Archive for the ‘ What Other Executives Are Saying ’ Category

Pregnancy Centers Serving More Abortion-minded Women–Executives Say, ‘Optimization Tool Works!’

CompassCare spent the last eight years developing and perfecting a system of marketing, care, and follow-up specifically designed to reach and serve abortion-minded women more effectively. After slow and methodical training and implementation in select medical Pregnancy Resource Centers (PRC) from California to New York one thing is clear: The Optimization Tool (OT) works!

And now it is time to shout it from the roof tops. Jesus says in John 9:4, “We must work the works of Him who sent Me as long as it is day; night is coming when no one can work.”

The OT has a proven track record (read case histories here) if implemented comprehensively to increase:

-Call volumes

-Schedule rates

-Show rates

-Percentage of abortion-minded patients

-Gospel presentation and conversion rates

-Number of women having their babies

Now the brave Pregnancy Resource Center executives who pioneered the Linear Service Model have made themselves available to you. Executives running organizations just like you are committed to coaching you through the Optimization process. Read executive coach profiles here.

With all that is happening at the State and Federal levels to take over health care as well as NARAL and Planned Parenthood’s effort to hinder the good work of PRCs the OT is more important than ever. The OT provides an objective system where women are served the same way each time in a manner consistent with traditional medical ethics (something abortionists cannot do). The OT provides a way to delivers services to more abortion-minded women, more effectively. The OT gives executives and boards a platform which serves not only to insulate your PRC from external threats but also gives you the sound foundation to be a public voice speaking out against the abortion industry’s egregious medical ethics violations. NARAL and Planned Parenthood will fear to confront you with bogus investigations because in so doing they will only uncover their own manipulative service strategy.

Sign-up to download the Optimization Tool

-Learn more about the importance of using proper medical ethics when providing medical services by registering for ‘Medical Ethics in the PRC Context’ Webinar with Faculty John Bruchalski, MD, FACOG Samuel Casy, Esq.,  J.D., Dorothy Wallis, M.Div, and Rev. James R. Harden, M.Div.

Who should participate? Executives, Medical Directors, Nurse Managers, Board Members

Donate to the Cause

Standardization, Accountability, Measurability, Continuous Improvement

CompassCare has been committed to serving the Pregnancy Center movement since 2006 by identifying standards, structuring client/patient care plans around those standards, providing real tools to maintain accountability of roles for those serving the women as well as creating and maintaining key measures that help each center know how well they are performing. This empowers the executive to make the targeted changes they need to make with their marketing or services that will keep them on the cutting of reaching and effectively serving that woman who says, “I need to have an abortion.” CompassCare is the only organization in the nation with a proven track record of helping pregnancy centers accomplish their mission in a way they have dreamed of doing for years (See CompassCare Case Histories). In fact, you can even watch interviews of executives that have experienced the difference by clicking here. But the real difference is in hearing about the experiences of the abortion-minded women we are all trying to reach.

CompassCare Is the National Pioneer in PRC Standardization, Accountability, Measurability, and Continuous Improvement

As a pioneer CompassCare led the charge to develop the first repeatable medical model in challenging New York State while most PRCs were under investigation by the then Attorney General, Eliot Spitzer. Out of that travail CompassCare birthed the first repeatable Linear Service Model of a medical PRC. CompassCare was the first to apply the terminology Global Services Model (GSM) and Linear Service Model (LSM) in an effort to teach executives at NIFLA about the distinct differences between the two paradigms. To read a history of the Linear Service Model in the PRC movement click here.

In fact, CompassCare has been fortunate enough to grow in such an adverse climate that we are often in a position to identify early what the abortion industry’s strategies will be and help pregnancy centers prepare for them. Many of the new allegations being leveled against pregnancy centers and how to avoid them were first taught by the CompassCare team. Listen to a list of free podcasts published in 2008 teaching PRC executives about the threats we as a movement are now facing and how to safeguard our organizations against them through standardization and accountability.

