lima allen council on community affairs 2016-2019 ...€¦ · lima allen council on community...

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Lima Allen Council on Community Affairs 2016-2019 Strategic Plan

Board Approved December 2015

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Lima Allen Council on Community Affairs has recently completed the Strategic Plan for the organization. This new plan incorporates priorities from Allen, Auglaize and Mercer Counties, community needs assessments, community and client needs surveys, demographic and qualitative data. The plan covers the timelines from 2016-2019. The previous strategic plan which spanned a two year period, helped LACCA staff and the community accomplish 85% of the goals outlined in that plan. This strategic plan in unique because it is broadened to serve three counties and prioritizes the top five needs of each county we serve. The plan aims to make significant improvements in the quality of life of the residents of Allen, Auglaize and Mercer Counties; expands our impact with children by serving both school age and young adults; and increases the agencies capacity for growth by through marketing, outreach, branding, and staff development. This strategic plan also aligns our priorities with local government health, mental health, economic development, transportation, and housing to support low-income families who are working towards self-sufficiency. We are excited about the future of our organization, the progress we have made, and look forward to the work to come. We believe that our partnerships with the community are our most important asset. We thank all of our community partners are dedicated to improving our communities. Jacqueline Fox Chief Executive Officer

Executive Summary

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Lima Allen Council on Community Affairs (LACCA) contacted the Ohio Community Action Training Organization (OCATO) in 2014 to request assistance in developing a Strategic Plan and asked to work with OCATO’s Development Director. The engagement officially began in April of 2015, where an in person meeting was conducted to discern the goals for the project as well as the scope and process. It was determined that the timing for a Strategic Plan was necessary for three (3) key reasons: 1) An expansion into a new service territory covering 2 additional counties, 2) The previous plan had expired and 3) New Organizational Standards required up-to-date plans be in place at Community Action Agencies (CAAs). LACCA leadership wanted to be proactive in thinking about how to manage the upcoming changes related to expansion. Additionally, the agency had successfully implemented the previous plan, which was focused on operational and administrative objectives. Therefore, this Strategic Plan seeks to build on previous success and provide a framework for the future growth of the organization. LACAA chose to manage much of the planning process internally, including some of the data collection and goalsetting. The process included the following elements:

Phase #1 – Data collection (Focus Groups, Surveys)

Phase #2 – Setting Strategic Directions

Phase #3 – Action Planning

OCATO’s Development Director worked with the Executive Director and other key agency leaders to design the process as well as timeline. The timeline was approved by the Board of Directors in June 2015 after a discussion about potential challenges as well as opportunities that might arise. Data collection started in May 2015 with staff surveys and the process concluded in September 2015 with community focus groups. The following document reflects the collective input of dedicated individuals who work to improve the lives of low-income families in Allen, Auglaize and Mercer Counties.

Process Summary

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The facilitator of the 2015 – 2017 LACCA Strategic Planning process utilized a number of methods to collect data and solicit input from key stakeholders. Due to the nature of LACCA, which represents three (3) Counties, it was important to use both electronic and in-person methods for maximum participation. The overall goal was to establish the current realities of LACCA through the eyes of its key stakeholders and to use that information as a framework for developing strategic goals. The following describes these methods in more detail:

Plan Design To begin the strategic planning process, OCATO’s Development Director exchanged emails and met in-person with LACCA staff members during March/April 2015. These discussions centered around the process and establishing a timeline for planning activities. A variety of options for a process were presented and discussed. It was decided that the facilitator would play a key role in helping to gather data and provide a framework for the leadership to develop strategic goals. The leadership team developed a timeline in May 2015 that was used to guide activities. On June 25, 2015, the facilitator was asked to meet with the board and key staff members to establish expectations for the plan and to conduct a focus group session with full Board. During the meeting, the facilitator presented information about the process and laid out options for planning activities as well as the schedule, which was subsequently approved. To determine the plan design, the facilitator asked a series of questions to the managers and the board subcommittee:

1. Why is planning necessary now? 2. What are your expectations for the plan? 3. What are some problems/issues facing your organization? 4. What are your greatest fears or anxieties about doing a plan? 5. What issues might disrupt the process?

Answers were recorded by the facilitator as information to guide future discussions.

