to the culture of the Church were identified. Additionally, the culture of the Church lends itself to that of a community center. It was noted during some of the interviews that the beliefs of the Church “could not be compromised” in the creation and/or maintenance of the community/family center or by its potential users. This demonstrates their passion but may also potentially impede the development process and ultimately limit users. Corporate Resources, Competencies and Capabilities Marketing The Church currently has limited financial resources with no marketing budget. A few examples of marketing campaigns were identified during the interview process, but they are small in scope and relatively infrequent. Information about the Church is typically spread 9
  15. 15. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 through word of mouth. They do not currently have a web site, although video clips of their services have been posted on the internet through YouTube. No other media/multimedia outlets have been utilized and no articles written about the organization have been published in any media that we were able to identify. Even with the limited marketing programs, the Church has grown steadily since its inception. In order for the Church to grow further, become recognized by the community/local government, and to create the infrastructure necessary to build a community/family center, a more strategic and focused marketing plan will need to be developed and implemented. Finance Lack of finances was identified during the interview process as a major limitation of the Church. Currently the Church does not receive any funding from local or federal government organizations. The Church’s primary source of income is donations from the congregation (~$4,000 a month). They are collected every Sunday during the service. The donations from the first four Sundays of each month support the Church’s rent and operating costs, including temperature control (~$3,000 - $4,000 per month depending on the time of year). The donations from the fifth Sunday of each month (when applicable) are utilized to support the Pastor’s salary. The funds collected every fifth Sunday does not adequately cover the Geddis’ family’s personal expenses, requiring him to maintain an additional full-time job. Interviewees agreed that “the Pastor needs to receive the funds that would allow him to oversee the Ministry full time”. The Church is solely run on the services of volunteers. The Church has applied for at least one grant which they were unfortunately not awarded. The limitation of funding would obviously provide 10
  16. 16. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 some tremendous challenges in establishing a new organization. Although the center could be run by volunteers in a similar fashion to the Church, funds would be necessary to obtain and potentially renovate a new location. Human Resources Being run entirely by volunteers, there is no human resources department within the organization. If funds were to be allocated to the hiring of additional full-time employees, it would be have to be agreed upon by the Board. No specific concerns were raised in the interviews concerning the lack of an official human resources department. If a human resources department was not able to be financially supported in the proposed community/family center this organization structure may have to be applied. Leadership The Pastor, Deccan Dyer and Elder Hooker make up the Board of the New Hope Apostolic Church-Worcester. This group listens to and receives input from the other members of the congregation. The relationship between the Pastor and the other Board members is one that is described as “cooperative” and “respectful”. Ultimately the Pastor is the final decision maker. The leadership is able to maintain the respect and admiration of the congregation and has grown the Church from a small bible study to a group of ~75. No issues with leadership were identified during the interview process, as the vast majority of people interviewed viewed the leadership as “exceptional”. This would have to be evaluated prior to applying the same structure to the 11
  17. 17. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 family/community center, as this small group may not be able to adequately manage two organizations efficiently. Information Systems The Church has four computers for the congregation to use, but they are out-dated. With limited financial resources, the Church is not able to hire a full time information technology person. The Church is dependent on members of the congregation to maintain and occasionally fix the computers they have. With a vision of a computer lab in the community/family center, more computers with updated capabilities would need to be obtained. Assets & Operations The New Hope Apostolic Church-Worcester is currently renting their 115 Dewey Street location. Members of the congregation initially volunteered their time and services to renovate the building to meet their needs. The current location provides them the space necessary to host services as well as some community programs. Interviewees expressed a general concern related to crime and vandalism in the area. However, this issue was also noted as a potential positive, as the demographics of the community suggest potential benefit from the establishment of a community/family center. Ideally the organization would like to purchase a building in the immediate area, close to the current location. The facilities would then have adequate room for church services as well as the community/family center. 12
  18. 18. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 Summary of Internal Factors A community/family center is currently a vision for the New Hope Apostolic ChurchWorcester. The leadership team of the Church has done a tremendous job in establishing a loving and welcoming culture that is embraced by the congregation as a whole. The members of the organization are unified in their beliefs and dedicated to their cause. Since its establishment, the Church has grown steadily, a fact that is attributed to the leadership of the Pastor. The major concern for the Church is finance. This limitation impacts current resources as well as the programs they can run above and beyond church services. The Church currently rents a building in Worcester and is seeking to purchase additional property close to the current location. To date, no potential sources of funding have been suggested or identified to support the new venture. The Internal Factor Analysis Summary (Appendix F) further defines the strengths and weaknesses previously identified through the SWOT analysis. Based upon the interviews it was identified that their unity, passion, leadership and overall loving/caring environment are strengths. Additionally finances, organization/strategy, parishioner and leadership time restraints and marketing were all identified as weakness. Each strength and weakness was weighted and rated for evaluation purposes. Based on our weighted rankings of the identified strengths and weaknesses of New Hope Church, their final weighted score was 3.175, suggesting a slightly above-average internal environment. 13
