new hope family center strategic plan 2009 2011

NEW HOPE APOSTOLIC CHURCH

COMMUNITY/FAMILY CENTER ENDEAVOR

Strategic Plan

2009-2011

Evaluation & Analysis conducted by:

Theodore Van Patten, James Gagnon, Pharm.D. And Jake Nichols, Pharm.D., MBA

NEW HOPE FAMILY CENTER STRATEGIC PLAN May 12,

2009

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Acknowledgements

We would like to thank the enthusiastic, generous, and welcoming members of the New Hope

Church for welcoming us into their family and providing us with an honest and passionate

description of not only their current organization, but also of their future vision. Their dedication

to supporting the people in their community, as well as those individuals in need of support, is

rivaled by few.

We would also like to thank Dr. David Jordan for his flexibility, accessibility, support, and

enthusiasm for our personal professional growth as well as that of the New Hope Church.


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Executive Summary

NEW HOPE CHURCH

COMMUNITY/FAMILY CENTER ENDEAVOR

By: Theodore Van Patten, James Gagnon, and Jake Nichols

The New Hope Apostolic Church established a site in Worcester, MA in the Fall of 2002.

Initially founded as a small bible study group, its membership has expanded to over seventy

members with regular attendance at Sunday services topping sixty. The Church is focused on

improving the whole person – including the body, soul, and mind and they also believe that it is

their duty to offer programs that accomplish this task to the community in which they live.

Given these statements, their charismatic leader, Pastor Kurt Geddes, feels as though the next

logical step in serving the community is to establish a “Family Center” which will offer

programs and services for both children, adolescents, and other family members – an approach

not commonly observed by traditional community centers.

In order to be successful in establish a Family Center, the New Hope Church should

strongly consider developing a strategic plan to keep them focused on the necessary tasks that

should perpetually be addressed. They have many challenges ahead of them, but their leadership

is strong and their parishioners are supportive, selfless, and resilient – providing some key

characteristics that enhance the likelihood of success

Our team has drafted some suggestions that may serve as the foundation for development

of the larger strategic plan for the New Hope Church’s Family Center. This includes a mission

and vision statement along with a list of goals that should be addressed throughout the course of

the development of the Family Center. We wish the New Hope Church the best of luck in this

endeavor and we are quite confident that they will be successful.


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Table of Contents

Contents Acknowledgements ......................................................................................................................... ii

Executive Summary ....................................................................................................................... iii

Table of Contents ........................................................................................................................... iv

List of Appendices .......................................................................................................................... v

Section 1: The Current Situation.................................................................................................... 1

History and Background of the New Hope Church .................................................................... 1

Current Performance ................................................................................................................... 2

Strategic Posture ......................................................................................................................... 3

Section 2: Corporate Governance .................................................................................................. 3

Board of Directors....................................................................................................................... 3

Leadership ................................................................................................................................... 4

Section 3: External Environment Analysis .................................................................................... 5

General (societal) Environment .................................................................................................. 5

Industry Specific (task) Environment ......................................................................................... 6

Summary of External Factors/Trends ......................................................................................... 7

Section 4: Internal Environment Analysis ...................................................................................... 8

Corporate Structure ..................................................................................................................... 8

Corporate Culture........................................................................................................................ 9

Corporate Resources, Competencies and Capabilities................................................................ 9

Marketing ................................................................................................................................ 9

Finance .................................................................................................................................. 10

Human Resources ................................................................................................................. 11

Leadership ............................................................................................................................. 11

Information Systems ............................................................................................................. 12

Assets & Operations ............................................................................................................. 12

Summary of Internal Factors .................................................................................................... 13

Section 5. Analysis of Strategic Factors ...................................................................................... 14

Situational Analysis .................................................................................................................. 14

Review of Mission and Objectives ........................................................................................... 14

Section 6. Strategy Formulation: ................................................................................................. 15

Strategic Alternatives ................................................................................................................ 15

Strategic Choice(s) .................................................................................................................... 16

Section 7. Strategy Implementation ............................................................................................. 19

Organizational Mission ............................................................................................................. 19

Organizational Vision ............................................................................................................... 19

Goals ......................................................................................................................................... 20

Section 8. Strategic Evaluation & Control ................................................................................... 24


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List of Appendices

Appendix A: SWOT Analysis

Appendix B: External Factor Analysis Summary/EFAS Table (O,T)

Appendix C: Scanned External Environment Trends Chart

Appendix D: External Environment Trend Plot

Appendix E: Competitor(s) Analysis Chart

Appendix F: Internal Factor Analysis Summary/IFAS Table (S,W)

Appendix G: Internal Environment Value Chain

Appendix H: Summary of Strengths & Weaknesses of Selected Organizational Subsystems

Appendix I: Strategic Factor Analysis Summary/SFAS Table (S,W,O,T)

Appendix J: Stakeholder Interview Guide

Appendix K: SPACE Matrix/Adaptive Strategy Formulation and SPACE Matrix Chart

Appendix L: Hierarchy of Strategic Alternatives

Appendix M: Strategy Formulation Analysis Summary

Appendix N: Proposed Strategic Plan, Implementation Strategy, and Review Schedule

May 12,

2009 NEW HOPE FAMILY CENTER STRATEGIC PLAN

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Section 1: The Current Situation

History and Background of the New Hope Church

The New Hope Apostolic Church was established in Worcester in September of 2002

initially as a small bible group. Since that time, it has grown continuously and now conducts

services at 115 Dewey Street with 75 members and an average church attendance of 60. They

are currently leasing the Dewey Street location and have renovated it to fit their needs, since

arriving there in July of 2008. Pastor Kurt Geddis, his wife and his two sons, established the

church with help and guidance from the parent church in Bloomfield, CT. They are now a fully

member-funded organization.

The parent church in Connecticut was also started by Kurt and his older brother Michael

and currently has a membership of over 250. They also formed the Apostolic Fellowship of

Churches organization and have locations in Springfield and Waterbury, MA; and small group

starting in Henderson, NV. The church believes that they are obligated by God to not only “save

souls,” but also to meet the needs of their communities.

The pastor agreed to allow us to conduct this evaluation and to interview his members

and leadership in order to help them formulate a strategic plan for a community center as an

overall part of their ministry. The church embodies an approach unique to community centers.

They seek to include the whole person in its programs and services and also have a vision that

includes the body (physical and health needs), soul (spiritual needs), and mind (educational and

psychological needs). They also believe that families help heal and unite communities and that

the programs and services are not only for children, but also for the mothers, fathers, and


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grandparents. Hence, the reason they would like to identify their community center as a “family

center”.

At this point in time, the New Hope Family Center is all but a vision for the New Hope

Apostolic Church, so this endeavor relates specifically to a family church yearning to serve their

community.

Current Performance

Since the Family Center does not currently exist, we chose to evaluate the performance of

the Church as our initial approach. There are no full-time staff dedicated to the Church, and all

revenue is generated from membership church collections. The pastor also maintains a full-time

job as a construction supervisor rehabilitating buildings. He does receive some salary from the

church, but the majority of the collection is allocated to the costs of maintaining the building and

other church-related expenses. The congregation itself is comprised of individuals from all

walks of life and includes many professionals and skilled laborers. A clinician, licensed

electrician, healthcare managers and other members all volunteer and contribute regularly to the

Church. All demolition and rehabilitation of their current location was done through volunteer

work.

