community action council agenda - caclmt.org

Community Action Council AGENDA
Board of Directors Meeting January 24, 2018 5:30 PM – 6:30 PM 3020 Willamette Drive NE Lacey WA 98516
Strengthening individuals and families to lessen
the impacts of poverty.
· Introductions · Approval of December Minutes · Review Correspondence
Welcome Approval
Debbie Sullivan
01_Agenda 02_Minutes
Approval
Update
Update Approval
John Walsh
07_Monthly Report
Discussion
All
Adjourn · Next Meetings/Events:
o Fundraising & Marketing Committee: February 8, 2018 o Board of Director Meeting: February 28, 2018
Debbie Sullivan
Community Action Council Minutes
Agency Mission: Strengthening individuals and families to lessen the impacts of poverty
Board of Directors Meeting December 13, 2017 5:30 PM – 6:30 PM
3020 Willamette Drive NE Lacey WA 98516
BOARD MEMBERS PRESENT REPRESENTING Volunteer Bridget Flory Cities of Yelm & Rainier Yes Greg Jasperson Private Citizen Yes T. Walton Private Representation Yes Christian Weinreich Private Citizen Yes Jim Phillips Pope’s Kids Place Yes Bob Lolcama Church Affiliation Yes Debbie Sullivan City of Tumwater Yes Dr. Jim Jones Small Business Yes Virgil Clarkson Senior Lobbying Yes Lynn Flaisig Thurston County Housing Authority Yes Linda Allen Head Start Yes BOARD MEMBERS ABSENT (Excused) REPRESENTING Bobby Jackson Lewis County Commissioner Yes Terri Drexler Mason County Commissioners Yes Michael Steadman City of Lacey Yes BOARD MEMBERS ABSENT (Unexcused) REPRESENTING STAFF PRESENT POSITION Brian Sanda Chief Financial Officer No Dale Lewis Director of Housing & Emergency Services No Kirsten York Director of Family Services No Kathryn Hall-Thompson Executive Assistant No Tambra Donohue & Astro Director of Monarch No Sam Donohue Weatherization Program Manager No GUEST PRESENT REPRESENTING
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Board of Directors Meeting December 13, 2017 5:30 PM – 6:30 PM
3020 Willamette Drive NE Lacey WA 98516
Topic DISCUSSION/DECISIONS Welcome & Introductions
· Approval of July Minutes
The December 13, 2017 Board of Directors meeting was held at 3020 Willamette Drive NE, Lacey WA 98516. Debbie Sullivan, Chair of the Board, called the meeting to order at 5:32 PM. Individual introductions were made. No comments or discussion on the minutes. Virgil Clarkson made a motion to approve the minutes from the October 25th Board meeting as written. Bob Lolcama seconded the motion. The motion was unanimously approved with no abstentions
· Review Correspondence
Correspondence was circulated for review. Documents included thank you notes from clients and a thank you note from the FBI for Astro’s work in Las Vegas. Also included was a letter from Thurston County for the 2017 Consolidated Homeless Grant (CHG) Monitoring Response. No findings, no discrepancies, and no recommendations were made. Great job to our Housing staff!! The Annual Reports for Prairie Run Apartments, Montesano Harbor Apartments, Montesano Harbor Annex Apartments, and Tilton River Court for the year ending December 31, 2016 were submitted. No issues were noted.
Announcements
Cookies and Cocoa with Astro and Santa last Friday was a great success! T. Walton is on the fundraising committee and took photos for the event. The photos are beautiful! Thank you for your work! Thank you to all staff, volunteers and donors that made the day a great success. In just three short hours, we raised over $800.00. Well done, team!
Business Items: · Grant Applications
Brian Sanda, CFO reviewed the following business items in detail: Low Income Weatherization Program Puget Sound Energy Staff requests permission to accept funds from Puget Sound Energy for the Weatherization program for the approximate amount of $400,000.
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Topic DISCUSSION/DECISIONS Greg Jasperson made a motion to approve the business items as written. Bridget Flory seconded the motion. The motion was unanimously approved with no abstentions.
CSBG/Organizational Standards (if needed)
· Personnel Committee
Audit Exit: Greg Jasperson, Chair of the Personnel Committee, gave an overview of the Finance Committee meeting held on 12/13/2017 (see minutes). The audit presentation will be reported at the January 24th Finance Committee meeting and then at the Board of Director meeting. Employee Handbook: Due to new state laws, several changes in the Employee Handbook are required. Greg Jasperson, Chair of the Personnel Committee, reviewed the changes proposed at the committee meeting held on 12/13/2017 (see minutes). The new Washington State sick Leave law is effective January 1, 2017 and many of the changes are required to implement. Changes made to the Employee Handbook are as follows:
Page # Section Name Change 12 Evaluation Policy Added clarifying language.