  19. 19. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 Section 5. Analysis of Strategic Factors Situational Analysis As discussed previously and highlighted in the appendices, the New Hope Church scores a 3.175 for the internal analysis and a 2.69 for the external analysis. Organizations are considered average with a score of 3.0. This suggests that the Church reacts in an average to above average manner relative to internal factors, while they are below average in regards to their reactions to environmental change. This is not a surprising find, as one could assume that many faith-based organizations will score similar numbers. They tend to have very strong beliefs and are very dedicated to their parishioners. The foundation for a strong and successful organization is present, but an expanded internal and external evaluation along with a focused development plan needs to be conducted in order to be successful in the long-term. Review of Mission and Objectives Unfortunately a formal mission statement and concrete objectives for this new project have not yet been established. This precludes our team from making an accurate assessment as well as recommendations regarding these factors. Before the second phase of this project is due, we will work with New Hope Church to establish these key organizational attributes. 14
  20. 20. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 Section 6. Strategy Formulation: Alternatives & Recommended Strategy(ies) Strategic Alternatives From a simplified perspective, the development of strategy seeks to answer the question “how are we going to get to where we want to go?” This can be a resource and time intensive activity, so it is essential that the organization first identify the types of strategy that will most efficiently utilize its current resources, competencies, and capabilities. As outlined in Appendix L, strategic alternatives/decisions can be classified into five categories: directional, adaptive, market entry, positioning, and implementation. All organizations need to begin with directional strategies before moving to the next level – a well designed and focused mission and vision statement along with a listing of values should be the foundation of every organization. Without them, and unless your employees understand them, the likelihood of success is relatively low. As outlined in the table, each type of strategy is sequential and will provide a structured, wellproven, and tested method that will allow an organization to continuously perform at or above standards and enhance longevity. No single category holds any more weight than another, so all must be adequately addressed before moving on to the next level. Through collaboration with our Professor, Dr. David Jordan, we have drafted a mission and vision statement based on our discussions, interviews, and interactions with both leadership and members of the New Hope Church. We encourage the Church to evaluate, discuss, and amend them to ensure that they capture what they need to. Once a defined list of values has also been created and agreed upon, the organization’s directional strategy will have been solidified. 15
  21. 21. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 The next phase of developing an organizational strategy involves evaluating and selecting the appropriate adaptive strategy that will increase the likelihood of further success. There are three options to consider: expansion, contraction, or stabilization. Through our evaluation of the Church’s current status and their goal to establish a new family center, we suggest that the Parish consider expanding, specifically in the areas of market and product development. Our team felt as though New Hope Church needed to differentiate themselves from potential competitors in order to ultimately attract citizens to the new facility. In essence, the New Hope Church’s Family Center will likely have to identify their “niche” in the community, as there are currently multiple long-standing and respected community centers already present. Developing and executing a marketing plan along with program collateral (ex. flyers, website) for the Church, and eventually the family center will help to communicate what those key “differentiators” are. This will also augment communication efforts, generate interest, and ultimately foster program participation. As you move across the page on Appendix L, you will see that we have clearly marked those approaches that we speculate will be most likely to perpetuate growth and expansion through the establishment of the new family center. Strategic Choice(s) There are multiple methods of identifying the optimal strategic direction for an organization. Appendix K outlines one such approach, commonly referred to as the SPACE (Strategic Position and Action Evaluation) Matrix. The tool itself evaluates factors specific to four domains within an organization: industry strength, environmental stability, competitive advantage, and financial strength. Under each domain, there are several organizational factors that are rated on a scale from 0-6. Once these factors have been rated based on the team’s 16
  22. 22. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 analysis, the values are averaged for each of the four domains. Those averages are then plotted and connected on a matrix chart (see last section of Appendix K). The resulting shape suggests an appropriate strategic approach for the organization. The resulting polygon shape suggests that a primary defensive position should be established but the opportunity to be somewhat competitive exists. It is once again important to note that financial strength and environmental stability are two key potential factors that could have a very strong influence on continued growth. Unfortunately the stability of the environment is not within our control but the likelihood of continued prosperity is enhanced with a strong financial structure. It is essential that the Church begin immediately identifying, evaluating, and acquiring (if appropriate) additional sources of revenue. These resources should be used to stabilize the Church, allow development to commence on the family center, and eventually be utilized to sustain and support the operations of both organizations. The team has completed its review and evaluation of strategic factors as they relate to the New Hope Church. We have identified strengths, weaknesses, opportunities, and threats which likely to be influential in the Church’s ability to begin development on the family center. Integrating this analysis into our evaluation of the Church’s resources, capabilities, and competencies, the team is confident that the New Hope Church will someday be successful in realizing their vision. The first, and arguably the most essential step, is solidifying the organization’s mission and vision statements and drafting a list of values to support those statements. Doing so will strengthen the Church to the degree that it will be ready to move forward on the development of the family center. A new mission and vision statement should ultimately be developed for the family center. The same or similar values can be used for both organizations, although that topic should be discussed at length before making the final decision. 17
