CATHOLIC CHARITIES Strategic Planning Guide
Strategic Planning Earlier this summer 2013 the board assembled a committee to create a strategic plan for Catholic Charities. The purpose of the Strategic Plan is to ensure the longevity of Catholic Charities Diocese of Fresno. The Strategic Plan is to address all aspects of the Catholic Charities organization and guarantee a proper path forward. A Strategic Plan is a living document that can be finessed over time to meet the changing environment that an organization faces. Its goal is to keep an organization grounded and focused on a well-thought out path and avoid the dreaded as the wind blows approach that has doomed many organizations. In this packet you will find explanations of what constitutes a competent Strategic Plan as well as other information that breaks down its components. You will also find that two sections of the Strategic Plan have been completed, but further help is needed for the remaining pieces.
Strategic Planning A Strategic Plan is a document that supports the general Mission and Vision of an organization. Catholic Charities Mission, Vision and Core Values are as follows: Mission Statement: Respecting the presence of God among us, we serve, advocate for, and empower those in need. Vision: We strive to be the leader among human service providers, in partnership with the community organizations and every county and parish in the Diocese of Fresno. Core Values: Because of our faith, we believe that every person has a right to have basic human needs met. Because of our faith, we believe in the inherent worth and sacredness of each person. Because of our faith, we believe in empowering those in need to become self-sufficient. From the Mission and Vision, the Strategic Plan continues to be comprised of a number of layers, with each one increasing in both detail and task. The layers are four-fold: Goals: measured by Objectives Objectives: ensure Goals are achieved Strategies: efforts enlisted to meet Objectives Tactics: action steps to achieve Strategies The Strategic Planning Committee has laid out many of the components and now seeks the participation of the greater board and organization to complete the remaining tasks.
Strategic Goals The following Goals have been laid out by the Strategic Planning Committee. After each goal, names have been given for those individuals to work together in completing that component of the Strategic Plan. I. Catholic Charities aspires to manage each emergency by providing food, clothing, internal assistance, or external direction to promote self-sufficiency. II. III. IV. Catholic Charities will maintain sound financial practices within all departments and missions. Catholic Charities will develop and implement a comprehensive marketing plan to focus on clients, parishes, donors, and community. Catholic Charities will develop competent staff, managers and leaders throughout the organization. V. Catholic Charities will develop a facilities plan to focus on an efficient, functional, and safe environment for clients, staff, and volunteers.
Organization Flow Chart The organizational flow chart depicts the process that happens when someone comes to Catholic Charities for help. The individual or family is processed through Intake where the need is determined. After Intake, the family or individual will either need temporary help of food and/or clothing. Other individuals or family may need services that we can internally supply or externally direct them to such as other government or non-profit entities. Others may be highly functional but need a Job Specialist to help them get back on their feet. Lastly Catholic Charities will experience individuals who have no desire to improve their living conditions and simply use Catholic Charities to augment their living style. Out Internal External Temp. Factory 1 Factory 2 Need Help Intake Temp. Long Term Cycle Food Clothing Resource Center Job Specialist Self Dependent Cycle
PRODUCT AND SERVICE GOAL: Catholic Charities aspires to manage each emergency by providing food, clothing, internal assistance, and/or external direction to promote selfsufficiency OBJECTIVE Find stable and consistent food sources for all Catholic Charities Fresno Diocese sites. Find clothing and furniture sources that are stable for the Fresno Site. STRATEGIES Identify farmers, government, vendors, nonprofit partners and private donors. TACTICS Cold Calls: Networking through nonprofit agencies, citizens, parishioners, real estate agents, bulletins, media, newsprint, word-of-mouth, retirement communities, assisted living, and so on
Continued. PRODUCT AND SERVICE GOAL: Catholic Charities aspires to manage each emergency by providing food, clothing, internal assistance, and/or external direction to promote selfsufficiency OBJECTIVE To create an efficient reception desk, one that provides quick and necessary information to clients in an easy and understandable format. STRATEGY Adopting Apricot or appropriate software. Finding dynamic volunteers. Have a video/audio presentation for guests while they are waiting to be served letting them know about our services and programs. TACTICS Purchase or otherwise obtain (donation) flat-screen monitors with a DVD or thumb drive that will loop the information throughout the day. Contract with vendor to shoot video. Put up signage that will help communicate services.