CompassCare is committed to helping pregnancy centers and executives in tangible ways to increase their effectiveness on the mission. We understand executives need answers from other executives who walk in their shoes day in and day out running pregnancy centers. For more information about the first and only comprehensive Linear Service Model (LSM), CompassCare’s Optimization Training program, click here. If you would like to contact a coach click here.

A Linear Service Model=Continuous Improvement Part 1

So now that you know what a Linear Service Model is, what’s next? What makes a Linear Service Model so much better than a Global Service Model? Its simple: The ability to foster a community culture of continuous improvement within our Pregnancy Centers. The ability to understand what is not working and the ability to fix it.

As the pioneer in creating and implementing the only repeatable and measurable LSM for a PRC in the world you’ve come to the right place. At CompassCare we understand that no pregnancy center is perfect. We also understand that we executives serve because of our passion for the mission. It is our mission that drives us to excel. We know that there is not a sane woman alive who actually wants to have an abortion. She comes to our organization saying things like, “I’m stuck, trapped . . . I’ve got no other choice. I need to have an abortion.” Our mission is to erase the need for abortion in the mind of every woman.

As executives we are responsible to answer to our boards and ultimately to our communities that have invested so many resources in our organizations. We are responsible to give an answer as to how those valuable human and financial resources have been used to bridge the gap between a community with abortion and a community without. We need to give an answer as to how we delivered on the mission to reach and serve women seriously considering abortion helping them to have their babies.

Metrics Are a Bridge to an Abortion Free Future

And how do we as executives communicate the results our organizations are getting? And perhaps more importantly, how do we get better at what we are doing? This is what the business world calls the ‘Return On Investment’ or ROI. Talking to other pregnancy center executives is good. Attending Pregnancy Center related conferences can be good. But those activities don’t tell you how your organization is performing nor can they pinpoint exactly what your organization should do to get better.

The only thing that can help your organization make the right changes in right way is measuring the right things. Remember the old adage, “What gets measured gets fixed?” The question for us becomes, “What should we measure?” To see a CompassCare Master Metrics report designed to help OT executives get a good picture of how their organization is performing on the mission click on the following link: OT Network YTD Master 11.1.10

If your organization is determined to help reverse the abortion trend in your community then two of the most important categories to measure are; 1) Reaching the right women and 2) Serving them in the right way. Understanding and learning to use metrics will empower you as an executive to lead your pregnancy center into greater effectiveness than you ever imagined possible. In fact, one of CompassCare’s OT executives recently said to a group of executives in training, “If I didn’t have these metrics anymore, I’d close our doors.  It’s how I know that what we’re doing is working!”

Metrics: The Key to Success

For more information about CompassCare’s comprehensive advanced Linear Service Model (LSM) training click here.

Update:  See Linear Service Model = Continuous Improvement, Part 2

Legal Do’s and Don’ts for Pregnancy Centers and Other Non-Profits

Many Executives and leaders of non-profits like pregnancy centers do not engage in political issues during the election season for fear of the negative impact it might have on their non-profit status. The attorney Barry Bostrom and his legal firm Bopp, Coleson, & Bostrom have put together a list of activities that we as non-profit organizations can and cannot do. Most pregnancy centers are registered as 501 (c) (3) organizations under the IRS tax code and as such have legal rights to engage in certain kinds of activities to not only protect their organizations but also to further the cause of community change for which their organization exists. To download this very helpful document click the following link:

Political Do’s and Don’ts during Election Season

Some examples of things you can and cannot do as a 501 (c) (3) non-profit pregnancy center are:

(1) Discuss the positions of political candidates on issues: Yes

(2) Endorsement of political candidates: No

(3) Financial contributions to political candidates: No

(4) In-kind Contributions to political candidates: No

(5) Independent expenditures in favor of or against political candidates: No

(6) Fundraising projects for political candidates: No

(7) Contributions to PAC’s: No

(8) Electioneering Communications regarding Federal candidates: Yes

(9) Expenditures related to state referendums: Yes

(12) Appearance of political candidate at meeting: Yes

(14) Voting records Yes

More Abortion-minded Women: Making Your Dream a Reality

An issue came up in a Pregnancy Center Leadership discussion group recently that we as executives think about all the time: “How can we reach more pregnant women truly at risk for abortion?” and its sister question, “How can we serve those women in a way that more consistently helps them have their babies?” The particular conversation centered around an executive of a Pregnancy Center in a Midwestern college town feeling like they are not reaching enough abortion-minded women compared to the number of abortions taking place there.

