2013 cacehr strategic plan report 1.15.2013

2013 CACEHR STRATEGIC PLAN

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TABLE OF CONTENTS

Executive Summary 3 Establishing the Pathway 3 Strategic Planning Framework 8 Strategic Path Goal Workplans 10 Strategic Path Goal # 1: EMPLOYMENT & DEVELOPMENT 10 Strategic Path Goal # 2: STAFF DEVELOPMENT 11 Strategic Path Goal # 3: DIVERSIFIED FUNDING 12 Strategic Path Goal # 4: COMMUNICATION 13 Strategic Path Goal # 5: COLLABORATIONS/PARTNERSHIPS 14 Strategic Path Goal # 6: INTERNAL OPERATIONS 15 Strategic Planning Committee 16 Contact Information 18

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EXECUTIVE SUMMARY In May 2012, Ohio Community Action Training Organization (OCATO) assigned Internal Consultant Anita Maldonado and her team member Cheryl Grice to work with the Community Action Commission of Erie, Huron and Richland Counties Inc. (CACEHR) on our strategic planning efforts. Beginning in May and ending in September 2012, CACEHR surveyed its Board of Trustees, staff members, partners, business leaders and customers to identify the important trends and opportunities for a new strategic direction. This plan reflects the collective time, effort and thoughtful input of these individuals as well as their dedication and commitment to serving the low-income residents of Erie, Huron and Richland Counties. CACEHR’s mission is: “To promote self-sufficiency and improve the quality of life of those in need."

ESTABLISHING THE PATHWAY The Strategic Planning process occurred with the guidance of our Internal Consultants and took place in seven phases during 2012. Phase 1: Revisit Mission/Vision. The consultants met with the administrative team to review the current Mission statement and Vision statement. The Mission and Vision were determined to remain applicable. Phase 2: Data Gathering. Three separate sets of stakeholder survey questions were developed and approved (Board, staff and community stakeholders); and these surveys were completed via SurveyMonkey in June of 2012. Secondary data sources included the CACEHR’s needs assessments, census data, annual reports and United Way information. Our Internal Consultants then used the primary and secondary data to do a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis. Phase 3: Analysis. The data was analyzed in July 2012 to identify trends as well as gaps in services. The data shows the level of satisfaction with CACEHR services among its staff, community stakeholders, clients, sub-grantees and local officials. Phase 4: Staff Retreat: This retreat included both Board members and staff who reviewed and discussed the previous strategic goals to decide whether to carry them over to the new plan. The Internal Consultants used an instant response survey tool during the retreat to show participants their instant votes. The Internal Consultants also reviewed the preliminary findings from the survey responses; secondary data sources which indicated broad strategic goals; and worked with the committee to identify emerging trends, gaps; and recommendations for developing the strategic planning goals.

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OUTCOME # 1: Advocacy CACEHR will continue its leadership role for low-income citizens

in Erie, Huron & Richland Counties. Question: Is this an outcome that CACEHR needs to carry over

to the new Strategic Plan? = Yes. = No.

OUTCOME # 2: Childcare All children residing in CACEHR’s service area will have access to

affordable, quality childcare when needed. Question: Is this an outcome that CACEHR needs to carry over

to the new Strategic Plan? . = Yes. = No.

OUTCOME # 3: Housing

All residents of Erie, Huron & Richland Counties will have access to affordable, sustained, and adequate housing of their choice. Question: Is this an outcome that CACEHR needs to carry over

to the new Strategic Plan?

= Yes. = No.

91%

9%

86%

14%

76%

24%

5

77%

OUTCOME # 4: Facilities CACEHR will have modern, efficient, safe space

that meets program needs. Questions: Is this an outcome that CACEHR needs to

carry over to the new Strategic Plan?

= Yes. = No.

OUTCOME # 5: Employment

CACEHR will develop income opportunities by increasing employability skills and jobs at Ohio Self-Sufficiency Standards for low/ moderate income individuals.

Question: Is this an outcome that CACEHR needs to carry over to the new Strategic Plan?

= Yes. = No.

OUTCOME # 6: Staff Development CACEHR will utilize their professional development opportunities to

provide high quality programs and services. Question: Is this an outcome that CACEHR needs to


= Yes. = No.

23%

14%

86%

5%

95%

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OUTCOME # 7: Social Entrepreneurship CACEHR will generate income for sustainability. Question: Is this an outcome that CACEHR needs to


= Yes. = No.

The retreat participants discussed and agreed that the carry over goals were to be incorporated into newly revised staff job descriptions; with the exception of the new goal Employment & Staff Development. The last two previous Strategic Goals were expanded and will be part of the New Strategic Goals Created.

