The New Hope Apostolic Church

Family Center Endeavor

Prepared for Pastor Kurt Geddis and the New Hope Church by:

Theodore Van Patten, James Gagnon, Pharm. D. and Jake Nichols, Pharm. D., MBA

May 6, 2009 1

A Strategic Plan

Acknowledgements

• We would like to thank the enthusiastic, generous, and kind members

of the New Hope Church for welcoming us into their family and

providing us with an honest and passionate description of not only

their current organization, but also of their future vision. Their

dedication to supporting the people within their community, as well as

those individuals in need of support, is rivaled by few.

• We would also like to thank Dr. David Jordan for his flexibility,

accessibility, support, and enthusiasm for our personal professional

growth.

2

Presentation Outline

• Overview of the organization’s history & current status

• Corporate governance structure

• Strengths, Weaknesses, Opportunities and Threats (SWOT)

External Environment Factors Analysis Summary (EFAS)

Internal Environment Factors Analysis Summary (IFAS)

Strategic Factors Analysis Summary (SFAS)

• Summary of resources, competencies, & capabilities

• Strategy formulation

• Review & discussion of strategic recommendations

• Listing of goals and objectives relative to strategic evaluation &

control 3

The New Hope Apostolic Church

• First location established in Bloomfield, CT

Initially founded by Pastor Kurt Geddis and his brother

Michael

Current membership includes over 250 parishioners

• Worcester church established in September 2002

Current membership of 75 parishioners

Average Sunday worship attendance of 60

4

The New Hope Apostolic Church

• Members believe that they are obligated by God to

not only save souls, but to also meet the needs of

the communities that they serve

• The idea to establish a community/ family center

evolved as a natural extension of these core beliefs

and principles Develop programs and services that address the “whole person” –

body (physical & health needs), spirit (spiritual needs), and mind

(educational & psychological needs)

5

Organizational Structure &

Leadership

• Currently no full-time employees on staff

• Church relies heavily on volunteers for support when

needed (ex. clinicians, electricians, etc.)

Members contribute a great deal to overall operations

• Resources are also available through the parent church

in Connecticut

• All revenue is generated through collections conducted

during weekly services

6

Organizational Structure &

Leadership

• The Board is comprised of

three highly respected

members of the Church:

Pastor Kurt Geddes – final

decision maker on all matters

Deacon Jon Dyer – founding

member of Worcester location

Elder Hooker – provides

continuous spiritual guidance

• The Geddes family is very

active as a whole in the

Church and beloved by the

entire parish

• Both leadership and Church

members are passionate and

dedicated to making their

family/community center a

reality

7

External Factor Analysis

Summary (EFAS)

Factor Weight Rating Weighted

Score

Opportunities

O1 – Spiritual focus .05 4 .20

O2 – Location .10 4 .40

O3 – Strength of core group .08 3 .24

O4 – Strong core foundation .05 3 .15

O5 – Established need .10 3 .30

O6 – Opportunity to build from

scratch .02 1 .02

8 “We have the people to do it!”

Factor Weight Rating Weighted

Score

Threats

T1 – Global Economy .15 2 .30

T2 – Finances .20 3 .60

T3 – Very focused beliefs .08 2 .16

T4 – Fear of change .05 2 .10

T5 – Inadequate evaluation

of community .02 1 .02

T6 – Lack of member incentives .10 2 .20

TOTAL SCORES 1.00 2.69

9

External Factor Analysis

Summary (EFAS)

“The economy is failing!”

The Competition

• The Salvation Army

640 Main Street, 1 mile

• The Y (YMCA & YWCA)

766 Main Street, 0.8 miles

• Worcester Youth Center

326 Chandler Street, 0.5

miles

• Henry Lee Willis

Community Center

65 King Street, 0.4 miles

• Boys and Girls Club of

Worcester

65 Tainter Street, 0.9 miles

10

Scanned External Environment

Trends Chart

11

Code

Trend

Status

Area(s)

Forecasted Trend

Significance

ET1 Diminishing donations, grants, and gifts due to

flagging economy.

Current &

Future

Economic High

ET2 Increasing operating costs for most

organizations.

Current &

Likely

Economic High

ET3 Consistent & increasing need for community-

based support programs.