“What exactly leads you to conclude that you actually have a problem?” I asked. “You have made some logical assumptions but your logic is hidden to the rest of us. I am sure you have already figured this out but it would be helpful for the rest of us to get a really good handle on how you arrived at your concern and more importantly what to do about it. Would you be willing to be a little case study for us by answering the following questions for us to chew on? I believe the old adage is true: What gets measured gets fixed. Perhaps we can analyze this as a group of PRC executives in an effort to not only help you but help each other.

1. How many abortions occur in your area annually? 1000

2. How many abortion providers are in your county? 3

3. What is the primary ethnic, age and educational demographic of those women getting abortions? 18-24 Caucasian with 13 years of completed education (sophomore in college)

4. How many appointments did your organization schedule in 2009? 250

5. How many pregnancy tests were performed in 2009? 125

6. How many of those pregnancy tests were positive? 75

7. How many of those positive test patients did you consider to be ‘at risk for an abortion?’ 60

8. How many pregnant, at risk clients can you serve this year? Maybe 460

9. How many of the pregnant at risk patients received an ultrasound their fist visit? 45

10. How many of those said that they were going to continue the pregnancy at the end of their initial appointment? 38

The dream of this executive is to reach 460 pregnant women seriously considering abortion this year. Her initial impression was that all she needed to do was increase her advertising budget. Based on the information she provided if she wanted to reach all 460 women seriously considering abortion in her area using the organization’s current client trends and percentages she would need to filter through 12,000 client appoints per year!

We have found this scenario to represent the typical pregnancy center. What about your pregnancy center? This executive thought that the answer to her low client volume was more advertising. But there is a deeper issue at play. More advertising will only result in more of the same. The approach the center is taking in order to serve the right women in the right way needs  to be streamlined so they can accomplish their goal. (See Case Study of Omaha, NE Pregnancy Center) Otherwise they will be spending precious resources on women who are either not pregnant or not really at risk for abortion. The solution to this service problem lies at the philosophy of ministry that has been adopted. This pregnancy center while using an ultrasound machine is still in the old paradigm of pregnancy center ministry CompassCare coined the Global Service Model or Client-centered approach. In order for them to reach their goal of serving 460 pregnant at risk women they will need to adopt a new paradigm of ministry CompassCare coined the Linear Service Model (LSM).

For information about how to create a linear service model (LSM) to reach and effectively serve abortion-minded women go to prcoptimizationtool.com.

Virtuous Leadership and a Linear Service Model Part 1

Virtuous Leadership and a Linear Service Model (LSM) Part 1: As goes the Executive so goes the organization.

Virtuous Leadership=Focused Organization

In the process of both running a medical PRC and helping others to develop and operate their medical PRCs it occurred to me that there are certain questions all of us PRC Executives need to have answered.  Questions like:
-How can we get more abortion-minded women to call our center?
-How can we get more abortion-minded women who call to schedule an appointment?
-How can we get more of those who schedule an appointment to show?
-How can we get more of the women we see to have their babies?
-How can I as an executive get more control over the organization and out of the daily grind of wondering just how effective our counseling methods really are and know for sure?
These questions are linked to each other and often if you answer one you solve another.  The good news is that the answers to these questions are available.  Even better than that many center executives are experiencing the freedom and comfort that comes with knowing that their organization is accomplishing the mission of reaching and effectively serving women at risk for abortion better than they ever dreamed they could right now.  The next few posts are written to address these questions.  It is my hope they will help propel you as an executive as well as the organization which you lead to a higher level of effectiveness than you ever let yourself believe was possible.

