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STRATEGIC DIRECTIONS. AGENDA AT A GLANCE THURSDAY Effective Organizations Lead with Vision Resources to Engage Core Work SWOT Train & Form Research Lead.

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Presentation on theme: "STRATEGIC DIRECTIONS. AGENDA AT A GLANCE THURSDAY Effective Organizations Lead with Vision Resources to Engage Core Work SWOT Train & Form Research Lead."— Presentation transcript:

1 STRATEGIC DIRECTIONS

2 AGENDA AT A GLANCE THURSDAY Effective Organizations Lead with Vision Resources to Engage Core Work SWOT Train & Form Research Lead Organizational Life FRIDAY What is important Now? How do we organize ourselves to be effective and efficient? TUESDAY Prayer Framing the Conversation WEDNESDAY Stakeholders Reality of Life Today Mission & Direction Our Core Work Guiding Principles

3 3 QUESTION CONVERSATION Where are we now? Where do we want to be? How will we achieve our desired future state?

4 HOPES AND GOALS WHAT WOULD A SUCCESSFUL DISCUSSION THIS WEEK ACHIEVE?

5 HOPES AND GOALS WHAT DOES A SUCCESSFUL DISCUSSION THIS WEEK REQUIRE?

6 EFFECTIVE MINISTRY DISCUSSIONS……. Discernment grounded in Catholic faith and prayer ….. Open to the Spirit moving within our conversations Results- Performance based planning Needs based approach Adaptive and agile Our role: Caring for the whole

7 RESULTS BASED PLANNING

8 BEING OPEN TO SPIRIT…

9 SHARED STARTING POINT Share all relevant information. Explain your reasoning and intent. Test assumptions and inferences. Use specific examples and agree on what important words mean. Be open to different perspectives. Combine advocacy with inquiry. Focus on interests, not positions. Discuss un-discussable issues. Keep the discussion focused. Be aware of individual differences and styles and be respectful while also gently challenging.

10 STRATEGY & OPERATONAL STRATEGY QUESTIONS 1.Why do we exist? 2.Where are we now? 3.Who are our stakeholders and their needs? 4.Where do we want to be? OPERATIONAL QUESTIONS 1.How do we get there? 2.How do we behave? 3.What’s important right now?

11 STRATEGIC DIRECTIONS

12 STRATEGIC WEDNESDAY WEDNESDAY MORNING Stakeholders & Needs Reality of Life Today – Church Life Reality of Life Today – Young People WEDNESDAY AFTERNOON & EVENING Mission & Direction Our Core Work Guiding Principles

13 STRATEGY & OPERATONAL STRATEGY QUESTIONS 1.Why do we exist? 2.Where are we now? 3.Who are our stakeholders and their needs? 4.Where do we want to be? OPERATIONAL QUESTIONS 1.How do we get there? 2.How do we behave? 3.What’s important right now?

14 STAKEHOLDER DISCUSSION INITIAL IDEAS STAKEHOLDERS Diocesan Staff Bishops Ministry Leaders ……….. NEEDS Leadership Formation Training Advocacy Resources Research Faithfulness

15 FOCUSING ISSUE Reality of Church Life Today Fr. Tom Gaunt, SJ Executive Director, CARA Question and Answer

16 FOCUSING ISSUE Reality of Youth Ministry Today Panel Presentation Charlotte Corquodale Patrick Donovan Cindee Case Key issues from the Research

17 IMPLICATIONS FROM RESEARCH Concerning Reality of Church Life Today? Concerning Reality of Ministry with young people? Concerning mission of NFCYM?

18 PROPOSED FRAMEWORK - Mission : why we exist? Big picture – what we do (not operational or tactical) - Vision : Identify how we want to achieve our mission ? Guiding Principles : How do we need to act to be successful in fulfilling our mission and vision? Core Work : What are the primary and strategic functional things we do (or don’t do).

19 MISSION Mission - WHY DO WE EXIST? What do we do as an organization? To serve those who serve the young Catholic Church. Questions: Who we are and why we exist. What are the values and benefits the Federation brings to the mission and ministry of the Church

20 CREATE TWO SCENARIO SERVING MINISTERS WHO: FOCUS ON YEAR OLDS Key stakeholders Key needs of ministers Core work to serve needs Others serving this age group How would you manage span of ministry FOCUS ON YEAR OLDS Key stakeholders Key needs of ministers Core work to serve needs Others serving this age group How would you manage span of ministry

21 ASSESSING POSSIBILITIES Ability to effectively provide leadership to ministry areas? Ability to provide effective direction and vision for the ministry? Ability to provide “needs based” programming and services? Ability to engage constituents and stakeholders effectively? Ability to effectively employ human and financial resources?

22 THURSDAY AGENDA

23 STRATEGY & OPERATONAL STRATEGY QUESTIONS 1.Why do we exist? 2.Where are we now? 3.Who are our stakeholders and their needs? 4.Where do we want to be? OPERATIONAL QUESTIONS 1.How do we get there? 2.How do we behave? 3.What’s important right now?