  23. 23. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 As mentioned previously, internal expansion is the adaptive strategy that seems most appropriate at this time based on our analysis. The primary focus of these efforts should be the development of a formal marketing plan along with collateral materials (ex. flyers, website). Once these efforts have continued for an adequate period (as determined by leadership), the organization should begin to evaluate potential market entry strategies. Devoting a great deal of time, effort, and resources to internal development is essential in order to solidify the organization and prepare them to commence development on the family center. Once it has been decided to commence work on the initiative, positioning strategies should be identified in order to secure participation from the community in the family center’s programs, services, and events. Focusing primarily on the direct market segment, the Church should identify, compare and contrast, and select methods of focus and differentiation for the family center. This will require an expanded and comprehensive analysis of other organizations that are considered potential competitors to the family center. The team has identified some of those organizations through our preliminary analysis and has observed relatively major variations in operations between each establishment. This includes, but is not limited to, program offerings, charging of member/participation/program fees, audiences/age ranges served, resources, organizational status (ex. 501(c)(3) designation), and degree of involvement with the local community. All of these factors, as well as other key organizational aspects must be evaluated and compared in depth in order to ultimately identify what the family center’s focus will be as well as how it will differentiate itself from other community centers. As the day approaches when the doors to the new family center open, effective implementation strategies must be in place to maintain the momentum created through the overall process of developing the ideal strategy. Our analysis suggests that an organization-wide initiative that focuses on and perpetually evaluates culture, 18
  24. 24. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 structure, leadership, operations, and ethics/social responsibility will contribute dramatically to the prosperity of both organizations. Section 7. Strategy Implementation As outlined in Appendix H, the New Hope Church possesses multiple internal strengths that enhance the likelihood of the successful establishment of a new family center in Worcester. With strong and charismatic leadership and a supportive group of parishioners, they possess a solid foundation on which to expand. The team’s proposed strategic plan, along with implementation strategies, and a review schedule is outlined in Appendix N. The draft mission and vision statements should be the first items addressed before moving forward. The current drafts are as follows: Organizational Mission To heal and unite each community, one family at a time, through services that enrich the whole person; body, spirit, and mind… Organizational Vision It is the vision of the New Hope Family Center to become the guiding beacon of Christian family services throughout central Massachusetts. 19
  25. 25. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 Again, it is essential to determine if similar/same statements will be utilized for both the Family Center and the Church. This should be addressed as soon as possible to ensure that the goals and objectives of each organization are well defined. The remaining goals are listed below and further expanded upon with staffing, supervision, and timeframe requirements outlined: Goals 1. Finalize the Mission and Vision for the New Hope Family Center 2. Decide on whether or not to pursue 501(c)(3) status for Family Center 3. Develop a service delivery plan 4. Utilize current resources for development of Family Center programs 5. Form an operations committee to address relevant sub-system issues 6. Cultivate partnerships and collaborations 7. Form a Family Center Board Directors and Advisory Board Goal #1: Finalize the Mission and Vision for the New Hope Family Center The primary objective of this goal is to solidify the goals and objectives of both the Church and the Family Center. Decisions need to be made concerning whether or not these mission and vision statements should be the same or different for the two organizations. It is our recommendation that they be different, although the values pertaining to the two organizations can be the same or similar. The suggested approach to completing this task is to convene key stakeholders within the organization (likely the leadership team) to review, finalize, and approve the Family Center and the Church’s mission and vision and to articulate core values of the organization(s). The mission and vision statements define the direction of the organization. Our 20
  26. 26. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 plan includes draft mission and vision statements that have been developed in collaboration directly with the Pastor and Church team members, but should ultimately be reviewed by major stakeholders and possibly parishioners, to ensure that the final product is reflective of the overall goals and objectives of this project as well as those of the Church. It is essential to keep in mind that the creation of these statements is not adequate in ensuring that parishioners understand the goals and objectives of the organization. It is the responsibility of leadership to “spread the word” and to communicate these statements across the organization. This can be done during services, passed out on flyers, or displayed on posters. It is also valuable to include these statements on marketing materials. Goal #2: Decide on whether or not to pursue 501(c)(3) status for Family Center As commented upon in multiple sections, the organization needs to immediately seek additional sources of revenue in order to solidify the financial status of the Church and to be able to commence development of the Family Center. Convene Church Board and get advice from Bloomfield Church to discuss advantages of making the Family Center a separate 501 (c) (3) organization. One potential strategy for the Church is to establish themselves as a 501(c)(3) organization through the Internal Revenue Service (IRS). This will enable the Church/Family Center to solicit funding from the community and to apply for additional federal grants. It will also enhance marketing efforts as a non-profit organization. Should the Church decide to pursue this option, they should initiate the process by filling out Form 1023 available through the IRS’ website. 21
