The document outlines a 7-phase strategic planning process for Marillac Social Center with the goal of developing a new strategic plan. Phase 1 involves preparing for the process by identifying stakeholders and developing a workplan. Phase 2 revisits the organization's mission, vision and values. Phase 3 consists of assessing organizational data and stakeholder input. Phase 4 prioritizes strategies and programs. Phase 5 drafts the strategic plan. Phase 6 implements the plan. Phase 7 evaluates and monitors the plan. The estimated total consultant hours range from 50-170 hours over the 7 phases.

1. MARILLAC SOCIAL CENTER
STRATEGIC PLANNING PROCESS WORKPLAN
Phase 1 – Preparation
Action Steps
1.1 Identify reasons for planning
1.2 Set up planning process for success
1.3 Initiate discussions on how to involve internal and external stakeholders
1.4 Design a planning process to meet Marillac’s needs
1.5 Develop a Planning Workplan that articulates the outcome(s) of the planning process, strategic issues to address, roles,
planning activities, and time frame
Action Steps Processes Estimated Consultant Hours or Phase 1 Outcomes
Meetings
Consultant meet with CEO, follow-up Series of meetings and discussions with CEO, 1. Agreement on who to involve in the
meetings with senior management and representatives of the Board, and senior planning process and what their
representatives of the Board (or Strategic management involvement might be
Planning Committee (SPC)) to:
2. Agreement on a Planning Workplan
Identify reasons for planning, criteria for a
successful planning process, and issues to 3. Articulation of initial strategic issues
be addressed as part of the planning facing Marillac
process
Clarify consultant and Marillac Social
Center’s (“Marillac”) Board and staff’s
roles and responsibilities, processes to
keep all Board and staff informed of
planning activities, products to be
delivered, and time frame
Agree on what background information
consultant needs to be able to facilitate the
process and what information needs to be
gathered that will help inform strategic
decisions (i.e. online surveys, etc.)
Decide on whether to use existing
structures and/or establish a SPC to
coordinate the planning work
Consultant revises initial workplan for
review and approval by CEO and Board
Estimated Consultant Hours for Phase 1: 5-10 hours1
1 Prepared by GilCorp, LLC for Marillac Social Center

2. Phase 2 – Mission, Vision, Core Values, and Guiding Principles
Action Steps
2.1 Revisit mission statement
2.2 Draft a vision statement
2.3 Articulate or affirm core values and guiding principles
Action Steps Processes Estimated Consultant Hours or Phase 2 Outcomes
Meetings
Discussion(s) of mission statement, vision of (Process to be agreed upon after Phase 1 1. Agreed upon mission, vision, and core
an ideal future and core values and guiding discussions completed.) Discussions may take values statements
principles place at a retreat, special Board and staff
meetings, or strategic planning committee
meetings.
Estimated Consultant Hours for Phase 2: 5-15 hours1
2 Prepared by GilCorp, LLC for Marillac Social Center

3. Phase 3 – Assessment
Action Steps
3.1 Summarize Marillac’s history and what has or has not been accomplished since last planning process
3.2 Articulate previous and current strategies
3.3 Collect perceptions of internal and external stakeholders regarding Marillac’s strengths, weaknesses, opportunities
and threats (SWOT); collect empirical data to better understand the choices to be made during the strategic planning process
3.4 Summarize findings from data gathered from internal and external sources, Marillac’s strengths and weaknesses; trends in
the environment that are or will impact Marillac; competitive advantage, needs in the community; start to make sense of data;
emerging themes and priorities
Action Steps Processes Estimated Consultant Hours or Phase 3 Outcomes
Meetings
Marillac’s staff to assemble pertinent documents regarding agency’s The number of meetings and hours will 1. Data to inform the
budget, service statistics, organizational charts, previous mission vary widely, depending on extent of data setting of priorities in
statements and planning documents, and other documents clarifying collection required and consultant role. Phase 4.
Marillac’s mandates, history, and operating trends. This information
should be available to the consultant and members of the SPC.
SPC to articulate previous and current strategies and discuss
effectiveness of these strategies to date and relevance of strategies as
we move forward.
Extent of data collection from external and internal stakeholders,
appropriate processes to use, and extent of consultant involvement to
be decided upon after discussions with SPC. Consultant available for
phone consultation, development and implementation of survey
instruments, design of evaluation instruments, assistance in
interviewing external and internal stakeholders, and facilitation of
meetings.
Option A: Staff and Board complete online organizational
assessment
Option B: Board completes online self assessment in preparation
for their discussion of future Board priorities (governance and
support roles, membership, committees, expectations, etc.)
Option C: External stakeholders’ involvement may be through:
surveys, interviews, focus groups, meetings, etc.
Estimated Consultant Hours for Phase 3: 20-60 hours1
3 Prepared by GilCorp, LLC for Marillac Social Center

