1. Strategic Planning
Working with God to build
on the past and create the future!
Presentation by
Bobbi Bilnoski & Vin Hoey
Concinnity Network
November 10, 2012
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2. Agenda
12:30 Introductions Pastor Fritz
12:40 Process Overview (1-7) Bobbi & All
1:00 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 & All
4:00 Adjourn Bobbi, Vin All
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3. Disruptive Forces Impacting Churches
Economic Challenges and Stress on Families
Competition for Member Time
Technology and Education Progress
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4. What is Strategic Planning?
Strategic planning is the process of determining:
2.
Where do
you want
3. to go?
How will
you get
1. there?
Where are
you now?
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5. Strategic Planning Process
Strategic Thinking
CREATE DETERMINE
ASSESS SET DEVELOP Evaluation
Implementation
the Current Strategic Strategies
Work Plans Process
Environment Direction & Tactics
Who will do How will we
Where are Where are How will we
what know we are
we now? we going? get there?
by when? succeeding?
Strategic Planning
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6. What is your Purpose?
VISION
MISSION VALUES
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7. Finding the Fit
What do you hope
to accomplish?
Vision & Mission
What is needed
and feasible in What are
your service area? you capable
of doing?
THE
FIT
Opportunities Strengths &
& Threats Weaknesses
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8. Organizational Life Cycle
Grow or Die
0
Timeline
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9. Capture Your History
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10. 5 Important Questions?
WHO needs to be INVOLVED to be successful?
What factors will INFLUENCE the future?
When do you need to be READY? Future
Vision
How will you benefit from a strategic plan?
Why will people SUPPORT this plan?
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11. Exercise #1
5 Important Questions Worksheet
WHO needs to be INVOLVED to be successful?
• Leadership group
• Everybody (Length of membership • Boards
– all age groups) • Affinity groups
• Session • Members of the church
• Staff
WHAT factors will INFLUENCE the future of St. Stephens?
• Demographics of church community
• Membership
• Economic environment
• Budget
• Next to TCU
• Facilities
• Different values of members / visitors
• Location
• Finances
• Culture of church
• People
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12. Exercise #1
5 Important Questions Worksheet
WHEN do you need to be READY with your plan for the future?
• 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
How will you BENEFIT from a strategic plan?
• Survival
• Positive benefits and goals
Why will people SUPPORT this plan?
• 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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13. The Big Picture
Reach, Teach,
and Serve the
Congregation &
Community
Sound
Operate
Financial
Efficiently
Stewards
Learn, and Grow
Session • Staff
• Volunteers
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14. 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.
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15. Build a Balanced Scorecard
CONGREGATION &
COMMUNITY
1. Serve the What is our vision and mission &
how will we serve our members? 2. Be wise stewards
Congregation • Worship
• Education
of financial resources
& Community
• Discipleship
• Outreach
• Ministry
Internal Operations • Engagement FINANCIAL
What business processes must How will we ensure value and
we excel at to achieve our vision? financially sustain our future?
STRATEGY
• Total Revenue
• Record Keeping • Expenditures
• Communications • Debt Management
• Facilities • Address Unfunded Liabilities
• Grounds and Landscaping • Capital Investments
• Risk Management • Capital Improvements
LEARN & GROW
How can our leaders and staff
4. Run efficient change and improve?
• Visionary Leadership
3.Develop Leadership,
Internal Operations • Professional Staff Development session, staff, and
• Education and Training
• Performance Evaluation
volunteers.
• Volunteer Development
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16. 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.
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17. 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
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18. Strategic Planning
Process Overview
Five Phases
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19. Assess Current Environment
• Identify key stakeholders
• Conduct an internal assessment
ASSESS
the Current
Environment
• Assess the an external environment
Where are
we now? • Interview key stakeholders and partners
• Define internal strengths and weakness
Estimated
Time: 20 - 30
days
• Define external opportunities and threats
• Agree on strategic issues to address
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20. Key Focus Areas
Financial Stewardship
Ministries & Programs
Internal Operations
Governance & Leadership
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21. What Is a Stakeholder?
