2012 11 10_concinnity_strategic_presentation_st_stephen
TRANSCRIPT
Strategic Planning
Working with God to build on the past and create the
future!Presentation by
Bobbi Bilnoski & Vin HoeyConcinnity NetworkNovember 10, 2012
1Concinnity Network
Agenda
2Concinnity Network
12:30 IntroductionsPastor Fritz12:40 Process Overview (1-7)
Bobbi & All1:00 The Big Picture (8-16) Vin & All
• Five Important Questions (11)
1:30 Five Phases (17-36) Bobbi, Vin & All
• Who are your Stakeholders (20 & 21)• SWOT Analysis (25)• Measuring Success (35) • Process Road Map (36)
2:45 Strategic Communications (37-43) Vin & All
• Communications Pyramid (42)
3:20 Wrap-up (44-50) Bobbi & All4:00 Adjourn Bobbi, Vin All
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Leadership and Congregation Turnover
Growing Communications Media
Competition for Member Time Demand for Impact
Technology and Education Progress
Economic Challenges and Stress on Families
Causes over Organizations Less Denominational
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Disruptive Forces Impacting
Churches
Encouraging Givers to Become
Investors of Time, Talent & Treasure
What is Strategic Planning?
1. Where are you now?
3. How will you get there?
2. Where do you want to
go?
4
Strategic planning is the process of determining:
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Strategic Planning Process
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ASSESS the Current Environment
Where are we now?
SETStrategic Direction
Where are we going?
DEVELOP Strategies & Tactics
How will we
get there?
CREATEImplementation Work Plans
Who will do what
by when?
DETERMINE Evaluation
Process
How will we know we
are succeeding?
Strategic Thinking
Strategic Planning
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VISION
VALUESMISSION
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What is your Purpose?
Finding the Fit
Vision & Mission
Strengths &
Weaknesses
Opportunities &
Threats
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What are you capable of doing?
What do you hope to accomplish?
What is needed and feasible in your service area?
THEFIT
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TimelineConcinnity Network 8
Organizational Life Cycle
8
0
Tipping
Point
Grow or Die
Capture Your History
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5 Important Questions?
Future
Vision
WHO needs to be INVOLVED to be successful?
What factors will INFLUENCE the future?
When do you need to be READY?
How will you benefit from a strategic plan?
Why will people SUPPORT this plan?
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5 Important Questions Worksheet
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WHO needs to be INVOLVED to be successful?
WHAT factors will INFLUENCE the future of St. Stephens?
Exercise #1
Exercise #1
• Everybody (Length of membership – all age groups)
• Session• Staff
• Demographics of church community• Membership• Economic environment• Budget• Next to TCU• Facilities• Different values of members / visitors• Location• Finances• Culture of church• People
• Leadership group• Boards• Affinity groups• Members of the church
5 Important Questions Worksheet
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WHEN do you need to be READY with your plan for the future?
How will you BENEFIT from a strategic plan?
Why will people SUPPORT this plan?
Exercise #1
Exercise #1
• Assess Plan 2013, Ramp up 2014• Get started to leverage momentum of the capital campaign• Making leadership transitions go smooth by planning together• 1 yr adequate to include others• Not too quickly• Slow preparation / assessment and fast implementation
• Survival• Positive benefits and goals
• Procedure builds trust• People will be engaged in plan• Will meet congregational needs• Will benefit the church community• All will have opportunity to give input
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The Big Picture
1304/12/2023
Reach, Teach, and Serve the
Congregation & Community
Learn, and GrowSession • Staff
• Volunteers
Sound Financial Stewards
Operate Efficiently
Balanced Scorecard
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• A strategic measurement and management system that enables organizations to clarify strategic vision and strategy and translate them into action.
• When fully deployed, transforms strategic planning from an academic exercise into the nerve center of an organization.
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Internal OperationsWhat business processes must we excel at to achieve our vision?
• Record Keeping• Communications• Facilities• Grounds and Landscaping• Risk Management
STRATEGY
FINANCIALHow will we ensure value and financially sustain our future?• Total Revenue• Expenditures• Debt Management• Address Unfunded Liabilities• Capital Investments• Capital Improvements
CONGREGATION & COMMUNITY
What is our vision and mission & how will we serve our members?• Worship• Education• Discipleship• Outreach• Ministry• Engagement
LEARN & GROWHow can our leaders and staff change and improve?• Visionary Leadership• Professional Staff Development• Education and Training• Performance Evaluation• Volunteer Development
1. Serve the Congregation & Community
2. Be wise stewards of financial resources
4. Run efficient Internal Operations
3.Develop Leadership, session, staff, and volunteers.
