EICAP Strategic Plan 2011
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Transcript of EICAP Strategic Plan 2011
July 2011
Strategic Plan
Table of Contents Section I – Mission/Vision Statement, Values .......................................................................................... 1
Mission Statement............................................................................................................................... 1
Vision Statement ................................................................................................................................. 1
Agency Values ..................................................................................................................................... 1
Section II – Organizational Mandates and Stakeholders ........................................................................... 2
Organizational Mandates ..................................................................................................................... 2
Stakeholders........................................................................................................................................ 2
Section III – SWOT (Strengths, Weaknesses, Opportunities, Threats) Analysis .......................................... 3
Strengths ............................................................................................................................................. 3
Weaknesses......................................................................................................................................... 3
Opportunities ...................................................................................................................................... 4
Threats ................................................................................................................................................ 4
Section IV – Results Oriented Management and Accountability Goals and Strategic Objectives ............... 5
1. Low-income people become more self-sufficient. ....................................................................... 5
2. The conditions in which low-income people live are improved. .................................................. 6
3. Low-income people own a stake in their community. ................................................................. 6
4. Partnerships among supporters and providers of service to low-income people are achieved. ... 7
5. Agency increases its capacity to achieve results. ......................................................................... 7
6. Low-income people, especially vulnerable populations, achieve their potential by strengthening
family and other supportive environments. ..................................................................................... 9
Section V – Updating the Strategic Plan ................................................................................................. 12
1
Section I – Mission/Vision Statement, Values
Mission Statement Eastern Idaho Community Action Partnership helps individuals and families meet their basic needs and
increase their independence through support and education.
Vision Statement Eastern Idaho Community Action Partnership is widely recognized by the public as an organization that
makes a difference in peoples' lives. EICAP creates opportunities for individuals and families to reach
their highest level of independence and self-sufficiency. EICAP Board of Directors, staff and volunteers
work together to expand our role and impact in the community by responding to local needs.
Agency Values Empowerment: EICAP believes in empowering participants with the skills, means, and opportunities to
achieve maximum independence and self-sufficiency. We will design services and processes that
empower people to take responsibility for their lives.
Opportunity: EICAP believes in the personal development of individuals. Everyone can move to a better
place in life; EICAP creates and provides options for success.
Respect: EICAP values the dignity of all human beings and seeks to treat all with kindness and respect.
Working Together: EICAP Board of Directors sets the mission, vision, and goals for the organization and
works with the staff and the community to accomplish the partnership’s mission.
Continuous Learning: EICAP believes a well-trained organization is best able to serve participants. We
continuously work on the personal and professional growth of Board, staff, volunteers and customers.
Accountability: EICAP believes in operating fiscally responsible and compliant programs focused on
outcomes.
Integrity: EICAP Board and Staff believe that integrity means living by the values we hold. We ask to be
shown where our actions conflict with these values.
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Section II – Organizational Mandates and Stakeholders
Organizational Mandates
Eliminate the causes and conditions of poverty
Empower low-income families and individuals to become fully self-sufficient (CSBG Act-1998)
and independent
Strengthen community capabilities for coordinating a broad range of federal, state and local
assistance (CSBG Act-1998)
Organize a range of services related to the needs of low-income families and individuals (CSBG
Act-1998)
Increase innovative community based approaches (CSBG Act-1998)
Broaden the resource base of programs directed to the elimination of poverty
Maximize participation of low-income community members (CSBG Act-1998)
Produce and execute programs within the financial constraints of the organization
Adhere to funding regulations, policies and guidelines in the execution of initiatives and
programs
Stakeholders
Low-income residents of nine county service area
Eastern Idaho community members
Residents of EICAP Housing
Board and staff of EICAP
Legislators/Congress
Other elected officials
Funders
Partners/Service Providers/Landlords
Volunteers
Contractors and other Vendors: Accountants, construction, legal, etc.