Internal or Key Decision Supporters Experts Who
External Makers & Detractors Can Help
Critical to Those who People
Delivery will do the affected by
Model work decisions
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22. Surveys/Interviews/Focus Groups
Surveys Interviews Focus Groups
• • •
• • •
• • •
• • •
• • •
• • •
• • •
• • •
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23. Levels of Involvement
Delegate
Level of Ownership Needed
with
constraints
If consensus is not reached, Consensus
fall back to levels below
Gather
input
from team
& decide
Gather
input from
individuals
& decide
Decide &
Announce
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Level of Involvement Required

24. Ministry Logic Model
5. Outcomes 1. Goals
What difference What core need
does the ministry does this ministry
make in lives or address and
community? for whom?
4. Outputs 2. Resources
How much will What must this
we do for how ministry have to
many people? function well?
3. Activities
What must we
do to achieve
the desired
results?
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25. Ministry Logic Model
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26. Exercise #2
SWOT Analysis
Internal
Strengths Weaknesses
Strategic
Issues
Opportunities Threats
External
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27. Exercise #3
SWOT Strengths
• Friendly people • Building
• Inclusive intentionally • Adult CE
• Involved community • Style of music
leader • New leadership
• Givers gem • Uncola – alternative /
• Outstanding worship unique
services • Traditional approach
• Educated members • History of community
• Location activity and services
• Youth programs • Strong ministers and
• People staff
• Lots of kids / child • Core clinics to check?
friendly • Mission & support
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28. Exercise #3
SWOT Weaknesses
• Do we try to do too much? • Small congregation to
• Facility limits flexibility support large plant
• Not ADA compliant • Why more leaders are
• TCU location – not not at retreat
Presbyterian • Building large and
• Destination church expensive / old
• Nearby Presbyterian • Madman vs. Modern
churches Family
• Declining membership • Internal culture clash
• Some feel evangelism
is the staff’s job
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29. Exercise #3
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
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30. Exercise #3
SWOT Threats
• Economy • TCU’s master plan
• Endowment going down could include our
• Demise of organized building and land
churches in the USA • Non-church goers
• Social media • Mega churches
• TV Church • Decrease in pledges
• Younger generation doesn’t • “We’ve never done it like
value attendance but are that before.”
active in groups • Fear of change
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31. Financial Trend Analysis
Generally Accepted
Ratio 2008 2009 2010 2011 2012
Standard
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32. 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 $1,866
Indivuals 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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33. Set Strategic Direction
• Present internal/external assessment
SET • Present stakeholder/partner feedback
Strategic
Direction
• Build on strengths and address weaknesses
Where are
we going? • Determine Vision, Mission, Core Values and
Strategic Direction
Estimated
Time:
5 - 7 days • Develop strategic goals and objectives
• Agree on balanced scorecard indicators
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34. Develop Strategies & Tactics
• Create strategic programs and initiatives
DEVELOP • Design S.M.A.R.T. operational work plans
Strategies (strategic, measurable, action based, realistic, and timely)
& Tactics
• Delegate objectives and action steps to
How will we
get there?
council committees or staff
• Develop Performance Dashboard
Estimated
Time:
15 - 25 days
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35. Create Implementation Plans
• Board approves Strategic Plan and
performance indicators
CREATE
Implementati • Create an Implementation Plan & Timeline
on Plans
• Identify quarterly milestones and develop
Who will quarterly scorecards
do what
by when?
• Design communication plans to introduce
Estimated
the strategic plan to staff and key partners
Time:
5 - 7 days
• Recognize stakeholders and participants for
their participation
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36. Determine Evaluation Process
• Identify data needed for evaluation
• Design the evaluation process
DETERMINE
Evaluation • Develop evaluation instruments (surveys,
Process
interviews, etc.)