13 Disciplinary Action Policy New section
20 Holidays Included Changed from the “last working day prior to Christmas” to
“Christmas Eve”
20 FMLA New policy language for FMLA. This language was drafted by the employment lawyer and follows the state and federal law. Sections removed include:
1. Military Leave 2. Maternity Leave 3. Disability Leave
Topic DISCUSSION/DECISIONS 4. Domestic Violence Leave 5. Personal Leave 6. Benefit Status Leave
24 Sick Leave New policy language. This language was also provided by the
employment lawyer. The new Washington State law is effective on January 1, 2017 so the language needed to be modified.
27 Unpaid Leave Policy New section
Jim Jones asked if the state requires a certain number of employees for the new law to be in effect. Bridget Flory answered that businesses are required to follow the new law if they have more than 10 employees. Jim Jones also asked if we are required to update the Employee Handbook yearly. Kirsten York answered that CSBG Organizational Standards only require that a lawyer review every three years, but we often review more frequently to stay current with current laws and procedures. Greg Jasperson made a motion to accept the changes made to the Employee Handbook as written. Bridget Flory seconded the motion. The motion was unanimously approved with no abstentions CEO Performance Review: Greg Jasperson, Chair of Personnel Committee, announced that the committee has completed the annual CEO performance review. Thank you to members who completed the evaluation. Based on the CEO’s performance for the period reviewed, the Personnel Committee recommends to the full Board of Directors a step increase to the current wage/salary. Greg Jasperson made a motion to accept the CEO’s Performance Review as written and approve a step increase in current wage/salary. Bob Lolcama seconded the motion. The motion was unanimously approved with no abstentions
Topic DISCUSSION/DECISIONS Chief Financial Officer Report
Brian Sanda, CFO, reviewed Finance Summary, Balance Sheet and Contract Status Report in detail. We have not received a new Matchmakers weatherization contract because the funding for the program is authorized in the State Capital Budget, which as of this date has not yet been approved by legislature. At this point, we do not know for sure whether or not we will receive funding for the Matchmakers program or what the funding level might be. We received new weatherization contracts for BPA in the amount of $101, 919 and LIHEAP in the amount of $675,011. We requested and received additional weatherization funding from Puget Sound Energy in the amount of $46,000. Congratulations to Sam and the weatherization staff for exceeding production goals for the program. The audit field word began November 6th and an entrance conference was held with the Finance Committee and Auditor. Field work has progressed over the last several weeks and an exit conference was held with the Finance Committee earlier today. The completed audit will be presented to the Finance Committee and the Board of Directors for approval at the January meetings. Virgil Clarkson asked for a capacity update on the agency-owned apartment complexes. The new management company is diligent on keeping the units full. The problems at Prairie Run regarding mold have been addressed and so apartments are leased up. Brian also mentioned that the CAC 515 project we received our first distribution of developer fees which was around 400k. We loaned approx. 40k back to the developer for the project. SRI loaned the remaining amount. The distribution came through when the remodeling was complete. We will receive another distribution when occupancy is reached and then another distribution one year after that. Jim Phillips asked how we are doing with receiving dollars from the state. Brian Sanda reported no issues. All contracts are now managed online through the contract management system which makes the process much easier to navigate.
· Comments and/or Suggestions
Next Meetings/Events: · Strategic Planning Retreat: January 12 & January 13th · Finance Committee Meeting: January 24, 2017 · Board of Director Meeting: January 24, 2017
Adjourned: 6:05 PM
None
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Community Action Council of Lewis Mason & Thurston Counties
Approved by the Community Action Council of Lewis, Mason & Thurston Counties’ Board of Directors on xxx.
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Table of Contents
Introduction ............................................................... 3 Profile ......................................................................... 4 Mission, Vision, Values ............................................... 5 Stakeholders & Customers ......................................... 5 S.W.O.T. Analysis ........................................................ 6 R.O.M.A. ..................................................................... 7 2018-2021 Strategic Plan ........................................... 8
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Introduction The Community Action Council of Lewis, Mason & Thurston Counties conducted a two-day strategic planning in January 2018. The objective of the retreat was to develop a strategic plan to set the course of the agency over the next five years. This process was guided by the Results Oriented Management and Accountability principles (see section below for more information regarding R.O.M.A.). The plan will assist the Board of Directors and the Management Team in planning future operations, improve service delivery and strengthen internal processes. Participants of the strategic planning process included the Board of Directors and the Management Team. The Board members represent the low-income sector, private sector and public sector. The Management Team includes the Chief Executive Officer, Chief Financial Officer, Director of Housing & Emergency Services and Director of Family Services. Topics discussed during the strategic planning process include: the current state of the Council, which included agency reports from the Management Team; the 2018 Community Needs Assessment, which incorporated customer satisfaction data and customer input data; progress of date of the 2015-2017 Strategic Plan; a review of the SWOT analysis; and the agency mission, vision and core values. The Board also evaluated who the current customers and stakeholders are that influence the organization and how to continue to be successful in meeting the demands of these key entities. This process was focused and well-documented. The result of the strategic planning process produced a deliberate and proactive framework for adapting to change and assisted in reflecting on how we utilize resources to meet the needs of the community. The following material outlines the result of the process to include reinforcement of the agency mission, a shared vision of the future, and reaffirmed core values. The process also defined the Council’s priorities over the next five years and identified and quantified measures that will determine success. A Special Thank You We would like to extend our gratitude to external and internal stakeholders, the full Board of Directors, and to the staff of the Community Action Council. Their considerable time and effort helped ensure the quality and depth of this Strategic Plan.