  27. 27. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 Goal #3: Develop a service delivery plan When considering expansion in any form, it is often helpful to draft a formal service delivery plan. Formation of a committee to research and develop this plan, and to guide them in the process of developing new programs and services, is also suggested. There are many potential methods of completing this task including use of the internet to collect key information, conducting neighborhood surveys, and seeking grants – all will help to clarify community needs. Investigating government funding will also indicate what the perceived need is and what programs need to be developed. This exercise is essential before commencing the development of marketing materials for current and future services. Goal #4: Utilize current resources for development of family center programs It is quite obvious that current Church members are a key aspect to maintaining efficient operations. It is also quite obvious that leadership will need to continue to utilize these resources when the Family Center becomes a reality. There are also likely talents/skills that have yet to be identified within the current membership. It may be a good start to survey current members of the church to see if there are talents and skills that they would be willing to offer. For example, if there are currently members with training in martial arts, New Hope should consider offering classes on a weekly basis. This will not only get programs started in parallel to getting nonprofit status, but also give exposure to the Dewey Street location. The Church could also consider charging for these programs to generate additional revenue. 22
  28. 28. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 Goal #5: Form an Operations Committee to address sub-system issues There are multiple issues that must be addressed in both the short and long-term. Election of members from within the Church based on their skills to manage growth committee for each of these essential sub-systems will be helpful. The areas are finance, human resources, physical plant, technology, and marketing. Obviously if there are individuals within the parish with training in these areas, they would be ideal to lead/serve the committee. The Church could also consider evaluating outside participation for these committees, as current membership numbers may not be adequate to serve all of these committees. Engaging volunteer groups such as Americorp and the Urban League could be one such approach. Goal #6: Cultivate Partnerships and Collaborations Engaging the community more actively will have multiple benefits, especially as it relates to the Family Center. Attaining “buy-in” from community leaders and citizens will increase visits and interest in the Family Center and ultimately, program participation. A suggested initial approach to completing this task would be to utilize the facility by inviting external organizations to conduct seminars that address neighborhood needs. Offering a variety of programs will also attract a diverse clientele. By contacting health and social service agencies and offering them the opportunity to use the building for seminars addressing community needs, this will establish partnerships that may be beneficial as development of the Family Center commences. 23
  29. 29. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 Goal #7: Form a Family Center Board of Directors and Advisory Board Forming a separate Board of Directors for Family Center will ensure that the goals and objectives of both the Church and the Family Center are adequately addressed. Having only one Board may detract focus from one or both organizations, leading to inadequate performance. Regardless of who leadership chooses for these positions, there needs to be an educational process to train and inform members what the responsibilities are for a board member. Formation of an Advisory Board for the Family Center with external professionals and neighborhood leaders will ensure that programs are offered that meet the needs of the community. The Advisory Board doesn’t necessarily need to meet as often as the Board, but should be designed to help the Center through utilization of external resources. It should be comprised of influential and beneficial members that will perpetually provide resources to the Center. This also provides an effective system of checks and balances that can review Center’s direction and strategy. Section 8. Strategic Evaluation & Control At the end of each goal listed in Appendix N, you will notice a line for “person(s) responsible” and “review date”. It is just as essential to monitor, perpetually change, and report results related to your strategic plan as it is to build it. A suitable individual should be assigned to each task and required to report to the Board of Directors and/or the Advisory Panel at regular, pre-defined intervals. Additional objectives measures should also be identified which will be important to report, including financials, program enrollment, etc. It cannot be emphasized enough that the strategic plan should be considered a “living” and “fluid” document – it should be regularly reviewed, evaluated, and if necessary, altered to ensure continued success. 24
  30. 30. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 APPENDIX A SWOT Analysis 25
  31. 31. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 Strengths, Weaknesses, Opportunities & Threats SWOT Analysis Strengths S1 – Loving/caring (6) S2 – Unity (3) S3 – Passion (3) S4 – Pastor leadership (3) S5 – Location (inner city) S6 – Diversity S7 – Experience serving as male role models S8 – Ability to affect peoples life’s S9 – Willingness of parishioners to help S10 – Ability to come together for betterment of community S11 – Resiliency S12 – Ability to effectively convey messages S13 – “Hands-on” approach S14 – Noble & selfless intentions Opportunities O1 – Spiritual focus O2 – Location O3 – Have a strong group capable of making the Center a reality O4 – Foundations O5 – Established need O6 – Creating community center from the ground up Weaknesses W1 – Finances (6) W2 – Organization/strategy (5) W3 – Time restraints (4) W4 – Not well known (2) W5 – Lack of/access to resources W6 – Consistency W7 – Pastor still has to work full time W8 – Not working together consistently W9 – Not utilizing resources to “reach out” Threats T1 – Weak global, national, state, and local economy T2 – Finances (2) T3 – Restrictions due to religious beliefs T4 – Fear of change T5 – Incomplete understanding of community needs T6 – Lack of initiative to establish a new venture T7 – Key players have acquired complacency T8 – Minimal capital T9 – Unemployment rate is high T10 – Crime rate in targeted area T11 – Spiritual threats 26
  32. 32. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 APPENDIX B External Factor Analysis Summary/EFAS Table 27
  33. 33. May 12, 2009 NEW HOPE FAMILY CENTER STRATEGIC PLAN External Environment Analysis Summary (EFAS Table) External Factors Opportunities: 1 O1: Spiritual focus O2: Location O3: Strong core group O4: Strong core foundations O5: Established need O6: Opportunity to create new organization from the ground up Threats: T1: Global economy T2: Finances T3: Focused beliefs T4: Fear of change T5: Inadequate evaluation of community needs T6: Lack of incentives to take on a new project Total Scores: Weight Rating Weighted Score 2 3 Comments 5 4 0.05 0.10 0.08 0.05 0.10 0.02 4 4 3 3 3 1 0.20 0.40 0.24 0.15 0.30 0.02 Beliefs may encourage participation. Inner city with diverse population. Devoted to their beliefs. Faith-based focus. Inner city population. Will proactively provide opportunity to create efficient program. 0.15 0.20 0.08 0.05 0.02 2 3 2 2 1 0.30 0.60 0.16 0.10 0.02 Relative lack of financial support. Parishioners only source of revenue. May present inflexibility. 0.10 2 0.20 Members may not see personal benefit. 1.00 Not clear if project is viable. 2.69 Note: 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. 28 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.
