1. Prepared by Mike Sarlitto October 21, 2014

2.  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

3. ◦ 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

4. Completed

5. 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 Completed

6. Partially Completed Confirmed In progress

7. 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 Partially Completed Plan Elements Broad Goals  Add Goal Measurements  Add Goal Timeframes

8. Partially Completed 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

9. Economics Business Model (Direct/Virtual) Capital Campaign Self Sustaining Revenue (concentration, diversification) BJRH Brand Equity Risks (SWOT) Governance Communications & Marketing Operations Development MINISTRY S O T 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 Indicators Impact 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 PI Program Improvements Participant Expectations (M2) RT Retreatant Contact Effectiveness (M1) RM Retreat Master Best Practices RF Retreatant Feedback CI Continuous Improvement Growth (M3) Leadership Formation/Development (M4) FS 1 st and 2 nd Timers Program VO Volunteer Opportunities MR Media Resources RM Retreat Mix

10. Economics Business Model (Direct/Virtual) Capital Campaign Self Sustaining Revenue (concentration, diversification) BJRH Brand Equity Risks (SWOT) Governance Communications & Marketing Operations DEVELOPMENT Ministry S O T 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 Indicators Impact 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 CC Capital Campaign Financial Sustainability (D1) DRT Development Research and Training OT Opportunities Tracking CM Communication Materials Advancement Advocacy (D2) ES Expertise and Staff Priorities VO Volunteer Opportunities DP 2011 Development Plan MC Ministry Collaboration

11. Economics Business Model (Direct/Virtual) Capital Campaign Self Sustaining Revenue (concentration, diversification) BJRH Brand Equity Risks (SWOT) Governance Communications & Marketing OPERATIONS Development Ministry S O T 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 Indicators Impact 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 JD Job Descriptions Work Plans: Business/Work Processes (O2) PM Project Management & Prioritization Function Sacred Space Facilities Master Grounds Plan (O1) OM Operational Metrics SP Succession Planning B 3-Year Budgeting Finance & Budgeting (O3) SS Scholarships/Subsidies GI Grounds Improvement HE Hire Expertise FM Facility Maintenance & Renovation R Recruitment FO Front Office Plan FD Financial Data LR Lease Renegotiation

12. Economics Business Model (Direct/Virtual) Capital Campaign Self Sustaining Revenue (concentration, diversification) BJRH Brand Equity Risks (SWOT) Governance COMMUNICATIONS & MARKETING Operations Development Ministry S O T 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 Indicators Impact 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 ID Integrated Data Systems VT Various Trends Marketing R&D – Bellarmine “Brand” (C1) PD New Product & Service Development RQ Retreatant Questionnaires IC Internal Communications Plan Comprehensive Communications & Advertising Plan (C2) WS Website Improvement HE Hire Expertise CM Communications Materials Mix: Media – Print - Photos LS Lisa Sroka to Marketing EC External Communications Plan OT Opportunities Tracking WT Web-based Technologies CP Captain’s Program O Outreach Letter Campaign – Personal Inquiries TU Tactical Updates