Current &

Future

Socio-Cultural Moderate – High

ET4 Strong relationships between faith-based

organizations and the community.

Current &

Future

Socio-Cultural Moderate

ET5 Growing collaborations between cultural

organizations as a means of sharing

administrative functions/staff.

Future Economic

Political

Moderate – High

ET6 Relatively moderate rates of crime in local area. Current Socio-Cultural/

Economic

Moderate

External Environment Trend

Plot

12 12

High Impact/ High Impact/

Low Probability High Probability

Low Impact/ Low Impact/

Low Probability High Probability

Probability of Trend Continuing

10 0

10

Source: Duncan, Ginter, & Swayne (1998)

ET3 ET1, ET2, ET6

ET4 ET5

ET1 - Economy

ET2 - Costs

ET6 - Crime

• Below average score for external analysis (2.69)

suggests inadequate acknowledgement and response

to environmental factors that may ultimately affect

success of new endeavor

Embark on a comprehensive evaluation of the local community to

identify key issues that must be addressed prior to moving forward

Expand upon competitor analysis to further identify differentiators

and how they may be exploited for New Hope’s benefit

13

External Strategic Analysis

Internal Factor Analysis

Summary (IFAS)

Factor Weight Rating Weighted

Score

Strengths

S1 – Loving & caring .125 4 .50

S2 – Unity .125 4 .50

S3 – Passion .075 5 .375

S4 – Leadership .075 4 .30

14 “We are welcoming and have a family oriented culture.”

Factor Weight Rating Weighted

Score

Weaknesses

W1 – Finances .25 2 .50

W2 – Organization & strategy .20 3 .60

W3 – Time constraints .10 3 .30

W4 – Name not well known in

the community .05 2 .10

TOTAL SCORES 1.00 3.175

15

Internal Factor Analysis

Summary (IFAS)

“We know the goals but not always the path.”

Internal Environment

Value Chain

16

ORGANIZATION CULTURE

Shared Assumptions Shared Values Behavioral Norms

ORGANIZATION STRUCTURE

Matrix Function Division

STRATEGIC RESOURCES

Financial Human Resources Physical Plant Technology Marketing

PRE-SERVICE Market Research

Target Market

Pricing

Promotion

Branding

POINT-OF-SERVICE Service/Product Quality

Marketing

- Satisfaction

- Market Development

- Penetration

- Enhancement

- Differentiation

AFTER-SERVICE Follow-up -

Service/product Quality

- Marketing Billing

Enhancement

Source: Adapted from Michael E. Porter, Competitive Advantage: Creating and Sustaining Superior Performance.

New York: Free Press, 1985, p.37.

W1

W2 W3

W4

S1

S4

S2 S3

Resources, Competencies, &

Capabilities

• Marketing

Currently no formal or consistent marketing campaigns for the

Church

Regularly post video clips from weekly services on YouTube

• Finances

All income is generated through weekly collections

(~ $4,000 monthly)

Current revenue covers operating costs for the Church

“Need to have the Pastor full time.”

17

• Human Resources

Lack of formal

organizational structure

and reliance on

volunteers does not lend

itself to establishment of

a formal HR department

Would have to consider

this issue independently

for new center

• Leadership

“Strong”, “dedicated”, and

very well respected overall

Board comprised of three

members who make all

decisions on behalf of Church

members

Potential issues related to

consistent and adequate

communication from the

Board to parishioners 18

Resources, Competencies, &

Capabilities

Resources, Competencies, &

Capabilities

• Information Systems

Limited technological

resources

Church currently has few

computers for parishioners

to use; “very outdated”

“Ideally the community/

family center will have a

full computer lab.”

• Assets & Operations

No tangible assets

Current location is rented

Church members

regularly volunteer when

repairs are necessary

Would like to purchase a

new building for family/

community center

19

• Above average score for internal analysis (3.175) suggests

a relatively solid understanding of internal resources as

well as key factors that may contribute to overall success

Faith-based, family-oriented, selfless members and

leadership with strong ideals and a focus on helping those in

need

Ability to utilize volunteers when essential needs arise

Support and dedication at all levels of the organization for

the establishment of the New Hope Church

community/family center 20

Internal Strategic Analysis

Strategic Factor Analysis

Summary (SFAS/SWOT)

21

Strategic Factors

1

Weight

2

Rating

3

Weighted

Score 4

Duration

5

Comments

6

S I L

S8 & S9: Giving nature .20 3 .60 X Cannot under estimate the

benefits of a faith based

organization.