Build a Balanced Scorecard
Balanced Scorecard
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4. Increased congregation satisfaction leads to better FINANCIAL results.
3. Improved work processes lead to increased CONGREGATION & COMMUNITY satisfaction.
2. Skilled and empowered employees and volunteers lead to improved INTERNAL processes.
1. Staff and volunteer LEARNING & development
is the foundation for all innovation and GROWTH.
Session/Staff Partnership
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Session Discerns Vision, Mission, Values & Direction
Pastor Leads Strategic Plan Development
Senior Leadership Links Operations to Strategy
Staff & Committees Implement the Plan
Strategic Planning Process Overview
Five Phases
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Assess Current Environment
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• Identify key stakeholders
• Conduct an internal assessment
• Assess the an external environment
• Interview key stakeholders and partners
• Define internal strengths and weakness
• Define external opportunities and threats
• Agree on strategic issues to address
ASSESS the Current Environmen
tWhere are
we now?
Estimated Time: 20 - 30 days
Key Focus Areas
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Financial Stewardship
Ministries & Programs
Internal Operations
Governance & Leadership
What Is a Stakeholder?Internal or
External
Key Decision Makers
Supporters
& Detractors
Experts Who Can
Help
Critical to Delivery Model
Those who will do the
work
People affected by decisions
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Surveys/Interviews/Focus GroupsSurveys Interviews
Focus Groups
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Decide &
Announce
Gather input from
individuals &
decide
Gather input from
team & decide
Delegate with
constraints
Consensus
If consensus is not reached,
fall back to levels below
Level of Involvement Required
Leve
l of
Ow
ners
hip
N
eed
ed
Levels of Involvement
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1. GoalsWhat core
need does this ministry
address and for whom?
2. ResourcesWhat must
this ministry have to function
well?3. ActivitiesWhat must we do to
achieve the desired results?
4. OutputsHow much
will we do for
how many people?
5. Outcomes
What difference does the
ministry make in lives or
community?
Ministry Logic Model
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Ministry Logic Model
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SWOT Analysis
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Strengths Weaknesses
Opportunities Threats
External
Internal
Strategic
Issues
Exercise #2
Exercise #2
SWOT Strengths
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• Friendly people• Inclusive intentionally• Involved community
leader• Givers gem• Outstanding worship
services• Educated members• Location• Youth programs• People• Lots of kids / child
friendly
Exercise #3
Exercise #3
• Building• Adult CE• Style of music• New leadership• Uncola – alternative /
unique • Traditional approach• History of community
activity and services• Strong ministers and
staff• Core clinics to check?• Mission & support
SWOT Weaknesses
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• Do we try to do too much?
• Facility limits flexibility• Not ADA compliant• TCU location – not
Presbyterian• Destination church• Nearby Presbyterian
churches• Declining membership
Exercise #3
Exercise #3
• Small congregation to support large plant
• Why more leaders are not at retreat
• Building large and expensive / old
• Madman vs. Modern Family
• Internal culture clash• Some feel evangelism
is the staff’s job
SWOT Opportunities
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• Urban location near TCU• Attracting students• Social media• Seats to fill in church (800)• Ministry marketing• Utilize the unfinished space in our building• Increase pledging
Exercise #3
Exercise #3
SWOT Threats
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• Economy• Endowment going down• Demise of organized
churches in the USA• Social media• TV Church• Younger generation doesn’t
value attendance but are active in groups
Exercise #3
Exercise #3
• TCU’s master plan could include our building and land
• Non-church goers• Mega churches• Decrease in pledges• “We’ve never done it like
that before.”• Fear of change
Financial Trend Analysis
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RatioGenerally Accepted
Standard200
82009 2010
2011
2012
Contribution Analysis
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2007 2008 2009 2010 2011 2012 Average
Total Dollars Given $3,967,216 $4,488,261 $4,335,951 $4,202,898 $4,504,996 $4,983,111 $4,413,739