  34. 34. May 12, 2009 NEW HOPE FAMILY CENTER STRATEGIC PLAN APPENDIX C Scanned External Environment Trends Chart 29
  35. 35. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 Scanned External Environment Trends Chart Forecasted Trend Significance Code Trend Status Area(s) 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 community-based support programs. Current & Future SocioCultural/ Moderate – High ET4 Strong relationships between faith-based organizations and the community. Current & Future SocioCultural/ 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 SocioCultural/ Economic Moderate 30
  36. 36. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 APPENDIX D External Environment Trend Plot 31
  37. 37. May 12, 2009 NEW HOPE FAMILY CENTER STRATEGIC PLAN External Environment Analysis Trend Plot 10 High Impact/ Low Probability Impact on the Organization ET3, ET4 Low Impact/ Low Probability ET1: Diminishing donations, grants, and gifts due to flagging economy. High Impact/ High Probability ET2: Increasing operating costs for most organizations. ET6: Relatively moderate rates of crime in local area. ET1, ET2, ET6 Low Impact/ High Probability ET5 0 10 Probability of Trend Continuing Source: Duncan, Ginter, & Swayne (1998) 32
  38. 38. May 12, 2009 NEW HOPE FAMILY CENTER STRATEGIC PLAN APPENDIX E Competitor(s) Analysis Chart 33
  39. 39. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 Competitor(s) Analysis Chart Competitor Name 1. Salvation Army 640 Main Street Strengths - - 2. YMCA 766 Main Street - - 3. Worcester Youth Center 326 Chandler Street - Weaknesses Reputation for strong community relations & support Recognized name/brand Access to resources Strong support on multiple levels - Reputation for strong community relations & support Recognized name/brand Access to resources - Visually pleasing facility Youth-based Well established in the community Strong support from public Ability to access federal funds - - - - - Not well known for community center programs Perceived as an organization that only helps the poor Distance from south Worcester Program costs Perceived by many as a “gym” or “workout” facility Limited program offerings Limited program offerings Focused on youth 4. Henry Lee Willis Community Center 65 King Street - Longevity Community relations Strong reputation Focused and well developed strategic plan - Relies a great deal on government support 5. Boys and Girls Club of Worcester 65 Tainter Street - Reputation for strong community relations & support Recognized name/brand Access to resources - Strong financial support from public Inability to access government funds - - 34
  40. 40. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 APPENDIX F Internal Factor Analysis Summary/IFAS Table 35
  41. 41. May 12, 2009 NEW HOPE FAMILY CENTER STRATEGIC PLAN Internal Environment Analysis Summary (IFAS Table) Internal Factors Strengths: Weight 1 Rating 2 Weighted Score 3 Comments 4 S1: Loving/caring 0.125 4 0.5 S2: Unity 0.125 4 0.5 S3: Passion 0.075 5 0.375 S4: Pastor/leadership 0.075 4 0.3 W1: Finances 0.25 2 0.5 W2: Organization/strategy W3: Time restraints 0.2 0.1 3 3 0.6 0.3 W4: Not well known 0.05 2 0.1 5 Welcoming group willing to help/aid those in need. Unity provides the organization the strength needed to help the community. Passionate about their beliefs and the impact they can have on the community. Able to reach people. Founded and built the church to where it is today. Weaknesses: Total Scores: 1.00 Funding is mostly based on tithe’s/offerings. Not sufficient, requiring the Pastor to work full time. Currently, unable to purchase property. People are not always working in sync. Time is limited and people have conflicting schedules. Increased exposure could result in more members and opportunities in the community. 3.175 Note: 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. 36 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.