Staff Focus Group On July 29, 2015, the facilitator conducted a focus group with the LACCA leadership team. The basic SOAR (Strengths, Opportunities, Aspirations and Results) process was followed. The following questions were asked of the group:

1. Why is planning necessary now? 2. What are your expectations for the plan (rationally and experientially)? 3. What are some problems/challenges facing your organization?

Methodology

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4. What are your greatest fears or anxieties about doing a plan? 5. What issues might disrupt the process? 6. What have you accomplished in the last year that you are especially proud of? 7. If you were given an opportunity to showcase your top 3 programs, which would you

choose? Why? 8. How are you perceived in the community? Has your opinion changed after reviewing the

survey results? 9. What changes have occurred in your community in the last 2-3 years? Which have the

most impact on your customers? 10. What new programs need to be developed based on these trends (not necessarily by

you)? 11. What do you do particularly well? 12. What could you improve? 13. Where do you see opportunities for your agency? What about threats? 14. Where do you see threats to your agency?

Surveys Beginning in May 2015, OCATO issued surveys via email to LACCA staff, board and community partners. Each group was asked to rate and/or comment on a range of topics related to LACCA. The surveys were distributed to two hundred thirty-six (236) people identified by LACCA. This included:

There was a 31% response rate during the survey period which concluded in September 2015. All survey results were compiled by the web-based software, Constant Contact and the data was used as part of the Planning phase of the project. More information related to the surveys can be found in the Attachments section of this report.

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40

60

80

100

120

140

160

Staff Board Community

Responded

Solicited

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Action Plans

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Outcome: Rebrand / Rename the Agency

Goal (Destination) Rationale (Identifies the reason (motivation) for the goal)

Come up with a new name for the agency which recognizes us as a Community Action Agency and better reflects the communities we serve

We are now serving multiple counties New regionalized approach Recognize and promote the “Community Action” brand

Objective: (Performance Target) – Must be stated in quantifiable or measurable terms and must be date bound; measures success. Have a new, board approved name in place for the agency by the end of Quarter 1, 2016.

Strategies – Ideas on “What to Do”

Responsible

Party

January 16 – December 16 2017 - 2018

2018 - 2019 1st

QTR 2nd QTR 3rd QTR 4th QTR

Board will provide at least 3 suggestions which will be presented to staff for their opinions

Board X

Community choice/recommendation (collected via social media) will be given to the board.

CSBG/IT Coordinator,

CEO

X

Staff choice/recommendation will be given to the board. LACCA Staff, CEO

X

Board will approve the new name and complete legal name change documentation

Board X

Event will be held (virtual or real) to reveal the new name. Marketing Committee

X

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Outcome: Increase awareness of all agency programs and offerings in the community


Increase public relations to help the general public understand Community Action via increased media coverage and partnerships

The general public doesn’t know the difference between Community Action and other non-profits The general public doesn’t know what services we provide

Objective: (Performance Target) – Must be stated in quantifiable or measurable terms and must be date bound; measures success. Increase the number of community partnerships in the areas we serve by 10% by 4th Quarter 2019


Responsible

Party


2018 - 2019 1st QTR 2nd QTR 3rd QTR 4th QTR

Increase staff membership on relevant community boards and committees

Directors X

Increase in person marketing with appropriate non-partnering organizations and their partners

Directors X

Increase use of media coverage (More people on Noon Edition/News, utilize Radio, better utilize community calendars/boards, social media)

CEO, COO,

Directors

X

Continue partnership with Lima Senior (DECA) and explore partnerships with other educational institutions

Marketing Committee

X

Conduct “Conversations on Poverty” in all 3 counties Marketing Committee

X X X

Present LACCA Program information to city and village councils in all counties

Marketing Committee

X

Improve inter-program referral process COO, Directors

X

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Outcome: Create a culture of safety, increase safety awareness and reduce safety issues


Reduce safety incidences agency wide Inspire trust from our staff and community so that they trust us with their families Retain funding and reduce costs associated with risk

Objective: (Performance Target) – Must be stated in quantifiable or measurable terms and must be date bound; measures success. Have 0 Serious Risk Non-Compliances which threaten grant funding each year Continuously empower staff to take safety into their own hands “See Something, Do Something”


Responsible

Party



Add a “Safety” section to the agency’s Staff Survey (twice per school year)

CEO, COO X X

Institute departmental safety policies and inspections Safety Committee

X

An Incident Review Team will convene whenever an injury accident which requires medical attention is reported

