EDLD 511
Strategic Planning & Positioning
Professors Pat Libby & Paul Van Dolah Olivia Gil-Guevara, Wendy Morris, Fred Speece, Meg Storer
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.
MEq-RO Strategic Planning Team Olivia Gil-Guevara
Wendy Morris
Fred Speece
Meg Storer
METRO (Methodist Effort to Reach Out)
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Should METRO
be the service
~rovider for all SO UMC?
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Surveys
1
Surveyed 12+
UM churches
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Wendy/Olivia '-- - - -
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Is METRO too
dependent on one funding
stream?
How does funding effect the sustainability of the key programs?
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Positional Mapping
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Key informant interviews
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Researched funding info. from other faith-based organizations
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Interviewed key funders of largest programs
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Meg/Fred - -
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Fred -'
ME
RO Survey Key Questions
-Are you aware of METRO programs and services?
-Do you utilize METRO's programs and services?
-If you do not utilize METRO's programs and services - why not?
-Do you believe your congregation offers overlapping services?
-Is your congregation interested in collaboration?
-Would your congregation be willing to fund METRO programs?
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Barriers to Accessing
METRO Programs
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METRO Funding
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MEq-RO
Positional Mapping between Agencies
Catholic Charities St. Vincent DePaul Village, Inc. Lutheran Social Services of Southern California
Episcopal Community Services Jewish Family Service of San Diego North County Interfaith Council, Inc.
Funding Comparisons between Agencies Millions
$18 $16 $14 $12 $10 $8 $6 $4 $2 $0 ~ ~ METRO
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Lutheran Social Jewish Family Services of So. Service of San Cal Diego
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I D Contribution~1GI Government Gr~nts D Program Servicesj
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Grants 0 Program Services
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North County Interfaith Council, Inc. Funding
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ME RO Key Informant Interviews
â&#x20AC;˘ 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
â&#x20AC;˘ San Diego Youth @ Work provides 46% of Federal Funding - Kelly Henwood provided information - 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
Increase staff/Board skills through training • Send Board to USD NP Board training in 2006 Seek funding to enlist staff in USD NP Program • Utilize Board to connect with new funders • Collaborate with SD UMC for web design • Retain & train existing staff to broaden skills All SD UMC should have reps. on METRO Board •
I· • I
•
Staff - train to build skills for contract management Programs - seek out additional grants that can provide additional funding Board - utilize members to find additional funding relationships & resources
DECIDE
DAMAGE CONTROL! DIVEST
Collaborate - Cultivate stronger partnerships • Seek out someone from existing SD UMC who may be able to serve as METRO internal liaison Seek out grants to increase staffing and funding
Corrective Action • Meet with Board to develop plan for resolution • Divest ED from some current responsibility to get back on track
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
MEq-RO Conclusions
• Should METRO be the service
provider for the SO UMC?
• Is there reci procity between
METRO and the SO UMC?
Yes: Survey results showed that the SO UMC were willing to utilize METRO programs ....---.-~
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MEffRO â&#x20AC;˘
Conclusions
Is 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
ME~RO
Conclusions
â&#x20AC;˘ 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.
Ad inistrative Office
10
urban Ministr~
Program Offices
2860 Market Street San Diego, CA 92102 Phone: (619) 236-9919 FAX: (61 9) 236-9944 906 North 47th Street San Diego, CA 921 02 Phone: (61 9) 264-0368 FAX (619) 264-0806
4/24/2006 Profe or Pat Libby USD Non Profit Management Program 5998 Alcala Park San Diego, CA 92 11 0 Dear Profe
3295 Meade Street San Diego, CA 92116 Phone: 619J 285-5556 FAX: (61 9) 285-5560
SOT
www.metrosandiego.org
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. In the last few years Metro has experienced tremendous growth and change. Approximately 8 years ago we had a staff of three, 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 of the USD students has had and will continue to have immeasurable impact on our organization for years to come. I am so impressed by the quality of the students produced by this program I can't wait to hire as many as I can afford! Thank you for your hard work, dedication and commitment to the non profit community_