4. Phase 4 – Priorities
Action Steps
4.1 Make sense of collected data: review emerging themes, priority considerations derived from data collection
4.2 Business Planning—assess program portfolio and agree on competitive growth strategies
4.3 Develop a program portfolio that summarizes the proposed scope and scale of programs, resources required, and revenue
potential. Do scenario planning if necessary.
4.4 Agree on core future strategies
4.5 Agree on administrative, financial, and governance priorities. Summarize the revenue potential and resources required to
support Marillac’s long-term vision.
Action Steps Processes Estimated Consultant Hours or Phase 4 Outcomes
Meetings
SPC discuss and agree on strategies and The number of meetings and hours will vary 1. Agreement on core future strategies and
overall program and administrative priorities. widely, depending on extent of meetings longer term program, governance,
required and degree of consensus regarding financial and administrative priorities.
Based on discussions, staff develops and scenarios, core strategies and priorities.
presents to SPC a suggested future program
portfolio (scope and scale of future programs
including identification of resources needed to
support the achievement of program
objectives) and long term administrative
priorities.
Estimated Consultant Hours for Phase 4: 15-50 hours1
4 Prepared by GilCorp, LLC for Marillac Social Center

5. Phase 5 – Drafting the Plan
Action Steps
5.1 Create goals and objectives. Components may include: introduction/executive summary; mission, vision, and core values
statement; core future strategies; program goals and objectives; financial, administrative, and governance goals and objectives.
5.2 Develop long-range financial projections
5.3 Write the strategic plan
5.4 Adopt the strategic plan
Action Steps Processes Estimated Consultant Hours or Phase 5 Outcomes
Meetings
Designated drafts written of strategic plan, The number of meetings and hours will vary 1. Approval of a Strategic Plan
with assistance of consultant if necessary. Plan widely, depending on extent of consultant
reviewed by SPC, circulated to appropriate involvement in writing the plan. 2. Executive Summary of the Plan for
stakeholders. Feedback incorporated into final distribution to internal and external key
draft. stakeholders
Final draft submitted to the Board for final
approval.
Executive summary of plan developed by CEO
and/or designated writer and distributed to
internal and external key stakeholders.
Estimated Consultant Hours for Phase 5: 5-30 hours1
5 Prepared by GilCorp, LLC for Marillac Social Center

6. Phase 6 – Implementation
Action Steps
6.1 Manage the transition period between the old and new: assess the changes that need to happen (skills, systems and structures,
and culture) to support the strategic plan
6.2 Develop a detailed operation plan for upcoming year (first year’s goals and objectives)
Action Steps Time Estimated Consultant Hours Phase 6 Outcomes
Processes Frame or Meetings
Staff discuss key TBD The number of meetings and 1. Detailed operational plan and implementation timeline including
changes in skills, hours will vary widely, depending goals and objectives, action steps, and implementation schedule.
systems and structures, on the extent of consultant
and culture that need to involvement in facilitation of
happen sooner rather annual operating plan.
than later to support the
strategic plan
CEO and appropriate
staff develop detailed
annual operating plans
to ensure the successful
implementation of the
strategic plan during
the upcoming year.
Estimated Consultant Hours for Phase 6: 0-5 hours1
6 Prepared by GilCorp, LLC for Marillac Social Center

7. Phase 7 – Evaluation and Monitoring
Action Steps
7.1 Evaluate the strategic plan and the planning process
7.2 Monitor the strategic plan (at least once a year) and affirm/update/revise as needed. Develop next year’s detailed
implementation plan.
Action Steps Processes Time Estimated Consultant Hours Phase 7 Outcomes
Frame or Meetings
SPC and consultant meet to: TBD The number of meetings and hours 1. An in-depth system to monitor and evaluate
will vary widely, depending on the implementation of the plan(s) and achievement of
Evaluate completed strategic extent of consultant involvement in success factors = best practices for future planning
planning process; if necessary, facilitation of annual operating
identifying benchmarks, plan. 2. Processes in place to ensure that the plan(s) are
milestones, and key factors modified as needed and that the Strategic Plan
Discuss processes to monitor and continues to provide guidance for the setting of
evaluate implementation of plans current priorities for the following year
SPC coordinates a yearly strategic At least
planning meeting to assess and once a year
validate current strategies and ensure
that the current strategic plan gives
guidance to the development of
upcoming annual operating plan. The
planning committee may decide that
the current strategic plan needs to be
modified or significantly changed.
Determine if the strategic planning Once every
process needs to happen again three to
five years
Estimated Consultant Hours for Phase 7: 0-5 hours1
7 Prepared by GilCorp, LLC for Marillac Social Center

8. Workplan Summary
Estimated Consultant Hours for Phase 1: 5-10 hours
Estimated Consultant Hours for Phase 2: 5-10 hours
Estimated Consultant Hours for Phase 3: 20-60 hours
Estimated Consultant Hours for Phase 4: 15-50 hours
Estimated Consultant Hours for Phase 5: 5-30 hours
Estimated Consultant Hours for Phase 6: 0-5 hours
Estimated Consultant Hours for Phase 7: 0-5 hours
TOTAL ESTIMATED CONSULTANT HOURS (50-1701):
TOTAL ESTIMATED CONSULTANT COSTS @$75.00/hour2: TBD
1
Consulting hours will vary widely depending on: amount of work done by staff or Strategic Planning Committee versus using a consultant; extent of data that
needs to be collected; the number of issues that need to be discussed; and degree of consensus regarding core strategies and priorities.
2
Plus mileage and other travel-related expenses
8 Prepared by GilCorp, LLC for Marillac Social Center