CEO X

Develop a safety related recognition program Safety Committee

X

Reported safety violations/concerns will be reviewed and analyzed for preventable patterns Quarterly

Safety Committee

X

Provide, or partner to provide, education on bicycle safety and child restraints

CDS Director

X

Provide education for safety in homes with young children CDS Director

X

Provide education on safe housing CDS Director X

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Outcome: Research and create revenue generating ventures to create unrestricted funding for the agency


Develop revenue generating funding resources to increase corporate reserves

Protect the agency from volatile funding and unforeseen circumstances Create cash flow / revenue stream

Objective: (Performance Target) – Must be stated in quantifiable or measurable terms and must be date bound; measures success. Have 1 revenue generating funding stream by Quarter 4, 2019 and increase current revenue streams by 25% each year


Responsible

Party



Research and identify possible revenue generating projects Board, CEO, CFO,

COO

X

Consult with attorney regarding what revenue generating projects are allowable for non-profit agencies

Board, CEO, CFO,

COO

X

Obtain technical assistance from OACAA for revenue generating projects

Board, CEO, CFO,

COO

X

Develop Business Plan for the identified line of business Board, CEO, CFO,

COO

X

Explore financing options (startup costs, etc.) Board, CEO, CFO,

COO

X

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Outcome: Refine and streamline staff orientation and training in order to increase staff retention


Staff will be oriented and trained in a way that is effective but not overwhelming.

New staff are overwhelmed by the amount of information given in such a short amount of time Expose staff to other employees and their roles in the agency

Objective: (Performance Target) – Must be stated in quantifiable or measurable terms and must be date bound; measures success. Staff feel welcomed and well trained as indicated by their end of probation performance review or exit interview


Responsible

Party


2018 - 2019 1st


Investigate ways to update / improve the current orientation process.

COO, HR Coordinator

X

Touch base with staff at 7, 30 and 90 days after hire regarding being welcomed and well trained.

COO, HR Coordinator

X

Evaluate orientation topics for automation COO, HR Coordinator,

Directors, Supervisors

X X X

Automate 25% of orientation topics COO, HR Coordinator,

Directors, Supervisors

X X X

Create a Survey/Questionnaire for when staff change positions

COO, HR Coordinator

X

Survey staff regarding what trainings need to be expanded or if additional training needs to be offered

COO, HR Coordinator

X

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Outcome: Recognize and reward all agency staff who surpass expectations and exemplify the agency’s mission


Staff will be recognized and feel appreciated Staff has indicated that individual recognition needs improvement

Objective: (Performance Target) – Must be stated in quantifiable or measurable terms and must be date bound; measures success. Each year staff survey responses will indicate that staff recognition and engagement has improved


Responsible

Party


2018 - 2019 1st


Immediate supervisors will send out “kudos” to all staff when someone does something well

Supervisors X

The Administrative Team will make periodic positive visits to sites / locations and attend events

Admin Team

X

Explore how to hold staff recognition events based on new funding restrictions

Staff Recognition Committee

X

Explore ways to make reward/incentive programs similar to those available to HS/EHS staff available to all staff

Staff Recognition Committee

X

Survey staff 3 times per year regarding engagement COO, HR Coordinator

X

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Outcome: Increase Head Start & Early Head Start Enrollment and improve Head Start & Early Head Start Child Attendance which will improve Kindergarten Readiness


HS & EHS will be at full funded enrollment by the first day of classes and children attend regularly which will improve Kindergarten Readiness

It has been difficult to reach and maintain full enrollment Low HS & EHS attendance is a threat to the outcomes of the grant Children who have opportunities for early learning are better prepared for school Child attendance is critical for their continued development

Objective: (Performance Target) – Must be stated in quantifiable or measurable terms and must be date bound; measures success. Maintain 85% attendance and 100% enrollment (with a 10% waiting list) each program year


Responsible

Party



Schedule Home Based Recruitment separately from HS & EHS center based

CDS Director, CFS

Manager

X

Monthly recruitment dates CDS Director, CFS

Manager

X

Transition to full day, full year CDS Director

X

Explore solutions to transportation barriers CDS Director, CEO, COO,

Transportation Manager, CFO

X

Consistently analyze monthly attendance to identify trends and barriers

CDS Director, CFS

Manager

Formally follow-up and document attendance issues with classroom staff.