Continued. PRODUCT AND SERVICE GOAL: Catholic Charities aspires to manage each emergency by providing food, clothing, internal assistance and/or external direction to promote selfsufficiency OBJECTIVE Create a strong referral service Create a good understanding and relationship with strong government agencies Create a resource center in our reception area (with phone and computer access). TACTICS Staff a resource center with informed volunteers, possible United Way 211 volunteers and/or rotating representatives from local community agencies. If guests come to CC for services other than food or clothing refer them to the resource center. If funding permits and they need rent/utility assistance, a prequalifying form can be filled out at this time. Follow up calls will be made if assistance can be provided and qualification is met. If guests come to CC for services that we don t provide, they can be directed to the resource center to be connected to the United Way 211 Call Center or appropriate referral services. Create a bulletin board and post current job openings weekly.
Finance and Accounting GOAL: To maintain sound financial practices that are efficient, transparent and collaborative within all departments and missions OBJECTIVE #1 Develop a three-to-five year (comprehensive) Financial Plan that is all encompassing of the Agency goals To maintain an annual department and organizational budget. Maintain monthly reporting of actual to budget variances. Financial practices should be strictly adhered to by the organization. Maintain bank reserves to handle deferred maintenance and six months of operations. Finance Manager to produce a rough budget to the Finance Committee by March 31 st annually and presented to the Board at the May Board meeting. Finance Manager to submit financial reports by the third Wednesday of every month to the Finance Committee. Once reviewed, reports are to be sent with comments to the Board two days prior to the Board Meeting. Perform an annual audit by the end of the Calendar each year. Maintain across the board internal controls throughout all departments. Implement a low risk investment strategy with an independent third party.
COMMUNICATIONS & DEVLOPMENT GOAL: Catholic Charities will develop and implement a comprehensive marketing plan to focus on clients, parishes, donors and community. OBJECTIVE # 1 Develop and nurture strategic partnerships with parish communities and expand awareness of agency services and engagement opportunities within parish communities. Utilize social media to increase donor awareness and increase opportunities for giving. Proactively engage local media sources to promote Catholic Charities. Identify the most effective and efficient funding streams for Catholic Charities. Develop and implement a community awareness plan that utilizes speaker programs and printed materials. Update website annually by June of each year (to include a new calendar of events, new pictures, charts, etc.)-executive Director, Operations Manager, Board of Directors Marketing Committee, Interns when available. Build a Facebook following annually by February once approved (Fresno has a Facebook page but needs to build one for Merced and Bakersfield) by April 2015 and annually. Maintain the Facebook by posting updates bi-weekly-executive Director, Operations Manager.
Continued COMMUNICATIONS & DEVLOPMENT GOAL: Catholic Charities will develop and implement a comprehensive marketing plan to focus on clients, parishes, donors, and community. Increase the e-mail list and response rate by August annually- Executive Director, Operations Manager, BOD Marketing Committee will meet and discuss the outcome. Send out monthly news releases to media sources regarding Catholic Charities events-executive Director. Write quarter op-ed articles for news outlets regarding Catholic Charities issues-executive Director Develop strong relationships with media personnel on an on-going basis-executive Director. Develop a historical report on the net dollars raised on each fundraiser. Identify the internal hours that were spent by CC personnel and rate the events for efficiency. Present to the Board at June Board meeting. Executive Director and Finance Manager. Create a speakers calendar of upcoming events where a CC spokesperson can deliver our message with printed materials for handouts as well as talking points. Schedule personnel, priest, or Board members to speak at those events-executive Director. Keep track of: The number of parishes and schools directly engaged with the Agency Executive Director. The number of website hits-executive Director.