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Council Profile As a result of the strategic planning process, the following information was confirmed: The Community Action Council of Lewis, Mason & Thurston Counties is a private, non-profit 501(c)(3) agency governed by a volunteer Board of Directors. Our multi-purpose organization focuses on meeting the needs of low-income individuals and families through a variety of programs designed to help them become independent and more self-sufficient. The Council continues to work collaboratively to develop strategies that address poverty in our communities. We have effectively provided essential human services in Lewis, Mason and Thurston counties since 1966. We address these services and needs with the following major categories of service:
COMMUNITY ENGAGEMENT HUNGER HOUSING HEALTH
Resource Referral
Emergency
Center
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As a result of the strategic planning process, the following mission, vision and core values were confirmed:
Stakeholders & Customers During the strategic planning process, stakeholders and customers of the Community Action Council were confirmed to include the following: Low-income individuals and families, victims of crime, for-profit contractors, federal government, local/state government, women with children under the age of five, hospitals, Headstart and ECAP, other community agencies, energy providers (utilities), investors, property managers, politicians, elected officials, donors, law enforcement and seniors.
Values Compassion, respect, improvement, accountability, empowerment, patience, confidentiality, motivation, pride,
amiability, teamwork, commitment, quality, collaboration, responsiveness, integrity, transparency, equality, dedication, honesty.
Vision We believe in securing everyone’s health and well-being as a long-term investment in individual lives and our
community. We believe everyone should have access to enough healthy, nutritious food to thrive in school, work and at home. We believe everyone should have a safe, affordable place to live and call home. We believe in actively working with our community to provide resource referrals, training opportunities and partnerships.
Mission The mission of the Community Action Council is to strengthen
individuals and families to lessen the impacts of poverty.
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Strengths Weaknesses • Being productive • Strong top management and leadership • Respect in the community • Experience • Compassion/respect for clients • Fiscally responsible • Perceptive • Innovative • Staff recruitment and retention • Well-funded (earned revenue) • Efficient/high quality work • Excelling working environment • Good networking • Strong non-profit business model
• Vulnerability and competition of funding – Lack of stability and staff turnover
• Disparity in funding rules vs. what people can provide in order to get services
• Increased need, decreased funding & capacity • Not enough funding to meet the need • Meeting increase in funding requirements • Hiring qualified candidates • Lack of partnerships with education to do job
training • Capacity issues- illness, leave, dollars to pay for
staff to help • Rules requiring more staff & capacity to get work
done and cost • Lack of Board representation from the City of
Olympia or City of Shelton • Branding name • Measuring the impact of our services to meet
our mission
Opportunities Threats: • Building partnerships – breakdown sites • Marketing – who we are/what we do • Help build/struggling agencies • Capacity to merge with other organizations • Exploit assets in process and programs • Upcoming elections: 2018 - 2020 • Social media • Located at State Capitol • Program changes provide new funding sources • Mental health/substance abuse treatment • Self-funding- crowd sourcing, etc. • Medicaid waiver • Carbon weatherization program • Trend analysis
• Current political climate • Funding restrictions and competition • Lack of educated and ready candidates • Upper management close to retirement • Overwhelming community need • Capacity- overextensions of staff • Apartment complex liability • Balance of serving diverse client base • Clients being left behind due to advancement of
delivery of info/apps, etc. • Charitable giving tax deductions
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Results Oriented Management & Accountability The strategic planning process was guided by the Results Oriented Management and Accountability principles (R.O.M.A.). The result of the strategic planning process produced a deliberate and proactive framework for adapting to change and assisted in reflecting on how we utilize resources to meeting the needs of the community. Steps included in the process are assessment, planning, implementation, achievement of results, and evaluation. The strategic planning session included an evaluation and assessment of services being delivered and involved creating a plan for implementation of priorities over the next five years. This plan will identify and quantify measures that will determine our success. What is R.O.M.A.? R.O.M.A. is a performance-based initiative designed to preserve the anti-poverty focus of community action and to promote greater effectiveness among state and local agencies receiving Community Services Block Grant (CSBG) funds. The Community Services Network has been guided by six broad anti-poverty goals established by the Monitoring and Assessment Task Force (MATF). These R.O.M.A. goals provide a framework for continuous growth and improvement for community action agencies across the nation.