S5 & O5: Community need .25 3 .75 X Well-established need for inner-

city programs

W1 & T1: Financial

Resources

.4 2 .80 X X Relative lack of access; poor and

unpredictable economy

T5: Incomplete evaluation of

community needs

.15 2 .30 X Need to perform a more

in-depth evaluation of

community to identify key factors

Total Scores: 1.00 2.45

Note: 1. Listing of key strategic factors drawn from SWOT Analysis.

2. Weight each factor from 1.0 (most important) to 0.0 (not important) based on the factors probable impact on NHFC’s strategic position.

3. Rate each factor from 5 (outstanding) to 1 (poor) based on NHFC’s current response to the factor.

4. Multiply each factor’s weight times its rating to obtain weighted score.

The total weighted scores for NHFC in Column 4 indicates how well the organization is responding to the factors in the internal/ external environment. The total weighted

score for an average firm in an industry is always 3.0.

Formulation of Strategy

• Hierarchy of Strategic Alternatives

• SPACE MATRIX/Adaptive Strategy

Formulation

• SPACE MATRIX Chart

• Family Center’s ‘Competitive’ Posture

22

Directional

Strategies

Adaptive

Strategies

Market Entry

Strategies

Positioning

Strategies

Implementation

Strategies

• Mission

• Vision

• Values

• Expansion

• Contraction

• Stabilization

• Purchase

• Cooperation

• Development

• Marketwide

• Market Segment

• Functional

- Diversification

- Vertical Integration

- Market Development

- Product Development

- Penetration

- Acquisition

- Licensing

- Venture Capital

- Cost Leadership

- Differentiation

- Marketing

- IS

- Human Resources

- Finance

- Divestiture

- Liquidation

- Harvesting

- Retrenchment

- Enhancement

- Status Quo

- Merger

- Alliance

- Joint Venture

- Internal Development

- Internal Venture

- Focus/

Cost Leadership

- Focus/

Differentiation

- Culture

- Structure

- Leadership

- Operations

- Ethics/

Social Responsibility

Source: Adapted from Ginter, Swayne & Duncan (2004)

• Organization-wide

• Service Delivery

- Pre-Service

- Point-of-Service

- After-Service

Hierarchy of Strategic Decision

and Alternatives

23

SPACE Matrix Evaluation

Factors (Adaptive Strategy Direction)

1. Factors Determining Industry Strength:

• Growth potential Low High

• Profit potential Low High

• Financial stability Low High

• Technological know-how Low High

• Capital intensity High Low

• Overall direction of the market (Task) Low High (customers, competitors, stakeholders, satisfaction, etc.)

2. Factors Determining Environmental Stability:

• Competitive pressures High Low

• Barriers to entry into market Few Many

• Rate of inflation High Low

• Technological changes Many Few

• Overall societal forces Imbalanced Balanced (i.e. sociocultural, economic, political/legal, technological)

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

Average Score = 2.83

Average Score – 6 = -2.8

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

3. Factors Determining Competitive Advantage:

• Market share Small Large

• Product quality Inferior Superior

• Costumer loyalty Low High

• Competitors strengths Few Many

• Competitors weaknesses Few Many

• Technological know-how Low High

4. Factors Determining Financial Strength:

• Cash availability Low High

• Past net margin (profits) Low High

• Future Capital requirements High Low

• Risk involved in market segment High Low

• Ease of exit from market Difficult Easy

• Overall financial resources Low High (i.e. Endowment, fund balance, etc.)

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

Average Score = 1.5

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

0 1 2 3 4 5 6

Average Score – 6 = -2.83

0 1 2 3 4 5 6

0 1 2 3 4 5 6

SPACE Matrix Evaluation

Factors (Adaptive Strategy Direction)

SPACE Matrix (Strategic Position and Evaluation)

26

Financial

Strength

Competitive

Advantage

Environmental

Stability

Industry

Strength

Conservative Aggressive

Competitive

5

4

3

2

1

1 2 3 4 5 6

Source: Ginter, Swayne & Duncan

(1998)

(-2.83)

(-2.8)

(1.5)

-6 -5 -4 -3 -2 -1

-1

-2

-3

-4

-5

Defensive

(2.83)

Sample Logo

27

Family Center

Proposed Mission Statement

28

“To heal and unite each

community, one family at a

time, through services that

enrich the whole person; body,

spirit, and mind.”