Over the course of seven years, the church has done tremendously well in terms of

growth and acquisition of space for planned future endeavors. They are also very efficient with

the limited resources at their disposal. “With strong leadership and willing people”, They

strongly feel as though they are ready to seriously consider what it would take to do more for the

community through social services.


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Strategic Posture

Prior to being approached by the strategic management team, the New Hope Church was

actively evaluating different approaches to getting a community center off the ground. With

their leadership working full time and concurrently running the church, they were extremely

receptive to our offer to develop a strategic plan. Additional resources, such as legal and

leadership guidance, are available through the Connecticut site.

Section 2: Corporate Governance

Board of Directors

The Church’s Board is currently comprised three members: the pastor, a deacon and an

elder. They make decisions collectively on behalf of the congregation. Some of the

interviewees did express that “there wasn’t adequate and consistent communication from the

board”. It is clear from the interviews that the pastor is the leader and has the final word on all

matters. The elder lives in Connecticut and travels to all the church meetings. He was

previously affiliated with the church in Connecticut. The deacon was traveling from Worcester

to Connecticut before they established the site in Worcester. As it turns out, the branch in

Worcester initially began in the Pastor’s living room as a Bible study. The current leadership is

unquestionably dedicated to the overall mission of the church, as well as its potential expansion

to a family center and consistently “makes sound decisions in the best interest of the people”.

The current mission statement seems to have been established and agreed upon by leadership:


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“to heal and unite each community, one family at a time, through services that enrich the whole

person; body, soul, and mind”. Although a formal vision statement has not yet been constructed,

either for the Church or the Family Center, through our evaluation we have been able to

construct a suggestion: “It is the vision of the New Hope Family Center to become the guiding

beacon of Christian Family services throughout Central Massachusetts”. The recommendation

of the team is to utilize these principles, and to include other talented members of the

congregation to expand the Board to a group of seven. We would also recommend the formation

of an advisory panel comprised of local community and business leaders as the endeavor moves

forward.

Leadership

The single most consistent response to what members felt the greatest strength of the

Church is resides in Pastor Kurt Geddis. He is “extremely charismatic” and “compassionate”, “a

true leader”. He is absolutely dedicated to the Church and its members. The associate pastor is

his son, Jammie who is also very well respected throughout the congregation. Elder Hooker is

the senior member of the leadership team and offers continuous spiritual guidance to the pastor,

his family, and the Church as a whole. Mrs. Geddis is also held in very high regard and is fondly

referred to as “mother Geddis.” These factors embody the loving and caring nature of the

Church’s leadership. “They really do care about each and every member of the congregation.”

This culture is readily transferrable to that of a family or community center. The third member

of the Board is Deacon Jon Dyer, a founding member of the Worcester location. Interviewees

noted that the Board “fosters a healthy relationship where everyone has a chance to speak and all

have an equal voice.”


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Section 3: External Environment Analysis

General (societal) Environment

Completion of a SWOT Analysis (Appendix A) allowed us to identify those factors

which will likely contribute to the planning, initiation, and ultimate success of the New Hope

Church’s proposed venture to establish a community/family center. It is unlikely that the New

Hope Church would find many individuals in the Worcester community that would debate the

benefits of establishing a new community/family center. Additionally, it was expressed on

multiple occasions during the interviews that church leaders and parishioners strongly believe

that establishing the community center “is the right thing to do”. Beyond these factors, there are

also some potential major barriers that may hinder the initiation of this endeavor and many of

these are specific to the external environment.

The state of our nation’s economy is of primary concern, as one interviewee noted “right

now the economy is failing”. The perpetuation of one of the worst economic climates we have

encountered in history has affected everyone in one way or another and the New Hope Church

would not be immune to the rippling effects. Members of the Church consistently expressed

concern about “a lack of overall resources”, including revenue. The sole source of income for

the Church is currently parishioners’ donations collected during weekly services. Although

access to the organization’s financial records was limited, an in-depth analysis is not necessary to

speculate that member donations will likely decrease, if they have not already done so. The lack

of diverse resources, financial support, and multiple income sources will likely plague the

congregation for the near future. Leadership must take this into account when establishing

timelines for project development, especially the identification of a launch date.


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Industry Specific (task) Environment

There is no question that New Hope Church would be facing some strong competition

from other local community centers. Within a 10-20 mile radius, there are at least four

youth/community centers that have been serving the city for a relatively long time. They are

well established, recognized, and most have access to multiple resources and sources of income.

Appendix E provides a brief overview of the key competitors along with perceived strengths and

weaknesses. A key differentiator for the New Hope Church is the faith-based focus which may

ultimately attract a different clientele. Pastor Geddis as well as other parishioners have

expressed their goal “to establish an organization which will target not only children and

adolescents, but also families as a whole”. In order to take advantage of this factor, a

comprehensive marketing plan would have to be established prior to embarking on the

development of a new family/community center to target those likely to participate. This should

include extensive discussions with key community leaders to garner support and to spread the

word.

Another potential advantage relative to competitors is the lack of consistency in program

offerings. Although there are four distinct community centers in the area, they all vary a great

deal in the programs offered. A few of these organizations also charge for membership and/or

participation in programs/events. Whether or not New Hope Church wants to pursue a similar or

different model will also have to be established before moving forward. With limited access to

resources and capital already, this approach should be carefully evaluated and the pros and cons

discussed in detail. Regardless of the decision, it will be essential to seek additional sources of


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revenue for both the Church as well as the community/family center, as the likelihood of success

will be strongly dependent on this factor in both the short-term as well as the long-term.

Summary of External Factors/Trends

The External Factor Analysis Summary (Appendix B) further defines the opportunities

and threats previously identified through the SWOT analysis. Based upon the interviews it was

identified that their location, the established need of a family center in the community and

organizations strong devotion were all identified as potential opportunities. Additionally the

global economy, a relative lack of financial support, dependence on parishioners as the only

source of revenue and the Church’s focused beliefs were all identified as potential threats. Each

opportunity and threat was weighted and rated for evaluation purposes. Based on our weighted

rankings of the identified opportunities and threats facing New Hope Church, their final

weighted score was 2.69, suggesting below-average response to key environmental factors. The

Scanned External Environmental Trends Chart (Appendix C) further highlights those key trends

likely to continue as the Church moves forward on this endeavor. It is important to note that

most of these trends are projected to have a moderate to high impact on the proposed initiative.

Specifically, diminishing donations, grants, and gifts due to a sluggish and unpredictable

economy, increasing operating costs for most organizations, and relatively moderate rates of

crime in the local area were noted as high impact – high probability.


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Section 4: Internal Environment Analysis

Corporate Structure

Pastor Kurt Geddis, his wife and two sons relocated from Connecticut to Worcester seven

years ago to found the New Hope Apostolic Church. As mentioned previously, the Pastor’s

family participates in the overall operations of the Church. Although the Church is currently a

self-funded entity, the parent Church in Bloomfield, Connecticut perpetually offers guidance and

also funding was provided in the initial establishment of the Worcester site. Deacon Jon Dyer

also contributed to the founding of the New Hope Apostolic Church-Worcester, hosting a regular

bible study in his living room. Prior to this time, he routinely traveled from Worcester to

Connecticut to attend service at the parent Church. As outlined previously, Elder Elisha Hooker,

another senior member of the leadership team, provides spiritual guidance to the Pastor and his

wife and is also a member of the parent Church in Connecticut.