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Develop and implement a successful agency marketing strategy to improve communication and enhance awareness to the community.
a. Budget costs associated with community education efforts, open houses and fundraisers
b. Modernize website and promotional materials (pamphlets, brochures and banners)
c. Attend community engagement meetings and promotional events with other service providers. Attend community education efforts, host open houses and fundraisers to engage key partners and stakeholders in the work
d. Branding: Name recognition and linkage to mission e. Strategic engagement (HOCM, Providence Christmas Tree Forest, Lacey
Fun Fair, Lake Fair, legislative events) f. Focused community outreach effort in Lewis & Mason Counties g. City Council presentations and county commissioners/council
Board of Directors Fundraising Committee CAC Admin Team
Ongoing
New Monarch Building Capital Campaign
a. Set a budget for the building b. Design building c. Partnership agreement of design of the building d. Development and finalizing of capital campaign marketing materials e. Launch capital campaign f. Track results
Board of Directors Fundraising Committee CAC Staff
January 2018 Ongoing
Obtain new warehouse location
a. Sell the Mason County warehouse b. Build new warehouse building at Tolmie Cove
CAC Admin Team December 2018
Diversification of resources/sources of revenue of non-federal and unrestricted funds
a. Continue to seek fee-for-service opportunities b. Host a variety of donations/fundraising events to raise funds,
specifically for the Monarch Program
CAC Admin Team
Goals/Objectives Measures/Indicators/Deliverables Responsible Party Timeline Decrease liability of agency owned assets
a. Form LLC for Deschutes and Tolmie Cove b. Form LLC for Tilton River
CEO December 2018
Review internal systems for efficiency and effectiveness
a. Review of program operations and business procedures to maintain efficient and effective practices
b. Attract qualified candidates to the workplace to maintain a strong working capacity
CEO & Division Directors
Increase affordable housing opportunities
a. Continue to access housing development opportunities b. Continue to mine housing development and rehab opportunities c. Establish a goal of how many new units built by five years d. Identify location to focus on for each unit e. Identify barriers of increasing affordable housing opportunities
CAC Admin Team May 2018
Explore expanding supportive housing opportunities
a. Medicaid Transformation Waiver
Create a trend analysis of programmatic data
a. Implement a process of informing the Board of Directors of upcoming trends and areas of opportunity for advocacy
CAC Admin Team Ongoing
Note: This is a living document and is subject to change
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3020 Willamette Drive NE | Lacey, WA 98516 (360) 438-1100 www.caclmt.org
04_Strategic Plan
Agency Mission: Strengthening individuals and families to lessen the impacts of poverty
Board of Directors Strategic Planning Retreat
DAY ONE: January 12, 2018 9:30 AM – 5:00 PM Alderbrook Resort
BOARD MEMBERS PRESENT REPRESENTING Volunteer Bridget Flory Cities of Yelm & Rainier Yes Greg Jasperson Private Citizen Yes T. Walton Private Representation Yes Christian Weinreich Private Citizen Yes Jim Phillips Pope’s Kids Place Yes Bob Lolcama Church Affiliation Yes Debbie Sullivan City of Tumwater Yes Dr. Jim Jones Small Business Yes Lynn Flaisig Thurston County Housing Authority Yes Michael Steadman City of Lacey Yes Terri Drexler Mason County Commissioners Yes BOARD MEMBERS ABSENT (Excused) REPRESENTING Bobby Jackson Lewis County Commissioner Yes Virgil Clarkson Senior Lobbying Yes Linda Allen Head Start Yes BOARD MEMBERS ABSENT (Unexcused) REPRESENTING STAFF PRESENT POSITION John Walsh Chief Executive Officer Brian Sanda Chief Financial Officer No Dale Lewis Director of Housing & Emergency Services No Kirsten York Director of Family Services No Kathryn Hall-Thompson Executive Assistant No GUEST PRESENT REPRESENTING Susan Sullivan UW Intern
Board of Directors Strategic Planning Retreat
DAY ONE: January 12, 2018 9:30 AM – 5:00 PM Alderbrook Resort
Topic DISCUSSION/DECISIONS Welcome & Introductions
· Introductions · Review Agenda
The January 12, 2018 Board of Directors Strategic Planning Retreat was held at Alderbrook Resort (Twanoh Conference Room) at 10 E Alderbrook Drive, Union, WA 98592. Debbie Sullivan, Chair of the Board, called the meeting to order at 9:30 AM. Individual introductions were made.
State of CAC · CEO Report
John Walsh, Chief Executive Officer, thanked everyone for attending. He reviewed the objective of the retreat, which is to develop a strategic plan to set the course for the next five years. John reviewed the agenda for the next two days, which include: Reviewing the current state of the agency to include reports from the CEO, CFO and Division Directors, Community Needs Assessment presentation and time for analyzing data, a review of the 2015-2017 Strategic Plan and progress to date, reviewing the agency mission, vision and values and setting an action plan with specific goals and objectives for the next five years. John gave an overview of the current political climate. He encouraged members to respond to the environment. Our work is subject to state/federal policies, so it is important as an organization to maintain a strong infrastructure. On the federal level – chaos. It is hard to say how this will impact us moving forward. The current federal budget is not friendly for Community Action Agencies in general. State level – capital budget decision. Water rights issues, no word as of today. That means money is tied until it is approved. McCleary decision is still pending and under negotiation. Protecting the recording fees, which funds the homeless funds in the state of Washington is also an important topic of discussion. John encouraged members to pay attention and be involved in these issues. Opioid abuse, mental health funding, development of affordable housing and taxes are some of the biggest issues currently. John will continue to update members as the work progress. Please reach out to him directly if you have any questions and be active in the community. Reacting to these problems require managing resources carefully within the agency. Our agency has a successful history in receiving no major findings in monitoring reports or audits over the last several decades.
