Planning to plan: designing the planning process, strategically. Missy Blankenship

1. Friendship is more valuable than ever…. Strategic Planning 2005-2010

4. The Vision for Friendship 2010 Friendship’s Mission will be fulfilled with consistent work every day for every employee. Individual decision-making, accountability and general respect for all will be the Friendship Culture.

81. MISSION VISION Consistent Work. Every Day. For Every Employee. Quality Management System EMPLOYMENT FOR ALL (FI) PERSONS WITH DISABILITIES THE MARKETING OF FRIENDSHIP NEW BUSINESS DEVELOPMENT TRAINING AND CAREER DEVELOPMENT CRITICAL STRATEGIC ISSUES

82. Consistent Work. Every day. For every Employee. This is our Mission. Above everything else we are about, this is Critical to our existence and must be accomplished. CRITICAL STRATEGIC ISSUES Employment for All (FI) Persons with Disabilities

83. Corporate Training and Employee Development is essential to our overall success. Organizational and Personal Accountability for exceeding expectations should become a way of life. CRITICAL STRATEGIC ISSUES TRAINING AND CAREER DEVELOPMENT

84. A Comprehensive Marketing Plan is required to make the name Friendship synonymous with Quality and High Customer Satisfaction. CRITICAL STRATEGIC ISSUES THE MARKETING OF FRIENDSHIP

85. In order to accomplish our Mission, we must create New Business Opportunities that reflect the Diversity of Operations that we desire. CRITICAL STRATEGIC ISSUES NEW BUSINESS DEVELOPMENT

86. Under-girding all of these CSIs is implementation of a Quality Management System. Why a Quality Management System? CRITICAL STRATEGIC ISSUES QUALITY MANAGEMENT SYSTEM

87. Connected to the Past – Partnering for the Future Why a Quality Management System? Implementation of a QMS emphasizes the importance of: Understanding your core business processes and objectives Understanding and meeting customer requirements The need to consider processes in terms of added value Developing a defined business operational system, and documenting it, to ensure consistency, repeatability, and added value of processes Measuring results of process performance and effectiveness Continual improvement of processes, based on objective measurement PLAN – DO – CHECK - ACT

93. M1 = Attendance Ratio = % of Total Clients in Attendance and Available for Work = # of Days At-Work / # of Clients on Payroll Records per Period Ex: 225 (Total Client Days Worked) / 300 (30 days x 100 Clients) = 75% Attendance Ratio M2 = Sales Growth Ratio = % of Sales Growth over Same Period Last Year = $ Sales TY/$ Sales LY Ex: $100,000 (TY) / $95,000 (LY) = 5.26% Sales Growth Ratio M3 = Disabled Direct Labor Ratio-Project = % of Disabled to Non-Disabled Direct Labor (Non-Supervisory) per Project = # of Disabled Workers / Total # of Workers per Project Ex: 40 (Disabled) / 50 (Total Direct Labor Workers) = 80% Disabled Direct Labor Ratio-Project CRITICAL STRATEGIC ISSUES Employment for All (FI) Persons with Disabilities LEGEND for Measures

94. M4 = Disabled Direct Labor Ratio-Agency = % of Disabled to Non-Disabled Direct Labor (Non-Supervisory) for Agency = # of Disabled Workers / Total # of Workers for Entire Agency Ex: 90 (Disabled) / 125 (Total Direct Labor Workers) = 72% Disabled Direct Labor Ratio-Agency M5 = Client/Work Ratio-Agency = % of Total Clients Available versus # of Clients Actually Working = # of Clients Actually Working / # of Clients Available for Work Ex: 45 (Clients Working) / 90 (Clients Available) = 50% Client/Work Ratio-Agency M6 = Client/Work Ratio-Individual = % of Time Individual was Available for Work and Actually Working = # of Days Client Worked / # of Work Days Ex: 9 (Days Client A Worked) / 22 (Days in Work Month) = 40.9% Client/Work Ratio-Individual CRITICAL STRATEGIC ISSUES Employment for All (FI) Persons with Disabilities LEGEND for Measures

