1. Strategic Planning
Building on the past. Creating the future!
Presented to:
City of Coppell
Parks and Recreation Dept.
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2. What’s in Your Crystal Ball?
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3. 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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4. The 5 W’s
WHO needs to be INVOLVED to be successful?
WHAT factors will INFLUENCE the future?
WHEN do you need to be READY? Future
Vision
WHERE are you right NOW?
WHY will people SUPPORT this plan?`
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5. The Big Picture
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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. Business Model
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10. Capture Your History
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11. 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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12. Strategic Planning Process
Strategic Thinking
ASSESS SET DEVELOP CREATE DETERMINE
the Current Strategic Strategies Implementation Evaluation
Environment Direction & Tactics Work Plans Process
Where are Where are How will we Who will do what How will we know
we now? we going? get there? by when? we are succeeding?
Strategic Planning
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13. Strategic Planning Process
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14. PURPOSE
Strategic Planning: Why we are here and
what we aspire to be in the future.
The Big Picture
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.
CUSTOMER PERSPECTIVE FINANCIAL PERSPECTIVE
Be a top provider of quality Provide a social return to donors and
services to cusomters in our ensure long-term financial
geographic service area. sustainability.
How we achieve our
vision of success!
OPERATIONS PERSPECTIVE LEARNING & GROWTH
Improve internal business processes, PERSPECTIVE
and infrastructure to support growth. Develop a quality workforce of
board, staff and volunteers.
June 14, 2012
Balanced Scorecard

15. Measuring Success
Results
Success
Relation-
Process ships
External
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16. Process Road Map
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17. Strategic Planning
Process Overview
Five Phases
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18. Assess Current Environment
• Identify key stakeholders
• Conduct an internal assessment
ASSESS
the Current • Assess the an external environment
Environment
Where are
we now?
• Interview key stakeholders and partners
Estimated Time:
20 - 30 days
• Define internal strengths and weakness
• Define external opportunities and threats
• Agree on strategic issues to address
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19. 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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20. Surveys/Interviews/Focus Groups
Surveys Interviews Focus Groups
• • •
• • •
• • •
• • •
• • •
• • •
• • •
• • •
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21. Involvement in Decision-making
Delegate
Level of Ownership Needed
with
constraints
If Consensus is not reached, Consensus
fallback to levels below
Gather
input from
team and
decide
Gather
input from
individuals
and decide
Decide and
Announce
Level of Involvement Required

22. SWOT Analysis
Internal
Strengths Weaknesses
Strategic
Issues
Opportunities Threats
External
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23. Program Logic Model
5. Outcomes 1. Goals
What difference What core need
does the program does this program
make in lives or address and
community? for whom?
4. Outputs 2. Resources
How much will What must this
we do for how program have to
many people? function well?
3. Activities
What must we
do to achieve
the desired
results?
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24. Program Logic Model
Program: Empowering Families
Inputs Activities Outputs Outcomes
Human, Financial, Material, Client Activities, # of Clients Performance
Space and Events Served Metrics
Staff This program is targeted at AA Level I: AA Level I:
• 8 FTE (2 at partner agencies) families in Tarrant County. •
• Distribute 10,000 flyers/brochures Yr 1-recruit/retain 640 ppl to III, IV or
• 2 PTE (1 at partner agency) AA Level I: V
per year
• 12 Contact/1099
• Outreach with marketing • Yr 2/3- recruit/retain 960 ppl to III,
• 2 Volunteers • Minimum of 10,000 contacts per
materials to potential clients, IV, or V
year with social media
referring partner agencies,
Financial AA Level III:
and the public. AA Level III:
• 2012 Budget: $797,093
AA Level III: • MRESC- 70% report increase in
• Sources: ACF Grant • # of people completing MRESC marital satisfaction/stability, 75% w/
Couples, Individuals w/ 75% completing Case maintained improvement;
Material • intake/assess. & Case Mgmt. Management Plan (CMP)
• Staff business cards • JCAS- 60% improve earning power,
Plan, • CMP Year 1: 226
• Class material • 50% with jobs after 4 months,
• Flyers, toolkit key chains • 8-hour Marriage Relationship
Education Skills Classes • CMP Year 2/3: 340) • 70% retain employment for
• Printer/Supplies
(MRESC) & boosters minimum of 3 mos
• Graphic software/scanner • JCAS Year 1: 85
• Computers • Financial Literacy AA Level IV
• JCAS Year 2/3: 125
• Datalink, Assessing Parenting • Parenting Classes • 70% report increase in relationship
• Childcare / Food AA Level IV satisfaction & stability, 75% w/
• Job/Career Advancement
• Transportation gas cards, bus passes, maintained improvement
Services (JCAS) • # of people completing MRESC
interpretation,
AA Level IV: AA Level V:
• Incentives for milestones • MRESC Year 1: 334
• EFP display at fairs Engaged & Individuals • 70% report an increase in marital
• MRESC Year 2/3: 500) satisfaction and stability,
• 8-hour MRESC, & booster
Space AA Level V:
classes • 75% with maintained improvement
• 5 offices at TPC
• 1 Class and 2 Conference Rooms at TPC AA Level V: • # of people completing Underlying theme in all areas:
• Free space at Catholic Charities (2), Legally Married Couples
Arling Resource Ctr (1), One Safe Place • MRESC Year 1: 80 Safety from Domestic Violence & Child
(1), UNT HSC (3), St. John the Apostle • 8-hour MRESC & booster Maltreatment & improved family
UMC (1), Candletree Apts. (1), Buen classes • MRESC Year 2/3: 120 self-sufficiency
Samaritano (2), (takes a lot of hrs to
secure free space for the Class
Coordinator)
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25. Set Strategic Direction
• Present internal/external assessment
• Present stakeholder/partner feedback
SET
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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26. Balanced Scorecard
CITIZEN
1. Serve the Citizens What is our vision and mission and
how will we serve our citizens?