The Pastor, Deacon Dyer, and Elder Hooker serve as the unofficial Board for the New

Hope Apostolic Church-Worcester. Although these individuals make all of the decisions for the

congregation, “the Pastor has the final word”. All three men are dedicated to the mission of the

Church and the creation of a community/family center. The members of the congregation are

“comfortable” and “confident” in the leadership of the Board. It is felt that the Board, the Pastor

in particular, is “dedicated to the Church and its members”. Although it is felt that the decisions

made by the Board are consistently sound and parallel with the mission of the Church some

individuals feel as though there is not consistent and adequate communication.

Currently there is no Board or official leadership team in place for the community/family

center. Although some congregation members have been identified as potential leaders by the


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Pastor, no definitive appointments have been made. There have not been any discussions

regarding a potential cooperate structure for the community/family center.

Corporate Culture

The culture of the New Hope Apostolic Church-Worcester is described as “welcoming”.

The leadership team and congregation as a whole are loving/caring people who foster a family

atmosphere. The leadership team and congregation are united in their beliefs and their support of

the Church mission. The overall culture is the primary reason for the desire to open a

community/family center. Everyone that was interviewed expressed their belief that the idea of a

family/community center “is in line with the mission of the Church”. No issues relative to the

culture of the Church were identified. Additionally, the culture of the Church lends itself to that

of a community center. It was noted during some of the interviews that the beliefs of the Church

“could not be compromised” in the creation and/or maintenance of the community/family center

or by its potential users. This demonstrates their passion but may also potentially impede the

development process and ultimately limit users.

Corporate Resources, Competencies and Capabilities

Marketing

The Church currently has limited financial resources with no marketing budget. A few

examples of marketing campaigns were identified during the interview process, but they are

small in scope and relatively infrequent. Information about the Church is typically spread


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through word of mouth. They do not currently have a web site, although video clips of their

services have been posted on the internet through YouTube. No other media/multimedia outlets

have been utilized and no articles written about the organization have been published in any

media that we were able to identify. Even with the limited marketing programs, the Church has

grown steadily since its inception. In order for the Church to grow further, become recognized

by the community/local government, and to create the infrastructure necessary to build a

community/family center, a more strategic and focused marketing plan will need to be developed

and implemented.

Finance

Lack of finances was identified during the interview process as a major limitation of the

Church. Currently the Church does not receive any funding from local or federal government

organizations. The Church’s primary source of income is donations from the congregation

(~$4,000 a month). They are collected every Sunday during the service. The donations from the

first four Sundays of each month support the Church’s rent and operating costs, including

temperature control (~$3,000 - $4,000 per month depending on the time of year). The donations

from the fifth Sunday of each month (when applicable) are utilized to support the Pastor’s salary.

The funds collected every fifth Sunday does not adequately cover the Geddis’ family’s personal

expenses, requiring him to maintain an additional full-time job. Interviewees agreed that “the

Pastor needs to receive the funds that would allow him to oversee the Ministry full time”. The

Church is solely run on the services of volunteers. The Church has applied for at least one grant

which they were unfortunately not awarded. The limitation of funding would obviously provide


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some tremendous challenges in establishing a new organization. Although the center could be

run by volunteers in a similar fashion to the Church, funds would be necessary to obtain and

potentially renovate a new location.

Human Resources

Being run entirely by volunteers, there is no human resources department within the

organization. If funds were to be allocated to the hiring of additional full-time employees, it

would be have to be agreed upon by the Board. No specific concerns were raised in the

interviews concerning the lack of an official human resources department. If a human resources

department was not able to be financially supported in the proposed community/family center

this organization structure may have to be applied.

Leadership

The Pastor, Deccan Dyer and Elder Hooker make up the Board of the New Hope

Apostolic Church-Worcester. This group listens to and receives input from the other members of

the congregation. The relationship between the Pastor and the other Board members is one that is

described as “cooperative” and “respectful”. Ultimately the Pastor is the final decision maker.

The leadership is able to maintain the respect and admiration of the congregation and has grown

the Church from a small bible study to a group of ~75. No issues with leadership were identified

during the interview process, as the vast majority of people interviewed viewed the leadership as

“exceptional”. This would have to be evaluated prior to applying the same structure to the


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family/community center, as this small group may not be able to adequately manage two

organizations efficiently.

Information Systems

The Church has four computers for the congregation to use, but they are out-dated. With

limited financial resources, the Church is not able to hire a full time information technology

person. The Church is dependent on members of the congregation to maintain and occasionally

fix the computers they have. With a vision of a computer lab in the community/family center,

more computers with updated capabilities would need to be obtained.

Assets & Operations

The New Hope Apostolic Church-Worcester is currently renting their 115 Dewey Street

location. Members of the congregation initially volunteered their time and services to renovate

the building to meet their needs. The current location provides them the space necessary to host

services as well as some community programs. Interviewees expressed a general concern related

to crime and vandalism in the area. However, this issue was also noted as a potential positive, as

the demographics of the community suggest potential benefit from the establishment of a

community/family center. Ideally the organization would like to purchase a building in the

immediate area, close to the current location. The facilities would then have adequate room for

church services as well as the community/family center.


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Summary of Internal Factors

A community/family center is currently a vision for the New Hope Apostolic Church-

Worcester. The leadership team of the Church has done a tremendous job in establishing a

loving and welcoming culture that is embraced by the congregation as a whole. The members of

the organization are unified in their beliefs and dedicated to their cause. Since its establishment,

the Church has grown steadily, a fact that is attributed to the leadership of the Pastor. The major

concern for the Church is finance. This limitation impacts current resources as well as the

programs they can run above and beyond church services. The Church currently rents a building

in Worcester and is seeking to purchase additional property close to the current location. To

date, no potential sources of funding have been suggested or identified to support the new

venture.

The Internal Factor Analysis Summary (Appendix F) further defines the strengths and

weaknesses previously identified through the SWOT analysis. Based upon the interviews it

was identified that their unity, passion, leadership and overall loving/caring environment are

strengths. Additionally finances, organization/strategy, parishioner and leadership time restraints

and marketing were all identified as weakness. Each strength and weakness was weighted and

rated for evaluation purposes. Based on our weighted rankings of the identified strengths and

weaknesses of New Hope Church, their final weighted score was 3.175, suggesting a slightly

above-average internal environment.


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Section 5. Analysis of Strategic Factors

Situational Analysis

As discussed previously and highlighted in the appendices, the New Hope Church scores

a 3.175 for the internal analysis and a 2.69 for the external analysis. Organizations are

considered average with a score of 3.0. This suggests that the Church reacts in an average to

above average manner relative to internal factors, while they are below average in regards to

their reactions to environmental change. This is not a surprising find, as one could assume that

many faith-based organizations will score similar numbers. They tend to have very strong

beliefs and are very dedicated to their parishioners. The foundation for a strong and successful

organization is present, but an expanded internal and external evaluation along with a focused

development plan needs to be conducted in order to be successful in the long-term.

