SOLVING PROBLEMS.
EMPOWERING PEOPLE.
RESTORING RELATIONSHIPS. 		 
     
 
Strategic Plan
 

1. Introduction:

Facilitated by a consultant management team from The University of Michigan, Dearborn, this plan is the culmination of 11 weeks of intensive work by staff and board members. During that period, the team conducted one-on-one interviews, held management and staff meetings, made presentations to the board of directors, and poured over research and evaluation data. The strategic planning committee, assigned by the board of directors to participate in this plan, devoted a great deal of time and effort to this process. The discussions always centered upon one critical focus: how best to serve the community.

This plan is based upon the original document authored by the University of Michigan team, and has been updated by the Executive Director and Board. It is firmly rooted in the adopted vision and mission statements. The commitment is not only to improve, but to propel Wayne Mediation Center towards a leadership position within the alternative dispute resolution community.

2. The Strategic Planning Team:

Facilitator and primary plan author:

Khaled Eid
Education: University of Michigan, Dearborn - Bachelor’s in Finance (2009), University of Michigan, Dearborn - MBA Program (2011). Background: Seven years manufacturing background with Ford Motor Company

Support provided by

Mike Callahan
Director, Internships/Career Planning & Development, University of Michigan, Dearborn, College of Business

Patrick Keyes
President of Leadership Inc

WMC Strategic Planning Committee

Donovan Greening (Board President), Howard A. Lischeron (outgoing Executive Director), Lisa Powell (Board Member), Gurunath Vemulakond (Board Treasurer), Emily Corwin (Director of Operations), Bernard Dempsey (incoming Executive Director).

3. Internal Analysis


(Strengths, Weaknesses, Opportunities, and Threats)

Identified Internal Strengths:

  • Commitment level of staff;
  • Diversity and dedication of volunteers;
  • Legacy, presence, and reputation;
  • Location within Wayne county;
  • High quality training;
  • Truancy program potential;
  • “Fox 2” television station collaboration;
  • Consistent cash reserve fund.

Identified Internal Weaknesses:

  • Failure to meet performance expectations;
  • Board of Director challenges;
  • Absence of unrestricted funds limiting pursuit of new programs;
  • High leasing cost of office space;
  • Lack of marketing strategy;
  • Lack of fundraising plan;
  • Software not utilized to maximum efficiency;
  • Poor reporting to primary funding source;
  • Unclear and unstated administrative procedures, instructions and processes;
  • Lack of crisis management system;
  • Outdated, incomplete employee handbook (HR manual);

Identified external Opportunities:

  1. Children focused programs (truancy, permanency planning, special education, restorative justice, custody), and especially involvement in the Detroit Public Schools;
  2. Mediation programs tailored to the Arab and Latino communities;
  3. Prisoner re-entry mediation;
  4. Detroit Police Department civilian complaint mediation;
  5. Collaboration possibilities with other organizations in region;
  6. Fee schedule enhancements;
  7. Online course options for training programs.

Identified external Threats:

  1. Potential loss of funding due to conditions in local economy and reduced filing fees;
  2. Reduction of cases due to fewer court filings and reluctance of current referral sources ;
  3. Overhead cost increases;
  4. Potential safety issues as a result of domestic violence, personal protection order cases

4. External Analysis

Several important external challenges were identified. One such challenge stems from the tension that exists with “for profit” providers of mediation services. Although WMC generally serves a population that is unable to afford private market mediators, it needs to be strategic about marketing itself without being perceived as being in competition with other providers of mediation services. It should particularly communicate its community mission to individuals who often also serve as volunteers at the Center.

By far the greatest identified challenge for WMC to meet is to expand upon and increase its sources for mediation referrals. According to recent statistics, WMC ranks seventeenth out of the twenty statewide community centers in case efficiency. Although some of this may be attributed to the unique challenges of the community which it serves, a comparison with the statistics of the two centers in closest proximity to WMC demonstrates that WMC handles proportionally far fewer cases than the other centers in its region (Source: CDRP Annual Report Statistical Supplement):

  1. 2008 CDRP Grant received:
    1. Wayne Mediation Center: $380,583
    2. Oakland Mediation Center: $202,251
    3. Dispute Resolution Center of Central Michigan: $106,205
  2. 2008 Annual budget per center:
    1. Wayne Mediation Center: $630,891
    2. Oakland Mediation Center: $495,604
    3. Dispute Resolution Center of Central Michigan: $270,209
  3. 2008 total cases:
    1. Oakland Mediation Center: 2,549 cases
    2. Wayne Mediation Center: 1,836 cases
    3. Dispute Resolution Center of Central Michigan: 1,412 cases

Significantly, as demonstrated by the graph on the following page, WMC’s total disposed cases have declined drastically since 2005. On the other hand, the number of cases it has actually mediated (“core cases”) have continued a generally upward trend. This demonstrates that although WMC’s overall numbers are becoming smaller, WMC is perhaps maintaining its impact in the community. Regardless, WMC still proportionately has far fewer cases than the great majority of SCAO funded mediation centers in Michigan.

