EDLD 511 Strategic Planning & Positioning

Transcription

1 EDLD 511 Strategic Planning & Positioning Professors Pat Libby & Paul Van Dolah Olivia Gil-Guevara, Wendy Morris, Fred Speece, Meg Storer

2 RO Mission METRO (Methodist Effort to Reach Out) is an outreach agency of the United Methodist Church (UMC) which provides direct social services and supports community development. METRO seeks to assist local churches to expand their capacity to become more actively involved in the lives of their neighborhoods. METRO believes that as it carries out its mission churches will again become vibrant centers of community life, thereby fostering the growth and development of local leaders.

3 MEq-RO Strategic Planning Team Olivia Gil-Guevara Wendy Morris Fred Speece Meg Storer

4 -- - METRO (Methodist Effort to Reach Out) Should METRO be the service ~rovider for all SO UMC? s METRO too dependent on one funding stream? How does funding effect the sustainability of the key programs? ~ ' Surveys 1 Surveyed 12+ UM churches ' Wendy/Olivia Positional Mapping - Researched funding info. from other faith-based organizations Meg/Fred Key informant interviews nterviewed key funders of largest programs Fred ' ' '

5 ME RO Survey Key Questions -Are you aware of METRO programs and services? -Do you utilize METRO's programs and services? -f you do not utilize METRO's programs and services - why not? -Do you believe your congregation offers overlapping services? -s your congregation interested in collaboration? -Would your congregation be willing to fund METRO programs?

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8 Barriers to Accessing METRO Programs 45% 4~Q % 35% 30% 26% 25% % 20% 16% 1e % 15% 11 % 10% 5% 5% 5% 0 % ', ~v ru.o~ ~,ru~ ruo ru",uru" rbo).rb ~1> '<.) ~ (S.~u <v~ '5..,",~ 0'0 ~~ 0'::> ~o' 0' ~ vj; ru" o ru <::/" ~1> 'tt «;1>,~ & ~.~~ *~ -<...~ >:>1>OJ 1>v ~o '0 & ~' v 1>~ v ~ ~1>-Q. V e> o~ -- -

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11 METRO Funding ---, 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 21% 79% 00/0 e f PAST PRESENT FUTURE DC-;-ntrib ~t i ~n-s.-g~ve~n rn ; nt~a~ts- 0Prog ram Services

12 MEq-RO Positional Mapping between Agencies Catholic Charities St. Vincent DePaul Village, nc. Lutheran Social Services of Southern California Episcopal Community Services Jewish Family Service of San Diego North County nterfaith Council, nc.

13 Funding Comparisons between Agencies Millions $18 $16 $14 $12 $10 $8 $6 $4 $2 $0 ~ ~ lsi v,! v V 7. V v' METRO Lutheran Social Jewish Family No. Co. S. Vincent de Catholic Episcopal Services of So. Service of San nterfaith Paul Village, Charities Comm. Cal Diego Council nc. nc. Services D Contribution~1G Government Gr~nts D Program Servicesj --=

14 Funding Sources 100 % 80% 60% 40% 20% 0% METRO Lutheran Social Services of So. Cal Jewish Family No. Co. nterfaith Service of San Council nc. Diego - l~ Contributio~~Governmen~ Grants 0 Program Services

15 North County nterfaith Council, nc. Funding 0% 0% 1%-. 1./.- 0% 7%, 10 Contributions [ El Government Grants 10 Program Services 37% 55% 10 nvestments Sales o Special Events Other

16 Lutheran Social Services of Southern CA 0% 0%-\ \ - 0 % 0 % \ ro 34% 0% Contributio~ ~ Government Grants o Program SeNices o nvestments Sales 10 Special Events 1- Other _ ~

17 Jewish Family Services of SO Funding 0% 3% -, - 0% 1%-. 0 Contributions 1 Government Grants 44% 10 Program Services o nves tm ents 47% Sales o Special Events 5% l!other

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20 ME RO Key nformant nterviews Y-Change provides 54% of METRO's Federal Funding - Sandra Waterhouse provided information - METRO is doing a satisfactory job but funder expects bigger things from METRO - Sandra Waterhouse indicated METRO needs to diversify and that she sends METRO regular grant notifications San Diego Work provides 46% - Kelly Henwood provided information of Federal Funding - METRO is the largest recipient of this funding in San Diego - METRO needs to improve staff expertise to effectively manage contract requirements - Leadership has been non-responsive to inquiries

21 ncrease staff/board skills through training Staff - train to build skills for contract management Send Board to USD NP Board training in 2006 Programs - seek out additional grants that can provide Seek funding to enlist staff in USD NP Program additional funding Utilize Board to connect with new funders Board - utilize members to find additional funding Collaborate with SD UMC for web design relationships & resources Retain & train existing staff to broaden skills All SD UMC should have reps. on METRO Board DECDE DAMAGE CONTROL! DVEST Collaborate - Cultivate stronger partnerships Corrective Action Seek out someone from existing SD UMC who Meet with Board to develop plan for resolution may be able to serve as METRO internal liaison Divest ED from some current responsibility to get back Seek out grants to increase staffing and on track funding Federal Funding Begin seeking out new grants & funding sources Maintain funder expectations for current funds Program Funding - % to Constituents Look closely at staff expenses to see how funding can be redirected to programs

22 MEq-RO Conclusions Should METRO be the service provider for the SO UMC? s there reciprocity between METRO and the SO UMC? Yes: Survey results showed that the SO UMC were willing to utilize METRO programs ~... _., e

23 MEff RO Conclusions s METRO too dependent on one funding stream? Yes: Research shows that METRO receives 91 0 /0 of its revenue from federal government grants How: Work with Board of Directors to determine plan for diversification of funding sources, utilize Board contacts for networking purposes, communicate with SD UMC that are willing to provide funding to create more revenue, have special events, determine if related business income can be generated

24 ME~RO Conclusions Does METRO's current funding affect the sustainability of its key programs? Yes: METRO is doing a good job of executing the funding provided. However, METRO needs a stronger leadership presence. How: METRO needs to improve communications with major funders. The expertise of staff managing contracts needs improvement as does the response of leadership to delivery orders.

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26 10 urban Ministr~ Ad inistrative Office 3295 Meade Street San Diego, CA Phone: 619J FAX: (61 9) Program Offices 2860 Market Street San Diego, CA Phon e: (619) FAX: (61 9) North47th Street San Diego, CA /24/2006 Phone: (61 9) FAX (619) Profe or Pat Libby USD Non Profit Management Program 5998 Alcala Park San Diego, CA Dear Profe SOT Libby, This lett r is to serve as a receipt from Metro United Methodist Urban Ministry for the incredible work accomplished by Olivia Gil-Guevara, Wendy Morris, Fred Speece and Meg Storer to forward the strat gic plan of our organization. n the last few years Metro has experienced tremendous growth and change. Approximately 8 years ago we had a staff ofthree, a budget under $200,000 and two viable services to the community. During the last few years Metro has grown to employing 50 full time staff and received over $ 11 million from multiple funding sources. The need for Metro to focus on strategic planning was a critical issue when the students began their work. The work accomplished by the students has been the backbone of our strategic plan and have served as a catalyst for intense discussions within the staff, board and stakeholders. Metro is working slowly with staff, board and key community stakeholders to redefine our mission statement, refocus our vision statement and rethink our role in the community. The professional, thoughtful and well documented work ofthe USD students has had and will continue to have immeasurable impact on our organization for years to come. am so impressed by the quality of the students produced by this program can't wait to hire as many as can afford! Thank you for your hard work, dedication and commitment to the non profit community_