Review of Mission and Objectives

Unfortunately a formal mission statement and concrete objectives for this new project

have not yet been established. This precludes our team from making an accurate assessment as

well as recommendations regarding these factors. Before the second phase of this project is due,

we will work with New Hope Church to establish these key organizational attributes.


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Section 6. Strategy Formulation: Alternatives & Recommended Strategy(ies)

Strategic Alternatives

From a simplified perspective, the development of strategy seeks to answer the question

“how are we going to get to where we want to go?” This can be a resource and time intensive

activity, so it is essential that the organization first identify the types of strategy that will most

efficiently utilize its current resources, competencies, and capabilities. As outlined in Appendix

L, strategic alternatives/decisions can be classified into five categories: directional, adaptive,

market entry, positioning, and implementation. All organizations need to begin with directional

strategies before moving to the next level – a well designed and focused mission and vision

statement along with a listing of values should be the foundation of every organization. Without

them, and unless your employees understand them, the likelihood of success is relatively low.

As outlined in the table, each type of strategy is sequential and will provide a structured, well-

proven, and tested method that will allow an organization to continuously perform at or above

standards and enhance longevity. No single category holds any more weight than another, so all

must be adequately addressed before moving on to the next level.

Through collaboration with our Professor, Dr. David Jordan, we have drafted a mission

and vision statement based on our discussions, interviews, and interactions with both leadership

and members of the New Hope Church. We encourage the Church to evaluate, discuss, and

amend them to ensure that they capture what they need to. Once a defined list of values has also

been created and agreed upon, the organization’s directional strategy will have been solidified.


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The next phase of developing an organizational strategy involves evaluating and selecting

the appropriate adaptive strategy that will increase the likelihood of further success. There are

three options to consider: expansion, contraction, or stabilization. Through our evaluation of the

Church’s current status and their goal to establish a new family center, we suggest that the Parish

consider expanding, specifically in the areas of market and product development. Our team felt

as though New Hope Church needed to differentiate themselves from potential competitors in

order to ultimately attract citizens to the new facility. In essence, the New Hope Church’s

Family Center will likely have to identify their “niche” in the community, as there are currently

multiple long-standing and respected community centers already present. Developing and

executing a marketing plan along with program collateral (ex. flyers, website) for the Church,

and eventually the family center will help to communicate what those key “differentiators” are.

This will also augment communication efforts, generate interest, and ultimately foster program

participation. As you move across the page on Appendix L, you will see that we have clearly

marked those approaches that we speculate will be most likely to perpetuate growth and

expansion through the establishment of the new family center.

Strategic Choice(s)

There are multiple methods of identifying the optimal strategic direction for an

organization. Appendix K outlines one such approach, commonly referred to as the SPACE

(Strategic Position and Action Evaluation) Matrix. The tool itself evaluates factors specific to

four domains within an organization: industry strength, environmental stability, competitive

advantage, and financial strength. Under each domain, there are several organizational factors

that are rated on a scale from 0-6. Once these factors have been rated based on the team’s


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analysis, the values are averaged for each of the four domains. Those averages are then plotted

and connected on a matrix chart (see last section of Appendix K). The resulting shape suggests

an appropriate strategic approach for the organization.

The resulting polygon shape suggests that a primary defensive position should be

established but the opportunity to be somewhat competitive exists. It is once again important to

note that financial strength and environmental stability are two key potential factors that could

have a very strong influence on continued growth. Unfortunately the stability of the

environment is not within our control but the likelihood of continued prosperity is enhanced with

a strong financial structure. It is essential that the Church begin immediately identifying,

evaluating, and acquiring (if appropriate) additional sources of revenue. These resources should

be used to stabilize the Church, allow development to commence on the family center, and

eventually be utilized to sustain and support the operations of both organizations.

The team has completed its review and evaluation of strategic factors as they relate to the

New Hope Church. We have identified strengths, weaknesses, opportunities, and threats which

likely to be influential in the Church’s ability to begin development on the family center.

Integrating this analysis into our evaluation of the Church’s resources, capabilities, and

competencies, the team is confident that the New Hope Church will someday be successful in

realizing their vision. The first, and arguably the most essential step, is solidifying the

organization’s mission and vision statements and drafting a list of values to support those

statements. Doing so will strengthen the Church to the degree that it will be ready to move

forward on the development of the family center. A new mission and vision statement should

ultimately be developed for the family center. The same or similar values can be used for both

organizations, although that topic should be discussed at length before making the final decision.


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As mentioned previously, internal expansion is the adaptive strategy that seems most

appropriate at this time based on our analysis. The primary focus of these efforts should be the

development of a formal marketing plan along with collateral materials (ex. flyers, website).

Once these efforts have continued for an adequate period (as determined by leadership), the

organization should begin to evaluate potential market entry strategies. Devoting a great deal of

time, effort, and resources to internal development is essential in order to solidify the

organization and prepare them to commence development on the family center. Once it has been

decided to commence work on the initiative, positioning strategies should be identified in order

to secure participation from the community in the family center’s programs, services, and events.

Focusing primarily on the direct market segment, the Church should identify, compare and

contrast, and select methods of focus and differentiation for the family center. This will require

an expanded and comprehensive analysis of other organizations that are considered potential

competitors to the family center. The team has identified some of those organizations through

our preliminary analysis and has observed relatively major variations in operations between each

establishment. This includes, but is not limited to, program offerings, charging of

member/participation/program fees, audiences/age ranges served, resources, organizational status

(ex. 501(c)(3) designation), and degree of involvement with the local community. All of these

factors, as well as other key organizational aspects must be evaluated and compared in depth in

order to ultimately identify what the family center’s focus will be as well as how it will

differentiate itself from other community centers. As the day approaches when the doors to the

new family center open, effective implementation strategies must be in place to maintain the

momentum created through the overall process of developing the ideal strategy. Our analysis

suggests that an organization-wide initiative that focuses on and perpetually evaluates culture,


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structure, leadership, operations, and ethics/social responsibility will contribute dramatically to

the prosperity of both organizations.

Section 7. Strategy Implementation

As outlined in Appendix H, the New Hope Church possesses multiple internal strengths

that enhance the likelihood of the successful establishment of a new family center in Worcester.

With strong and charismatic leadership and a supportive group of parishioners, they possess a

solid foundation on which to expand.

The team’s proposed strategic plan, along with implementation strategies, and a review

schedule is outlined in Appendix N. The draft mission and vision statements should be the first

items addressed before moving forward. The current drafts are as follows:

Organizational Mission

To heal and unite each community, one family at a time, through services that enrich the whole

person; body, spirit, and mind…

Organizational Vision

It is the vision of the New Hope Family Center to become the guiding beacon of Christian family

services throughout central Massachusetts.


