strategic plan two year review metro atlanta
DESCRIPTION
An organizational assessment conducted by The Salvation Army in 2007 gave the Army an opportunity to hear from our key stakeholders. The result was a three year strategic plan for transformational change. Two years later we took a look at the successes, challenges and future of our plan.TRANSCRIPT
Divisional Program Divisional Program Review Review
PresentationPresentation
METRO ATLANTA AREA COMMAND
Camp GrandviewFebruary 20, 2010
Major James SeilerMajor James SeilerAtlanta Area CommanderAtlanta Area Commander
and
Major Karol SeilerMajor Karol SeilerCoordinator of Women’s MinistriesCoordinator of Women’s Ministries
METRO ATLANTA AREA COMMAND
3
AGENDAWhere We’ve Been
Organizational Assessment
Where We Are Now
Where We Are Going
Summary
4
2006 Area Command Footprint
6 Counties
Fastest population growth rate in the country – Roughly 890,000 people
Growing number of nonprofits moving operations to Metro Atlanta
WHERE WE’VE BEEN
5
Management
General Secretary and DWMS served as CEO of MAAC and COO of Georgia Division
Shared office space and staff with DHQ
One area or other received insufficient attention
WHERE WE’VE BEEN
6
Infrastructure Needs
Red Shield– expansion and renovation
Kroc Center– new community building and programs
Properties– maintenance and upkeep challenges
Replacement of Fulton Boys & Girls Club
WHERE WE’VE BEEN
7
Asking The Tough QuestionsFocus group interview and survey participants– 137 Advisory Board, Council and Community Leaders
– 149 Salvation Army Employees
Questions: strength, weakness, threats and obstacles in– Management efficiency
– Communication
– Community perceptions
– Leadership satisfaction
– Teamwork
ORGANIZATIONAL ASSESSMENT
8
Findings
Five areas of Transformational Change
– Executive Leadership
– Board Development
– Program
– Management
– Development
ORGANIZATIONAL ASSESSMENT
9
Leadership Turnover
41% of respondents listed Leadership Turnover as one of The Army’s three most critical issues
– “Extremely disruptive to the operation…”
– “This changing Leadership has to stop. Stability at the top becomes even more critical if we are going to do things better and right.” Four Divisional Commanders and four General
Secretaries in ten years
ORGANIZATIONAL ASSESSMENT
10
ProgramsThe Army does everything “a mile wide and an inch deep…”
The organization has been slow to respond to developing outcome measurements
Program quality has been affected by inadequate funding
“Historically, The Army hasn’t felt the need to collaborate”
ORGANIZATIONAL ASSESSMENT
11
Management“We need to look at The Army’s operations from a business standpoint.”
Absence of HR Director, employee orientation and training opportunities listed as critical issues
Respondents questioned whether The Army has the necessary technology to support program delivery
ORGANIZATIONAL ASSESSMENT
12
Development78% of those interviewed listed development as one of top three critical issues The Army must address
“They need to properly staff the Development Office - they constantly have to do triage and chase fires.”
Donor database: is in shambles
Lack of emphasis on donor services– “We have to do a better job of the care and feeding of
our supporters.”
“If you ask people, ‘What does The Army do in Atlanta’, they would be hard pressed to tell you.”
Increase emphasis on communication
ORGANIZATIONAL ASSESSMENT
13
Board DevelopmentAdvisory Board members need orientation program– “As a Board Member, I’m uneducated as to how the staff,
leadership and The Army function.”
Board needs more diversity in gender, age, racial balance and industry representation
Army leaders need to present opportunities that will ignite board members’ passions and provide meaningful work– “If you want to engage leaders, then give them a sense of
an ability to influence outcomes.”
