2012 11 10_concinnity_strategic_presentation_st_stephen

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

3

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

Concinnity Network

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

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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TimelineConcinnity Network 8

Organizational Life Cycle

8

0

Tipping

Point

Grow or Die

Capture Your History

9Concinnity Network

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?


5 Important Questions Worksheet


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


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


• 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.


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


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


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


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 Environmen

tWhere are

we now?

Estimated Time: 20 - 30 days

Key Focus Areas


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


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


Ministry Logic Model


SWOT Analysis


Strengths Weaknesses

Opportunities Threats

External

Internal

Strategic

Issues

Exercise #2

Exercise #2

SWOT Strengths


• 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


• 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


• 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


• 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


RatioGenerally Accepted

Standard200

82009 2010

2011

2012

Contribution Analysis


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


• 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


• 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


• 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


• 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


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


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


Measuring Success


External

Results

Process

Relation-ships

Success

Process Road Map


42

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

Concinnity Network

Engaged & Growing Congregation

43

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

Concinnity Network

Strategic Communications Process

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44

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

Concinnity Network

Which media is most effective for

you?

45

ThoughtLeadership

Partnerships

45

Three Important Questions

1. Where are you now?

3. How will you get there?

2. Where do you want to go?


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?


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

Concinnity Network

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


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

51

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

Concinnity Network

Our dynamic process will get you there!


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


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


2012 11 10_concinnity_strategic_presentation_st_stephen

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