CBCs, CFS manager

X

Reevaluate enrollment packets CDS Director

X

Expand Kindergarten Kamp CDS Director

X X X

Develop a children’s literacy program in Allen County CDS Director

X

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Outcome: Improve the health and wellness of our staff and community


Educate our staff and communities to live healthier lifestyles There is a health disparity between low income populations and middle income and between minorities and non-minorities

Objective: (Performance Target) – Must be stated in quantifiable or measurable terms and must be date bound; measures success. Increase the health outcome indicators for low income and minority individuals and families according to the Ohio Department of Health’s Annual Report


Responsible

Party



Advocate for policy changes which promote healthy lifestyles (e.g. walkable communities, bike paths)

CEO, COO, CI Director

X

Increase access to healthy food options (provide healthy meal choices at trainings/meetings and educate families)

Directors X

Partner with Activate Allen County and other organizations to develop strategies to increase youth physical activities

CDS Director

X

Find ways to encourage healthy lifestyle education in all agency programs

Directors X

Promote and partner to provide smoking cessation programming

Directors X

Promote the Employee Assistance Program with our staff Wellness Committee

X

Investigate ways to provide healthy lunch options for our staff

Marketing Committee,

Wellness Committee

X

Continue Biometric Testing and other wellness activities for staff

Wellness Committee

X X X X X X

Find ways to partner with mental health providers to increase access to mental health education

CEO, COO, HR Coordinator,

CDS Director, CSBG/IT

Coordinator

X X X X X X

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Outcome: Reduce unemployment in our community through job readiness training and employment placement


Increase low income individuals employment skills and job readiness

Roughly 50% of those we serve are unemployed or underemployed (temp agencies, part time employment)

Objective: (Performance Target) – Must be stated in quantifiable or measurable terms and must be date bound; measures success. 80% of those who participate in our, or partner, employment programs will obtain employment


Responsible

Party



Focus job skills development toward in demand jobs as indicated by DJFS regional reports

CEO, COO, Auglaize Site

Manager, Community

Development Director

X X X X X X

Expand Steps to Success into Mercer County CEO, COO X

Develop and expand partnerships with FACT, OWIP, and Link Lima in Allen County

CEO, COO, Community


X X X X

Diversify the funding sources for Steps to Success in Auglaize County to allow all interested parties to enroll

CEO, COO,

Auglaize Site

Manager

X X X X X

Through fatherhood programming increase the number of fathers who are employed and financially supporting their families

COO, CSBG/IT

Coordinator, Mentor Coaches

X X X X X

Investigate creating an employment agency as an arm of LACCA

Board, CEO, COO

X

Advocate for increased wages for entry level employment opportunities

Board, CEO, COO,

Directors

X X X X X X

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Outcome: Improve financial literacy of our clients so that they can better manage and budget their money


Increase self-sufficiency through financial stability and reduce the number of people who need emergency services

Low to moderate income individuals have more barriers to financial security, community resources and traditional lending institutions

Objective: (Performance Target) – Must be stated in quantifiable or measurable terms and must be date bound; measures success. Reduce the number of individuals who need emergency services by 10%, increase savings, pay off debt and increase credit scores by 75 points (with a goal of 630+)


Responsible

Party


2018 - 2019 1st


Increase financial literacy opportunities in all 3 counties Community Development

Director

X

X X X

Explore ways to provide financial literacy education to Head Start families

FCS Manager

X X

Explore ways to provide financial literacy education to youth (16-24) in all 3 counties

Community Development

Director, Auglaize Site

Manager

X X

Increase referrals from other internal programs to our Financial Literacy classes

Directors X X X X

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Outcome: Reliable and timely transportation services available in Allen, Auglaize and Mercer Counties


Provide transportation services for work and health related needs Transportation is a significant barrier for low income families to access health care and employment

Objective: (Performance Target) – Must be stated in quantifiable or measurable terms and must be date bound; measures success. Increase the number of employment transports in all 3 counties by 25%, Increase medical transports in Allen County by 25%


Responsible

Party


2018 - 2019 1st


Increase partnerships with other transportation providers to coordinate transportation