How will we • Agree on an evaluation timeline
know we are
succeeding? • Determine presentation and report format
• Delegate responsibility for data collection
Estimated
Time: and evaluation process
5 - 7 days • Charter the evaluation team to monitor and
report strategic plan progress
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37. Key Performance Dashboard
Perspective Key Performance Indicators
one online class Conduct a Add 5 resource
100% of curricula per quarter with a Professional links per year for a
95% customer
Customer updated by total of 7 Customer Needs total of 15
satisfaction rate.
8/2014. launches by Assessment resources listed by
7/2014. by 12/31/2012 July 2014.
Marketing Plan by Conduct agency
Internal 100% of claims are
resolved with 98%
1/2013 and
implement
Complete facility
upgrades
Establish a long-
range technology
wide risk
assessment and
Operations collection rate. strategies by by 6/2015. plan by 06/2011 recommendations
12/2013. by 10/2014
Refine and update
100% of board 100% Board
Learning members Committee duties 95% Employee
Increase in
volunteers hours
Update HR Policies
contribute to accomplish the Retention Rate by 10/2013
& Growth financially strategic plan by
10% per year.
2/2013.
Evaluate money Retain key staff
10% incr. from Meet commonly
spent on and update policy Increase grant
corps and 5% incr. accepted nonprofit
Financial from individuals by financial ratios by
fundraising and procedures on proposals by 10%
activities by program closures annually
12/31/2013 3/31/2013
6/2013 ) by 5/2014
Significantly under Did not meet Achieved
Key Performance Indicator Key Performance Indicator Key Performance Indicator
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38. Performance Dashboard
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39. PURPOSE
Dynamic Strategy Why we are here and
what we aspire to be in the future.
& Communications
Planning VISION
What we see as possible for others,
for the community, and for the world.
Definition
of success
MISSION
What we do to fulfill our purpose
and realize our vision of success.
VALUES
We honor core beliefs and principles in
all our decisions and actions.
CONGREGATION PERSPECTIVE FINANCIAL & DEVELOPMENT
Be a top provider of quality services to
PERSPECTIVE
satisfied, loyal members in our
Provide a social return on investment to givers
geographic service area.
and ensure long-term financial sustainability.
OPERATIONS PERSPECTIVE PEOPLE PERSPECTIVE
Improve internal core process expertise and Develop the satisfaction, retention, culture,
How we achieve our operating infrastructure to support growth. and knowledge of the board, staff
vision of success! and volunteers.
Balanced Scorecard
OUTREACH TO LOCAL COMMUNICATIONS
COMMUNITY Promote a clear member/visitor value
Develop a distinct community image, clear proposition and engagement
message, and member experience. through integrated and responsive
communication strategies.
June 14, 2012
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Community Identity

40. Measuring Success
Results
Success
Relation-
Process ships
External
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41. Process Road Map
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42. Integrate Communications & Development
Engaged & Growing Congregation
Steward
Member
-ship
ASK for . . .
Relationship Time, talent,
and gifts
Reach, Teach, and
Visiting
Serve
Aware Outreach
Church communications Tithes and Offerings build
build relationships relationships and resources
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43. Strategic Communications Process
Who you are? Strategy Decisions Why trust you?
Who do you reach? How you are different? What are your results? What you stand for?
Inform Assess Assess
decisions communications stakeholders’
with market of other entities point of view
research
Develop unique Draft Align
attributes, prioritized visual
logo and tagline. messages identity
Recommend
communications Support achievement of
strategies and plans church mission and vision
43
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44. Why Plan Your Communications?
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
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– toward chosen strategic direction 44

45. Which media is most effective for you?
Presentations
Pledge drives Thank-yous
Brochures
Speaking opportunities
Congregation Handouts
Events Presentations
Congregation
Events and Direct mails
Collateral
Influencer Speeches
Website
marketing
Search engine
Social enterprise Online and
Social Media optimization
Partnerships
Sponsorships Social networking
Viral marketing
Media websites
Media Videos
Advertising Relations
Facebook ads Thought TV and radio
Leadership
Billboards and buses Newspapers
Signage
Media websites
Local publications
Blogs
White papers
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46. Three Important Questions
2.