  42. 42. May 12, 2009 NEW HOPE FAMILY CENTER STRATEGIC PLAN APPENDIX G Internal Environment Value Chain 37
  43. 43. May 12, 2009 NEW HOPE FAMILY CENTER STRATEGIC PLAN Internal Environmental Analysis Value Chain Service Delivery PRE-SERVICE Market Research Target Market Pricing Promotion Branding POINT-OF-SERVICE Service/Product Quality Marketing - Satisfaction - Market Development - Penetration - Enhancement - Differentiation AFTER-SERVICE Follow-up - Service/product Quality - Marketing Billing Enhancement ORGANIZATION CULTURE Shared Assumptions Shared Values Behavioral Norms Support Activities ORGANIZATION STRUCTURE Matrix Function Division Financial Human Resources STRATEGIC RESOURCES Physical Plant Technology Marketing Source: Adapted from Michael E. Porter, Competitive Advantage: Creating and Sustaining Superior Performance. New York: Free Press, 1985, p.37. 38
  44. 44. May 12, 2009 NEW HOPE FAMILY CENTER STRATEGIC PLAN APPENDIX H Summary of Internal Strengths & Weaknesses for Selected Organizational Subsystems 39
  45. 45. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 Summary of Internal Strengths/Weaknesses of Selected Subsystems Marketing Subsystems: + Videos of services posted on the internet. - Mostly simple marketing; primarily of mouth. Financial Capabilities: + Have been able to obtain enough resources to slowly grow the church. Are able to rent current location. - Do not have the financial stability to support the Pastor fulltime. Finances are mostly based on donations from members. Constantly seeking donations, grants, and other revenue streams. Human Resource Objectives: Not applicable. There is no full time staff, organization is dependent on volunteers. Finances do not support the Pastor who must maintain an additional job. Leadership/Management Competencies: + Leadership is strong, having grown the church significantly since its founding seven years ago. The members are committed to the leadership and their vision. - No defined Board for tentative community center. Information Systems: + Own a few (3-4) computers for use by the organization. - Number of computers is small and they are dated. Strategic Supports (assets and operations): + Currently have a consistent location. - Do not own current location, renting. Limited resources. 40
  46. 46. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 APPENDIX I Strategic Factors Analysis Summary/SFAS Table 41
  47. 47. May 12, 2009 NEW HOPE FAMILY CENTER STRATEGIC PLAN Strategic Factors Analysis Summary (SFAS Table) Strategic Factors Weight Rating Weighted Score 1 2 3 Duration S I L Comments 4 6 S8 & S9: Giving nature 0.20 3 0.60 X S5 & O5: Community need 0.25 3 0.75 X W1 & T1: Financial Resources 0.4 2 0.80 X T5: Incomplete evaluation of community needs 0.15 2 0.30 X Total Scores: 1.00 Cannot underestimate the benefits on being a faithbased organization. Well-established need for inner-city programs. X Relative lack of access; poor and unpredictable economy. Need to perform a more in-depth evaluation of community to identify key factors. 2.45 Note: 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. 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. 42
  48. 48. May 12, 2009 NEW HOPE FAMILY CENTER STRATEGIC PLAN APPENDIX J Stakeholder Interview Guide 43
  49. 49. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 Stakeholder Interview Guide Name of Case Study Organization: _________________________________________________ Address: ______________________________________________________________________ Individual Interviewed: ________________________________ Date: _____________________ 1. Please describe your primary relationship to the organization: a. b. c. d. e. Recipient of the organizations service or product (i.e. patron, client, customer, etc.) Funding or regulatory Staff/employee Governing or advisory board member Other: ________________________ 2. How long have you been associated with the organization? 3. Briefly describe the reason for your association. 4. What level of involvement do you have with the organization regarding decisions its strategic direction? __ None __ Very Little __ Some __ A good deal 5. How would you describe your relationship with the organization? __ Excellent __ Good __ Average __ Fair __ Less than desirable 6. What do you believe is the organization’s mission and to what degree do you feel the organization accomplishes their mission? 7. What do you believe should be the organization’s “vision of the future” over the next 5-10 years? 44
  50. 50. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 8. What do you believe should be the organization’s broad goals over the next 2-5 years as a means toward reaching this vision? 9. In your opinion, has the organization been successful in achieving its past strategic goals? 10. What do you believe are the most significant strengths of the organization? Its most significant weaknesses? 11. Do you feel the organization is positioned to take advantage of any competitive or environmental opportunities? 12. What organizational threats do you foresee? 13. How would you describe the “culture” of the organization? 14. On a scale of 1-5 (with 5 being “exceptional” and 1 being “needs improvement”) how would you rate the current leadership of the organization? 15. Please rank the following organizational subsystems on a scale of 1-5 with 5 being “exceptional” and 1 being “lacking”. a. b. c. d. e. f. Marketing: _____ Information Systems: _____ Human Resources: _____ Leadership: _____ Strategic Supports (facilities, equipment, operations, etc.): _____ Finances: _____ 16. Please elaborate on any of the above subsystems you gave either a 5 (exceptional) or a 1 (lacking). 17. What, if any, is your opinion on the overall Board Governance of the organization? 18. Do you foresee any broad societal or industry specific trends that may have either a positive or negative impact on the organization (i.e. political trends, socio-cultural trends, economic trends, technological trends, etc.)? Please elaborate and why? 19. Who would you identify as this organization’s most significant competitors, and do you believe are their strengths and weaknesses? 20. What suggestions, concerns, or comments would you offer – if given the opportunity – the leadership of the organization? 45