Average Gift Given $1,766 $1,997 $1,893 $1,758 $1,897 $1,886 $1,866Indivuals Giving 2,247 2,247 2,291 2,391 2,375 2,642 2,366
Percent dollars given 0-$100 0.6% 0.4% 0.5% 0.7% 0.5% 0.6% 0.5% $101- $599 4.0% 3.8% 3.8% 4.1% 3.9% 4.0% 3.9% $600 - $999 3.8% 3.1% 3.3% 3.5% 3.3% 3.2% 3.4% $1,000 - $2,999 18.5% 18.1% 16.0% 17.7% 18.6% 16.2% 17.5% $3,000 - $5,999 24.1% 19.7% 20.3% 21.2% 22.2% 19.3% 21.1% $6,000 - $9,999 16.3% 16.9% 15.1% 17.0% 16.4% 15.7% 16.2% $10,000 - $15,999 14.0% 13.4% 13.7% 12.9% 12.5% 15.4% 13.7% $16,000 - $24,999 9.4% 11.1% 11.1% 9.4% 9.2% 10.1% 10.0% Over $25,000 9.3% 13.5% 16.2% 13.6% 13.5% 15.6% 13.6%
100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
Percent family units giving 0-$100 28.9% 26.3% 32.4% 33.0% 27.6% 31.0% 29.6% $101- $599 26.6% 28.2% 26.4% 26.2% 27.5% 27.7% 27.0% $600 - $999 8.8% 8.2% 8.2% 7.9% 8.0% 7.9% 8.2% $1,000 - $2,999 18.5% 19.7% 16.5% 17.0% 19.5% 17.0% 18.2% $3,000 - $5,999 10.1% 9.3% 9.1% 8.9% 10.0% 8.5% 9.5% $6,000 - $9,999 3.9% 4.5% 3.8% 4.0% 4.0% 3.9% 4.0% $10,000 - $15,999 2.0% 2.2% 2.1% 1.8% 1.9% 2.4% 2.0% $16,000 - $24,999 0.8% 1.2% 1.0% 0.8% 0.9% 1.0% 1.0% Over $25,000 0.4% 0.5% 0.5% 0.4% 0.5% 0.6% 0.5%
100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
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Set Strategic Direction
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• Present internal/external assessment
• Present stakeholder/partner feedback
• Build on strengths and address weaknesses
• Determine Vision, Mission, Core Values and Strategic Direction
• Develop strategic goals and objectives
• Agree on balanced scorecard indicators
SETStrategic Direction
Where are
we going?
Estimated Time:
5 - 7 days
Develop Strategies & Tactics
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• Create strategic programs and initiatives
• Design S.M.A.R.T. operational work plans (strategic, measurable, action based, realistic, and timely)
• Delegate objectives and action steps to council committees or staff
• Develop Performance Dashboard
DEVELOP Strategies
& Tactics
How will we get there?
Estimated Time: 15 - 25
days
Create Implementation Plans
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• Board approves Strategic Plan and performance indicators
• Create an Implementation Plan & Timeline
• Identify quarterly milestones and develop quarterly scorecards
• Design communication plans to introduce the strategic plan to staff and key partners
• Recognize stakeholders and participants for their participation
CREATEImplementation Plans
Who will do what
by when?
Estimated Time:
5 - 7 days
Determine Evaluation Process
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• Identify data needed for evaluation• Design the evaluation process• Develop evaluation instruments
(surveys, interviews, etc.) • Agree on an evaluation timeline• Determine presentation and report
format• Delegate responsibility for data
collection and evaluation process• Charter the evaluation team to
monitor and report strategic plan progress
DETERMINE
Evaluation Process
How will we know we are
succeeding?
Estimated Time:
5 - 7 days
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Key Performance Dashboard
Perspective Key Performance Indicators
Customer100% of curricula
updated by 8/2014.
one online class per quarter with a total of 7 launches
by 7/2014.
Conduct a Professional
Customer Needs Assessment
by 12/31/2012
Add 5 resource links per year for a
total of 15 resources listed by
July 2014.
95% customer satisfaction rate.
InternalOperations
100% of claims are resolved with 98%
collection rate.
Marketing Plan by 1/2013 and implement
strategies by 12/2013.
Complete facility upgrades
by 6/2015.
Establish a long-range technology plan by 06/2011
Conduct agency wide risk
assessment and recommendations
by 10/2014
Learning & Growth
100% of board members contribute financially
Refine and update 100% Board
Committee duties to accomplish the strategic plan by
2/2013.
95% Employee Retention Rate
Increase in volunteers hours
10% per year. Update HR Policies
by 10/2013
Financial10% incr. from
corps and 5% incr. from individuals by
12/31/2013
Meet commonly accepted nonprofit financial ratios by
3/31/2013
Evaluate money spent on
fundraising activities by
6/2013 )
Retain key staff and update policy and
procedures on program closures
by 5/2014
Increase grant proposals by 10%
annually
Significantly under Key Performance
Indicator
Did not meet Key Performance
Indicator
AchievedKey Performance
Indicator
Performance Dashboard
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June 14, 2012
MISSIONWhat we do to fulfill our purpose and realize our vision of success.
PURPOSEWhy we are here and
what we aspire to be in the future.
