Renew Your Mission by Keeping the Faith

Deborah Kincade Rambo, LICSW, President Marjean A. Perhot, Director, RIS Catholic Charities, Archdiocese of Boston

Catholic Charities Archdiocese of Boston
 110

years of mission and service non-profit, non-public social service provider in MA

 Largest

 Annually

serve over 200,000 poor, working poor, children, families, and immigrants each year regardless of religion, race, ethnicity or orientation

“Building a just and compassionate society rooted in the dignity of all people”

A Non-Profit and a Balanced Scorecard; really??
We do great work, why do we need a Strategy Map?

2004: Catholic Church sexual abuse crisis
2006: Catholic Church and State conflict on adoption of children by same-sex couples 2008: Start of nationwide economic decline

 

Loss of revenue, public support, staff morale Demand for new way to manage strategy and convey success

Create a Change Agenda
PA S T FUTURE

Broad Range of Services
Regional Charity

FOCUS

Focus on Basic Needs
The Safety Net

BRAND

Short Term Focus “Multiple, Disjointed Programs”

FINANCIAL STRENGTH PROGRAM MANAGEMENT

Long Term Sustainability “Focused Strategy”
“Voice of the Poor” Inform the Media of Good Work Targeted Expertise

Disconnected Efforts Media Bashing All Things Catholic Long Term Stable Staff

ADVOCACY

NEWS

TEAM

B E THE F I R S T C H O I C E FOR ALL S TA K E H O L D E R S
FINANCIAL POOR CHILDREN & FAMILIES, REFUGEES & IMMIGRANTS CLIENT

Provide Fundamental Needs

Ensure Service Availability

F1 Ensure Financial Viability and Health

MAKING A DIFFERENCE

VOICE OF THE POOR

OPERATIONAL EXCELLENCE

PROCESS

Drive Program Impact

Shape the State Agenda for the Poor Promote the “Charities” message

Establish Reputation for Excellence Optimize Revenue Streams

PEOPLE

Equip the Staff with the Tools Necessary to Support the Strategy

Create a Performance Driven Culture

BUILDING A JUST AND COMPASSIONATE SOCIETY ROOTED IN THE DIGNITY OF ALL PEOPLE.

Highlight of Results: Year 1 & 2
% INCREASE IN PEOPLE RECEIVING FOOD 2009 V 2010
95%

MEDIA MENTIONS

% OF FOOD REQUESTS FULFILLED
90% 85% 80% 75% 70%

FY „09- FY ‟10 67% Increase

25.00%
20.00% 15.00% 10.00% 5.00% 0.00% Sept Oct Nov Dec Jan

2008/9 2009/10

Sept Oct Nov Dec Jan

WEB TRAFFIC + 27% + 38%

TOTAL REVENUE

+ 25%
2009

2010

# of visits

# Unique visitors

'08-'09

'09-'10

Copyright © 2012 Ascendant Strategy Management Group – Page 6

Strengths and Weaknesses of Past BSC Implementation
Strengths  Strategy is written down  Concise description  Tells the story of the strategy through data  Creates credibility with donors  Understandable by staff  Effective means of board communication  Strategy is driving what we execute  Data informed basic needs decisions Areas for Improvement  Poor communication with staff  Staff does not “get it”  BSC is disconnected from daily life  Uneven explanation by leadership  Too much focus on financial  Does not sufficiently inform decision-making

Copyright © 2012 Ascendant Strategy Management Group – Page 7

Build a just and compassionate society by serving with dignity those that are in need
Poor , Working Poor, children, families, refugees and immigrants

Financial

Client

“I want you to address my needs with quality service”

“I want to be treated with kindness and respect”

“I want to be self sufficient”

Ensure Financial Strength Sustainability

Make a Difference
Deliver quality, high impact programs Partner to better serve clients Manage programs as a Portfolio

Advocate for the Poor
Influence the State & Federal agenda Engage Church, volunteers and donors in advocacy Promote CCAB’s social justice message

Run the Organization
Achieve operational excellence Promote CCAB services and reputation Generate and optimize resource utilization

Internal

Recruit, train and develop a talented workforce

Create a culture of respect, appreciation and accountability

Team

Foster effective ongoing communications

Building a just and compassionate society, rooted in the dignity of all people.
Copyright © 2012 Ascendant Strategy Management Group – Page 8

Build a just and compassionate society by serving with dignity those that are in need
• • • • % of clients with fundamental needs CCAB services % of Clients to whom we say “no” for a particular service % of CCAB clients achieving crisis reduction or readiness Client feedback on respectful service

Financial • • • •

Client

• Financial ratios current/days working capital

Make a Difference
• # of referrals • Facility/program audit results • % of programs meeting stated objectives • Deficit/Surplus for program portfolio
• • • •

Advocate for the Poor
% of state and federal social service policy initiatives favored by CC that happen # of people who volunteer or donate by source # of quality media mentions # of hits on CCAB.org

Run the Organization
Media mentions % of donors new/repeat % of donors increasing gift Funding mix: private /foundation/state/etc. • Total funding levels • % indirect costs

Internal

• Time to fill open positions with qualified staff • % of supervisors/ managers trained in key areas

• % of staff receiving development plans and performance reviews • Staff engagement survey results

Team

• Staff engagement survey results

Building a just and compassionate society, rooted in the dignity of all people.
Copyright © 2012 Ascendant Strategy Management Group – Page 9

Manage the Map: you don’t have to do it all at once!
Program goal Setting INITIATIVES OBJECTIVES Provide for Fundamental Needs Ensure Service Availability Ensure Financial Viability and Health Drive Program Impact Shape the State and Federal Agenda Promote the Charities‟ Message Establish Reputation for Excellence Optimize Revenue Streams Equip the staff with the tools necessary to support the strategy Create a PerformanceDriven Culture
X

X

X

X

X

X

X

X

X

X

X

Strategy Map Refresh

Web Enhancemen t

Knowledge Management

Staff Engagement

Desktop Technology

Program Profitability

Real Estate Review

Legislative Outreach

Branding Refresh

Results Continue in Year 3
MISSION/ FINANCIAL

Operating Surplus

($1.6 MM Increase)

 100%  60 days

Days Working Capital (0-60 days)

CUSTOMER

Number of people receiving basic needs (7.2k  9.8k)

34%

PROCESS

New web visitors % (55k  73k)
Overhead cost % (17% - 14.8%) % of donors retained (44%  57%)

40% ↓13% 30%

PEOPLE

Employee involvement in survey (33%  37%)

 12%

Key Learnings
BSC can survive a change in leadership  Our connection to our Board of Trustees has been redefined and strengthened  Ask for HELP! Our consultant, Ascendant Strategy Management, was invaluable  It’s not all done overnight!

Copyright © 2012 Ascendant Strategy Management Group – Page 12

Renew Your Mission by Keeping the Faith
Deborah Kincade Rambo, LICSW, President Marjean A. Perhot, Director, RIS Catholic Charities, Archdiocese of Boston

Copyright © 2012 Ascendant Strategy Management Group – Page 13

Sign up to vote on this title
UsefulNot useful