Continued COMMUNICATIONS & DEVLOPMENT GOAL: Catholic Charities will develop and implement a comprehensive marketing plan to focus on clients, parishes, donors, and community. Any communication or social media friends, followers, links and views-executive Director. The number of community presentations-executive Director. OBJECTIVE # 2 Create BRANDING for CCDOF leading to the agency becoming more recognizable Develop a consistent Brand for Catholic Charities Diocese of Fresno. Stay connected to volunteers, donors, and supporters on an individual and on-going basis. Set an annual marketing budget and marketing calendar for CC. Create a Brand binder that identifies CC colors, fonts. tear sheets for advertising, and templates for printed materials and present to the Board by the May meeting. Executive Director Implement a database tool that enables CC to connect all data to donor or supporter that reflects. OBJECTIVE # 3 Create a major gifting, endowment, and gifting program for Catholic Charities
Continued COMMUNICATIONS & DEVLOPMENT GOAL: Catholic Charities will develop and implement a comprehensive marketing plan to focus on clients, parishes, donors, and community Identify and create profiles of the best major gifts prospects for Catholic Charities. Provide tools to structure and build a solid major gifts program. List the visit Charity Navigator inclusion on mailers. Identify a major gifts team or committee and present to the Board at the June Board meeting - Executive Director. Finalize a major gifting manual that identifies organizational readiness, budget (materials, etc.), time commitment, cultivation ideas (i.e. host small groups at Board members homes, meet the Executive Director, tour facility, hand written notes, etc.) by the end of February. Develop a data base of prospects that track and record where each prospect is on the cultivation and asking scale by February annually Executive Director. Create printed materials that include benefits and features to potential major gift prospects by February annually Executive Director. Fund Development - annually present a PowerPoint presentation to the Board of Directors. GOAL: Increase private giving by $500,000 within 3-5 years and continue to fundraise and set new goals annually Executive Director/Fundraiser
Continued COMMUNICATIONS & DEVLOPMENT GOAL: Catholic Charities will develop and implement a comprehensive marketing plan to focus on clients, parishes, donors and community. OBJECTIVE # 4 Build and strengthen relationships with individual and corporate donors by direct contact and personal appearances throughout the year and creating new events for the Agency as needed Identify the Appeals and Campaigns by researching the ones. that have been successful with less cost to the agency. Meet with potential donors to increase revenue. Build relationships with Estate Planner and Accountants. Continue to appeal to Major Donors via Appeals and Campaign mailers add a Planned Giving section to check off if donors are interested. Keeping track of the Appeals, Campaigns, and Dollars raised for each department, by July annually Executive Director. Keep track of the number of donors each year and the increase of donors per year, present to the Board at the August meeting annually - Executive Director. Monitor on a yearly basis the average annual gift size by donor- Executive Director. Keep a list of the major donors who consistently donate throughout the years-executive Director annually. Assess the Donor retention rate by researching the Appeal or Campaign that was sent out to donors, complete by July and present at the August Board meeting- Executive Director. The Executive Director will research modes of reaching out to Estate Planners and Accountants on annual basis by August.
HUMAN RESOURCE GOAL: Catholic Charities will employ and develop competent staff, managers, and leaders throughout the organization. OBJECTIVE # 1 Review and update personnel manual annually Form a committee of staff members from each department. Review other industry manuals for content & consideration. Identify new regulations and updates on an on-going basis. Communicate changes and updates to staff. Begin review and update of the personnel manual annually by January. Executive Director shall form a committee annually by May of each year - Appoint Executive Assistant, HR & Operations Manager. Committee shall review other manuals annually by February of each year - i.e. other Catholic Charities Diocese - Committee shall consist of the Executive Assistant, HR & Operations Manager in consultation with the Executive Director. Executive Director shall appoint one member to compile updates throughout the year by January annually - Executive Assistant. Executive Director shall appoint one member to present changes to staff at either an all-staff retreat or meeting annually - Executive Assistant.
Continued. HUMAN RESOURCE GOAL: Catholic Charities will employ and develop competent staff, managers, and leaders throughout the organization. OBJECTIVE # 2 Review and revise the Organizational Chart A key employee shall be designated to make all changes to the chart. The Organizational Chart shall be distributed to all staff members as well as the Board. The Chart shall be updated on the website. The changes to the Organizational Chart shall be made as needed on a monthly basis-executive Assistant The updated Organizational Chart shall be distributed to all staff and the Board by the January Board Meeting annually- Executive Assistant. The website shall have an updated Organizational Chart by January of each year - Executive Assistant. OBJECTIVE # 3 Review and revise the organization s job descriptions A committee shall be formed to review job descriptions and make recommendations. Changes to any job description shall be submitted to the Executive Director for approval. All formalized changes shall be communicated to the person in the job where a change is approved.