  51. 51. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 APPENDIX K SPACE Matrix/Adaptive Strategy Formulation and SPACE Matrix Chart 46
  52. 52. May 12, 2009 NEW HOPE FAMILY CENTER STRATEGIC PLAN SPACE Matrix Evaluation Factors (Adaptive Strategy Direction) • 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 0 1 2 3 4 5 6 0 1 2 3 4 5 6 0 1 2 3 4 5 6 0 1 2 3 4 5 6 0 1 2 3 4 5 6 0 1 2 3 4 5 6 High High High High Low High (customers, competitors, stakeholders, satisfaction, etc.) Average Score = 2.83 • Factors Determining Environmental Stability: • • • • • Competitive pressures Barriers to entry into market Rate of inflation Technological changes Overall societal forces High Few High Many Imbalanced 0 1 2 3 4 5 6 0 1 2 3 4 5 6 0 1 2 3 4 5 6 0 1 2 3 4 5 6 0 1 2 3 4 5 6 Low Many Low Few Balanced (i.e. sociocultural, economic, political/legal, technological) Average Score – 6 = -2.8 47
  53. 53. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 SPACE Matrix Evaluation Factors (Adaptive Strategy Direction) • Factors Determining Competitive Advantage: • • • • • • Market share Product quality Costumer loyalty Competitors strengths Competitors weaknesses Technological know-how Small Inferior Low Few Few Low 0 1 2 3 4 5 6 0 1 2 3 4 5 6 0 1 2 3 4 5 6 0 1 2 3 4 5 6 0 1 2 3 4 5 6 0 1 2 3 4 5 6 Large Superior High Many Many High Average Score – 6 = -2.83 • 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 Low Low High High Difficult Low 0 1 2 3 4 5 6 0 1 2 3 4 5 6 0 1 2 3 4 5 6 0 1 2 3 4 5 6 0 1 2 3 4 5 6 0 1 2 3 4 5 6 (i.e. Endowment, fund balance, etc.) Average Score = 1.5 Source: Adapted from Ginter, Swayne & Duncan (1998) 48 High High Low Low Easy High
  54. 54. May 12, 2009 NEW HOPE FAMILY CENTER STRATEGIC PLAN SPACE Matrix (Strategic Position and Evaluation) Financial Strength 6 5 4 3 2 (1.5) Competitive Advantage -6 (-2.83) -5 -4 -3 1 -2 -1 -1 Industry Strength 1 2 3 4 5 6 (2.83) -2 DEFENSIVE Defensive (-2.8) -3 COMPETITIVE -4 -5 -6 Environmental Stability 49 Source: Ginter, Swayne & Duncan (1998)
  55. 55. May 12, 2009 NEW HOPE FAMILY CENTER STRATEGIC PLAN APPENDIX L Hierarchy of Strategic Alternatives 50
  56. 56. May 12, 2009 NEW HOPE FAMILY CENTER STRATEGIC PLAN Hierarchy of Strategic Decisions and Alternatives Directional Strategies Adaptive Strategies Market Entry Strategies Positioning Strategies Implementation Strategies • Mission • Expansion • Purchase • Marketwide • Functional - Diversification • Values - Cost Leadership - Marketing - Vertical Integration - Licensing - Differentiation - IS - Market Development • Vision - Acquisition - Venture Capital - Product Development • Cooperation - Penetration • Contraction - Merger - Alliance - Divestiture - Joint Venture - Liquidation • Market Segment - Human Resources - Finance - Focus/ • Organization-wide Cost Leadership - Culture - Focus/ - Structure Differentiation • Development - Leadership - Operations - Harvesting - Internal Development - Retrenchment - Internal Venture - Ethics/ Social Responsibility • Stabilization • Service Delivery - Enhancement - Pre-Service - Status Quo - Point-of-Service - After-Service Source: Adapted from Ginter, Swayne & Duncan (2004) 51
  57. 57. May 12, 2009 NEW HOPE FAMILY CENTER STRATEGIC PLAN APPENDIX M Strategy Formulation Analysis Summary 52
  58. 58. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 Strategy Formulation Analysis Adaptive Strategy Code Market Entry Strategy Positioning Strategy This is a directional strategy Internal/ Development n/a Expansion Internal/ Development Internal/ Development Marketing/ Development Product/ Development n/a Focus/ Differentiation Focus/ Differentiation Development/ Cooperation Internal/ Development Focus/ Differentiation Focus/ Differentiation Strategic Goal SG1 SG2 SG3 SG4 SG5 SG6 SG7 Finalize the Mission and Vision for the New Hope Family Center Decide on 501 (c) 3 Status for Center Form Committees for each Sub-System Develop Service Delivery Plan Utilize Current Resources for programs Cultivate Partnerships and Collaborations Form Board Directors for Center and Advisory Board Expansion Expansion Expansion Expansion Expansion n/a 53
  59. 59. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 APPENDIX N Proposed Strategic Plan, Implementation Strategy, and Review Schedule for the New Hope Family Center 54
  60. 60. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 Strategic Plan for the New Hope Family Center June 2009 to June 2012 Organizational Mission To heal and unite each community, one family at a time, through services that enrich the whole person; body, soul, and mind. Organizational Vision It is the vision of the New Hope Family Center to become the guiding beacon of Christian Family services throughout Central Massachusetts Goal #1 Finalize the Mission and Vision for the New Hope Family Center Objective #1: Convene stakeholders to review and finalize and approve the Family Center’s mission and vision, and articulate core values of the organization. Implementation Strategy: The mission and vision statement set the direction of the organization. This plan includes recommended new mission and vision statements that have been developed in collaboration directly with the Pastor and Church team members, but should ultimately be reviewed by major stakeholders to ensure that the final product is reflective of the overall goals and objectives of this project as well as those of the Church. 55
  61. 61. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 Person(s) Responsible: _Kut Geddis_ Review Date: ___June 2009_____ Functional/Organization-Wide Strategies Required of Goal #1: - Marketing: Disseminate updated and approved mission, vision, and values statement. - Leadership: Board needs to be involved in setting/reaffirming direction for the organization and approving new mission and vision statements. - Organizational Culture: Unity of understanding among members and board about the Center’s mission and vision should have a powerful and positive impact on culture by encouraging deeper investment in the organization’s purpose and path. Goal #2 Decide on whether or not to pursue 501(c)(3) status for Family Center i Objective #2: Convene Church Board and get advice from Bloomfield Church to discuss advantages of making the Family Center a separate 501 (c) (3) organization. Implementation Strategy: Form 1023 from the IRS is the beginning of the process. Person(s) Responsible: _Kut Geddis_ Review Date: ___June 2009_____ Functional/Organization-Wide Strategies Required of Goal #2: 56