COO, Transportation

Manager

X

Educate the community about the services available COO, Transportation

Manager

X X X X

Diversify funding sources to sustain programming after 2016

COO, Transportation

Manager

X

Find ways to reduce transportation costs in order to remain competitive

COO, Transportation

Manager

X

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Outcome: Reduce the number of drug and alcohol dependent people and increase utilization of mental health services in our community


Partner to increase access to and utilization of mental health services and drug and alcohol prevention specialists

There has been an increase in mental health and substance abuse issues among low to moderate income individuals in all 3 counties

Objective: (Performance Target) – Must be stated in quantifiable or measurable terms and must be date bound; measures success. Educate our clients about mental health services available in our community and provide linkages to those services


Responsible

Party


2018 - 2019 1st


Through partnerships educate the community and our clients on the problems associated with high risk drinking

Directors X X X X X x

Through partnerships educate the community and our clients regarding treatment options for drug and alcohol abuse

Directors X X X X X X

Educate our staff on how to identify and address mental health and substance abuse issues among our clients


Establish formal partnerships with mental health providers to provide referrals for adults and children

CEO, Directors

X X X X X X

Through partnerships educate pregnant woman on the importance of early access to prenatal care


Staff will be trained to identify and address the prenatal needs of our clients


Through partnerships provide mental health and drug and alcohol assessment services for youth between 16 and 24

Directors, Auglaize

Site Manager

X X X X X X

Continue to educate our staff about our Employee Assistance Program

COO, HR Coordinator

X X X X X X

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Outcome: Increase client responsibility for their own family outcomes


Clients take more responsibility for their path to self-sufficiency Some clients need more assistance and guidance to become empowered to achieve their family self-sufficiency goals

Objective: (Performance Target) – Must be stated in quantifiable or measurable terms and must be date bound; measures success. Reduce the number of clients who receive repeated emergency services from L.A.C.C.A. by 10%


Responsible

Party



Identify the number of clients who receive repeated emergency services and why

Centralized Intake

Director

X X X X

Identify the number of clients who default on their PIPP and why

Centralized Intake

Director

X X X X

Identify the number of families who do not improve their situation based on the Family Stability Matrix and why

Directors X X X X

Conduct Conversations on Poverty in each county CEO, COO, Community

Development Director,

Auglaize Site Manager

X X

Offer Bridges Out of Poverty trainings for the community Community Development

Director

X X X X X X

Increase the quality of case management services through staff training and accountability

CEO, COO,

Directors

X X X

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Outcome: Increase the number of safe and affordable homes in our community


Improve the quality of rental housing, increase affordable rental housing and increase home ownership

Low income clients are paying more than 30% of their household income on housing costs

Objective: (Performance Target) – Must be stated in quantifiable or measurable terms and must be date bound; measures success. Increase the accountability of landlords to provide quality rental housing Increase home ownership opportunities Increase the number of affordable rental housing units


Responsible

Party



Advocate for policy change to hold landlords accountable CEO, Community


X X X X X X

Advocate for increase in affordable rental units in underserved areas

CEO, Community


X

Increase Fair Housing education and access to related legal services


Director

X X X X X X

Seek additional funding for down payment assistance Community Development

Director

X

Market and Recruit for potential home buyers Community Development

Director

X X X X X X

Seek additional funding for home repair programs Community Development

Director

X X X

Partner to provide education on weatherization and energy efficiency programs


Director

X X X X X X

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Outcome: Have more office, classroom and training space available to the agency


Purchase or expand to increase available space Need more office space Need in house training space Need space for full day, full year Head Start classrooms

Objective: (Performance Target) – Must be stated in quantifiable or measurable terms and must be date bound; measures success. Obtain space for at least 10 additional classrooms that meet new Life Safety Codes, office space to support the expansion of programming and training space which will accommodate our growing staff and family engagement activities.


Responsible

Party


2018 - 2019 1st


Research grant opportunities for facilities planning with the assistance of Linda Butler, Grant Writer through the United Way of Greater Lima

CEO, COO, Facilities

Coordinator, CDS Director

X

Investigate local real estate opportunities CEO, COO, CDS Director,

Facilities Coordinator

X

Hire a consultant to assist with the expansion process CEO X

Research and plan for new technology needs and opportunities

CSBG/IT Coordinator

X

Explore public/private partnerships for new space CEO X

lima allen council on community affairs 2016-2019 ...€¦ · lima allen council on community...

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