2009

20

Again, it is essential to determine if similar/same statements will be utilized for both the

Family Center and the Church. This should be addressed as soon as possible to ensure that the

goals and objectives of each organization are well defined. The remaining goals are listed below

and further expanded upon with staffing, supervision, and timeframe requirements outlined:

Goals

1. Finalize the Mission and Vision for the New Hope Family Center

2. Decide on whether or not to pursue 501(c)(3) status for Family Center

3. Develop a service delivery plan

4. Utilize current resources for development of Family Center programs

5. Form an operations committee to address relevant sub-system issues

6. Cultivate partnerships and collaborations

7. Form a Family Center Board Directors and Advisory Board

Goal #1: Finalize the Mission and Vision for the New Hope Family Center

The primary objective of this goal is to solidify the goals and objectives of both the

Church and the Family Center. Decisions need to be made concerning whether or not these

mission and vision statements should be the same or different for the two organizations. It is our

recommendation that they be different, although the values pertaining to the two organizations

can be the same or similar. The suggested approach to completing this task is to convene key

stakeholders within the organization (likely the leadership team) to review, finalize, and approve

the Family Center and the Church’s mission and vision and to articulate core values of the

organization(s). The mission and vision statements define the direction of the organization. Our


2009

21

plan includes draft mission and vision statements that have been developed in collaboration

directly with the Pastor and Church team members, but should ultimately be reviewed by major

stakeholders and possibly parishioners, to ensure that the final product is reflective of the overall

goals and objectives of this project as well as those of the Church.

It is essential to keep in mind that the creation of these statements is not adequate in

ensuring that parishioners understand the goals and objectives of the organization. It is the

responsibility of leadership to “spread the word” and to communicate these statements across the

organization. This can be done during services, passed out on flyers, or displayed on posters. It

is also valuable to include these statements on marketing materials.

Goal #2: Decide on whether or not to pursue 501(c)(3) status for Family Center

As commented upon in multiple sections, the organization needs to immediately seek

additional sources of revenue in order to solidify the financial status of the Church and to be able

to commence development of the Family Center. Convene Church Board and get advice from

Bloomfield Church to discuss advantages of making the Family Center a separate 501 (c) (3)

organization. One potential strategy for the Church is to establish themselves as a 501(c)(3)

organization through the Internal Revenue Service (IRS). This will enable the Church/Family

Center to solicit funding from the community and to apply for additional federal grants. It will

also enhance marketing efforts as a non-profit organization. Should the Church decide to pursue

this option, they should initiate the process by filling out Form 1023 available through the IRS’

website.


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22

Goal #3: Develop a service delivery plan

When considering expansion in any form, it is often helpful to draft a formal service

delivery plan. Formation of a committee to research and develop this plan, and to guide them in

the process of developing new programs and services, is also suggested. There are many

potential methods of completing this task including use of the internet to collect key information,

conducting neighborhood surveys, and seeking grants – all will help to clarify community needs.

Investigating government funding will also indicate what the perceived need is and what

programs need to be developed. This exercise is essential before commencing the development

of marketing materials for current and future services.

Goal #4: Utilize current resources for development of family center programs

It is quite obvious that current Church members are a key aspect to maintaining efficient

operations. It is also quite obvious that leadership will need to continue to utilize these resources

when the Family Center becomes a reality. There are also likely talents/skills that have yet to be

identified within the current membership. It may be a good start to survey current members of

the church to see if there are talents and skills that they would be willing to offer. For example, if

there are currently members with training in martial arts, New Hope should consider offering

classes on a weekly basis. This will not only get programs started in parallel to getting nonprofit

status, but also give exposure to the Dewey Street location. The Church could also consider

charging for these programs to generate additional revenue.


2009

23

Goal #5: Form an Operations Committee to address sub-system issues

There are multiple issues that must be addressed in both the short and long-term.

Election of members from within the Church based on their skills to manage growth committee

for each of these essential sub-systems will be helpful. The areas are finance, human resources,

physical plant, technology, and marketing. Obviously if there are individuals within the parish

with training in these areas, they would be ideal to lead/serve the committee. The Church could

also consider evaluating outside participation for these committees, as current membership

numbers may not be adequate to serve all of these committees. Engaging volunteer groups such

as Americorp and the Urban League could be one such approach.

Goal #6: Cultivate Partnerships and Collaborations

Engaging the community more actively will have multiple benefits, especially as it

relates to the Family Center. Attaining “buy-in” from community leaders and citizens will

increase visits and interest in the Family Center and ultimately, program participation. A

suggested initial approach to completing this task would be to utilize the facility by inviting

external organizations to conduct seminars that address neighborhood needs. Offering a variety

of programs will also attract a diverse clientele. By contacting health and social service agencies

and offering them the opportunity to use the building for seminars addressing community needs,

this will establish partnerships that may be beneficial as development of the Family Center

commences.


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Goal #7: Form a Family Center Board of Directors and Advisory Board

Forming a separate Board of Directors for Family Center will ensure that the goals and

objectives of both the Church and the Family Center are adequately addressed. Having only one

Board may detract focus from one or both organizations, leading to inadequate performance.

Regardless of who leadership chooses for these positions, there needs to be an educational

process to train and inform members what the responsibilities are for a board member.

Formation of an Advisory Board for the Family Center with external professionals and

neighborhood leaders will ensure that programs are offered that meet the needs of the

community. The Advisory Board doesn’t necessarily need to meet as often as the Board, but

should be designed to help the Center through utilization of external resources. It should be

comprised of influential and beneficial members that will perpetually provide resources to the

Center. This also provides an effective system of checks and balances that can review Center’s

direction and strategy.

Section 8. Strategic Evaluation & Control

At the end of each goal listed in Appendix N, you will notice a line for “person(s)

responsible” and “review date”. It is just as essential to monitor, perpetually change, and report

results related to your strategic plan as it is to build it. A suitable individual should be assigned

to each task and required to report to the Board of Directors and/or the Advisory Panel at regular,

pre-defined intervals. Additional objectives measures should also be identified which will be

important to report, including financials, program enrollment, etc. It cannot be emphasized

enough that the strategic plan should be considered a “living” and “fluid” document – it should

be regularly reviewed, evaluated, and if necessary, altered to ensure continued success.


2009

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APPENDIX A

SWOT Analysis


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26

Strengths, Weaknesses, Opportunities & Threats

SWOT Analysis

Strengths Weaknesses

S1 – Loving/caring (6)

S2 – Unity (3)

S3 – Passion (3)

S4 – Pastor leadership (3)

S5 – Location (inner city)

S6 – Diversity

S7 – Experience serving as male role models

S8 – Ability to affect peoples life’s

S9 – Willingness of parishioners to help

S10 – Ability to come together for betterment of

community

S11 – Resiliency

S12 – Ability to effectively convey messages

S13 – “Hands-on” approach

S14 – Noble & selfless intentions

W1 – Finances (6)

W2 – Organization/strategy (5)

W3 – Time restraints (4)

W4 – Not well known (2)

W5 – Lack of/access to resources

W6 – Consistency

W7 – Pastor still has to work full time

W8 – Not working together consistently

W9 – Not utilizing resources to “reach out”

Opportunities

Threats

O1 – Spiritual focus

O2 – Location

O3 – Have a strong group capable of making the

Center a reality

O4 – Foundations

O5 – Established need

O6 – Creating community center from the ground

up

T1 – Weak global, national, state, and

local economy

T2 – Finances (2)

T3 – Restrictions due to religious beliefs

T4 – Fear of change

T5 – Incomplete understanding of

community needs

T6 – Lack of initiative to establish a new

venture T7 – Key players have acquired complacency

T8 – Minimal capital

T9 – Unemployment rate is high

T10 – Crime rate in targeted area

T11 – Spiritual threats


2009

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APPENDIX B

External Factor Analysis Summary/EFAS Table

May 12,


28

External Environment Analysis Summary (EFAS Table)

External Factors Weight Rating Weighted Score Comments Opportunities:

O1: Spiritual focus 0.05 4 0.20 Beliefs may encourage participation.