· Emergency Services Report
Brian Sanda, CFO, reviewed the financial status of our organization. Current fixed assets include Lewis County Service Center (Tower Avenue, Centralia), Mason County Service Center (Railroad Avenue, Shelton), Thurston County Service Center (Willamette Drive, Lacey), Mason County Warehouses (Dayton-Airport Road, Shelton), Tilton River Court (Morton), Deschutes Cove Apartments (Tumwater), Tolmie Cove Apartments (Lacey),Single Family Home (1512 Diamond Road, Lacey), Single Family Home (1516 Diamond Road, Lacey). Each property was reviewed in detail. Brian reviewed the following funding concerns attached in this PowerPoint presentation:
CFO Presentation
John clarified that we have been working for years to address the issues discussed. We already pay above wages for these type of jobs, but the restrictions, including prevailing wage, add costs to the job. This is an issue at the state level. We are currently the only resource that does this type of work, but it needs to continue to be done to add important resources back into our community so we do not have much leverage. Impacting change is effective, but it is a slow process. Discussion followed about how this work effects the environment we are in now. Dale Lewis, Director of Housing & Emergency Services, gave an overview of the funding outlook for the Emergency Services Division. This includes the Energy Assistance and Weatherization programs. He reviewed the funding sources and each of their limitations. He noted that Matchmakers funds are still held up because of the Capital budget. We have been able to maintain year round staff in the Energy assistance program which has brought additional monies from PSE into the agency and out to the community. Attached is the full presentation in detail:
Dale Lewis.pptx
Topic DISCUSSION/DECISIONS · Family Services Report
Kirsten York, Director of Family Services, gave an overview of the Family Services Division to include Monarch Children’s Justice & Advocacy Center, Women Children & Infants, and Housing & Essential Needs, Crime Victims Service Centers. Housing & Essential Needs include Rapid Rehousing and Homeless Prevention. Clients who are deemed medically (physically or mentally) incapacitated by DSHS will qualify for the HEN program, which mostly includes single individuals. This program will pay for clients to be housed for one year. After the benefit expires, the client will qualify for ABD programs. Case managers at our office work with clients directly to find stable housing. Kirsten clarified that these clients could be housed in agency-owned complexes, but it is a small percentage. The most substantial barrier for clients receiving these services is finding landlords who are willing to participate in the program. This is because many clients have poor credit or have previous evictions on their record. Clients are able to live with a friend or family member while on this program. This program also helps pay for household supplies, including toothbrushes, soap etc. In Thurston County, this runs through YWCA. We also participate in the bus pass program through Intercity Transit. Another barrier to this program is that the money goes out in the form of rent checks before funding is provided. This program runs about 125k per month. In Thurston County, it takes 30 days for these checks to be processed. Developer fees and lines of credit help to supplement this, but it is money we are out for that month. John noted that the continuum of care model is no longer being discussed. Housing prevention is also not being discussed or made a priority. Discussion followed regarding the mental health services in the community and the costs related to keeping people housed versus going through the program. Kirsten mentioned that there is a Providence center in downtown Olympia which is another great resource. Both case managers at our office visit this site once per week to bring resources directly to the clients. Also discussed was the Medicaid Transformation waiver. Monarch Children’s Justice & Advocacy Center – Kirsten reviewed the demographics of clients served. She also noted that our agency solidified CDBG grant for 188,000 for Monarch’s new building and the design of the floor plan is in the process of being finalized. Crime Victims Service Centers – staff help clients navigate the complicated court system process. There is a no wrong door policy in this program and there are no turn-away clients.
· ROMA
WIC – Overview was provided of the current trends in caseload for enrolled and participating clients. Kirsten described in detail the difference. The management team have had lengthy conversations about why there is a decrease in caseload. Barriers could potentially include employment, transportation, ease of use (EBT cards), increase in cost of food and many other ideas. Our agency is proactively working to solve this problem.
Kirsten York.pptx
Kirsten York is the Director of Family Services and also the Results Oriented Management and Accountability principles (R.O.M.A.) Implementer for our agency. R.O.M.A. is a performance-based initiative designed to preserve the anti-poverty focus of community action and to promote greater effectiveness among state and local agencies receiving Community Services Block Grant (CSBG) funds. The Community Services Network has been guided by six broad anti-poverty goals established by the Monitoring and Assessment Task Force (MATF). These R.O.M.A. goals provide a framework for continuous growth and improvement for community action agencies across the nation. The goal is that by utilizing this process, we will produce a deliberate and proactive framework for adapting to change and will assist in reflecting on how we utilize resources to meeting the needs of the community. Steps included in the process are assessment, planning, implementation, achievement of results, and evaluation.
