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04/12/2023 1Concinnity Network
Strategic Planning
Building on the past. Creating the future!
Presented to:City of Coppell
Parks and Recreation Dept.
What’s in Your Crystal Ball?
04/12/2023 2Concinnity Network
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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The 5 W’s
Future
Vision
WHO needs to be INVOLVED to be successful?
WHAT factors will INFLUENCE the future?
WHEN do you need to be READY?
WHERE are you right NOW?
WHY will people SUPPORT this plan?`
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The Big Picture
6
VISION
VALUESMISSION
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What is your Purpose?
Finding the Fit
Vision & Mission
Strengths &
Weaknesses
Opportunities &
Threats
7
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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Organizational Life Cycle
8
0
Tipping
Point
Grow or Die
Timeline
Business Model
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Capture Your History
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Board/Staff Partnership
Board of Directors Set Vision, Mission, Values & Direction
Executive Director Leads Strategic Plan Development
Middle Managers Links Operations to Strategy
Front-line Staff Implements the Plan
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Strategic Planning Process
ASSESS the Current Environment
Where are we now?
SETStrategic DirectionWhere are we going?
DEVELOP Strategies & Tactics
How will we get there?
CREATEImplementation Work Plans
Who will do what
by when?
DETERMINE Evaluation
ProcessHow will we know we are succeeding?
Strategic Thinking
Strategic Planning
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Strategic Planning Process
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.
CUSTOMER PERSPECTIVE
Be a top provider of qualityservices to cusomters in our
geographic service area.
OPERATIONS PERSPECTIVE
Improve internal business processes,
and infrastructure to support growth.
FINANCIAL PERSPECTIVE Provide a social return to
donors and ensure long-term financial
sustainability.
LEARNING & GROWTH PERSPECTIVE
Develop a quality workforce ofboard, staff and volunteers.
Balanced Scorecard
Strategic Planning: The Big Picture
How we achieve our vision of success!
Aspire
See
Do
Honor
Measuring Success
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External
Results
Process
Relation-ships
Success
Process Road Map
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04/12/2023Footer Text 17
Strategic Planning Process Overview
Five Phases
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Assess Current Environment
• 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 Environment
Where are
we now?
Estimated Time: 20 - 30
days
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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•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
20
Decide and
Announce
Gather input from
individuals and decide
Gather input from
team and decide
Delegate with
constraints
ConsensusIf Consensus is not
reached, fallback to levels below
Level of Involvement Required
Leve
l of
Ow
ners
hip
N
eed
ed
Involvement in Decision-making
04/12/2023Concinnity Network 22
SWOT Analysis
Strengths Weaknesses
Opportunities Threats
External
Internal
Strategic
Issues
1. GoalsWhat core
need does this program
address and for whom?
2. ResourcesWhat must
this program 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
program make in lives or
community?
Program Logic Model
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Program Logic Model
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Program: Empowering FamiliesInputs Activities Outputs Outcomes
Human, Financial, Material, Space
Client Activities,and Events
# of Clients Served
Performance Metrics
Staff• 8 FTE (2 at partner agencies)• 2 PTE (1 at partner agency)• 12 Contact/1099• 2 Volunteers
This program is targeted at families in Tarrant County.
AA Level I:
• Outreach with marketing materials to potential clients, referring partner agencies, and the public.
AA Level III:
Couples, Individuals
• intake/assess. & Case Mgmt. Plan,
• 8-hour Marriage Relationship Education Skills Classes (MRESC) & boosters
• Financial Literacy
• Parenting Classes
• Job/Career Advancement Services (JCAS)
AA Level IV:
Engaged & Individuals
• 8-hour MRESC, & booster classes
AA Level V:
Legally Married Couples
• 8-hour MRESC & booster classes
AA Level I:
• Distribute 10,000 flyers/brochures per year
• Minimum of 10,000 contacts per year with social media
AA Level III:
• # of people completing MRESC w/ 75% completing Case Management Plan (CMP)
• CMP Year 1: 226
• CMP Year 2/3: 340)
• JCAS Year 1: 85
• JCAS Year 2/3: 125
AA Level IV
• # of people completing MRESC
• MRESC Year 1: 334
• MRESC Year 2/3: 500)
AA Level V:
• # of people completing
• MRESC Year 1: 80
• MRESC Year 2/3: 120
AA Level I:
• Yr 1-recruit/retain 640 ppl to III, IV or V
• Yr 2/3- recruit/retain 960 ppl to III, IV, or V
AA Level III:
• MRESC- 70% report increase in marital satisfaction/stability, 75% w/ maintained improvement;
• JCAS- 60% improve earning power,
• 50% with jobs after 4 months,
• 70% retain employment for minimum of 3 mos
AA Level IV
• 70% report increase in relationship satisfaction & stability, 75% w/ maintained improvement
AA Level V:
• 70% report an increase in marital satisfaction and stability,
• 75% with maintained improvement
Underlying theme in all areas:
Safety from Domestic Violence & Child Maltreatment & improved family self-sufficiency
Financial• 2012 Budget: $797,093• Sources: ACF Grant
Material• Staff business cards• Class material• Flyers, toolkit key chains• Printer/Supplies• Graphic software/scanner• Computers• Datalink, Assessing Parenting• Childcare / Food• Transportation gas cards, bus
passes, interpretation, • Incentives for milestones• EFP display at fairs
Space• 5 offices at TPC• 1 Class and 2 Conference Rooms at
TPC• Free space at Catholic Charities (2),
Arling Resource Ctr (1), One Safe Place (1), UNT HSC (3), St. John the Apostle UMC (1), Candletree Apts. (1), Buen Samaritano (2), (takes a lot of hrs to secure free space for the Class Coordinator)
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Set Strategic Direction• 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
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Balanced Scorecard
BUSINESS PROCESSAt what business processes must we excel to achieve our vision/mission?• Develop new products• Understand customer segments• Reduce cycle time• Provide rapid response
STRATEGY
FINANCIALHow will we ensure value and financially sustain our future?• Total Revenue• Expenditures• Operating Position• Debt Management• Address Unfunded Liabilities• Strong Bond Rating
CITIZENWhat is our vision and mission and how will we serve our citizens?• Fire Department• Police Department• Public Works Department• Municipal Courts• Animal Control• Code Enforcement
LEARNING & GROWTHHow can our leaders and staff change and improve?