  62. 62. NEW HOPE FAMILY CENTER STRATEGIC PLAN - May 12, 2009 Finance: Having a 501 (c) (3) status will enable the Center to solicit funds from the community and also apply for government grants. - Marketing: Having a 501 (c) (3) status will enable Center to market itself as a recognized not for profit organization. - Organizational Structure/Culture: The guidelines and requirements necessary to get 501 (c) (3) status will give the Center a template to use for organizational structure and culture. Goal #3 Develop a service delivery plan Objective #3: Form a committee to research and develop service delivery plan to guide in the process of developing programs and services. Implementation Strategy: Using the internet, neighborhood surveys, and current grants available will help determine the community needs. Investigating government funding will also indicate what the perceived need is and what programs need to be developed. Functional/Organization-Wide Strategies Required of Goal #3: - Finance: Government Grants are available to Faith Based Organizations, but they are specific to certain programs. The committee can form new programs based on these available grants. 57
  63. 63. NEW HOPE FAMILY CENTER STRATEGIC PLAN - May 12, 2009 Marketing: Once a service delivery program plan is developed marketing material needs to be created. - IT: This might be one of the key elements to funding. Person(s) Responsible: ___Brenda Geddis, Ron Dyer, & Teresa Geddis__ Review Date: ____July 2009____ Goal #4 Utilize current resources for development of family center programs Objective #4: Create a process for allowing members to use facility for programs. Implementation Strategy: Survey current members of the church to see if there are talents and skills that they can offer and provide utilizing the building. This will not only get programs started in parallel to getting nonprofit status, but also give exposure to the Dewey Street location. Functional/Organization-Wide Strategies Required of Goal #4: - Finance: Volunteer programs that utilize the building will have very low overhead costs. - Marketing: Volunteers can promote their own programs Person(s) Responsible: _______Board of Directors_____________ Review Date: ___August 2009______ Goal #5 Form an Operations Committee to address sub-system issues 58
  64. 64. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 Objective #5: Elect members from within the Church based on their skills to manage growth committee for each sub-system; Financial, Human Resources, Physical Plant, Technology and Marketing Implementation Strategy: Selecting volunteers to manage these sub-systems based on their personal talents and meeting together to discuss aspects of each system can be a training ground for board elections. Functional/Organization-Wide Strategies Required of Goal #5: - Finance: Finance Volunteer will be responsible for researching funding opportunities. - Marketing: Marketing Volunteer will be responsible for organizing program development and developing strategy. - IT: IT Volunteer will be responsible for all IT-related issues - Human Resources: Volunteer will be responsible for looking into staffing for programs and also engaging Americorp, Urban League, and other volunteer organizations. - Organizational Culture: Volunteerism is essential to the success of the Family Center and these volunteer positions might become paid positions. - Organizational Structure: These volunteers might also become Board Members. 59
  65. 65. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 Person(s) Responsible: _Kut Geddis_ Review Date: ___June 2009_____ Goal #6 Cultivate Partnerships and Collaborations Objective #6: Utilize the facility by inviting external organizations to conduct seminars that address neighborhood needs. Implementation Strategy: contacting health and social service agencies and offering them the opportunity to use the building for seminars addressing community needs. This will create partnerships and exposure to the Center. Functional/Organization-Wide Strategies Required of Goal #6: - Marketing: There are community concerns that other organizations might be willing to collaborate with Center to conduct seminars. The Center can help with flyers to blanket surrounding neighborhood. This will expose the Center and also might lead to partnerships with these organizations. Person(s) Responsible: ______Brenda Geddis__ Goal #7 Review Date: ____August 2009____ Form a Family Center Board of Directors and Advisory Board Objective #7a: Form a separate Board of Directors for Family Center Implementation Strategy: In goal 5 these committee members can become Board members. There needs to be an education process to train and inform 60
  66. 66. NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12, 2009 members what the responsibilities are for a board member. This goal should not be considered until the above goals are met. Objective #7b: Form an Advisory Board for Family Center with external professionals and neighborhood leaders. Implementation Strategy: The Advisory Board doesn’t meet as often as the BOD, but is designed to help the Center through external resources. It should be made up of influential and beneficial members that will provide resources to the Center. This is also a good check and balance system that can review Center’s direction and strategy. The Advisory Board should not be created until above goals are met. Functional/Organization-Wide Strategies Required of Goal #7: - Leadership: Having a strong diverse internal Board and Advisory Board is essential to the longevity of the Family Center Endeavor. - Ethical/Social Implications: The Church has very strong faith and commitment to their doctrine. Once the Family Center is created it still will remain a faith based organization, but should serve the community without discrimination. Person(s) Responsible: _Kut Geddis_ Review Date: ___TBD_____ 61

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