VISIONWhat we see as possible for others, for the community, and for the world.
Definition of success
VALUESWe honor core beliefs and principles in
all our decisions and actions.
CONGREGATION PERSPECTIVE
Be a top provider of quality services to satisfied, loyal members in our
geographic service area.
OPERATIONS PERSPECTIVEImprove internal core process
expertise andoperating infrastructure to support
growth.
FINANCIAL & DEVELOPMENT PERSPECTIVE
Provide a social return on investment to givers and ensure long-term
financial sustainability.
PEOPLE PERSPECTIVEDevelop the satisfaction, retention,
culture, and knowledge of the board, staff
and volunteers.
OUTREACH TO LOCAL COMMUNITY
Develop a distinct community image, clear message, and member
experience.
COMMUNICATIONS Promote a clear member/visitor
value proposition and engagement through integrated and responsive
communication strategies.
Community Identity
Balanced Scorecard
Dynamic Strategy & Communications Planning
How we achieve our vision of success!
Aspire
See
Do
Honor
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Measuring Success
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External
Results
Process
Relation-ships
Success
Process Road Map
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Integrate Communications &
Development
Member
Relationship
Visiting
Aware
Steward-ship
ASK for . . .
Time, talent, and gifts
Reach, Teach, and Serve
Outreach
Tithes and Offerings build relationships and resources
Church communications build relationships
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Engaged & Growing Congregation
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Assess communications of other entities
Align visual
identity
Recommend communications
strategies and plans
Develop unique attributes,
logo and tagline.
Inform decisions
with market research
Draft prioritizedmessages
Assess stakeholders’ point of view
Strategy DecisionsWho do you reach? How you are different? What are your results? What
you stand for?
Why trust you?
Who you are?
Support achievement of church mission and vision
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Strategic Communications Process
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1. Better Target – base actions on better identification and understanding of who we’re trying to reach
2. More Effectively Communicate – by ensuring that communications are focused, integrated, consistent and reinforced
3. Meet Deadlines – by following a process
4. Enable Prioritization – of actions to best utilize budget and time
5. Gain Engagement – of staff, committees and volunteers and congregation
Reach Communications Objectives – toward chosen strategic directionConcinnity Network
Why Plan Your Communications?
Events and
Speeches
Congregation Collateral
Online and Social Media
Pledge drives
Handouts
Viral marketing
Newspapers
Influencer marketing
TV and radio
Speaking opportunities
Website
Events
Presentations
Media Relations
Advertising
CongregationPresentations
Search engine optimization
Brochures
White papersBlogs
Sponsorships
Local publications
Media websites
Social networking
Media websites
Billboards and buses
Social enterprise
Direct mails
Thank-yous
Videos
Signage
Facebook ads
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Which media is most effective for
you?
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ThoughtLeadership
Partnerships
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Three Important Questions
1. Where are you now?
3. How will you get there?
2. Where do you want to go?
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Voice
Benefits
Solution
Attributes
BRAND VOICE: What do we want people to think of when they think of St. Stephen?
EMOTIONAL BENEFITS: What positive feelings does our ministry create (physical, social, ideological, psychological and spiritual)?FUNCTIONAL BENEFITS: How does our ministry help our visitors, members and the broader community? ATTRIBUTES: What human characteristics allow our church to build relationships and distinguish us?
BIG IDEA: Our core essence – what purpose do we serve?
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Commun-
icationsPyramid
Voice
Benefits
Solution
Attributes
BRAND VOICE:LeaderAll inclusiveExhibit kingdom of God
EMOTIONAL BENEFITS: Build spiritual leadership; Emotional support – safety and security; Acceptance; Bring your brain to church – intelligent approach.
FUNCTIONAL BENEFITS: Helps people discern their purpose; Helps people think; Reach out to homeless; L&G inclusive – important to identity, a real ministry.
ATTRIBUTES: Beauty – plant / worship services; History; Purpose; Identity; Honor tradition; Open to new ways; Intelligent approach to study / worship; Strategic not reactionary; Warm, welcoming spirit.
BIG IDEA: Safe Harbour for all people; Demonstrate the “Great Ends”purposes of the church
Concinnity Network 4848Exercise #6
Exercise #3
Commun-
icationsPyramid
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Our Church & Faith-based Experience
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• Passionate about our work with nonprofits and churches
• Experts in strategic planning, communications, marketing, market research, board services and program design
• Experienced with large/small-scale nonprofits, faith-based organizations and churches
• Thoughtful, cost-effective processes that are objective, strategic and engage key stakeholders
• Your session and staff team are engaged throughout the process to build your capability and help implement decisions
• Strong project leaders and process facilitators with a strong network of professionals
• Educators and mentors
• Christian, accountable, professional and trustworthy
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Why Bobbi & Vin are YOUR team!