Assessment of Needs · Community Needs Assessment
Kirsten York presented the 2018 Community Needs Assessment, which was conducted by Susan Sullivan, University of Washington intern. She worked from June 2017 through March 2018 to develop the assessment. Her objective was to gather the information and present her findings. The goal was to understand the extent of community needs and what the resources and partners are that meet those needs. The framework of categories used were housing, healthcare and hunger. All clients served by our agency are given the option to participate in a client satisfaction survey. The results for 2017 were presented. Clients also have the option to participate in a needs survey and Kirsten walked through the findings for 2017. Both qualitative and quantitative data were reviewed with members of the Board. Agency satisfaction data was also included. Further, CAC administered a stakeholder’s survey on September 28, 2017 to help identify resources available to the community. The survey was distributed to sectors of the community to include community-based organizations, faith-based organizations, private sector, public sector, and educational institutions. Information
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Topic DISCUSSION/DECISIONS that may not be included in the Community Needs Assessment is data irrelevant to our service model or data without a reputable resource. This document will be presented at the January meeting for approval. Once approved, it will be posted online and distributed to members of the community. Key findings of the CNA were included in the presentation. An in-depth discussion followed on what the data means and how it can used to create a framework of work for the agency over the next five years. Child care and dental care are two areas that stood out to members. Medicaid covers dental care for children, but does not cover adults. However, dentists in the community are very prominent in the community and clinics have been working together to combat this issue. Reimbursement rates for Medicaid is so low that it is hard for providers to able to accept this type of insurance. Kirsten mentioned that WIC clients are taught about the importance of dental care, diet and sugary foods and how it can impact later life health. It was noted that Kitsap community ranked the highest in several areas. Our agency has worked closely with this community, but only TEFAP services are served. Difficulty finding childcare has created a barrier for clients receiving WIC services. Other potential barriers were discussed. Conversation continued on why these numbers may be declining statewide.
Review 2016-2017 Strategic Plan · Mission, Vision, Values · Progress to Date
John Walsh reviewed the agency’s current mission that was developed in 2015. The agency’s mission statement is “the Community Action Council strengthens individuals and families to lessen the impacts of poverty.” Discussion followed and members confirmed the current mission statement. John Walsh reviewed the agency’s current vision statement that was developed in 2015. The agency’s current vision statement is:
• We believe in actively working with our community to provide resource referrals, training opportunities and partnerships.
• We believe in securing a family’s health and well-being as a long-term investment in individual lives and our community
• We believe everyone should have access to enough healthy, nutritious food to thrive in school, work and at home
• We believe all families should have a safe, affordable place to live and call home
Topic DISCUSSION/DECISIONS Discussion followed and the updated vision statement should be changed to the following:
· We believe in securing everyone’s health and well-being as a long-term investment in lives and our community
· We believe everyone should have access to enough healthy, nutritious food to thrive in school, work and at home
· We believe everyone should have a safe, affordable place to live and call home · We believe in actively working with our community provide resource referrals, training opportunities and
partnerships Members confirmed the values of the organization to be: Compassion, respect, improvement, accountability, empowerment, patience, confidentiality, motivation, pride, amiability, teamwork, commitment, quality, collaboration, responsiveness, integrity, transparency, equality, dedication, honesty. John reviewed the SWOT analysis completed in 2015. Discussion followed and additions and changes were made. John reviewed the objectives and goals from 2015. He updated members on each project on progress to date. Based on the SWOT and progress update, discussion followed and members brainstormed goals and objectives for the next five years.
Planning · Goals & Objectives · Action Plan · How Will Results Be Achieved?
Goal 1: Branding: name Recognition and linkage to mission Trend analysis for BOD Strategic engagement opportunity
· HOCM · Providence Xmas Tree forest · Fantasy forest · Lacey Fun Fair · Lake fair
Topic DISCUSSION/DECISIONS · “Astro says” · City and county council presentations · Rotary club grant review
Goal 2: Funding Monarch’s new building Goal 3: Diversification of resources/sources of revenue of non-federal and unrestricted funds Goal 4: Decrease liability of agency owned assets Goal 5: Change to Monarch building Goal 6: Review internal systems for efficiency and effectiveness Goal 7: New warehouse and sell Shelton warehouse Other Items/New Goals:
· Longitude study tracking clients after leaving the program – How do we know we are achieving our mission
Adjourn
DAY TWO: January 13, 2018 8:30 AM – 12:00 PM
Alderbrook Resort Topic DISCUSSION/DECISIONS Welcome
· Welcome Back! · Review Agenda
Debbie Sullivan, Chair of the Board, welcomed everyone to day two of the strategic planning retreat. John Walsh, CEO provided an overview of the day.
Review · Day-One Review · Thoughts? Questions?
John encouraged members to think about if the team is providing the right type of information during Board meetings and if the information is in a helpful format. He asked members to think about if there is a better way to communicate the information and how can we improve. Discussion to continue at the next Board of Director meeting.