The retreat participants broke out into small groups to discuss the new goals. They were asked to complete an Indicators Development Sheet to create goal statements, potential success indicators, selected success indicators, selected targets and assign responsibility to an administrator. Based on this feedback, a list of strategic recommendations for the agency was developed for board approval. Note: Strategic Path Goals are synonymous with the organizational goals. Strategic Path Goal # 1: EMPLOYMENT & DEVELOPMENT.

Recommendation # 1: Engage the assigned committee to research and identify best practices to develop a comprehensive employment program at CACEHR.

Previous Strategic Goals New Goals Created

1 Advocacy Employment and Development 2 Childcare Staff Development 3 Housing Diversified Funding 4 Facilities Communication 5 Employment Collaboration/Partnership 6 Staff Development Internal Operations 7 Social Entrepreneurship

76%

24%

76%

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Strategic Path Goal # 2: STAFF DEVELOPMENT. Recommendation # 2: Engage the assigned committee to research and identify best staff development and employee recognition practices and associated funding for CACEHR staff.

Strategic Path Goal # 3: DIVERSIFIED FUNDING.

Recommendation # 3: Engage the assigned committee to research and identify potential funding streams, programs and/or activities that have the potential to generate unrestricted revenue to CACEHR.

Strategic Path Goal # 4: COMMUNICATION.

Recommendation # 4: Engage the assigned committee to research targeted communication strategies that can be administered across internal and external stakeholders in the counties that CACEHR serves.

Strategic Path Goal # 5: COLLABORATIONS/PARTNERSHIPS.

Recommendation # 5: Engage the assigned committee to develop an inventory of potential partnerships that benefit and further the mission of the agency and its programs.

Strategic Path Goal # 6: INTERNAL OPERATIONS.

Recommendation # 6: Engage the assigned committee to identify and create Standard Operating Procedures for the entire agency.

During the retreat, a Strategic Planning Framework was also developed to tie CACEHR’s Mission and Strategic Path Goals together. Please see the next page for the Strategic Planning Framework.

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Strategic Planning Framework

Mission Statement: "To promote self-sufficiency and improve the quality of life of those in need."

CORE VISION: CACEHR is a leading agency embracing a diverse community with outstretched arms uplifting individuals to their highest potential of empowering all to a more successful life in an ever changing world.

STRATEGIC PATH GOALS

1.

Employment & Development

2.

Staff Development

3. Diversified

Funding

4.

Communication5. Collarobrations

/ Partnerships

6.Internal

Operations

DEFINING STRATEGIC PATHSStrategic Path Goal # 1: To develop a comprehensive employment plan that will enhance the employability of CACEHR customers over the next three years. Strategic Path Goal # 2: To develop and implement a comprehensive three year staff development and recognition plan for CACEHR. Strategic Path Goal # 3: To develop and implement a three year development plan to diversify funding streams and generate unrestricted revenue. Strategic Path Goal # 4: To develop an extensive three year marketing and communications plan to ensure effective communication with internal and external stakeholders across all counties CACEHR serves. Strategic Path Goal # 5: To identify and research potential partnerships to expand and improve the agency’s capacity to provide services through increased collaborations and partnerships. Strategic Path Goal # 6: To develop operating policies and procedures for each CACEHR department and compile one comprehensive operating manual for the agency.

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Phase 5: Draft Report. A draft report was created and sent to the CACEHR administrative staff to complete with action steps, timelines and assignment of staff responsible for the implementation of the new Strategic Plan in the workplan section of the report. The President/CEO established sub-committees for each of the six Strategic Path Goals. The sub-committee members are a selection of our Strategic Planning Committee, i.e. CACEHR Trustees, administrators and staff members. The CACEHR staff and administrators developed the specific workplans to implement each of the six Strategic Path Goals. These are attached as part of this report and begin on the next page. In 2013, the CACEHR will implement a new agency-wide scorecard as a result of our work with the Pathways to Excellence assessment and certification process. Links to our new agency-wide scorecard and the associated Pathways standards are noted in parenthesis in each Strategic Path Goal. Phase 6: Full Report to Board/Staff. Once the Board of Trustees reviews and approves the 2013 CACEHR Strategic Plan Report, the report will be published and distributed to our funding partners. The 2013 CACEHR Strategic Plan Report will also be shared with our CACEHR staff. Phase 7: Ongoing Review and Update (Semi-Annually). CACEHR administrators have instituted a “Strategic Administration meeting” to be held monthly during the third Wednesday of each month beginning in 2013. The purpose of this meeting is to ensure that our 2013 CACEHR Strategic Plan Report workplans are closely monitored. Additionally, the Strategic Plan Committee as a whole will meet semi-annually to review the 2013 CACEHR Strategic Plan progress to ensure that it is on track with implementation.