In the process of thinking through how to convey the answers to the most pressing questions every PRC executive seems to share, something occurred to me; there is only one guarantee for success.  I have seen many organizations face the difficult questions, make difficult decisions about how to answer those questions, and go on to greater effectiveness at reaching and serving women facing unplanned pregnancies, while others do not.  At first glance the organization that ultimately succeeds at that worthiest of all goals versus the one that does appear the same.  But after having observed and worked with both types of PRCs over the years, a key difference began to emerge between them.  But that key difference was not manifesting as the usual suspects such as a specific type of operation.  It was not that one offered a specific service like ultrasound technology and the other did not. Nor was it dependant on access to money.  It was not even that the successful organizations had developed a strategic plan, because unsuccessful ones had too.  What we began to notice was that while the organizations that were effective and gained greater effectiveness at reaching and serving women at risk for abortion were the ones that were committed to sticking to their strategic plan and creating systems of service to intentionally improve (LSM), there seemed to be an underlying driving force to that commitment.  These organizations had the fortitude to do the really, really hard work of facing their brutal reality and creating a new reality through focused action.  Incidentally it is difficult to have consistently focused activity without a strategic plan driving the development of the approaches that are taken to accomplish the mission. But the specifics of a strategic plan seem to be secondary.

Admittedly, I was a little surprised at the revelation that the specific details of a strategic plan were secondary to just simply having and religiously sticking to that plan.  The end result is almost always some level of a step by step Linear Service Model. You must forgive my bias toward the value of the CompassCare LSM.  However, once my proverbial eyes adjusted to the light of this new revelation we started asking ourselves:  “What made some organizations able to pursue a strategic plan while others seemed content to let their strategic plan, if they had one, sit on the shelf?”

Over time we began to observe a common element in pregnancy centers that continued to get better and better at their mission.  At the heart of the organizations that were able to purse a strategic plan and enjoy the resulting benefits of a more or less linear service process for reaching and serving the high risk abortion-minded woman was the activity of a particular person; the executive.

We began to realize that the activity of a PRC, over the course of time, reflected the behavior and expectations of the person who occupied the  executive director position.  In fact this realization became so obvious that we began using the following phrase in all our PRC Linear Service training:  “As goes the executive so goes the organization.”

In part 2 we will discuss the role of personal virtue in executive leadership and what its practical implications are for developing and implementing an effective linear service model (LSM).

Check out the results of a pregnancy center in Omaha, NE after their executive, Michelle Sullivan, decided to implement a Linear Service Model by clicking here.

Moving from Hectic to In Control

Recently one of CompassCare’s Executive Coaches, Mary Rutherford, wrote an email to an executive in training.  I asked for permission to represent it here so that everyone could catch a brief glimpse into the specific mechanics of how a medical PRC becomes optimized within the reality of our hectic lives as PRC executives.

Mary writes:

One of the most brilliant teaching strategies of Jim Harden is the ICL (Implementation Checklist).  Each of the tasks is designed to help you to reach your Thematic Goal of Optimizing your three major departments.

One of the most brilliant decisions you made as the Director of your Center, was to invest your time in the Optimization Training!

I understand in talking with you, that you are being pulled in many directions. This will not stop.

To make the most of your investment, it is critical that you set aside time every day to work on the tasks listed on your ICL. Fill in the tasks completed, not only for us, but for you to see your own progress.

The sooner you make the ICL a priority in your day, the faster your optimization will take place!  You will be amazed at how orderly life is when you are optimized.

From an OT Executive to a future OT Executive:  When you are optimized, you are truly in the control seat!

Results in Casper, Wyoming

I just compared the number of abortion-minded patients we have seen at our clinic January through June of 2008 with the number of abortion-minded patients for the same period last year and discovered that we have experienced an increase of more than 300%!  We more than doubled our advertising budget this year to include radio ads using scripts we received as part of the Optimization Tool.  I have also tracked hits on our website and find that the majority of the hits come when the radio ads are running.  Now, those are some great results!!  Best of all, 82%-85% of our patients choose to carry to term after seeing their unborn on the ultrasound.

