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Bellarmine Jesuit Retreat HouseMinistry Team Discussion
Strategic Plan Follow-Up
Prepared by Mike SarlittoOctober 21, 2014
Strategic Planning Process
Current Progress and Goals Step 1: Document “As Found” (SWOT) - COMPLETE Step 2: Identify Critical Strategic Questions/Issues - COMPLETE Step 3: Confirm/Reaffirm Mission and Vision - COMPLETE Step 4: Establish Plan Elements & Broad Goals - COMPLETE Step 5: Identify Action Steps, SOT and resource load – IN PROGRESS
Summary Highlights & Necessary Next Steps
Agenda
Strategic Planning Process
The five (5) steps below are being used to generate the plan/ action steps:
1. Document organization “As Found” condition [SWOT analysis - strengths, weaknesses, opportunities and threats] 2. Establish strategic plan fundamental approach and identify critical strategic issues 3. Confirm and reaffirm relevancy and currency of the organization’s Mission and Vision 4. Establish Plan Key Elements and Broad Goals [Ministry, Governance, Operations, Communications & Marketing,
Development] 5. Categorize individual activities within plan elements as strategic, operational or tactical; prioritize goals/actions &
resource load as appropriate The following index is being used to identify all activities as strategic, operational or tactical as appropriate:
STRATEGIC – Black Type and prefaced with “S”
OPERATIONAL – Red Type and prefaced with “O”
TACTICAL – Purple Type and prefaced with “T”
STRATEGIC
TACTICAL
OPERATIONAL
◦ Step 1: Document “As Found” (SWOT)◦ Step 2: Identify Critical Strategic Questions/Issues◦ Step 3: Confirm/Reaffirm Mission and Vision◦ Step 4: Establish Plan Elements & Broad Goals◦ Step 5: Identify Action Steps, SOT and resource load
Current ProgressStep 1: Document “As Found” (SWOT)
Internal Strengths Clear Mission Good functional team dynamics; talented and mission-driven staff with a balance of skills Functional current operations and organizational structure Strong program content and superior execution with currently served participant base Focused and high quality program offerings Keen understanding of demographic best served by its current ministry Good relationship with the Chicago-Detroit Province Good baseline of quantitative and qualitative measures of who is participating and their experiences Internal Weaknesses Stagnant community of Bellarmine retreat practitioners locally, regionally and nationwide Participant base in Chicago area narrower than desired and shrinking/aging Stagnant donor base Declining operational revenues coupled with declining financial support from the Chicago-Detroit Province Total operational expense to operational revenue: 140% (largest contributor is compensation) External Opportunities Programs that reach that reach adults and youth at pivotal times in their spiritual development Focus on forming young self-aware adult leaders Emphasis to “reinsertion” dimension to formation experience Marketing materials with web-based emphasis and on-line publications coupled with improving written materials Geographical expansion and partner programs Spiritual yearning of people “in search of…” the meaning of life – perennial need Lack of organized retreat programs in many areas of the region and United States Strong Jesuit networks in key urban areas throughout the United States Province consolidation Strong brand reputation and growing positive perceptions of the Church with Pope turnover External Threats Weak brand awareness Affiliates or “partner” turnover Lack of national-level support for Ignatian Spirituality in the United States Fundamental sociological changes in the young adult Catholic population Parishes’ lack of appeal to young adults
Completed
Ministry How will the Bellarmine attract participation from a broader and more sustainable demographic of
retreatants (i.e. youth, families, etc.) and increase overall number of participants in managing the trending fall-off projection?
How will the Bellarmine maintain its strong focus on Ignatian Spirituality and accommodate the needs of collaboration partners without posing a perceived threat to them?
Development How will the Bellarmine grow access to resources (i.e. donor/funder, participant and fee-based
clients, collaboration partners, etc.) to sustain and enhance its Mission?
Operations How will the Bellarmine scale infrastructure to support its growth initiatives?
Communications & Marketing How will the Bellarmine leverage its current positive brand and participant ratings in efforts to stay
current with product development and more contemporary outreach techniques?
Governance
Current ProgressStep 2: ID Critical Strategic Questions/ Issues
Completed
Current ProgressStep 3: Confirm/Reaffirm Mission and Vision
Mission “The Bellarmine Jesuit Retreat House is committed to fostering the spiritual development of Catholics and other people of faith through a variety of retreats and contemporary programs that are grounded in the Spiritual Exercises of St. Ignatius of Loyola.”