STRATEGIC PATH GOAL WORKPLANS STRATEGIC PATH GOAL # 1: EMPLOYMENT & DEVELOPMENT. To develop a comprehensive employment plan that will enhance the employability of CACEHR customers over the next three years. (Links to Pathways Standard 2.3 and 7.2) Recommendation Goal # 1: Engage the assigned Committee to research and identify best practices to develop a comprehensive employment program at CACEHR.

Strategies Indicators of Success

Agency Lead(s) Key Partners Time Frame

1.1 The committee will identify best practices and decide on the best framework that will be used at the agency.

Best Practices List Jennette

WIA ODJFS Other CAA’s

June 2013

1.2 The committee will propose the tri-county project to the directors for input.

Pilot Plan Jennette

To Be Determined Nov 2013

1.3 The committee will solidify the pilot project and take to the Program Development & Review Committee and then the Board for approval.

Approved Pilot Plan Board Minutes

Jennette

To Be Determined Jan 2014

1.4 The pilot project will be launched and evaluated for effectiveness.

Evaluation Report Jennette

To Be Determined July 2014

1.5 The comprehensive employment program is launched at CACEHR.

Approved Plan Jennette

To Be Determined Dec 2014

TEAM LEADER: Jennifer Jennette. MEMBERS: Cathy Miller, Cindy Delarber, Dennis Baker - Board Member.

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STRATEGIC PATH GOAL # 2: STAFF DEVELOPMENT. To develop and implement a comprehensive three year staff development and recognition plan for CACEHR. (Links to Pathways Standard 5.2, 5.3, 5.4 and 7.3) Recommendation Goal # 2: Engage the assigned Committee to research and identify best staff development and employee recognition practices and associated funding for CACEHR staff.

Strategies Indicators of Success


2.1 Administer a staff survey that will identify the staff development and recognition needs of the agency.

Survey - Staff Survey - Board Agency Scorecard

Ryerson To Be Determined

May Annually

2.2 Research potential funding sources that may be used to help defray the cost of staff development and employee recognition plan.

List of potential funding sources


On-going

2.3 Develop and approve a plan that includes specific targeted strategies with timelines of activities and who is responsible for leading each strategy.

Approved Plan Board Minutes


March 2014

2.4 Each person responsible for leading a strategy will report monthly at the Strategic Administration meeting to outline details of their activity.

Meeting Minutes, Sign in sheets, agendas, etc.


June 2014

2.5 Each strategy is implemented. Sign in sheets, agendas, etc.


Sept 2014

2.6 Each strategy is measured for effectiveness and the amount of revenue generated.

Survey Responses Evaluations


Jan 2015

Team Leader: Kim Ryerson. Members: Julie Cheek, Detra Brown, Fela Rodriquez, Vickie Slaughter - Board Member

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STRATEGIC PATH GOAL # 3: DIVERSIFIED FUNDING. To develop and implement a three year development plan to diversify funding streams and generate unrestricted revenue. (Links to Pathways Standards 2.3) Recommendation Goal # 3: Engage the Development Committee and selected staff members to research and identify potential funding streams, programs and/or activities that have the potential to generate unrestricted revenue to CACEHR.

Strategies Success Indicators


3.1 The committee will research and identify potential funding streams, programs and/or activities that have the potential to generate unrestricted revenue for the agency.

List of researched items

Fisher To Be Developed June 2013

3.2 The committee will develop and obtain approval of a comprehensive three year development plan that includes specific targeted strategies with timelines of activities and who is responsible for leading each strategy.

Approve Plan Board Minutes

Fisher To Be Developed Dec 2013

3.3 Each person responsible for leading a strategy will meet monthly to outline details of their activity.


Fisher To Be Developed Monthly Strategic Admin Meeting


Fisher To Be Developed On-going

3.5 Each strategy is measured for effectiveness and the amount of revenue generated.

Evaluations ROMA

Fisher To Be Developed December 2014

3.6 Secure funding by working with Partners who can assist with a new building/facility in Sandusky.

Funding Secured

Fisher To Be Developed 2015

Team Leader: Debra Fisher. Members: Jeanette Colbert, John Evans - Board Member, Marie Thurston.

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STRATEGIC PATH GOAL # 4: COMMUNICATION. To develop an extensive three year marketing and communications plan to ensure effective communication with internal and external stakeholders across all counties CACEHR serves. (Links to Pathways Standards 3.1, 3.2, 3.3, and 6.4) Recommendation Goal # 4: Engage the Marketing Committee and selected staff members to research targeted communication strategies that can be administered across internal and external stakeholders in the counties that CACEHR serves.



4.1 The committee will research and identify best practice communication strategies that will serve internal and external stakeholders.