Continued. HUMAN RESOURCE GOAL: Catholic Charities will employ and develop competent staff, managers, and leaders throughout the organization. This committee shall be formed by January of each year. Any change recommendations by the committee shall be submitted to the Executive Director by March of each year. All approved changes shall be communicated as a responsibility to the person in that position by end of March. OBJECTIVE # 4 Evaluate and update our staff training program A committee shall be organized to formulate and update the training manual. Each department shall be responsible for input on specific training procedures for their department. Each department shall have a training procedure checklist for each new trainee: Customer Service Training, Safety, Apricot, HR Changes and Completion of Leadership training. Recruit Speakers from other CBO s to do program presentations. This committee shall be organized by March of each year- Executive Assistant. Department recommendations shall be submitted to the committee by April of each year - Submit recommendations to Executive Director.
Continued. HUMAN RESOURCE GOAL: Catholic Charities will employ and develop competent staff, managers, and leaders throughout the organization. A department training checklist shall be formulated by the committee by June of each year-executive Assistant and Operations Manager. OBJECTIVE # 5 Evaluate and update employee compensation (salary) A committee shall be formed to evaluate compensation for all employees. Industry salaries shall be gathered to compare salaries with three other CBO s with similar operating budget and staff size. Recommendations shall be made to the Executive Director for changes. This committee shall be formed by March of each year - HR, Executive Assistant. The committee shall research industry salaries by May of each year - HR, Executive Assistant. Recommendations for changes shall be submitted to the Executive Director by June of each year - By HR. OBJECTIVE # 6 Recruit and Retain Quality Volunteers The Volunteer Coordinator in conjunction with either a staff member or a volunteer shall contact other Community Based Organizations (CBO) to recruit a significant number of quality volunteers to assist with services provided by CCDOF by annually.
HUMAN RESOURCE GOAL: Catholic Charities will employ and develop competent staff, managers, and leaders throughout the organization. The Volunteer Coordinator, in conjunction with either a staff member or a volunteer, shall research the possibility of increasing the number of hours potential volunteers, CBO s & Parishes can commit to CCDOF. The Volunteer Coordinator, in conjunction with either a staff member or volunteer, shall be formed to research industry standards handbooks calling other CBO s to review their handbooks. The Volunteer Coordinator, in conjunction with either a staff member or volunteer, shall be formed to research the hourly rate of pay if the volunteer was employed. The Volunteer Coordinator, in conjunction with either a staff member or volunteer, shall assist with the recruitment of volunteers. The Volunteer Coordinator, in conjunction with either a staff member or volunteer, shall begin in March annually. The Volunteer Coordinator, in conjunction with a staff member or volunteer, shall begin to research on increasing the number of hours for potential volunteers on March annually. The Volunteer Coordinator, in conjunction with either a staff member or volunteer, shall begin annually in March to research industry standard handbooks, by calling other CBO s to review their handbooks. Recommendations & completion submitted to the Executive Director annually by June.
Facilities GOAL: Catholic Charities will develop a facilities plan to focus on an efficient, functional, and safe environment for clients, staff and volunteers OBJECTIVE #1 Develop a Facilities Plan through an existing condition analysis Document space inefficiencies through staff interviews and questionnaires. Form a volunteer committee of industry professionals (construction, arch., etc.). Generate a long term budget for facilities maintenance and future needs. Combine all information into a Facilities Plan. Interviews and questionnaires shall be completed with a final summary by the end of April by Operations Manager, Executive Director and Finance Manager. Committee to submit a final written report by May annually after a physical inspection of problematic issues at each site. Executive Director shall work with the Finance Manager to identify a long term facilities budget for implementation into the Annual Budget. Facilities Plan - once a final report is completed, it will be presented to the Board at the June meeting annually.
Continued. Facilities GOAL: Catholic Charities will develop a facilities plan to focus on an efficient, functional, and safe environment for clients, staff, and volunteers OBJECTIVE #2 Develop a Facilities Safety Plan Conduct an annual safety review. Board facilities committee to review and report on safety hazards. Generate a budget for long-term safety updates. Combine all information into a Safety Plan. Schedule annual walk-through with Fire Department by May. Committee to submit a written report of safety hazards by June annually. Executive Director to work with Finance Committee to identify the long term safety budget for implementation into the Annual Budget. Safety Plan to be completed by June annually.