Where do
you want
3. to go?
How will
you get
1. there?
Where are
you now?
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47. Commun- BIG IDEA: Our core essence
– what purpose do we serve?
ications BRAND VOICE: What do
Pyramid we want people to think of
when they think of St.
Stephen?
Voice EMOTIONAL BENEFITS:
What positive feelings does our
ministry create (physical, social,
ideological, psychological and
Benefits spiritual)?
FUNCTIONAL BENEFITS:
How does our ministry
help our visitors, members
Solution and the broader
community?
ATTRIBUTES: What
human characteristics
Attributes allow our church to build
relationships and
distinguish us?
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48. Exercise #3
Commun- BIG IDEA:
Safe Harbour for all people;
Demonstrate the “Great Ends”
ications purposes of the church
Pyramid BRAND VOICE:
Leader
All inclusive
Voice Exhibit kingdom of God
EMOTIONAL BENEFITS:
Build spiritual leadership; Emotional
support – safety and security;
Benefits Acceptance; Bring your brain to church
– intelligent approach.
FUNCTIONAL BENEFITS:
Helps people discern their purpose;
Helps people think; Reach out to
Solution homeless; L&G inclusive – important to
identity, a real ministry.
ATTRIBUTES:
Beauty – plant / worship services;
History; Purpose; Identity; Honor
Attributes tradition; Open to new ways; Intelligent
approach to study / worship; Strategic
not reactionary; Warm, welcoming spirit.
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49. Our Church & Faith-based Experience
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50. Why Bobbi & Vin are YOUR team!
• 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
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51. Our dynamic process will get you there!
Where are you now? How will you get there?
Assessment: Congregation, Strategic Plan – goals, objectives
Ministries, Communications, and performance measures
Operations, Finances, Session,
Staff, and Volunteers Innovative strategies to create
new opportunities
Where are you going? Strategic Communications Plan
Strategic direction Implementation roadmap and
timeline
Vision, mission and values
Implementation budget
Alternative scenarios
Performance dashboard
Congregation market research
Coaching and advice
Target markets
Launch of strategic direction and
Community position and engagement of all stakeholders
attributes
Advice on future implementation
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52. Which package is right for you?
Basic Package Essential Package Total Package
.
Basic Strategic Called “Essential” because Essential package PLUS:
Planning Retreat it provides the leadership
with detailed, robust data • More assessment
Client conducts and self- and information to inform interviews/surveys
facilitates with forms and decisions during the strategic • Graphic recording of
templates provided by planning retreat. And it mission, vision & values
consultant provides guidance/support
for a successful • Detailed 5-year financial
• Self-assessment ratio and trend analysis
implementation.
• Implementation and Consultant coordinates: • Staff logic model
evaluation planning • Assessments workshop
• Logic model
• Detailed operations review
• Church assessment/census
• Comparison to other orgs. • Additional
• Financial assessment communications strategy
• Performance dashboard with tagline
• Communications plan • Visual identity system
• Implementation work
plans • Coaching and direct
assistance on
• Evaluation
communications
process/timeline
implementation
$8,000
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53. Bobbi Bilnoski
Principal
Concinnity Network
Dallas, TX
• 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
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54. Vin Hoey
Managing Director
Strategic4sight, Inc.
Dallas, TX
• 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
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55. con-CIN-a-tee:
Harmonious arrangement of working parts
to each other and to a whole
Bobbi Bilnoski
(214) 293-8696 Bobbi@ConcinnityNetwork.net
www.concinnitynetwork.net
Vin Hoey
(214) 886-7962 vinhoey@strategic4sight.com
www.strategic4sight.com
Concinnity Network © Concinnity Network and Strategic4sight, Inc., October, 2012 55