97. M1 = Sales Growth Ratio = % of Sales Growth over Same Period Last Year = $ Sales TY/$ Sales LY Ex: $100,000 (TY) / $95,000 (LY) = 5.26% Sales Growth Ratio M2 = Fund-Raising Growth Annually: $$/% Increase Raised over Last Year and Improved Return On Investment (ROI) = % of Fund-Raising Growth over Same Period Last Year = $ Funds Raised TY/$ Funds Raised LY Ex: $100,000 (TY) / $95,000 (LY) = 5.26% Fund-Raising Growth Ratio ROI = ((Total Number of Direct Mail Pieces * %Response Rate from Direct Mail * Average Donation per Person)-Total Costs of Campaigns-TCC) / TCC Ex: 1500 Letters mailed, Received 44 Responses (Donations) or 2.933% for an Average Gift of $100.45, Cost of Campaign of $3,231.85 OR ((1500*.02933*100.45)-3231.85)/3231.85 = 36.74% ROI CRITICAL STRATEGIC ISSUES THE MARKETING OF FRIENDSHIP LEGEND for Measures

98. M3 = Create and Utilize a “Commercial Customer Loyalty Program” to measure: Customer Acquisition = How many NEW Customers were acquired and how? Customer Retention = How many EXISTING Customers are still using us regularly Customer Defection = How many Customers were LOST and why? M4 = Increase in Clients Served = % Increase of All New Clients Served over Same Period Last Year Ex: 120 Clients Served This Year / 100 Clients Served Last Year = 20% Increase M5 = Create and Utilize a “ Satisfaction Survey” for Rehab Services to measure: Client Satisfaction = Caregiver Satisfaction = Referring Agency Satisfaction = Overall Rehab Services Satisfaction = M6 = Create and Utilize a “ Satisfaction Survey” for Commercial Customers to measure: Customer Quality Satisfaction = Quality Measure from Web Survey Customer Referrals = Number of Referrals from EXISTING Customers Accessibility Satisfaction = Accessibility Measure from Web Survey/Website Reports Overall Customer Satisfaction = Overall Measure from Web Survey CRITICAL STRATEGIC ISSUES THE MARKETING OF FRIENDSHIP LEGEND for Measures

106. FEASIBILITY STUDY FOR CHANGES IN SOP’S FOR LOWER FUNCTIONING CLIENTS STRATEGIC INITIATIVES TIMELINE – EMPLOYMENT FOR ALL (FI) PERSONS WITH DISABILITIES CREATE WRITTEN PROCESSES FOR CLIENT TRAINING, EVALUATION, SELECTION & ACCOUNTABILITY. BEGIN PROCESS IMPROVEMENT ON PREVIOUSLY WRITTEN PROCESSES STUDY INFORMATION SYSTEMS IMPROVEMENTS OBJECTIVE: Consistent Work. Every Day. For every Employee. 4 06 3 06 2 06 1 06 12 05 11 05 10 05 9 05 8 05 7 05 6 05 5 05

107. IMPLEMENT LEADERSHIP & TEAM BUILDING PROGRAM STRATEGIC INITIATIVES TIMELINE – TRAINING AND CAREER DEVELOPMENT TASK FORCE TO INVESTIGATE PERFORMANCE BASED ANNUAL REVIEW STRUCTURE IMPLEMENT NEW ANNUAL REVIEW STRUCTURE STUDY INFORMATION SYSTEMS IMPROVEMENTS TO AID LEARNING PROCESS & EASE OF ACCESSIBILITY OBJECTIVE: Promote & Support – 1. Training for Employee Development. 2. Personal & Organizational Accountability 4 06 3 06 2 06 1 06 12 05 11 05 10 05 9 05 8 05 7 05 6 05 5 05

108. Launch New Web Site STRATEGIC INITIATIVES TIMELINE - MARKETING SUBMIT MARKETING BUDGET FOR 2005-06 CREATE & IMPLEMENT MARKETING PLAN 2005-06 FEASIBILITY STUDY ON MARKETING RESOURCE REQUIREMENTS INCLUDING VOLUNTEERS CREATE & LAUNCH FI AMBASSADORS PROGRAM CREATE COMMUNICATION STYLE STANDARDS & TRAIN STAFF OBJECTIVE: To educate & communicate to our customers and stakeholders our values, mission and vision through a Comprehensive Marketing Strategy. 4 06 3 06 2 06 1 06 12 05 11 05 10 05 9 05 8 05 7 05 6 05 5 05

109. INITIATE SENIOR MANAGEMENT SEARCH FOR NEW BUSINESS OPPORTUNITIES STRATEGIC INITIATIVES TIMELINE – NEW BUSINESS DEVELOPMENT FEASIBILITY STUDY OF BUSINESS ADVISORY GROUP REVIEW AT LEAST ONE NEW BUSINESS OP. REVIEW CURRENT BUSINESS OFFERINGS FOR CONTINUANCE OBJECTIVE: Create New Business Opportunities reflecting the Diversity of Operations desired. 4 06 3 06 2 06 1 06 12 05 11 05 10 05 9 05 8 05 7 05 6 05 5 05