Where are you now?
Assessment: Congregation, Ministries, Communications, Operations, Finances, Session, Staff, and Volunteers
Where are you going?
Strategic direction
Vision, mission and values
Alternative scenarios
Congregation market research
Target markets
Community position and attributes
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How will you get there?
Strategic Plan – goals, objectives and performance measures
Innovative strategies to create new opportunities
Strategic Communications Plan
Implementation roadmap and timeline
Implementation budget
Performance dashboard
Coaching and advice
Launch of strategic direction and engagement of all stakeholders
Advice on future implementation
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Our dynamic process will get you there!
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Which package is right for you?
Basic Strategic Planning Retreat
Client conducts and self-facilitates with forms and templates provided by consultant
• Self-assessment
• Implementation and evaluation planning
Basic Package.
$8,000
Called “Essential” because it provides the leadership with detailed, robust data and information to inform decisions during the strategic planning retreat. And it provides guidance/support for a successful implementation.Consultant coordinates: • Assessments• Logic model• Church
assessment/census• Comparison to other
orgs.• Financial assessment• Performance
dashboard• Communications plan• Implementation work
plans • Evaluation
process/timeline
Essential Package
$18,000
Essential package
PLUS:• More assessment
interviews/surveys
• Graphic recording of mission, vision & values
• Detailed 5-year financial ratio and trend analysis
• Staff logic model workshop
• Detailed operations review
• Additional communications strategy with tagline
• Visual identity system
• Coaching and direct assistance on communications implementation
Total Package
$28,000
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Bobbi Bilnoski
•Dallas, TX 15+ years in Comprehensive Strategic Planning, since 1995
•Core Competency of facilitating Multi-stakeholder Collaborations Change
•Clients include:
– Dallas Baptist Church Downtown Pregnancy Center
– Sky Ranch, Inc.
– Presbyterian Night Shelter
– Trinity Church and Trinity Christian School
– ACH child and family services
– Watermark Church
•15+ year affiliate consultant to the Center for Nonprofit Management
•Nonprofit Boards: Children’s Advocacy Centers of Texas, and Social Enterprise Alliance North Texas
Chapter
•DalMac Construction Company - 5 years, Facilitator of High Stakes construction projects, Chartering the
Project Team and Partnering Process
•Executive Director of the Interaction Institute for Social Change
•Program Director at Preservation Dallas – Empowering Communities
Principal Concinnity NetworkDallas, TX
Vin Hoey
• Strategic4sight Strategy Marketing and Communications consulting -- The Warren Center; Project Transformation; UNT Autism Center
• University of North Texas -- adjunct professor teaching Public Relations for Nonprofits
• Center for Nonprofit Management – lead new Nonprofit Marketing Certificate course
• United Way of Metropolitan Dallas, senior vice president of brand strategy and communications – reorganized and led brand team to develop donor communications, develop market research, create online and public relations opportunities, and manage events; formed volunteer leadership advisory committees and launched a broad volunteer engagement program
• Lifelong active church member (half of life a Presbyterian)– have served as an usher, Sunday School teacher, church board member, missions committee chair, pastor selection committee member, married small group participant, men’s group leader and youth group leader
• Long engaged in leadership of faith-based organizations, such as Project Transformation and Young Life
• Community Involvement – have provided significant volunteer leadership to a variety of local, national and international nonprofit organizations in various cities, chaired the boards of directors of six nonprofits, co-founded two agencies and led key initiatives
• ExxonMobil Chemical Company, global marketing communications manager for chemicals division – led market research and development of sales collateral, media relations, ads, websites and trade shows for 10 worldwide business units; positioned, branded and launched new products; spearheaded employee and community communications
• Board of Project Transformation, a faith-based education organization which is growing nationally; board of the Social Enterprise Alliance - North Texas Chapter which helps nonprofits build successful social enterprises; and a member of CEO Netweavers, an organization of CEOs and trusted service advisers who share a philosophy of servant leadership
• BA degree from DePauw University and an MBA from Carnegie Mellon University 54
Managing DirectorStrategic4sight, Inc.Dallas, TX
Concinnity Network
Bobbi Bilnoski (214) 293-8696 [email protected]
www.concinnitynetwork.net
Vin Hoey (214) 886-7962 [email protected]
www.strategic4sight.com
© Concinnity Network and Strategic4sight, Inc., October, 2012
con-CIN-a-tee: Harmonious arrangement of working parts
to each other and to a whole
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