ORGANIZATIONAL ASSESSMENT
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It was time
for Transformational Change
In 2007, we began a
Strategic Planning ProcessStrategic Planning Process
Jim LynchJim LynchExecutive Director / COOExecutive Director / COO
METRO ATLANTA AREA COMMAND
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13 Counties
5 Million People
8th Largest Metro in US
$51,482 Average Annual Income
11 Fortune 500 HQ
7500 Non-profits now in Metro area
Centralized Headquarters
WHERE WE ARE NOW
2010 Area Command Footprint
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Metro Atlanta Area Command
Chief Operating
Officer
Director of Management Services
Director of Programs
Director of Developme
nt
Atlanta Atlanta Area Area
CommandCommanderer CoordinatoCoordinato
r of r of Women’s Women’s MinistriesMinistries
WHERE WE ARE NOW
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Metro Atlanta Regional Services
Sets broad outcomes and standards of efficiency and holds regions accountable
Defines areas of standardization and identifies economies of scale
Coordinates fundraising
Maintains brand integrity
Assists in leadership development
WHERE WE ARE NOW
19
Metro Atlanta Regional Services
Balances accountability and empowerment according to the needs and performance of the regions.
Assists the region in strengthening weak areas, i.e., fundraising, programming, etc.
WHERE WE ARE NOW
20
New Regional Structure
WHERE WE ARE NOW
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WHERE WE ARE NOW
22
Enterprise Framework Model
Designed to be a continuum– Perpetually rejuvenating, invigorating,
reinventing
Sequential in design
Collaborative to be wholly successful
Practical, not theoretical
Sustainable and renewable
WHERE WE ARE NOW
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Enterprise Framework ModelENVISIONThink strategically Set a visionary destinationThink inventivelyGenerate imaginative ideasThink creativelyPioneer new ideasBrainstorm
DESIGNAnalyze situations Define clear policiesDefine detailed objectivesPlanning budgetsEstablish performance measuresJudging performance objectivelyMaking decisions by the number
OPERATEBuilding personal relationshipsWorking in teamsCoaching othersSupporting othersRelating to peopleCommunicatingChanging spontaneously
BUILDStandard ProcessesStep-by-step proceduresImportant projectsIntegrated programsProven methodsPractical solutionsRoles and responsibilities
Source: Reinvent Your Enterprise by Jack Bergstrand
WHERE WE ARE NOW
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A Continuum in Practice
ENTERPRISE
Envi
sion D
esign
Build
Operate
WHERE WE ARE NOW
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Road Block
OPERATE
STRATEGIC PLAN
DESIGN
cut expenses
BUILD reduce staff
Elusive Funds
WHERE WE ARE NOW
MAAC
2007 - 2009
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Envi
sion D
esign
Build
Operate
WHERE WE ARE NOW
Janet TharpJanet TharpDirector of ProgramsDirector of Programs
PROGRAM SERVICES
WHERE WE ARE GOING
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Transformation of DeliveryCategorization of Programs (Components)
Auditing of Programs
Program Standards
Program Budgeting
Collaborations between Corps and Local Communities
WHERE WE ARE GOING
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7 Components DevelopedChurch / Corps
Shelter
Recovery
Financial Emergency Services
Youth
Outreach and Education
Elderly Services
WHERE WE ARE GOING
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Program Activities: Corps Example (Lawrenceville)
Program ComponentProgram Component CorpsCorps ShelterShelter RecoveryRecovery FESFES YouthYouth OutreacOutreach /Ed.h /Ed.
Elderly Elderly ServicesServices
Home Sweet Home X
FES X
Character Building X
After School Youth X
Conservatory X
Youth Worship X
Adult Worship X
Outreach/Ed/Weekly X
Special Events XCommunity Care Min. X
WHERE WE ARE GOING
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Program Standards Task Force
Objective– To develop program standards that align
all programs with The Salvation Army Mission.