O2: Location 0.10 4 0.40 Inner city with diverse population.

O3: Strong core group 0.08 3 0.24 Devoted to their beliefs.

O4: Strong core foundations 0.05 3 0.15 Faith-based focus.

O5: Established need 0.10 3 0.30 Inner city population.

O6: Opportunity to create new 0.02 1 0.02 Will proactively provide opportunity to

organization from the create efficient program.

ground up

Threats:

T1: Global economy 0.15 2 0.30 Relative lack of financial support.

T2: Finances 0.20 3 0.60 Parishioners only source of revenue.

T3: Focused beliefs 0.08 2 0.16 May present inflexibility.

T4: Fear of change 0.05 2 0.10

T5: Inadequate evaluation of 0.02 1 0.02 Not clear if project is viable.

community needs

T6: Lack of incentives to take 0.10 2 0.20 Members may not see personal benefit.

on a new project

Total Scores: 1.00 2.69

1 2 3 4 5

Note: 1. Listing of key strategic factors drawn from SWOT Analysis.

2. Weight each factor from 1.0 (most important) to 0.0 (not important) based on the factors probable impact on NHFC’s

strategic position.

3. Rate each factor from 5 (outstanding) to 1 (poor) based on NHFC’s current response to the factor.

4. Multiply each factor’s weight times its rating to obtain weighted score.

The total weighted scores for NHFC in Column 4 indicates how well the organization is responding to the factors in the internal/ external

environment. The total weighted score for an average firm in an industry is always 3.0.

May 12,


29

APPENDIX C

Scanned External Environment Trends Chart


2009

30

Scanned External Environment Trends Chart

Code

Trend

Status

Area(s)

Forecasted Trend

Significance

ET1

Diminishing donations,

grants, and gifts due to

flagging economy.

Current &

Future

Economic High

ET2 Increasing operating costs

for most organizations.

Current &

Likely

Economic High

ET3 Consistent & increasing

need for community-based

support programs.

Current &

Future

Socio-

Cultural/

Moderate – High

ET4 Strong relationships

between faith-based

organizations and the

community.

Current &

Future

Socio-

Cultural/

Moderate

ET5 Growing collaborations

between cultural

organizations as a means

of sharing administrative

functions/staff.

Future Economic

Political

Moderate – High

ET6 Relatively moderate rates

of crime in local area.

Current Socio-

Cultural/

Economic

Moderate


2009

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APPENDIX D

External Environment Trend Plot

May 12,


32

External Environment Analysis Trend Plot

High Impact/ High Impact/

Low Probability High Probability

Low Impact/ Low Impact/

Low Probability High Probability

Impact on the

Organization

Probability of Trend Continuing

10 0

10

Source: Duncan, Ginter, & Swayne (1998)

ET1, ET2, ET6 ET3, ET4

ET5

ET1: Diminishing donations,

grants, and gifts due to

flagging economy.

ET2: Increasing operating

costs for most organizations.

ET6: Relatively moderate

rates of crime in local area.

May 12,


33

APPENDIX E

Competitor(s) Analysis Chart


2009

34

Competitor(s) Analysis Chart

Competitor Name Strengths Weaknesses

1. Salvation Army

640 Main Street

- Reputation for strong

community relations &

support

- Recognized name/brand

- Access to resources

- Strong support on multiple

levels

- Not well known for

community center

programs

- Perceived as an

organization that only

helps the poor

- Distance from south

Worcester

2. YMCA

766 Main Street



support



- Program costs

- Perceived by many as

a “gym” or “workout”

facility

- Limited program

offerings

3. Worcester Youth Center

326 Chandler Street

- Visually pleasing facility

- Youth-based

- Well established in the

community

- Strong support from public

- Ability to access federal

funds

- Limited program

offerings

- Focused on youth

4. Henry Lee Willis

Community Center

65 King Street

- Longevity

- Community relations

- Strong reputation

- Focused and well

developed strategic plan

- Relies a great deal on

government support

5. Boys and Girls Club of

Worcester

65 Tainter Street



support



- Strong financial

support from public

- Inability to access

government funds


2009

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APPENDIX F

Internal Factor Analysis Summary/IFAS Table

May 12,


36

Internal Environment Analysis Summary

(IFAS Table)

Internal Factors Weight Rating Weighted Score Comments

Strengths: S1: Loving/caring 0.125 4 0.5 Welcoming group willing to help/aid those in

need.

S2: Unity 0.125 4 0.5 Unity provides the organization the strength

needed to help the community.

S3: Passion 0.075 5 0.375 Passionate about their beliefs and the impact

they can have on the community.

S4: Pastor/leadership 0.075 4 0.3 Able to reach people. Founded and built the

church to where it is today.

Weaknesses: W1: Finances 0.25 2 0.5 Funding is mostly based on tithe’s/offerings.

Not sufficient, requiring the Pastor to work

full time. Currently, unable to purchase

property.

W2: Organization/strategy 0.2 3 0.6 People are not always working in sync.

W3: Time restraints 0.1 3 0.3 Time is limited and people have conflicting

schedules.

W4: Not well known 0.05 2 0.1 Increased exposure could result in more

members and opportunities in the community.


1 2 3 4 5



strategic position.





May 12,


37

APPENDIX G

Internal Environment Value Chain

May 12,


38

Source: Adapted from Michael E. Porter, Competitive Advantage: Creating and Sustaining Superior Performance. New York: Free

Press, 1985, p.37.

Internal Environmental Analysis Value Chain

ORGANIZATION CULTURE

Shared Assumptions Shared Values Behavioral Norms

ORGANIZATION STRUCTURE

Matrix Function Division

STRATEGIC RESOURCES

Financial Human Resources Physical Plant Technology Marketing

PRE-SERVICE Market Research

Target Market

Pricing

Promotion

Branding

POINT-OF-SERVICE

Service/Product Quality

Marketing

- Satisfaction

- Market Development

- Penetration

- Enhancement

- Differentiation

AFTER-SERVICE

Follow-up

- Service/product Quality

- Marketing

Billing

Enhancement

Support

Activities

Service

Delivery

May 12,


39

APPENDIX H

Summary of Internal Strengths & Weaknesses

for Selected Organizational Subsystems


2009

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Summary of Internal Strengths/Weaknesses

of Selected Subsystems

Marketing Subsystems:

+ Videos of services posted on the internet.

- Mostly simple marketing; primarily of mouth.

Financial Capabilities:

+ Have been able to obtain enough resources to slowly grow the

church. Are able to rent current location.

- Do not have the financial stability to support the Pastor full-

time. Finances are mostly based on donations from members.

Constantly seeking donations, grants, and other revenue streams.

Human Resource Objectives:

Not applicable. There is no full time staff, organization is

dependent on volunteers. Finances do not support the Pastor

who must maintain an additional job.

Leadership/Management Competencies:

+ Leadership is strong, having grown the church significantly

since its founding seven years ago. The members are committed

to the leadership and their vision.

- No defined Board for tentative community center.

