Bellarmine Jesuit Retreat HouseMinistry Team Discussion

Strategic Plan Follow-Up

Prepared by Mike SarlittoOctober 21, 2014

Strategic Planning Process

Current Progress and Goals Step 1: Document “As Found” (SWOT) - COMPLETE Step 2: Identify Critical Strategic Questions/Issues - COMPLETE Step 3: Confirm/Reaffirm Mission and Vision - COMPLETE Step 4: Establish Plan Elements & Broad Goals - COMPLETE Step 5: Identify Action Steps, SOT and resource load – IN PROGRESS

Summary Highlights & Necessary Next Steps

Agenda

Strategic Planning Process

The five (5) steps below are being used to generate the plan/ action steps:

1. Document organization “As Found” condition [SWOT analysis - strengths, weaknesses, opportunities and threats] 2. Establish strategic plan fundamental approach and identify critical strategic issues 3. Confirm and reaffirm relevancy and currency of the organization’s Mission and Vision 4. Establish Plan Key Elements and Broad Goals [Ministry, Governance, Operations, Communications & Marketing,

Development] 5. Categorize individual activities within plan elements as strategic, operational or tactical; prioritize goals/actions &

resource load as appropriate The following index is being used to identify all activities as strategic, operational or tactical as appropriate:

STRATEGIC – Black Type and prefaced with “S”

OPERATIONAL – Red Type and prefaced with “O”

TACTICAL – Purple Type and prefaced with “T”

STRATEGIC

TACTICAL

OPERATIONAL

◦ Step 1: Document “As Found” (SWOT)◦ Step 2: Identify Critical Strategic Questions/Issues◦ Step 3: Confirm/Reaffirm Mission and Vision◦ Step 4: Establish Plan Elements & Broad Goals◦ Step 5: Identify Action Steps, SOT and resource load

Current ProgressStep 1: Document “As Found” (SWOT)

Internal Strengths Clear Mission Good functional team dynamics; talented and mission-driven staff with a balance of skills Functional current operations and organizational structure Strong program content and superior execution with currently served participant base Focused and high quality program offerings Keen understanding of demographic best served by its current ministry Good relationship with the Chicago-Detroit Province Good baseline of quantitative and qualitative measures of who is participating and their experiences Internal Weaknesses Stagnant community of Bellarmine retreat practitioners locally, regionally and nationwide Participant base in Chicago area narrower than desired and shrinking/aging Stagnant donor base Declining operational revenues coupled with declining financial support from the Chicago-Detroit Province Total operational expense to operational revenue: 140% (largest contributor is compensation) External Opportunities Programs that reach that reach adults and youth at pivotal times in their spiritual development Focus on forming young self-aware adult leaders Emphasis to “reinsertion” dimension to formation experience Marketing materials with web-based emphasis and on-line publications coupled with improving written materials Geographical expansion and partner programs Spiritual yearning of people “in search of…” the meaning of life – perennial need Lack of organized retreat programs in many areas of the region and United States Strong Jesuit networks in key urban areas throughout the United States Province consolidation Strong brand reputation and growing positive perceptions of the Church with Pope turnover External Threats Weak brand awareness Affiliates or “partner” turnover Lack of national-level support for Ignatian Spirituality in the United States Fundamental sociological changes in the young adult Catholic population Parishes’ lack of appeal to young adults

Completed

Ministry How will the Bellarmine attract participation from a broader and more sustainable demographic of

retreatants (i.e. youth, families, etc.) and increase overall number of participants in managing the trending fall-off projection?

How will the Bellarmine maintain its strong focus on Ignatian Spirituality and accommodate the needs of collaboration partners without posing a perceived threat to them?

Development How will the Bellarmine grow access to resources (i.e. donor/funder, participant and fee-based

clients, collaboration partners, etc.) to sustain and enhance its Mission?

Operations How will the Bellarmine scale infrastructure to support its growth initiatives?

Communications & Marketing How will the Bellarmine leverage its current positive brand and participant ratings in efforts to stay

current with product development and more contemporary outreach techniques?

Governance

Current ProgressStep 2: ID Critical Strategic Questions/ Issues

Completed

Current ProgressStep 3: Confirm/Reaffirm Mission and Vision

Mission “The Bellarmine Jesuit Retreat House is committed to fostering the spiritual development of Catholics and other people of faith through a variety of retreats and contemporary programs that are grounded in the Spiritual Exercises of St. Ignatius of Loyola.”