• Visionary Mayor & City Council• Professional Staff Development• Education and Training• Brand Strategy• Marketing and Communication
1. Serve the Citizens
2. Manage Resources
4. Run the Business
3.Develop Council & Staff
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Develop Strategies & Tactics
• 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
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Performance IndicatorsSERVING THE CUSTOMERWhat value do we provide to our customers?
GOAL: Provide caring support and quality services for our customersStrategic Objectives: Metric Baseline Target Responsibl
e
A.
B.
C.
Financial Ratio & Trend AnalysisFinancial Ratio & Trend Analysis 2007 2008 2009 2010 2011
1Quick Ratio
2 2 9 8 9Standard: 1:1 or better
2Days Cash on Hand
11
24
20 27 28Standard: Best is 90 days or more, with 60 days acceptable
3Debt/Equity Ratio
19.0% 20.5% 2.5% 2.8% 2.2%Standard: 30% or less
4Primary Revenue Growth
7.4% 12.3% 5.3% 22.2% 15.4%Standard: Near rate of inflation (1.66%), greater than expense growth
5Primary Expense Growth
5.6% 17.8% -8.0% 12.9% 8.2%Standard: Near rate of inflation (1.66%), less than revenue growth
6Change in Net Assets
0.9% -1.4%
19.2% 36.0% 36.7%Standard: No deficit trend
7Program Expenses
94% 93% 93% 95% 95%Standard: 75% or better
8Support Costs
6% 7% 7% 5% 5%Standard: Below 25%
9Fundraising Efficiency
19%
24%
36%
21%
41%Standard: 35% or less
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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
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Performance Dashboard
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Create Implementation Plans
• 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
CREATEImplementati
on Plans
Who will do what
by when?
Estimated Time: 5 - 7 days
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Determine Evaluation Process
• 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
04/12/2023Footer Text 34
Balanced ScorecardKey Perspectives
Achieving Strategic Alignment
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Balanced Scorecard• The balanced scorecard is a strategic
measurement and management system that enables organizations to clarify strategic vision and strategy and translate them into action.
• When fully deployed, the balanced scorecard transforms strategic planning from an academic exercise into the nerve center of an organization.
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Balanced Scorecard4. Increased customer satisfaction
leads to better FINANCIAL results.
3. Improved work processes lead to increased CUSTOMER satisfaction.
2. Skilled and empowered employees lead to improved INTERNAL processes.
1. Employee LEARNING and skill development is the foundation for all innovation and GROWTH.
37Concinnity Network
Tailor the process to fit your needs!
Basic Strategic Planning Retreat
Client conducts self-assessment of finances, programs, operations and governance, with coaching, forms and templates provided by consultant.
Consultant facilitates a one-day board retreat to set direction and establish strategic goals and objectives.
Consultant provides coaching to client, along with implementation/evaluation forms and templates.
Basic Package.
$8,000
Provides leadership with detailed, robust data and information to inform decisions during the board strategic planning retreat. And it provides support for a successful implementation.
Consultant coordinates, and works with staff to complete: • Internal and External
Assessments• Program Logic Models• Competitive Analysis• 3-year Financial Ratio
and Trend Analysis• Simple Key Performance
Indicator Dashboard• Implementation plans • Evaluation process and
timeline• One-day, facilitated board
retreat.
Essential Package
$18,000
Essential package PLUS:• More Stakeholder
assessment interviews, focus groups and surveys
• Detailed 5-year financial ratio and trend analysis
• Complex Key Performance Indicator Dashboard
• Facilitated Staff Logic Model Workshop
• Board Governance Workshop: Ethics, Accountability and Best Practices.
Total Package
$28,000
Strategic planning isn’t a “canned” process. Every project must be
tailored to fit the organization’s
budget and specific needs.
04/12/2023Concinnity Network 38
Bobbi Bilnoski
• Dallas, TX 15+ years in Comprehensive Strategic Planning, since 1995• Core Competency of facilitating Collaborative Change
o Resource Center Dallaso The Warren Centero Aids Armso Sky Rancho Visiting Nurse Associationo Ferguson Road Initiative
• 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 • JE Dunn Construction Company - High Stakes projects, BSC Strategic Plan• Executive Director of the Interaction Institute for Social Change• Community Empowerment Director at Preservation Dallas – Empowering• Landmark Adventures – 1990’s Cartoon Map Company • Degree in Interior Design and Marketing
Principal Concinnity NetworkDallas, TX