Information Systems:

+ Own a few (3-4) computers for use by the organization.

- Number of computers is small and they are dated.

Strategic Supports (assets and operations):

+ Currently have a consistent location.

- Do not own current location, renting. Limited resources.


2009

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APPENDIX I

Strategic Factors Analysis Summary/SFAS Table

May 12,


42

Strategic Factors Analysis Summary (SFAS Table)

Strategic Factors Weight Rating Weighted Score Comments

S8 & S9: Giving nature 0.20 3 0.60 X Cannot underestimate the

benefits on being a faith-

based organization.

S5 & O5: Community need 0.25 3 0.75 X Well-established need for

inner-city programs.

W1 & T1: Financial Resources 0.4 2 0.80 X X Relative lack of access; poor

and unpredictable economy.

T5: Incomplete evaluation of

community needs 0.15 2 0.30 X Need to perform a more

in-depth evaluation of

community to identify key

factors.


1 2 3 4

Duration S I L

6



strategic position.





May 12,


43

APPENDIX J

Stakeholder Interview Guide


2009

44

Stakeholder Interview Guide

Name of Case Study Organization: _________________________________________________

Address: ______________________________________________________________________

Individual Interviewed: ________________________________ Date: _____________________

1. Please describe your primary relationship to the organization:

a. Recipient of the organizations service or product (i.e. patron, client, customer, etc.)

b. Funding or regulatory

c. Staff/employee

d. Governing or advisory board member

e. Other: ________________________

2. How long have you been associated with the organization?

3. Briefly describe the reason for your association.

4. What level of involvement do you have with the organization regarding decisions its strategic

direction?

__ None

__ Very Little

__ Some

__ A good deal

5. How would you describe your relationship with the organization?

__ Excellent

__ Good

__ Average

__ Fair

__ Less than desirable

6. What do you believe is the organization’s mission and to what degree do you feel the

organization accomplishes their mission?

7. What do you believe should be the organization’s “vision of the future” over the next 5-10

years?


2009

45

8. What do you believe should be the organization’s broad goals over the next 2-5 years as a

means toward reaching this vision?

9. In your opinion, has the organization been successful in achieving its past strategic goals?

10. What do you believe are the most significant strengths of the organization? Its most

significant weaknesses?

11. Do you feel the organization is positioned to take advantage of any competitive or

environmental opportunities?

12. What organizational threats do you foresee?

13. How would you describe the “culture” of the organization?

14. On a scale of 1-5 (with 5 being “exceptional” and 1 being “needs improvement”) how would

you rate the current leadership of the organization?

15. Please rank the following organizational subsystems on a scale of 1-5 with 5 being

“exceptional” and 1 being “lacking”.

a. Marketing: _____

b. Information Systems: _____

c. Human Resources: _____

d. Leadership: _____

e. Strategic Supports (facilities, equipment, operations, etc.): _____

f. Finances: _____

16. Please elaborate on any of the above subsystems you gave either a 5 (exceptional) or a 1

(lacking).

17. What, if any, is your opinion on the overall Board Governance of the organization?

18. Do you foresee any broad societal or industry specific trends that may have either a positive

or negative impact on the organization (i.e. political trends, socio-cultural trends, economic

trends, technological trends, etc.)? Please elaborate and why?

19. Who would you identify as this organization’s most significant competitors, and do you

believe are their strengths and weaknesses?

20. What suggestions, concerns, or comments would you offer – if given the opportunity – the

leadership of the organization?


2009

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APPENDIX K

SPACE Matrix/Adaptive Strategy Formulation

and

SPACE Matrix Chart

May 12,


47

• Factors Determining Industry Strength: • Growth potential Low High

• Profit potential Low High

• Financial stability Low High

• Technological know-how Low High

• Capital intensity High Low

• Overall direction of the market (Task) Low High (customers, competitors, stakeholders, satisfaction, etc.)

• Factors Determining Environmental Stability: • Competitive pressures High Low

• Barriers to entry into market Few Many

• Rate of inflation High Low

• Technological changes Many Few

• Overall societal forces Imbalanced Balanced (i.e. sociocultural, economic, political/legal, technological)

SPACE Matrix Evaluation Factors (Adaptive Strategy Direction)

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

Average Score = 2.83

Average Score – 6 = -2.8

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6


2009

48

• Factors Determining Competitive Advantage: • Market share Small Large

• Product quality Inferior Superior

• Costumer loyalty Low High

• Competitors strengths Few Many

• Competitors weaknesses Few Many

• Technological know-how Low High

• Factors Determining Financial Strength: • Cash availability Low High

• Past net margin (profits) Low High

• Future Capital requirements High Low

• Risk involved in market segment High Low

• Ease of exit from market Difficult Easy

• Overall financial resources Low High (i.e. Endowment, fund balance, etc.)

SPACE Matrix Evaluation Factors (Adaptive Strategy Direction)

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

Average Score = 1.5

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

Source: Adapted from Ginter, Swayne & Duncan (1998)

Average Score – 6 = -2.83

0 1 2 3 4 5 6

0 1 2 3 4 5 6


2009

49

COMPETITIVE

Defensive

SPACE Matrix (Strategic Position and Evaluation) Financial

Strength

Competitive

Advantage

Environmental

Stability

Industry Strength

6

5

4

3

2

1

-1

-2

-3

-4

-5

-6

Source: Ginter, Swayne & Duncan (1998)

(-2.83)

(-2.8)

(1.5)

(2.83)

DEFENSIVE

-6 -5 -4 -3 -2 -1 1 2 3 4 5 6

May 12,


50

APPENDIX L

Hierarchy of Strategic Alternatives

May 12,


51

Directional

Strategies

Adaptive

Strategies

Market Entry

Strategies

Positioning

Strategies

Implementation

Strategies

• Mission

• Vision

• Values

• Expansion

• Contraction

• Stabilization

• Purchase

• Cooperation

• Development

• Marketwide

• Market Segment

• Functional

Hierarchy of Strategic Decisions and Alternatives

- Diversification

- Vertical Integration

- Market Development

- Product Development

- Penetration

- Acquisition

- Licensing

- Venture Capital

- Cost Leadership

- Differentiation

- Marketing

- IS

- Human Resources

- Finance

- Divestiture

- Liquidation

- Harvesting

- Retrenchment

- Enhancement

- Status Quo

- Merger

- Alliance

- Joint Venture

- Internal Development

- Internal Venture

- Focus/

Cost Leadership

- Focus/

Differentiation

- Culture

- Structure

- Leadership

- Operations

- Ethics/

Social Responsibility

Source: Adapted from Ginter, Swayne & Duncan (2004)

• Organization-wide

• Service Delivery

- Pre-Service

- Point-of-Service

- After-Service

May 12,


52

APPENDIX M

Strategy Formulation Analysis Summary


2009

53

Strategy Formulation Analysis

Code

Strategic Goal

Adaptive

Strategy Market Entry

Strategy

Positioning

Strategy

SG1 Finalize the Mission

and Vision for the

New Hope Family

Center

This is a

directional

strategy

Internal/

Development

n/a

SG2 Decide on 501 (c) 3

Status for Center

Expansion Internal/

Development

n/a

SG3 Form Committees for

each Sub-System

Expansion Internal/

Development

n/a

SG4 Develop Service

Delivery Plan

Expansion Marketing/

Development

Focus/

Differentiation

SG5 Utilize Current

Resources for

programs

Expansion Product/

Development

Focus/

Differentiation

SG6 Cultivate Partnerships

and Collaborations

Expansion Development/

Cooperation

Focus/

Differentiation

SG7 Form Board Directors

for Center and

Advisory Board

Expansion Internal/

Development

Focus/

Differentiation


2009

54

APPENDIX N

Proposed Strategic Plan, Implementation Strategy, and Review Schedule

for the

New Hope Family Center


2009

55

Strategic Plan for the New Hope Family Center

June 2009 to June 2012

Organizational Mission

To heal and unite each community, one family at a time, through services that enrich the

whole person; body, soul, and mind.