Vision “Our vision is that of Jesus: “That they may be one” and of St. Ignatius Loyola in the Spiritual Exercises: to do only what is for the Greater Glory of God. And so it is our goal: To welcome every one of every cultural origin and economic situation, especially the poor. To provide an atmosphere of hospitality and quiet, to instruct them in the words and actions of Christ in the Scriptures and to teach them to pray; So that they may leave the retreat house to reinsert themselves in the world of today and be the presence of the Heart of Christ in building the Kingdom – so all may be one.”
Partially Completed
Confirmed
In progress
Ministry◦ M1 – Increase focus and emphasis in “spiritual pathway” & “reinsertion”◦ M2 - Meet/exceed participant expectations◦ M3 – Growth in attendance & focus to un/under-served participant groups◦ M4 - Leadership Formation/Development
Development◦ D1 – Develop & grow more sustainable base of funding (finance)◦ D2 – Develop & grow more sustainable base of advocates (advancement)
Operations◦ O1 – Launch facilities/master grounds improvement plan (Sacred Space)◦ O2 – Improve business/work processes (Staffing, etc.)◦ O3 – Map finance & budgeting processes for improvement
Communications & Marketing◦ C1 – Conduct thoughtful marketing research & development activities◦ C2 – Expand communications tools & processes (internal & external)
Governance◦ G1 – Document control process through Provincial transition◦ G2 – Assess and refine as necessary areas of compliance and risk management
Current ProgressStep 4: Establish Plan Elements & Broad Goals
Partially Completed
Plan Elements Broad Goals Add Goal
Measurements Add Goal
Timeframes
Current ProgressStep 5: Identify Action Steps, Categorize SOT, resource load
Partially Completed
Goal M1: Provide a clear/recognizable pathway for deepening experience of Ignatian Spirituality through Bellarmine programs and engage participants more fully in the life of ministry and support their “reinsertion” back into life realities (STRATEGIC-Effectiveness).
Initiatives/Activities 1. S - Delineate the spiritual pathway and communicate it to participants 2. S - Teach & Guide unique and core elements of Ignatian Spirituality such as Examen, Exercises, methods of
prayer and tools for discernment, reflection, Reconciliation 3. S - Coach retreatants in the challenges of reinserting themselves in their day-to-day lives and suggestions
in managing the transition... What has changed? Bridge to improving relevancy to future potential retreatants and emphasis to follow-up
4. S – Develop and make available media resources (i.e. provide a quarterly e-newsletter with spiritual resources, especially those that are Ignatian-based).
5. S - Identify appropriate volunteer opportunities within the ministry and match volunteers with tasks. 6. O - Increase Bellarmine contact with retreatants and access to services. 7. T - Program Improvements: 15 minute send-off, token gifts, letter to self, provide retreatant reflections.
Capture Action Steps from Workshop Categorize Action Steps as Strategic, Operational, Tactical Integrate Fr. Paul’s suggested actions Integrate recent site assessment & marketing team
actions Construct action item tracking; assess processes,
resources, competencies, training and technology required for each
Organize Action Teams & Track Progress
SAMPLE
Economics• Business Model
(Direct/Virtual)• Capital Campaign• Self Sustaining Revenue
(concentration, diversification)• BJRH Brand Equity• Risks (SWOT)
Governance
Communications & Marketing
Operations
Development
MINISTRY
S
OT
Macro Trends… Initiatives… Improvement
TREND 1
Aging/Changing Demographics
TREND 2
Resource Challenges
TREND 3 Contemporary
Marketing
TREND 4
Scale for Growth
(Infrastructure)
TREND 5 Maintaining
Ignatian Spirituality Focus
MACRO INITIATIVES Sample PERFORMANCE
IndicatorsImpact
• Growth in “first time” Retreatant numbers
• Measurable change in diversity of retreatant
• Sustain High (95%) Satisfaction Rate
Operational• Work & Business