Programs must include:– Program Objectives
– Measurable Outcomes
– Be integrated with other programs
WHERE WE ARE GOING
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Budgets
Budgets for each major activity will be based upon:
– Direct Costs
– Indirect Costs
– Funding opportunities
WHERE WE ARE GOING
33
Corps Collaborations
Established and New
Collaborations already developed
– AARP
– Publix
Necessary to accomplish program Goals
WHERE WE ARE GOING
34
SuccessesExpansion of Financial Emergency Services to two additional Corps locations
Quarterly caseworker continuing education workshops
Expansion of standardized social service programs
– Red Shield Family Program
– Home Sweet Home Rapid Re-Housing
Redesigned food distribution system
Additional funding for direct assistance
WHERE WE ARE GOING
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Opportunities
Young Mothers Outreach
Youth Services
Elderly Services
Recovery
Outcome Measurements
WHERE WE ARE GOING
Chris DurandChris DurandDirector of Management Director of Management
ServicesServices
MANAGEMENT SERVICES
WHERE WE ARE GOING
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Areas of Management Services
Budget and Finance
Property
Purchasing and Procurement
Human Resources
Information Technology
WHERE WE ARE GOING
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Budget and FinanceStrong Budget and Finance Committee
Program driven / quality programming
Interactive process for program review and funding
Financial training
WHERE WE ARE GOING
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PropertyStrong Property Committee
Creation of “facility maintenance support department”
Fleet Vehicles
Service Vendor Management
Capital Project Management
WHERE WE ARE GOING
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Purchasing & Procurement
Strong Purchasing & Procurement Committee
Creation of Purchasing & Procurement Department
Determine and define vendor relationships
WHERE WE ARE GOING
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Human ResourcesStrong Human Resources Committee
Creation of “best practices” HR department
Ensure salaries competitive
Create strong employee communication program
Training and career development
Implement consistent employee orientation
WHERE WE ARE GOING
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Informational TechnologyStrong IT Committee
Creation of IT Organization Infrastructure
Expand network to 13 county metro region
Development of IT Standard Operating Procedures
Enhance training
WHERE WE ARE GOING
Major James SeilerMajor James SeilerAtlanta Area CommanderAtlanta Area Commander
DEVELOPMENT
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Development Focus FY10 by Source Major Gifts7%
Corporations5%
Foundations13%
Individuals75%
2010 Development Objectives
WHERE WE ARE GOING
$14 Million GOAL$14 Million GOAL
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First Priority
HIREDEVELOPMENT
DIRECTOR
WHERE WE ARE GOING
46
2010 Strategies
Individual Giving
– Greater Advisory Board involvement
– Introducing “Lunch with Friends”
– Second year of William Booth Society
– Support of DHQ Resource Development Team
WHERE WE ARE GOING
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2010 Strategies
Organizational Giving
– Focus on public and private funding in all regions
Corporate and Community Relations
– Focus on strengthening relationships and funding with community and corporate partners
WHERE WE ARE GOING
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2010 Strategies
Planned Giving– Introducing . . .
a special recognition a special recognition program for Planned program for Planned
Giving donorsGiving donors
WHERE WE ARE GOING
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2010 StrategiesCommunications:– Utilize an active communications sub-
committee
– Develop a comprehensive communication plan
– Implement a program to communicate effectively the Army's program outcomes and stewardship efforts
– Ensure internal audiences are equipped to address communications needs
WHERE WE ARE GOING
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2010 StrategiesDonor Care:– Command test site for Inter-Change
– Stewardship program that includes personally handwritten notes by Area Commander
WHERE WE ARE GOING
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SuccessesUrgent Needs Campaign: May – Sep 2009– Raised $2.3 million
Impactful Media Exposure– Georgia Trend magazine – AJC article on Red Shield raised awareness and dollars
William Booth Society– 97 charter members renewed their giving – 84 new donors qualify for membership
Direct Mail– 85% donor retention rate achieved in 2009
WHERE WE ARE GOING
Jim LynchJim Lynch
METRO ATLANTA AREA COMMAND
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Summary
Meeting the Challenges
Organizing to serve the community
Staffing to meet needs
Doing the most good
WHERE ARE WE GOING