1. Catholic Charities of Northwest Florida Strategic Planning Retreat May 18, 2013 2009 to 2019

2. Today: Overview of Strategic Plan Approved Format & Plan Regional Strategic Plans Strategic Discussion

3. Strategic Planning Model

4. What the Board and Sr. Leaders Envisioned Financial Stability to provide mission services Clear understanding of relationships between Diocesan Board, Regional Boards, Staff, & ED Service, Advocacy, Convening Provision of dynamic & diverse services to meet the unique needs of each region Strategic & Operational Alignment

5. Structural Assumptions Diocesan Board Establishes Policy -- Regional Boards’ Members Provide Input & Take Part In Policy Setting Executive Director Reports Concurrently to Bishop & the Diocesan Board Senior Leaders of Regions Report to ED Regional Boards are Advisory in Nature to Regional Senior Leaders, the Diocesan Board and ED; Do Not Establish Policy

6. Commit to Excellence Build a Culture Around Service Measure the Important Things Create and Develop Great Leaders Focus on Employee Satisfaction Build Individual Accountability Recognize and Reward Success Communicate at All Levels Align Behaviors with Goals & Values Nine Principles ®

7. Evidence Based Leadership (EBL) Must Haves SM  Rounding  Thank You Notes  Employee Selection  Key Words at Key Times  Re-recruit high and middle performers  Move low performers up or out  Agendas by Pillar  Pillar Goals  Idea Innovation  Process Improvement Create process to assist leaders in developing skills and leadership competencies necessary to attain desired results Implement an organization- wide leadership evaluation system to hardwire objective accountability Aligned GoalsAligned BehaviorAligned Process StandardizationAccelerators Key BehaviorsPerformance Gap Leader Evaluation Leader Development Foundation Breakthrough

8. To Build a Plan! ServiceQualityPeople Finance Growth Community Mission Catholic Charities carries out the social mission of the Catholic Church in Northwest Florida to serve, to empower and to advocate for vulnerable families and individuals of any race, religion, or national origin Philosophy and Principles

9. Pillar Principles

10. Overarching Philosophy & Principles Catholic Charities: Performs as the official charitable & social ministry agency of the Diocese of Pensacola – Tallahassee Strives to incarnate in its programs the Church’s spirit of service to the needy Provides specific ministry to assist the communities in fulfilling, in a planned and effective way, the work of serving people in need Maintains deep respect for the individual, their right to life, quality of life, and capacity for self-development, freedom and self- determination Use the principles to guide the personnel practices of Catholic Charities, and implement them in a spirit of charity, justice and service

11. The Foundation Mission Catholic Charities carries out the social mission of the Catholic Church in Northwest Florida to serve, to empower and to advocate for vulnerable families and individuals of any race, religion, or national origin

12. The Pillars with Strategic Vision Current STRATEGIC VISION Service Quality People Finance GrowthCommunity Exceed the expectations of those we serve, externally and internally Set the standards for charitable services Be the organization of choice for staff and volunteers Strengthen Financial Stability as we change and grow Expand the influence of our Mission and Vision Advance the well being of our communities with our time, talents, and resources Exceed the expectations of those we serve, externally and internally, as we would serve Christ Proposed STRATEGIC VISION

13. 1 st Tier Pillar Goals Service Quality People Finance GrowthCommunity Connect to purpose in all we do Build a culture of quality in all we do Recruit and retain highest quality human resources Pursue sources of revenue Expand our current and develop new lines of business Encourage service to our communities Create and deliver charitable services Focus on improving core services Build an organization of leaders Operate efficiently Shape the future of Catholic Charities Recognize service to our communities

14. Five Prime Areas for Strategic Direction 1. Alleviate Poverty Through Self-Sufficiency (Bridges to Circles) 2. Build Families Through Adoption 3. Provide a Path for Legalization, Citizenship and Resettlement 4. Provide Professional Faith-Based Counseling for All Income Groups 5. Provide Leadership for Disaster Preparation, Response & Recovery

15. Strategic Goals & Tasks Northwest Florida Quality Build a culture of quality in all we do. Refine evaluation methods to more accurately reflect CC needs. Emphasize continuity and cohesion of programs and brand. a. Review Agency structure to ensure efficiencies. b. More deeply engage PQI understanding and usage. c. Ensure adherence to agency wide protocol to advance a singular brand and consistent program delivery. d. Ensure continued COA compliance. a. Marry LEM & PAR goals to job descriptions. Refine job descript. as needed. Agency Tasks

16. Strategic Goals & Tasks Northwest Florida People Build an organization of leaders. All staff will have access to appropriate professional development and leadership training Develop professional internal communications. a. Have staff work with director supervisor to create a professional development plan based on PAR. b. Offer access to leadership training on a bi-annual basis that is commiserate with the staff member’s skill level. a, Create an internal communications protocol and training. Agency Tasks

17. Strategic Goals & Tasks Northwest Florida Growth Create a true culture of philanthropy at its deepest level Shape the future of Catholic Charities a. Engage donor beyond check writing. b. Grow an internal culture of philanthropy, in partnership with Bishop, Boards and Diocese. Measurable tasks in development Agency Tasks

18. Fort Walton Beach Panama City Pensacola Tallahassee Regional Strategic Plans

19. Regional Goals & Tasks Ft. Walton Beach Service Create and deliver charitable services Expand outreach services to underserved corners of region. (i.e. North Okaloosa County Expand outreach services to Walton County a. Continue to send case manager to Crestview and Walton County on alternating weeks. b. Explore possibility of instituting a Bridges to Circles program. a. Institute mobile food pantry.