Organizational Vision

It is the vision of the New Hope Family Center to become the guiding beacon of Christian

Family services throughout Central Massachusetts

Goal #1 FFiinnaalliizzee tthhee MMiissssiioonn aanndd VViissiioonn ffoorr tthhee NNeeww HHooppee FFaammiillyy CCeenntteerr

Objective #1: Convene stakeholders to review and finalize and approve the

Family Center’s mission and vision, and articulate core values of the

organization.

Implementation Strategy: The mission and vision statement set the direction

of the organization. This plan includes recommended new mission and vision

statements that have been developed in collaboration directly with the Pastor

and Church team members, but should ultimately be reviewed by major

stakeholders to ensure that the final product is reflective of the overall goals and

objectives of this project as well as those of the Church.


2009

56

Person(s) Responsible: _Kut Geddis_ Review Date: ___June 2009_____

Functional/Organization-Wide Strategies Required of Goal #1:

- Marketing: Disseminate updated and approved mission, vision, and

values statement.

- Leadership: Board needs to be involved in setting/reaffirming direction

for the organization and approving new mission and vision statements.

- Organizational Culture: Unity of understanding among members and

board about the Center’s mission and vision should have a powerful and

positive impact on culture by encouraging deeper investment in the

organization’s purpose and path.

Goal #2 Deciiddee oonn wwhheetthheerr oorr nnoott ttoo ppuurrssuuee 550011((cc))((33)) ssttaattuuss ffoorr FFaammiillyy CCeenntteerr

Objective #2: Convene Church Board and get advice from Bloomfield Church

to discuss advantages of making the Family Center a separate 501 (c) (3)

organization.

Implementation Strategy: Form 1023 from the IRS is the beginning of the

process.




2009

57

- Finance: Having a 501 (c) (3) status will enable the Center to solicit funds

from the community and also apply for government grants.

- Marketing: Having a 501 (c) (3) status will enable Center to market itself

as a recognized not for profit organization.

- Organizational Structure/Culture: The guidelines and requirements

necessary to get 501 (c) (3) status will give the Center a template to use

for organizational structure and culture.

Goal #3 DDeevveelloopp aa sseerrvviiccee ddeelliivveerryy ppllaann

Objective #3: Form a committee to research and develop service delivery plan

to guide in the process of developing programs and services.

Implementation Strategy: Using the internet, neighborhood surveys, and

current grants available will help determine the community needs. Investigating

government funding will also indicate what the perceived need is and what

programs need to be developed.


- Finance: Government Grants are available to Faith Based Organizations,

but they are specific to certain programs. The committee can form new

programs based on these available grants.


2009

58

- Marketing: Once a service delivery program plan is developed marketing

material needs to be created.

- IT: This might be one of the key elements to funding.

Person(s) Responsible: ___Brenda Geddis, Ron Dyer, & Teresa Geddis__ Review Date: ____July 2009____

Goal #4 UUttiilliizzee ccuurrrreenntt rreessoouurrcceess ffoorr ddeevveellooppmmeenntt ooff ffaammiillyy cceenntteerr pprrooggrraammss

Objective #4: Create a process for allowing members to use facility for

programs.

Implementation Strategy: Survey current members of the church to see if

there are talents and skills that they can offer and provide utilizing the building.

This will not only get programs started in parallel to getting nonprofit status, but

also give exposure to the Dewey Street location.


- Finance: Volunteer programs that utilize the building will have very low

overhead costs.

- Marketing: Volunteers can promote their own programs

Person(s) Responsible: _______Board of Directors_____________ Review Date: ___August 2009______

Goal #5 FFoorrmm aann OOppeerraattiioonnss CCoommmmiitttteeee ttoo aaddddrreessss ssuubb--ssyysstteemm iissssuueess


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Objective #5: Elect members from within the Church based on their skills to

manage growth committee for each sub-system; Financial, Human Resources,

Physical Plant, Technology and Marketing

Implementation Strategy: Selecting volunteers to manage these sub-systems

based on their personal talents and meeting together to discuss aspects of each

system can be a training ground for board elections.


- Finance: Finance Volunteer will be responsible for researching funding

opportunities.

- Marketing: Marketing Volunteer will be responsible for organizing

program development and developing strategy.

- IT: IT Volunteer will be responsible for all IT-related issues

- Human Resources: Volunteer will be responsible for looking into staffing

for programs and also engaging Americorp, Urban League, and other

volunteer organizations.

- Organizational Culture: Volunteerism is essential to the success of the

Family Center and these volunteer positions might become paid positions.

- Organizational Structure: These volunteers might also become Board

Members.


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Goal #6 CCuullttiivvaattee PPaarrttnneerrsshhiippss aanndd CCoollllaabboorraattiioonnss

Objective #6: Utilize the facility by inviting external organizations to conduct

seminars that address neighborhood needs.

Implementation Strategy: contacting health and social service agencies and

offering them the opportunity to use the building for seminars addressing

community needs. This will create partnerships and exposure to the Center.


- Marketing: There are community concerns that other organizations might

be willing to collaborate with Center to conduct seminars. The Center can

help with flyers to blanket surrounding neighborhood. This will expose the

Center and also might lead to partnerships with these organizations.

Person(s) Responsible: ______Brenda Geddis__ Review Date: ____August 2009____

Goal #7 FFoorrmm aa FFaammiillyy CCeenntteerr BBooaarrdd ooff DDiirreeccttoorrss aanndd AAddvviissoorryy BBooaarrdd

Objective #7a: Form a separate Board of Directors for Family Center

Implementation Strategy: In goal 5 these committee members can become

Board members. There needs to be an education process to train and inform


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members what the responsibilities are for a board member. This goal should not

be considered until the above goals are met.

Objective #7b: Form an Advisory Board for Family Center with external

professionals and neighborhood leaders.

Implementation Strategy: The Advisory Board doesn’t meet as often as the

BOD, but is designed to help the Center through external resources. It should be

made up of influential and beneficial members that will provide resources to the

Center. This is also a good check and balance system that can review Center’s

direction and strategy. The Advisory Board should not be created until above

goals are met.


- Leadership: Having a strong diverse internal Board and Advisory Board is

essential to the longevity of the Family Center Endeavor.

- Ethical/Social Implications: The Church has very strong faith and

commitment to their doctrine. Once the Family Center is created it still

will remain a faith based organization, but should serve the community

without discrimination.

Person(s) Responsible: _Kut Geddis_ Review Date: ___TBD_____

new hope family center strategic plan 2009 2011

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