Processes (Repeatable, predictable, high quality output)• Technology-Enabled• Scalability/Leverage• Capacity/Utilization
Improvement
PIProgram
Improvements
Participant Expectations
(M2)
RTRetreatant
ContactEffectiveness
(M1)
RMRetreat Master Best
Practices
RFRetreatant Feedback
CIContinuous
Improvement
Growth(M3)
Leadership Formation/Developm
ent(M4)
FS1st and 2nd Timers Program
VOVolunteer Opportunities
MRMedia Resources
RMRetreat
Mix
Economics• Business Model
(Direct/Virtual)• Capital Campaign• Self Sustaining Revenue
(concentration, diversification)• BJRH Brand Equity• Risks (SWOT)
Governance
Communications & Marketing
Operations
DEVELOPMENT
Ministry
S
OT
Macro Trends… Initiatives… Improvement
TREND 1
Aging/Changing Demographics
TREND 2
Resource Challenges
TREND 3 Contemporary
Marketing
TREND 4
Scale for Growth
(Infrastructure)
TREND 5 Maintaining
Ignatian Spirituality Focus
MACRO INITIATIVES Sample PERFORMANCE
IndicatorsImpact
• Growth in “first time” Retreatant numbers
• Measurable change in diversity of retreatant
• Sustain High (95%) Satisfaction Rate
Operational• Work & Business
Processes (Repeatable, predictable, high quality output)• Technology-Enabled• Scalability/Leverage• Capacity/Utilization
Improvement
CCCapital
Campaign
Financial Sustainability
(D1)
DRTDevelopment Research and
Training
OTOpportunities
Tracking
CMCommunication
Materials
Advancement
Advocacy(D2)
ESExpertise and Staff Priorities
VOVolunteer Opportunities
DP2011
Development Plan
MCMinistry
Collaboration
Economics• Business Model
(Direct/Virtual)• Capital Campaign• Self Sustaining Revenue
(concentration, diversification)• BJRH Brand Equity• Risks (SWOT)
Governance
Communications & Marketing
OPERATIONS
Development
Ministry
S
OT
Macro Trends… Initiatives… Improvement
TREND 1
Aging/Changing Demographics
TREND 2
Resource Challenges
TREND 3 Contemporary
Marketing
TREND 4
Scale for Growth
(Infrastructure)
TREND 5 Maintaining
Ignatian Spirituality Focus
MACRO INITIATIVES Sample PERFORMANCE
IndicatorsImpact
• Growth in “first time” Retreatant numbers
• Measurable change in diversity of retreatant
• Sustain High (95%) Satisfaction Rate
Operational• Work & Business
Processes (Repeatable, predictable, high quality output)• Technology-Enabled• Scalability/Leverage• Capacity/Utilization
Improvement
JDJob Descriptions
Work Plans: Business/Work
Processes(O2)
PMProject
Management &
Prioritization Function
Sacred SpaceFacilities
Master Grounds Plan(O1)
OMOperationa
l Metrics
SPSuccession Planning
B3-Year
Budgeting
Finance & Budgeting
(O3)
SSScholarships/Subsidies
GIGrounds Improvement
HEHire Expertise
FMFacility
Maintenance & Renovation
RRecruitment
FOFront Office
Plan
FDFinancial Data
LRLease Renegotiation
Economics• Business Model
(Direct/Virtual)• Capital Campaign• Self Sustaining Revenue
(concentration, diversification)• BJRH Brand Equity• Risks (SWOT)
Governance
COMMUNICATIONS & MARKETING
Operations
Development
Ministry
S
OT
Macro Trends… Initiatives… Improvement
TREND 1
Aging/Changing Demographics
TREND 2
Resource Challenges
TREND 3 Contemporary
Marketing
TREND 4
Scale for Growth
(Infrastructure)
TREND 5 Maintaining
Ignatian Spirituality Focus
MACRO INITIATIVES Sample PERFORMANCE
IndicatorsImpact
• Growth in “first time” Retreatant numbers
• Measurable change in diversity of retreatant
• Sustain High (95%) Satisfaction Rate
Operational• Work & Business
Processes (Repeatable, predictable, high quality output)• Technology-Enabled• Scalability/Leverage• Capacity/Utilization
Improvement
IDIntegrated Data
Systems
VTVarious Trends
Marketing R&D – Bellarmine
“Brand”(C1)
PDNew Product &
Service Development
RQRetreatant
Questionnaires
ICInternal
Communications Plan
Comprehensive
Communications &
Advertising Plan(C2)
WSWebsite Improvement
HEHire
Expertise
CMCommunications Materials Mix: Media – Print - Photos
LSLisa Sroka
to MarketingEC
External Communications
PlanOT
Opportunities Tracking
WTWeb-based
Technologies
CPCaptain’s Program
OOutreach
Letter Campaign – Personal Inquiries
TUTactical Updates