Vulnerable adults
(Note: Some stakeholders fit in more than one group, but interests of different groups may vary)
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Section III – SWOT (Strengths, Weaknesses, Opportunities, Threats) Analysis
Strengths
EICAP is becoming more visible/viable
Fiscally Sound
Strong Leadership Group/Team
Board/staff desire to grow agency
Innovative Organization
Executive Director/Leadership Team
Experienced and dedicated staff
Head Start
Housing-- comprehensive homeless to home ownership
Positive fulfilling work environment
Haven GED program benefits client and creates name recognition in community
Respect in community (industry, partner and client perspective)
Diversity of programs
Many community partners
Employee Council
Improved Board/Staff relationship
Expanding-closing gap between need and availability
Haven
Area Agency on Aging
Pursuing excellence through formal process that will
measure success and offer direction
Career development training
Strong core Board leadership
Marketing plan and communication
Management of Stimulus and job creation
Well focused
Weaknesses
Lack of input from low-income
Lack of full Board involvement/understanding
Lack of unity/cross training
No State funding for Head Start
Low Head Start teacher pay
Lack of career training/ development opportunities for staff
Communication across program lines lacking
Metrics not used for program personnel evaluations within agency
CSBG funding stalled by Haven spending
Limited non-government funding stream
Underserved geographic areas
Lack of community understanding of EICAP’s impact or role
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Opportunities
Increase awareness of EICAP to people who can help EICAP
Volunteers and web site to increase visibility
New building with access can be used by EICAP in the summer
Enhance employee development opportunities and salaries
Award for Excellence
Improve marketing—public service announcements
Expand participant fiscal literacy/”life” counseling/mentoring
Educate legislators
Mutual Self Help Housing home/resale
Opportunity for expansion of LIHEAP and Weatherization
CCAP
Weatherization for profit
Micro business/credit union
Enhance Family Development Program
Increase funding
Expand Head Start to unserved counties
After business hours public computer lab
Initiate migrant/immigrant programs
Leverage existing training/mentoring programs to reach more clients
Using EICAP owned property in summer for programs or to gain revenue
Expansion Head Start Funds
Housing
o Foreclosures downtown—rentals and infill
Year-round energy assistance
Fundraising—Board-driven
Center for New Directions expansion statewide
Threats
Lack of local and state legislative support
Inaccurate poverty formula (public misinformation)
Underpaid staff limits ability to acquire “best in class” and contributes to high turnover
Cuts in funding
Bigger demand in services
Public perception of handouts
Changes in funding mandates/implementation
Uncertainty in acquiring new building funds
Undefined legal liability
Diversity of clients served pose some dilemmas and risks (i.e. Head Start children and registered sex offenders)
Unreliable cash flow puts EICAP in tenuous position
ACORN Response and reactions/perception of misuse fraud
Maintaining personnel/family insurance benefit
Level of preparation for stimulus sunset
5
Section IV – Results Oriented Management and Accountability Goals and
Strategic Objectives Based in part on our community assessment, self-assessment and other forms of ongoing monitoring,
the following goals and strategies have been decided upon for our strategic plan.
1. Low-income people become more self-sufficient.
Strategy Provide services that reduce barriers for at-risk individuals and families.
Metric: The number of eligible households receiving emergency services. (Quarterly) Metric: The number of eligible households receiving LIHEAP services. (Quarterly) Metric: The number of seniors who receive assistance with Medicare enrollments. (Quarterly) Metric: The average cost savings for Weatherization clients based on the energy audit tool. (Quarterly)
Strategy Facilitate life skills training, education, and other opportunities.
Metric: The number of new students enrolled in the GED Program at both the Haven and in Salmon. (Quarterly) Metric: The number of students enrolled in the GED Program at both the Haven and in Salmon that obtain their GED. (Quarterly) Metric: The number of adults that completed a post-secondary education program. (Annually) Metric: The number of households that participate in the Earned Income Tax Credit incentive and the aggregate amount received. (Annually) Metric: The number of people demonstrating the ability to complete and maintain a budget for 90 days. (Quarterly) Metric: The number of tutoring hours provided to Haven residents through the Family Literacy Program. (Quarterly) Metric: The number of tutoring hours provided to GED participants. (Quarterly) Metric: The number of Haven adults that gain employment. (Quarterly) Metric: The number of Haven adults that maintain employment for 90 days. (Quarterly)
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2. The conditions in which low-income people live are improved.
Strategy Provide opportunities that improve the quality of life for residents throughout our service area. Metric: The number of households receiving transitional housing and case management through the Homeless to Homeowners program. (Quarterly) Metric: The number of families/individuals that found housing after living at the Haven. (Quarterly) Metric: The number of consultations and complaints resolved through the Ombudsman program. (Quarterly)
Metric: The number of hours of legal assistance for clients paid for by the Area Agency on Aging. (Quarterly) Metric: The number of homes completed by the Weatherization program. (Quarterly) Metric: The number of Mutual Self-Help Housing homes completed. (Annual) Metric: The number of children moved into Mutual Self-Help Housing homes. (Annual) Metric: The vacancy rates of each housing property. (Quarterly) Metric: The percentage of housing units that cleared a regularly scheduled inspection. (Annual) Metric: The number of hours of volunteerism by RSVP volunteers. (Quarterly)
3. Low-income people own a stake in their community.
Strategy Involve participants in program development from design to delivery.