Latest from Omaha, NE

Recently Michelle Sullivan and Barb Malek in Omaha, NE sent CompassCare an encouraging summary of the results they have been seeing regarding reaching more women at-risk for abortion after implementing a linear patient service platform. It reads as follows:

2007 vs. 2008 statistics

For the 2nd quarter (April, May, June) of 2008 we saw 224 patients for pregnancy tests (This does not include retests. Some were patients we had seen in the past, but this was a new pregnancy for them.) Of these, 131 were positive tests, and 93 were negative. This means that 58% of all our tests were positive tests. (I wish I could break that down into those that were strongly abortion minded, but, unfortunately, that would be a lengthy process, and I do not have time. With our new database, we will know this information easily. However, we all know from experience that the number of those patients has risen quite dramatically.)

By comparison, in the 2nd quarter of 2007, we saw 172 patients for pregnancy tests. Of these 85 (or 49%) were positive. This is an increase of 23% more patients, and, even more importantly, an increase of 35% more positive pregnancy tests over 2007.

Lastly, I would like to compare June 2007 to June 2008. In June of 2007, we saw 55 total pregnancy test patients. In June of 2008, we had 54 positive tests, and saw a total of 90 patients. (In June of 2006, we only saw 27 patients for new pregnancy tests, with only 12 positive tests. By the way, these were the statistics that drove us to seek out a new way of doing things. As a result, we found CompassCare. God is good!)

Serving with Excellence

The following is from Becky Wood who is the Executive Director at ABC Women’s Clinic in Georgia:

First and foremost in  my life is my relationship with Jesus Christ, because without His mercy and grace, I would not be here today.  My premise:  As children of a holy God, we are called to excellence in every area of our lives. We are to steward not just our material resources, but the gifts and callings placed within us by our Lord Himself. And, as we walk in His Spirit, He leads us on an adventure that is much greater that our best imagining!

When I became involved in Pregnancy Center work as a volunteer, I had no idea what God had in mind for me.  Monday mornings spent cleaning toilets, sorting baby clothes, and running errands expanded into peer counseling with women in unplanned pregnancies. I still remember the devastation of my first at risk teen when she learned that she was pregnant. But I also remember the celebration as fear gave way to confidence and she decided she could carry her baby in spite of her parent’s reaction. Today this young woman has completed college and is married with a second child. She first came to the center at 17, and returned 2 years ago when our center became a medical clinic and we needed models to scan. It was then I learned she had accepted Christ as the result of my prayers with her that first day!

This story is repeated across the country thousands of times as Pregnancy Centers meet those in need and share with them the love of Jesus.  It is an honorable thing to serve these women and men, and so I feel compelled to lead our center to be the best it can be at fulfilling our mission by reaching and serving at risk women.

OT (Optimization Tool) has taken the guesswork out of ministry for us here at ABC Women’s Clinic by providing a consistent and effective process with measurable results. Staff are committed to the 15 step patient flow process and volunteers love it because they know exactly what is expected, how to perform each task, and who is responsible each step along the way. Patients receive the same quality service from compassionate and empowered volutneers. Our donors love it because they see maximized effectiveness and streamlined operations focused on the mission itself.

Prior to becoming a medical clinic, ABC had a 30% positive test ratio, with 12% of positive test patients at risk. After becoming medical, positive test ration climbed to 42% with 24% of these at risk. For over a year as an OT center, we have consistently seen 70% or better positive test ratio, with 80% of these at risk. More babies have been saved in the past 15 months than the previous 10 years combined!

Jim Harden and his team are constantly at work to stay relevant to today’s woman. One advantage of the innovation phase is the ability to catch trends early by recognizing tham as they occur at multiple OT sites throughout the country.

It is my pleasure to recommend OT to any center wishing to maximize results and streamline processes by serving at risk women with excellence.