20. Growth Expand our current and develop new lines of business Expand community awareness by reaching out to new potential clients. Reach out to potential new donors and supporters. Regional Goals & Tasks Ft. Walton Beach a. Produce new informational materials in both English and Spanish that outline the services CC provides. b. Increase social media presence. c. Partner with other agencies to leverage the assistance we can provide. a. Utilize board members as ambassadors to reach new potential donors.

21. Financial Pursue sources of revenue Identify & cultivate new sources of revenue, including donors, foundations & grants Institute a planned giving/major gifts program. Regional Goals & Tasks Ft. Walton Beach a. Research new grant opportunities and establish relationships with local foundations. b. Increase the number of applications for grants. c. Partner with other CC regional offices to explore new grant opportunities. a. Work with board members and CC Director of Dev. to create major gift plan.

22. Regional Goals & Tasks Panama City Service Connect to purpose in all we do, Staff and volunteers to commit themselves to renewal of the spirit. a. The regional board to become fully immersed in the programs and activities of the regional office. b. Add a scriptural reflection time to the board meeting agenda continuing with the theme, “Who am I in Christ.” c. Board to hold quarterly breakfast with local pastors.

23. Regional Goals & Tasks Panama City Finance Pursue new funding sources Increase grant participation with other non-profits a. Increase grants by 2 additional partners. Confirm how much additional funding to be raised based on FY13 baseline. b. Raise $50-75K for Circles and integrating St. Barnabas Transitional Home participants.

24. Regional Goals & Tasks Panama City Growth Expand our current and develop new lines of business Adopt an aggressive communications plan a. Each board member to adopt a CC initiative to serve as the liaison to the regional board, and to advocate to the community as a whole about that particular initiative. b. Prepare quarterly a list of needs for CC programs and distribute to faith based organizations…extend to community.

25. Regional Goals & Tasks Pensacola Service Connect to purpose in all we do. Internalize the mission by building heart for mission/services among Board members Provide competency training. a. Provide CST education b. Volunteer with programs c. Provide opportunities for board member to live faith and CST d. Deepen relationship with God through board service. a. Train board on vocabulary and branding of CCNWFL

26. Growth Shape the future of Catholic Charities. Create Mid-term partnerships with individuals, organizations & community Create Long-term partnerships with individuals, organizations & community Regional Goals & Tasks Pensacola a. Cross denominational outreach. b. Speaking engagements. c. On-going multi-channel targeted communication. d. Customized/Strategic organizational and corporate outreach based on CC programs a. Emphasize donor stewardship and deepening current relations.

27. Financial Pursue sources of revenue Build Long term sustainable services & business model Special Events Regional Goals & Tasks Pensacola a. Consignment Store b. Annual Campaign c. Year long corporate sponsorships d. Planned Giving a. Mission-centric events that both make money and create new relationships & support

28. Regional Goals & Tasks Tallahassee Financial Pursue sources of revenue Maintain stable services & programs through diverse & sustainable revenues Short & Long- term Sustainability a. Raise $40,000 through events b. Fundraising Event Committee will evaluate and select 3-5 major and minor fundraising methods. c. Emphasize current donor relationship and cultivate additional donors & foundations. a. Maintain or increase current grant revenue b. Work with M&D Director to initiate annual giving campaign (Legacy of Giving). c. Explore possible business plans for independent source of revenue

29. Regional Goals & Tasks Tallahassee Build a culture of quality in all we do. Improve the quality & Outcomes of our EA Program a. Offer more comprehensive case management through EA. b. Explore possible service models such as Bridges to Circles. OR c. Consider modeling EA Case Management services after Refugee Resettlement Program.

30. Regional Goals & Tasks Tallahassee Growth Shape the future of Catholic Charities Every Catholic in Tallahassee will have an awareness of CC mission & programs a. Develop Marketing Plan to educate all area Catholic about CC b. Produce new informational materials (English & Spanish) that outline CC services c. Increase social media presence. d. Identify liaisons for every parish. e. Publish quarterly reports on CC programs in every parish bulletin. Partner with other agencies to leverage the assistance we can provide. a. Establish one new major partnership this year.

31. Regional Goals & Tasks Tallahassee Service Connect to purpose in all we do. Internalize our mission and deepen our faith in God through our CC service. a. All staff and board meetings will contain a spiritual component. b. Bi-annual education on CST for staff and board.

32. Regional Goals & Tasks Tallahassee People Recruit & Retain Highest Quality Human Resources. Board Development Volunteer Recruitment a. Recruit at least 2 board members from each Parish. b. Hold an Annual Retreat annually c. Establish a public relations sub- committee. d. Recruit members from the Banking Industry. e. Recruit members from the business Industry. a. Establish Christmas Connection Planning Committee that consist of 10 Department Chairs who will serve as leaders for our CC Program.

33. Recommended Change to Strategic Vision Pillar CURRENT STRATEGIC VISION Service Exceed the expectations of those we serve, externally and internally Exceed the expectations of those we serve, externally and internally, as we would serve Christ PROPOSED STRATEGIC VISION