24 THURSDAY WORK THREE DEFINED TASKS TO BEGIN DEVELOPING PROPOSALS FIRST DISCUSSION: 1.Identifying elements of Mission 2.Identifying stakeholders and strategic needs, 3.Identifying Core Work in support of mission. 4.Identifying Guiding Principles (Key Success Factors)

25 THURSDAY WORK THREE DEFINED TASKS TO BEGIN DEVELOPING PROPOSALS SECOND DISCUSSION: Take five elements for an effective organization and assess – SWOT = Recommendations 1. Leadership- internal/external/governance 2.Mission 3.Programs/Services 4.Membership/Engagement 5.Use of Resoruces THIRD DISCUSSION: Flesh out Core Work based on needs of stakeholders, competitive advantages and stewardship of resources.

26 MISSION Questions: Who we are and why we exist. What are the values and benefits the Federation brings to the mission and ministry of the Church.

27 MISSION STATEMENT Mission statement consists of 3 essential components: Key market – who is your target focus/client/customer? (generalize if needed) Contribution – what product or service do you provide to that client? Distinction – what makes your product or service unique, so that the client would choose you?

28 MISSION STATEMENT EXAMPLES The love of Christ compels us! Religious Community of men committed to compassion in action. Serving the needs of the poor, elderly, homeless, incarcerated, mentally and physically ill. The love of Christ compels us! …….promotes the development of ministry and catechesis with youth and families through leadership formation, service learning, and resourcing rooted in Catholic Tradition and Scripture. The mission of diocesan Communications is to engage, inspire, educate and transform people resulting in a greater appreciation for the value and benefits of Christian living so to strengthen Catholic identity and individual affiliation with the Church.

29 STAKEHOLDERS WHO HAS A STAKE IN THE MISSION AND WORK OF THE FEDERATION? 1.PRIMARY STAKEHOLDERS 2.SECONDARY STAKEHOLDERS WHAT ARE THEIR NEEDS AND ISSUES THAT WE SEEK TO RESPOND TO?

30 CORE WORK OF THE NFCYM Related to our Mission Based on Needs of Stakeholders Reinforces Competitive Advantage What do we do best – competitive advantage What is it we do that others are not doing – strong need to be fulfilled Functional Categories : Resourcing, Leadership, Advocacy, Formation

31 CORE WORK As a professional organization of affiliated dioceses and collaborating members, we: Advocacy for the role and needs of young people in the church and in society and promote the role of the church and the Gospel in the lives of young people. Lead/Form a comprehensive approach to youth ministry as articulated in Renewing the Vision. Resource: services, and conferences for the education and formation of diocesan leaders, youth ministers, and young people. Support diocesan youth ministry leaders and collaborating members. Network, Engage and collaborate with the U.S. Catholic Bishops and national leadership organizations for the promotion of youth ministry and the professional development of church leaders.

32 GUIDING PRINCIPLES What are our guiding principles? Or, what are those things that must be true if the Federation is to successfully achieve mission objectives? Guiding principles focus on both the WHAT and the HOW of the core work.

33 GUIDING PRINCIPLES-KSF Communications are first and foremost evangelistic, shining a light on people living faith in everyday life. The messages and content of communications are clear, inspiring, understandable……. Communications are proactive seeking to support and assist the Church by being a voice that is credible, influential and engaging. The messages, technology and media are aligned with the needs and preferences of different audiences, including culturally diverse communities. Collaborative relationships with ……. Communication strategies, vehicles and initiatives are measurable so that effectiveness can be assessed based on…….. A proactive approach for Catholic communications engages the current and ongoing challenges, issues and questions relevant to the Church……..

34 OPERATIONAL PLANNING Lead : How will the Federation provide leadership both internally within NFCYM and to the larger Church. Direct: How can the Federation effectively advocate and communicate effective ministry to form missionary disciples? Offer : What are the strategies, services, tactics and programs that will help NFCYM achieve its mission? Engage: How will the Federation engage the organization itself and its stakeholders, constituents; and inspire them to act? How will we deepen key relationships and engage our internal stakeholders and external stakeholders? Support : How will we ensure that our human and financial resources; and structures support each goal?

35 CHARACTERISTICS OF EFFECTIVE VISION FROM JOHN KOTTER, LEADING CHANGE. HARVARD BUSINESS SCHOOL PRESS, Ambitious enough to force people out of comfortable routines Aim to provide improvement to stakeholders Take advantage of fundamental trends—they are relevant Have moral power—do not attempt to exploit anyone

36 SWOT 1.Core Strengths of the NFCYM -NFCYM is currently doing and needs to be preserved? 2.High value Opportunities for NFCYM to explore for future growth and sustainability 3.Weaknesses and Concerns (from internal environment) to be addressed 4.External threats or roadblocks to be addressed to ensure success/sustainability

37 STRATEGIC DIRECTIONS

38 FRIDAY


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