5. The Strategic Plan

a. Vision & Mission:

Vision: Wayne Mediation Center is the preferred choice of individuals, families, and organizations seeking an effective process for solving disputes in Wayne County. Our programs serve as a model of excellence for understanding, managing, and resolving conflict.

Mission: Wayne Mediation Center strives to provide the community we serve with a process for resolving disputes through:

  • Empowerment: Our process provides parties with the opportunity to choose their own solution.
  • Education: Through skills training and increased awareness programs, we promote alternatives for conflict resolution.
  • Effectiveness: The WMC advantage is an excellent pool of highly trained mediators and a skilled staff dedicated to ensuring exceptional quality.

Motto: Your choices. Your decisions. Our Process.

b. Goal/Objectives:

In conducting this plan, we looked closely at the strengths, vulnerabilities and opportunities of the Wayne Mediation Center (WMC). As a result, it was determined that WMC would focus over the next three years on the following four areas:

  1. Building relationships with the community, schools, courts and government entities to increase case referrals;
  2. Developing and expanding new programs, mainly focused upon children;
  3. Operational efficiency;
  4. Board of Directors/Governance.

To be effective in these four areas, WMC will embark on a path of continuous improvement, consistent effort, and intelligent collaboration. In addition, the plan also recognizes that if WMC is to continue providing quality services to the community, it must ensure that it has a strong enough infrastructure to sustain current and future programs as well as invest in its most valuable resource – its staff.

Below is a summary of the organizations goals for the next three years. They have been categorized into seven separate areas. To ensure these identified goals are prioritized and pursued, a yearly plan for action and measurements will be developed by the Executive Director in conjunction with the Board of Directors:

Governance Goals:

  1. Expand written policies that outline the roles and expectations of board members;
  2. Expand written policies regarding the transition and succession of board members;
  3. Communicate the Board’s fundraising responsibilities, and have processes in place to support such activities.

Operation Goals:

  1. Put a consistent focus on continuous improvement--
    1. Identify key operational processes;
    2. Devise method of analyzing operational processes;
    3. Create appropriate measurement and tracking system.

Program Goals:

  1. Operate current programs at maximum efficiency--
    1. Focus upon building relationships with targeted referral sources;
    2. Conduct regular meetings to:
      • Review improvement plans from previous meeting;
      • Review program processes and identify new opportunities for improvement;
      • Create a plan to implement new improvements.
    3. Update the procedural manual for each program;
    4. Identify metrics and benchmarks for each program;
    5. Create a program evaluation template.
  2. New programs development-
    1. Develop ongoing method of identifying community needs;
    2. Design a new program proposal form;
    3. Identify process for new program proposals.

Fundraising Goals:

  1. Develop comprehensive fundraising plan-
    1. Set-up planning team, and role of each member;
    2. Develop and draft plan.
  2. Increase unrestricted funds-
    1. Develop list of donor prospects;
    2. Develop a database to track donors and prospects;
    3. Identify strategy to raise visibility with potential donors;
    4. Hold “Meet our Center” events;
    5. Conduct community event fundraisers;
    6. Research different events, identify community needs, and evaluate event success.
  3. Build a donor information package-
    1. Put together a quarterly program report;
    2. Collect testimonials for each program;
    3. Design method of donation.

Human Resource Goals:

  1. Increase volunteers-
    1. Identify volunteer needs;
    2. Clarify roles and responsibilities;
    3. Identify recruitment plan;
  2. Build upon student internship program through local universities-
    1. Identify projects for university students;
    2. Identify application process and allow website access to apply.
  3. Hire a university intern to assist with a marketing plan;
  4. Hire a university intern to assist with the HR manual;
  5. Hire a university intern to assist with website development.

Volunteer Training Goals:

  1. Improve quality and effectiveness of mediations-
    1. Refine evaluation of volunteers and consider peer review program;
    2. Develop online videos of “panel discussions” by mediation experts;
    3. Refine the system for matching mediators to cases;
    4. Design & implement surveys that measure client satisfaction and give a "mediator effectiveness rating."
  2. Develop advanced training programs-
    1. Arrange for continuing education credits.
  3. Design new training programs-
    1. Develop corporate training programs.

Research & Development Goals:

  1. Develop grants and research strategy-
    1. Collaborate with local Universities (U of M, Dearborn, UDM Law, WSU Law, and MADR programs);
    2. Develop grant proposals on children’s projects for foundations (Skillman, Kresge, S.E. Michigan) and government sources;
    3. Produce better outcome reports and studies relevant to mediation, dispute resolution, and the ADR community.

6. Conclusion

The Wayne Mediation Center (WMC) is well positioned to implement this Strategic Plan. The following critical strengths are its greatest assets:

  • A strong dedication among staff members;
  • Renewed support and commitment by Board Members;
  • A long standing legacy, presence, and reputation in the community.

All of its challenges, presented through the identified weaknesses and threats, have been acknowledged and action plans will be put into process to address each. WMC has also identified opportunities that will further strengthen their current infrastructure and serve to efficiently maximize its current resources. Finally, a culture of continuous evaluation and willingness to try new strategies will be put in place, so that progress will be assessed, measured and pursued on a regular basis. All of these factors together should propel the Wayne Mediation Center upon a successful path over the course of the next three years.