New hope family center strategic plan 2009 2011

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

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.

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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.
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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

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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

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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
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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.

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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:
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“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.”
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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.
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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

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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.

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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
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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
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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
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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
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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.

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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.

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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.

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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.

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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
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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.
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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,
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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.

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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


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.

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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.

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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.

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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


May 12,
2009

APPENDIX A
SWOT Analysis

25


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


May 12,
2009

APPENDIX B
External Factor Analysis Summary/EFAS Table

27

May 12,
2009


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.

May 12,
2009


APPENDIX C
Scanned External Environment Trends Chart

29


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


May 12,
2009

APPENDIX D
External Environment Trend Plot

31

May 12,
2009


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

May 12,
2009


APPENDIX E
Competitor(s) Analysis Chart

33


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

-

support
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

-

support
Access to resources

-

Strong financial
support from public
Inability to access
government funds

-

-

34


May 12,
2009

APPENDIX F
Internal Factor Analysis Summary/IFAS Table

35

May 12,
2009


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

strategic position.
36

May 12,
2009


APPENDIX G
Internal Environment Value Chain

37

May 12,
2009


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

May 12,
2009


APPENDIX H
Summary of Internal Strengths & Weaknesses
for Selected Organizational Subsystems

39


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


May 12,
2009

APPENDIX I
Strategic Factors Analysis Summary/SFAS Table

41

May 12,
2009


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

strategic position.
42

May 12,
2009


APPENDIX J
Stakeholder Interview Guide

43


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?
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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


May 12,
2009

APPENDIX K
SPACE Matrix/Adaptive Strategy Formulation
and
SPACE Matrix Chart

46

May 12,
2009


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


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

May 12,
2009


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)

May 12,
2009


APPENDIX L
Hierarchy of Strategic Alternatives

50

May 12,
2009


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

May 12,
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APPENDIX M
Strategy Formulation Analysis Summary

52


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


May 12,
2009

APPENDIX N
Proposed Strategic Plan, Implementation Strategy, and Review Schedule
for the
New Hope Family Center

54


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


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.


56


-

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.


-

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

-

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.

-

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
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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.


-

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


May 12,
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.

-

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
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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.


-

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

New hope family center strategic plan 2009 2011

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