List of strategies

Strausbaugh Colleges Universities WSI Communication Team

May Dec Annually

4.2 The committee will develop and obtain approval of a comprehensive three year communication plan that includes specific targeted strategies with timelines of activities and who is responsible for leading each strategy.

Approved Plan Board Minutes

Strausbaugh NA March 2013

4.3 Each person responsible for leading a strategy will meet monthly to outline details of their activity.


Strausbaugh NA Monthly Strategic Admin Meeting


Strausbaugh NA On-going

4.5 Each strategy is measured for effectiveness. Evaluations Strausbaugh NA On-going

Team Leader: Annie Strausbaugh. Members: Tim Brown, John Jacobs - Board Member, Terri Williams-Johnson.

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STRATEGIC PATH GOAL # 5: COLLABORATIONS/PARTNERSHIPS. To identify and research potential partnerships to expand and improve the agency’s capacity to provide services through increased collaborations and partnerships. (Links to Pathways Standards 2.3, 3.4 and 7.4) Recommendation Goal # 5: Engage the Program Committee and selected staff members to develop an inventory of potential partnerships that benefit and further the mission of the agency and its programs.


Agency Lead(s)

Key Partners Time Frame

5.1 The committee will agree on the definition of the following: Partnership; Collaboration; Funders;

Written definition Brown See Definitions March 2013

5.2 The committee will research and identify potential partnerships across all of the counties CACEHR serves.

List of potential partnerships Evaluations

Brown See Definitions Sept 2013

5.3 The committee will identify a formal process by which partnerships are identified, selected and approached.

Written policy MOU Contract

Brown See Definitions March 2014

5.4 The committee will identify lead persons and a timeline for solidifying partnerships.

Written timeline Brown See Definitions Annually

5.5 Partnerships are evaluated for mutual satisfaction and agency benefit.

Evaluation Report Annual Survey

Brown Partners Annually

5.6 The Committee will identify and work with Partners who can assist with a new building/facility in Sandusky.

Funding Secured Property Acquired Construction begins

Brown Funding Partners

2014

Team Leader: Tim Brown. Members: Donna Drummer, Katrece Lee, Betsy King, Pastor Lee Kent - Board Member.

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STRATEGIC PATH GOAL # 6: INTERNAL OPERATIONS To develop operating policies and procedures for each CACEHR department and compile one comprehensive operations manual for the agency. (Links to Pathways Standards 4.1, 4.2 and 6.6) Recommendation Goal # 5: Engage selected staff members across all departments to identify and create Standard Operating Procedures for the entire agency.



6.1 Create a committee consisting of a cross section of directors and supervisors that identify procedures that are in need of standardization and written as a formal procedure.

List of procedures

Drummer NA December 2014

6.2 Each person responsible for leading a formal procedure will meet monthly to outline details of their operating procedure.

Meeting Minutes

Drummer NA Monthly Strategic Admin Meeting

6.3 Each identified procedure is written and tested for accuracy. Written Procedures

Drummer NA Monthly Strategic Admin Meeting

6.4 All operating procedures are compiled into one document and approved by the board

Final SOP Drummer NA Monthly Strategic Admin Meeting

6.5 Each operating procedure is measured for effectiveness. Evaluation Plan Drummer NA Monthly Strategic Admin Meeting

Team Leader: Donna Drummer Members: Kathy Green, Annette Ferrell, Sara Rebman - Board Member.

Note: The President/CEO will attend all the meetings sometime during the year.

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Strategic Planning Committee Board Members Dennis Baker

John Evans John Jacobs Pastor Lee Kent Sara Rebman

Staff Members Janice W. Warner, President/CEO Detra Brown Tim Brown Jeanette Colbert Cindy Delarber Donna Drummer Debra Fisher Kathy Green Jennifer Jennette Betsy King Catherine Miller Fela Rodriguez Kim Ryerson Annie Strausbaugh Marie Thurston Angel Taylor Terri Williams-Johnson

The Strategic Planning Committee has been instrumental in providing insight into the Strategic Planning process. Thank you to our dedicated Board and staff members.

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Facilitated By: Anita Maldonado, Ph.D. Internal Consultant

Ohio Association of Community Action Agencies Ohio Community Action Training Organization

October 24th, 2012

Co-Facilitated By:

Cheryl D. Grice, MS

Community Action Commission of Erie, Huron & Richland Counties, Inc.

908 Seavers Way Sandusky, OH 44870

Please Contact: Janice W. Warner, President / CEO or Debra S. Fisher, Director of Research & Development for more information. PH: 419-626-4320 www.cacehr.org

Reviewed and Approved by the Board of Trustees January 26, 2013.

2013 cacehr strategic plan report 1.15.2013

Documents

cacehr strategic plan

strategic planning goals

strategic path goal

strategic planning committee

strategic planning framework

strategic planning process

strategic planning efforts

broad strategic goals