Implementation & Evaluation of Strategic Plan 2018-2023
· Select Goals & Objectives (5 Years)
· Measures/Indicators · Responsible Party · Timeline/HOW Will We
Evaluate the Results
Selection of goals and objectives continued from day-one. Board representation from City of Olympia was discussed. Kirsten mentioned that the housing team participates in the community. Members felt that they really wanted this representation. Brian asked the Board if they were interested in setting a budget for marketing. Members felt comfortable setting a budget of 15k for community outreach and marketing, although they felt this number could be low and may require additional funding in the future. This would include creating videos/pamphlets/ and other promotional activities. The fundraising committee will now be called “the fundraising & marketing committee.” Monarch Capital Campaign was kicked off at the last fundraising breakfast. We are looking forward to another successful event this year. Kirsten encouraged members to help us recruit table captains and sponsors to the event. There is no cost to attend, but we would love folks to donate. Law enforcement and many other key partners in the community have attended the previous events. John also encouraged ALL members to contribute to the project. The breakfast will be held April 17th at 7:30 AM. Jim Phillips
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would like to participate on the fundraising committee. The Board would like to see more participation on CFD fairs. To assist, Board members volunteered to attend these type of events. Amazon Smile, Costco are also other ways that people can donate. Make amazon smile more prominent on the website. Board social (coffee/wine/beer) for raising awareness. Michael Steadman mentioned that Carolyn Cox will be the new representative to sit on the Board from the City of Lacey. He expressed that he would like to remain as part of the Board, possibly on the private sector. Lynn Flaisig made a motion to make a recommendation at the next meeting to move Michael Steadman to the private sector. Bridget Flory seconded the motion. The motion carried with no abstentions. Comments and feedback from the Strategic Planning Retreat included:
• Great meeting • Love the location - Liked that it was NOT in Thurston county • Like the venue and would like to use in the future – easy to access, far enough away to
really focus on the work, close enough to home • Allowed the opportunity to “unplug” from work and other commitments • Good teambuilding • Liked having a reception networking hour instead of a sit down dinner • Prefer the timing of the year to be after holidays. The first part of February is ideal
because of elections
Program: Temporary Emergency Food Assistance Program - Food Banks………………………….…………3
Program: Temporary Emergency Food Assistance Program - Congregate Feeding Sites………………3
Program: Emergency Food Assistance Program (EFAP)………………………………………………....……………3
Program: Low-Income Home Energy Assistance Program (LIHEAP)………………………………..……………3
Program: Private Fuel Assistance……………………………………………………………………………………..…………4
Program: Weatherization……………………………………………………………………………………………………………4
Program: Utility Assistance…………………………………………………………………………………………………………4
Division: Family Services…………………………………………………………………………………………………………………5
Program: Woman, Infants & Children (WIC)…………………………………………………………………………………5
Program: Monarch Children's Justice & Advocacy Center……………………………………………………………5
Program: Crime Victim Center (Lewis/Mason Counties)………………………………………………………………5
Program: Rental Assistance Program……………………………………………………………………………………………5
Division: Affordable Housing Development……………………………………………………………………………………6
Projects in Service………………………………………………………………………………………………………………………6
Categories Time Period Lewis Mason Thurston Kitsap Total December 914 359 556 1,050 2,879 January – Decemb 14,986 9,579 29,654 44,483 98,702 December 2,718 1,181 1,681 3,042 8,622 January – Decemb 41,892 27,018 91,673 127,715 288,298 December $10,024.00 $9,338.00 $34,923.00 $24,722.00 $79,007.00 January – Decemb $103,663.80 $99,527.90 $357,670.45 $254,192.33 $815,054.48 December 12,214 11,907 40,899 30,059 95,079 January – Decemb 161,240 156,595 545,819 396,390 1,260,044
Service Area: Lewis, Mason, Kitsap & Thurston Counties
Categories Time Period Lewis Mason Thurston Kitsap Total December 3,259 0 194 147 3,600 January – Decemb 24,926 0 136,078 68,448 229,452 December 80 0 64 7 151 January – Decemb 1,366 0 3,404 3,851 8,621 December $453.00 $0.00 $1,911.00 $8,870.00 $11,234.00 January – Decemb $5,847.00 $0.00 $58,078.00 $103,068.00 $166,993.00 December 5,656 0 3,879 11,160 20,695 January – Decemb 22,772 0 92,846 155,326 270,944
Program: Emergency Food Assistance Program (EFAP) Service Area: Mason Couny
