Concinnity strategic plan presentation_2013

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?

3Concinnity Network

04/12/2023Concinnity Network 4

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?`


The Big Picture

6

VISION

VALUESMISSION

Concinnity Network

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

Concinnity Network

Concinnity Network 8

Organizational Life Cycle

8

0

Tipping

Point

Grow or Die

Timeline

Business Model


Capture Your History

10Concinnity Network


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


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


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


External

Results

Process

Relation-ships

Success

Process Road Map


04/12/2023Footer Text 17

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 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


Surveys/Interviews/Focus GroupsSurveys Interviews

Focus Groups


•

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•

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•

•

•

•

•

•

•

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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


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


Program Logic Model


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)


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


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


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


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

29


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


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


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


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.


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.


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

Concinnity strategic plan presentation_2013

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