Proposed Vision Statement

29

“It is the vision of the New

Hope Family Center to become

the guiding beacon of

Christian Family services

throughout Central

Massachusetts.”

Finalize the Mission and Vision for

the New Hope Family Center

30

Goal #1

Objective Implementation

Strategy Person responsible Review date

Convene

stakeholders to

review and finalize

and approve the

Family Center’s

mission and vision,

and articulate core

values of the

organization

The Mission and

Visions statement are

the guiding force of the

any organization and

is critical in identifying

the direction of the

organization

Pastor Kurt Geddis June 2009

Decide Whether or Not to Pursue

501(c)(3) Status for New Center

31

Goal #2

Objective Implementation

Strategy Person responsible Review date

Convene Church

Board and get

advice from

Bloomfield Church

to discuss

advantages of

making the Family

Center a separate

501 (c) (3)

organization.

Following the

guidelines to establish

a 501 (c) (3) will enable

funding opportunities

for the Center

Pastor Kurt Geddis June 2009

Develop Service Delivery Plan

32

Goal #3

Objective Implementation

Strategy Person responsible Review date

Form a committee to

research and

develop service

delivery plan to

guide in the process

of developing

programs and

services.

Conduct

Neighborhood surveys,

check Government

Website for funding,

and available

recourses.

Suggested:

Ron Dyer

Brenda Geddis

Mrs. Theresa Geddis

July 2009

Utilize Current Resources to

Help Establish New Programs

33

Goal #4

Objective Implementation

Strategy Person responsible Review date

Create a process for

allowing members to

use facility for

programs

Survey current

members and create a

process to approve

them to start programs

Board of Directors August 2009

Form an Operations Committee to

Proactively Address Sub-systems Issues

34

Goal #5

Objective Implementation

Strategy Person responsible Review date

Elect members from

within the Church

based on their skills

to manage growth

committee for each

sub-system;

Financial, Human

Resources, Physical

Plant, Technology

and Marketing

Solicit members that

have skill sets that are

matched up to a sub-

system and have them

meet as an

Operational Growth

Committee (OGC).

These members might

one day be on the BOD

Pastor Kurt Geddis September

2009

Cultivate Partnerships and

Collaborations

35

Goal #6

Objective Implementation

Strategy Person responsible Review date

Utilize the facility by

inviting external

organizations to

conduct seminars

that address

neighborhood needs

Reach out to

neighborhood groups,

organizations, and

health centers and

offer the facility to

conduct seminars

Brenda Geddis August 2009

Establish Board of Directors

and Advisory Panel

36

Goal #7

Objective Implementation

Strategy Person responsible Review date

Form a separate

Board of Directors

for Family Center

Form a BOD only

after all other goals are

met. Members on the

OGC committee will

be good candidates

Pastor Kurt Geddis September

2010

Form an Advisory

Board for Family

Center

The AD should not be

assembled until after

the BOD has been

together for at least 6

months and hopefully

through the other goal

of collaborations.

Pastor Kurt Geddis January 2011

Executive Summary

• The New Hope Church strongly believes that the

establishment of a family center will provide them with

additional resources that will further their ability to serve

the local community

• The Church’s dedication to serving the community in

which they live is quite evident and they have a great

deal to offer the city of Worcester

• The attitudes, devotion, resiliency, and selflessness

nature of the Church’s members will continue to be

invaluable as they grow and seek new ventures 37

Executive Summary

• Regardless of whether or not NHC decides to move

forward with the development of the family center,

additional sources of revenue need to be identified,

evaluated, and secured

• Relationship building with key community leaders and

stakeholders should commence immediately

• Before moving forward with plans for the family center,

it is essential to have a strong, yet fluid strategic plan to

ensure perpetual evaluation of progress and to

proactively identify and address any potential barriers 38

Thank You!

Questions

?

39