• Fire Department
• Police Department
• Public Works Department
• Municipal Courts 2. Manage Resources
• Animal Control
• Code Enforcement
BUSINESS PROCESS FINANCIAL
At what business processes must we How will we ensure value and
excel to achieve our vision/mission? financially sustain our future?
• Develop new products
STRATEGY • Total Revenue
• Understand customer segments • Expenditures
• Reduce cycle time • Operating Position
• Provide rapid response • Debt Management
• Address Unfunded Liabilities
• Strong Bond Rating
LEARNING & GROWTH
How can our leaders and staff change
4. Run the Business and improve?
• Visionary Mayor & City Council
• Professional Staff Development
• Education and Training
• Brand Strategy
• Marketing and Communication 3.Develop Council & Staff
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27. Develop Strategies & Tactics
• Create strategic programs and initiatives
• Design S.M.A.R.T. operational work plans
DEVELOP (strategic, measurable, action based, realistic, and timely)
Strategies
& Tactics • Delegate objectives and action steps to
How will
council committees or staff
we get there?
• Develop Performance Dashboard
Estimated Time:
15 - 25 days
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28. Performance Indicators
SERVING THE CUSTOMER
What value do we provide to our customers?
GOAL: Provide caring support and quality services for our customers
Strategic Objectives: Metric Baseline Target Responsible
A.
B.
C.
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29. Financial Ratio & Trend Analysis
Financial Ratio & Trend Analysis 2007 2008 2009 2010 2011
Quick Ratio
1 Standard: 1:1 or better
2 2 9 8 9
Days Cash on Hand
2 Standard: Best is 90 days or more, with 60 days acceptable
11 24 20 27 28
Debt/Equity Ratio
3 Standard: 30% or less
19.0% 20.5% 2.5% 2.8% 2.2%
Primary Revenue Growth
4 Standard: Near rate of inflation (1.66%), greater than expense growth
7.4% 12.3% 5.3% 22.2% 15.4%
Primary Expense Growth
5 Standard: Near rate of inflation (1.66%), less than revenue growth
5.6% 17.8% -8.0% 12.9% 8.2%
Change in Net Assets
6 Standard: No deficit trend
0.9% -1.4% 19.2% 36.0% 36.7%
Program Expenses
7 Standard: 75% or better
94% 93% 93% 95% 95%
Support Costs
8 Standard: Below 25%
6% 7% 7% 5% 5%
Fundraising Efficiency
9 Standard: 35% or less
19% 24% 36% 21% 41%
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30. 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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31. Performance Dashboard
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32. Create Implementation Plans
• Board approves Strategic Plan and
performance indicators
CREATE • Create an Implementation Plan & Timeline
Implementation
Plans • Identify quarterly milestones and develop
quarterly scorecards
Who will
do what
by when? • Design communication plans to introduce
the strategic plan to staff and key partners
Estimated Time:
5 - 7 days
• Recognize stakeholders and participants for
their participation
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33. Determine Evaluation Process
• Identify data needed for evaluation
• Design the evaluation process
DETERMINE • Develop evaluation instruments (surveys,
Evaluation
Process interviews, etc.)
• Agree on an evaluation timeline
How will we
know we are • Determine presentation and report format
succeeding?
• Delegate responsibility for data collection
Estimated Time:
5 - 7 days
and evaluation process
• Charter the evaluation team to monitor and
report strategic plan progress
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34. Balanced Scorecard
Key Perspectives
Achieving Strategic Alignment
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35. 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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36. Balanced Scorecard
4. 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.
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37. Tailor the process to fit your needs!
Basic Package Essential Package Total Package
.
Basic Strategic Provides leadership with Strategic planning isn’t
detailed, robust data and a “canned” process.
Planning Retreat information to inform Every project must be
Client conducts self- decisions during the board tailored to fit the
strategic planning retreat.
assessment of finances, And it provides support for a organization’s budget
programs, operations and successful implementation. and specific needs.
governance, with coaching,
forms and templates Consultant coordinates, and
provided by consultant. works with staff to complete:
Essential package PLUS:
• Internal and External • More Stakeholder
Consultant facilitates a one- Assessments assessment interviews, focus
day board retreat to set • Program Logic Models groups and surveys
direction and establish • Competitive Analysis • Detailed 5-year financial
strategic goals and objectives. • 3-year Financial Ratio and ratio and trend analysis
Trend Analysis • Complex Key Performance
Consultant provides coaching
• Simple Key Performance Indicator Dashboard
to client, along with
Indicator Dashboard
implementation/evaluation • Facilitated Staff Logic Model
• Implementation plans
forms and templates. Workshop
• Evaluation process and
timeline • Board Governance
• One-day, facilitated board Workshop: Ethics,
retreat. Accountability and Best
Practices.
$8,000
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38. Bobbi Bilnoski
Principal
Concinnity Network
Dallas, TX
• Dallas, TX 15+ years in Comprehensive Strategic Planning, since 1995
• Core Competency of facilitating Collaborative Change
o Resource Center Dallas
o The Warren Center
o Aids Arms
o Sky Ranch
o Visiting Nurse Association
o 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
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