Vision “Our vision is that of Jesus: “That they may be one” and of St. Ignatius Loyola in the Spiritual Exercises: to do only what is for the Greater Glory of God. And so it is our goal: To welcome every one of every cultural origin and economic situation, especially the poor. To provide an atmosphere of hospitality and quiet, to instruct them in the words and actions of Christ in the Scriptures and to teach them to pray; So that they may leave the retreat house to reinsert themselves in the world of today and be the presence of the Heart of Christ in building the Kingdom – so all may be one.”

Partially Completed

Confirmed

In progress

Ministry◦ M1 – Increase focus and emphasis in “spiritual pathway” & “reinsertion”◦ M2 - Meet/exceed participant expectations◦ M3 – Growth in attendance & focus to un/under-served participant groups◦ M4 - Leadership Formation/Development

Development◦ D1 – Develop & grow more sustainable base of funding (finance)◦ D2 – Develop & grow more sustainable base of advocates (advancement)

Operations◦ O1 – Launch facilities/master grounds improvement plan (Sacred Space)◦ O2 – Improve business/work processes (Staffing, etc.)◦ O3 – Map finance & budgeting processes for improvement

Communications & Marketing◦ C1 – Conduct thoughtful marketing research & development activities◦ C2 – Expand communications tools & processes (internal & external)

Governance◦ G1 – Document control process through Provincial transition◦ G2 – Assess and refine as necessary areas of compliance and risk management

Current ProgressStep 4: Establish Plan Elements & Broad Goals

Partially Completed

Plan Elements Broad Goals Add Goal

Measurements Add Goal

Timeframes

Current ProgressStep 5: Identify Action Steps, Categorize SOT, resource load

Partially Completed

Goal M1: Provide a clear/recognizable pathway for deepening experience of Ignatian Spirituality through Bellarmine programs and engage participants more fully in the life of ministry and support their “reinsertion” back into life realities (STRATEGIC-Effectiveness).

Initiatives/Activities 1. S - Delineate the spiritual pathway and communicate it to participants 2. S - Teach & Guide unique and core elements of Ignatian Spirituality such as Examen, Exercises, methods of

prayer and tools for discernment, reflection, Reconciliation 3. S - Coach retreatants in the challenges of reinserting themselves in their day-to-day lives and suggestions

in managing the transition... What has changed? Bridge to improving relevancy to future potential retreatants and emphasis to follow-up

4. S – Develop and make available media resources (i.e. provide a quarterly e-newsletter with spiritual resources, especially those that are Ignatian-based).

5. S - Identify appropriate volunteer opportunities within the ministry and match volunteers with tasks. 6. O - Increase Bellarmine contact with retreatants and access to services. 7. T - Program Improvements: 15 minute send-off, token gifts, letter to self, provide retreatant reflections.

Capture Action Steps from Workshop Categorize Action Steps as Strategic, Operational, Tactical Integrate Fr. Paul’s suggested actions Integrate recent site assessment & marketing team

actions Construct action item tracking; assess processes,

resources, competencies, training and technology required for each

Organize Action Teams & Track Progress

SAMPLE

Economics• Business Model

(Direct/Virtual)• Capital Campaign• Self Sustaining Revenue

(concentration, diversification)• BJRH Brand Equity• Risks (SWOT)

Governance

Communications & Marketing

Operations

Development

MINISTRY

S

OT

Macro Trends… Initiatives… Improvement

TREND 1

Aging/Changing Demographics

TREND 2

Resource Challenges

TREND 3 Contemporary

Marketing

TREND 4

Scale for Growth

(Infrastructure)

TREND 5 Maintaining

Ignatian Spirituality Focus

MACRO INITIATIVES Sample PERFORMANCE

IndicatorsImpact

• Growth in “first time” Retreatant numbers

• Measurable change in diversity of retreatant

• Sustain High (95%) Satisfaction Rate

Operational• Work & Business

Processes (Repeatable, predictable, high quality output)• Technology-Enabled• Scalability/Leverage• Capacity/Utilization

Improvement

PIProgram

Improvements

Participant Expectations

(M2)

RTRetreatant

ContactEffectiveness

(M1)

RMRetreat Master Best

Practices

RFRetreatant Feedback

CIContinuous

Improvement

Growth(M3)

Leadership Formation/Developm

ent(M4)