Categories December December
Program: Low-Income Home Energy Assistance Program (LIHEAP) Service Area: Lewis, Mason & Thurson County
Categories Time Period Lewis Mason Thurston Total December 2 26 21 49 January – December 920 564 1,871 3,355 December $1,166.00 $15,130.00 $15,111.00 $31,407.00 January – December $387,494.00 $249,817.00 $887,964.00 $1,525,275.00 December $583.00 $581.00 $719.00 $627.67 January – December $480.80 $479.17 $536.00 $498.66 December 5 55 48 108 January – December 2,369 1,531 5,138 9,038 December 0 0 0 0 January – December 2 1 4 7
Page 3
Program: Temporary Emergency Food Assistance Program - Food Banks
Program: Temporary Emergency Food Assistance Program - Congregate Feeding Sites
People
January -
Program: Private Fuel Assitance Service Area: Lewis, Mason & Thurson County
Categories Time Period Lewis Mason Thurston Total December 21 23 359 403 January – December 262 276 4,649 5,187 December 30 51 672 753 January – December 925 657 9,710 11,292 December $3,102.00 $3,850.00 $14,504.00 $21,456.00 January – December $43,871.00 $52,118.00 $2,204,278.00 $2,300,267.00
Program: Weatherization Service Area: Lewis, Mason & Thurson County
Categories Time Period Lewis Mason Thurston Total December 0 1 9 10 January – December 35 12 85 132 December 0 2 23 25 January – December 79 26 202 307 December 0 0 1 1 January – December 13 1 18 32
Program: Weatherization Regional Training Center Time Period LMTCAC Other CAC State Staff Private Total December 0 0 0 0 0 Year to Date 0 0 0 0 0
Program: Utility Assistance Service Area: Lewis, Mason & Thurson County
Categories Time Period SOS Lacey Total December 3 9 12 January – December 20 86 106 December 9 29 38 January – December 57 274 331 December $209.00 $675.00 $884.00 January – December $1,484.00 $6,381.00 $7,865.00
(Non-Power Utility Services)
07_Monthly Report
Program: Resource Referral -I&R Linkages Service Area: Lewis, Mason, & Thurston
Time Period Number of Referrals December 2,955 January – December 40,576
Program: Woman, Infants & Children (WIC) Service Area: Mason & Thurston
Categories Time Period Mason Thurston Total December 1,177 1,234 2,411 January – December 1,256 1,417 2,672 December 781 894 1,675 January – December 973 1,030 2,003 December $45,360.00 $51,360.00 $96,720.00 January – December $675,840.00 $709,200.00 $1,385,040.00
Program: Monarch Children's Justice & Advocacy Center Service Area: Lewis, Mason & Thurston
Category December Total to Date This Year Sex Male 24 381
Female 154 1788 Age 0 to 6 28 330
7 to 12 44 570 13 to 18 25 449 19+ 82 826
Type of Abuse Sexual 170 1752 Physical 8 80 Neglect 0 2
Program: Crime Victim Center Service Area: Lewis & Mason Counties
Time Period Number of Contacts December 277 January – December 1,851
Program: Rental Assistance Program (Housing & Essential Needs) Service Area: Mason & Thurston
Categories Time Period December 221 Average housholds per month (for the year to date) 198 December 88 Average housholds per month (for the year to date) 79
Program: Rental Assistance Program (ESG) Service Area: Thurston
Categories Time Period December - Average housholds per month (for the year to date) 24
Page 5
Value of Vouchers
07_Monthly Report
07_Monthly Report
Projects in Service during Month of December Complex County Units People Vacancy Rate Units Unit Type Council Role Tilton River Lewis 14 13 7% 1 Senior/Handicapped Owner
Virginia Station Lewis 36 101 0% 0 Family Managing General Partner, LLC
Prairie Run Thurston 32 80 0% 0 Family Managing General Partner, LLC
Tolmie Cove Thurston 44 115 2% 1 Family Owner
Deschutes Cove Thurston 44 100 2% 1 Family Owner
Killion Court Thurston 20 21 0% 0 Senior Managing General Partner, LLC
Salmon Run Thurston 40 105 7% 3 Family Managing General Partner, LLC
Diamond Street Thurston 2 5 0% 0 Family Owner
Montesano Harbor/Annex Grays Harbor 24 24 0% 0 Senior Managing General Partner, LLC
Montesano Harbor Grays Harbor 30 29 3% 1 Senior Managing General Partner, LLC
Ashford Mason 24 27 0% 0 Senior Managing General Partner, LLC
Belfair Mason 24 27 5% 1 Senior Managing General Partner, LLC
Saratoga Mason 40 44 2% 1 Senior Managing General Partner, LLC
Total Units in Service 374 691 2.2% 9 Page 6
Division: Affordable Housing Development Service Area: Lewis, Mason, Grays Harbor and Thurston Counties
07_Monthly Report
7,210 Sq. Ft. 3-Story Building
NEW MONARCH CHILDREN JUSTICE AND ADVOCACY CENTER - FOOTPRINT
NEW MONARCH CHILDREN JUSTICE AND ADVOCACY CENTER
Floor 1 – Approx. 2,702 SF Providence Hospital Team
Floor 2 – Approx. 2,702 SF Providence/MCJAC Team
Floor 3 – Approx. 1,806 SF MCJAC Team / Partners
Remodel areas for Thurston County Prosecutors, CPS and other Partners
MAXIMIZE USE IN OUR EXISTING BUILDING
01_Agenda
02_Minutes