FS1st and 2nd Timers Program

VOVolunteer Opportunities

MRMedia Resources

RMRetreat

Mix

Economics• Business Model

(Direct/Virtual)• Capital Campaign• Self Sustaining Revenue

(concentration, diversification)• BJRH Brand Equity• Risks (SWOT)

Governance

Communications & Marketing

Operations

DEVELOPMENT

Ministry

S

OT

Macro Trends… Initiatives… Improvement

TREND 1

Aging/Changing Demographics

TREND 2

Resource Challenges

TREND 3 Contemporary

Marketing

TREND 4

Scale for Growth

(Infrastructure)

TREND 5 Maintaining

Ignatian Spirituality Focus

MACRO INITIATIVES Sample PERFORMANCE

IndicatorsImpact

• Growth in “first time” Retreatant numbers

• Measurable change in diversity of retreatant

• Sustain High (95%) Satisfaction Rate

Operational• Work & Business

Processes (Repeatable, predictable, high quality output)• Technology-Enabled• Scalability/Leverage• Capacity/Utilization

Improvement

CCCapital

Campaign

Financial Sustainability

(D1)

DRTDevelopment Research and

Training

OTOpportunities

Tracking

CMCommunication

Materials

Advancement

Advocacy(D2)

ESExpertise and Staff Priorities

VOVolunteer Opportunities

DP2011

Development Plan

MCMinistry

Collaboration

Economics• Business Model

(Direct/Virtual)• Capital Campaign• Self Sustaining Revenue

(concentration, diversification)• BJRH Brand Equity• Risks (SWOT)

Governance

Communications & Marketing

OPERATIONS

Development

Ministry

S

OT

Macro Trends… Initiatives… Improvement

TREND 1

Aging/Changing Demographics

TREND 2

Resource Challenges

TREND 3 Contemporary

Marketing

TREND 4

Scale for Growth

(Infrastructure)

TREND 5 Maintaining

Ignatian Spirituality Focus

MACRO INITIATIVES Sample PERFORMANCE

IndicatorsImpact

• Growth in “first time” Retreatant numbers

• Measurable change in diversity of retreatant

• Sustain High (95%) Satisfaction Rate

Operational• Work & Business

Processes (Repeatable, predictable, high quality output)• Technology-Enabled• Scalability/Leverage• Capacity/Utilization

Improvement

JDJob Descriptions

Work Plans: Business/Work

Processes(O2)

PMProject

Management &

Prioritization Function

Sacred SpaceFacilities

Master Grounds Plan(O1)

OMOperationa

l Metrics

SPSuccession Planning

B3-Year

Budgeting

Finance & Budgeting

(O3)

SSScholarships/Subsidies

GIGrounds Improvement

HEHire Expertise

FMFacility

Maintenance & Renovation

RRecruitment

FOFront Office

Plan

FDFinancial Data

LRLease Renegotiation

Economics• Business Model

(Direct/Virtual)• Capital Campaign• Self Sustaining Revenue

(concentration, diversification)• BJRH Brand Equity• Risks (SWOT)

Governance

COMMUNICATIONS & MARKETING

Operations

Development

Ministry

S

OT

Macro Trends… Initiatives… Improvement

TREND 1

Aging/Changing Demographics

TREND 2

Resource Challenges

TREND 3 Contemporary

Marketing

TREND 4

Scale for Growth

(Infrastructure)

TREND 5 Maintaining

Ignatian Spirituality Focus

MACRO INITIATIVES Sample PERFORMANCE

IndicatorsImpact

• Growth in “first time” Retreatant numbers

• Measurable change in diversity of retreatant

• Sustain High (95%) Satisfaction Rate

Operational• Work & Business

Processes (Repeatable, predictable, high quality output)• Technology-Enabled• Scalability/Leverage• Capacity/Utilization

Improvement

IDIntegrated Data

Systems

VTVarious Trends

Marketing R&D – Bellarmine

“Brand”(C1)

PDNew Product &

Service Development

RQRetreatant

Questionnaires

ICInternal

Communications Plan

Comprehensive

Communications &

Advertising Plan(C2)

WSWebsite Improvement

HEHire

Expertise

CMCommunications Materials Mix: Media – Print - Photos

LSLisa Sroka

to MarketingEC

External Communications

PlanOT

Opportunities Tracking

WTWeb-based

Technologies

CPCaptain’s Program

OOutreach

Letter Campaign – Personal Inquiries

TUTactical Updates