Metric: The number of low-income hires. (Quarterly) Metric: The number of individuals who have participated in focus groups. (Quarterly) Metric: The percentage of participants completing the required 65% involvement in actual construction of Mutual Self-Help Housing homes. (Quarterly) Metric: The number of housing sites that solicit input from residents. (Quarterly) Metric: The number of tenants to participate and respond to input solicitations. (Quarterly) Metric: The number of Head Start parents participating in parent meetings at their centers.
(Quarterly)
Metric: Then number of parents participating with their children by volunteering in their
classroom. (Quarterly)
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Metric: The number of parents participating on the Head Start Policy Council. (Quarterly)
Strategy Empower and encourage individuals to create and maintain safe neighborhoods.
Metric: The number of Adult Protection reports. (Quarterly) Metric: The number of prosecutions as a result of Adult Protection investigations. (Quarterly)
4. Partnerships among supporters and providers of service to low-income
people are achieved.
Strategy Foster and develop productive partnerships Metric: The number of new Memorandums of Agreement/Understanding within the agency. (Quarterly) Metric: The number of updated and renewed Memorandums of Agreement/Understanding within the agency. (Quarterly) Metric: The average partner effectiveness score of partnership scorecards. (Annual)
5. Agency increases its capacity to achieve results.
Strategy EICAP will use our marketing plan to become more visible and viable in the communities
served.
Metric: The percentage of people who respond Strongly Agree or Agree to the Perception Survey question “I know what EICAP does” given at the Mayor’s Business Day and during an event that attracts the general public. (Semi-Annual)
Metric: The percentage of people who indicate that they are familiar with two or more of EICAP’s services on the Perception Survey given at the Mayor’s Business Day and during an event that attracts the general public. (Semi-Annual) Metric: The number of presentations given to inform members of the community about the scope of EICAP services. (Quarterly) Metric: The number of quarterly newsletters distributed. (Quarterly) Metric: The number of press releases issued by EICAP. (Quarterly)
Strategy Increase funding sources and amounts in response to the growing need for service.
Metric: The number of requests and amounts requested to outside foundations/groups within the agency. (Quarterly)
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Metric: The number of requests granted and amounts received to outside foundations/groups within the agency. (Quarterly)
Strategy Encourage and train the Board of Directors to be more involved in agency activities.
Metric: The percentage of Board members who are satisfied with their involvement on EICAP’s Board of Directors.
Strategy Maximize efficiency and effectiveness of service delivery.
Metric: The percentage of customers who respond “Yes” to the question “My needs were met” on customer satisfaction surveys. (Quarterly)
Metric: The percentage of customers who respond “Yes” to the question “I would recommend EICAP to friends and family” on customer satisfaction surveys. (Quarterly)
Strategy Foster a supportive work environment for employees.
Metric: The percentage of employees who respond with a 4 or 5 to the following questions on the Employee Satisfaction Surveys: (Semi-Annual)
Overall, I am satisfied with my work at EICAP.
My supervisor cares about my professional development.
This year at work, I have had the opportunity to learn and grow.
At work, my opinion counts.
I have the materials at work to do my job right.
I have had recognition for doing a good job.
I am comfortable approaching my supervisor with a problem.
Metric: The percentage of employees who responded Excellent or Good to the question “How do you rate the training overall?” as it pertains to internal trainings. (Quarterly) Metric: The percentage of employees who responded Excellent or Good to the question “How do you rate the training overall?” as it pertains to external trainings. (Quarterly)
Strategy Maintain sound fiscal stewardship
Metric: Percentage difference between expenses and budgets for each program. (Quarterly) Metric: The change in Net Assets during the past fiscal year. (Annual) Metric: The total dollar amount of EICAP’s revenue. (Annual) Metric: EICAP’s current ratio. (Annual) Metric: EICAP’s working capital. (Annual) Metric: EICAP’s debt to worth. (Annual)
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Metric: EICAP’s interest coverage. (Annual) Metric: EICAP’s cash flow coverage. (Annual) Metric: The opinion of Financial Statements and Major Programs per EICAP’s annual audit. (Annual) Metric: The integrity level per EICAP’s annual risk assessment report. (Annual)
Strategy Train employees to utilize the scope of supportive services within EICAP and the community at large.
Metric: The number of internal referrals made from one EICAP program to another. (Quarterly) Metric: The number of unduplicated households served. (Annual) Metric: The percentage of employees who respond with a 4 or 5 to the following questions on the Employee Satisfaction Surveys: (Semi-Annual)
I have the information I need to make accurate and valuable referrals to other EICAP programs.
The "Cheat Sheet" (AKA Program Service Guide) is an effective tool for making referrals. Strategy Actively engage legislative, regulatory and community institutions regarding EICAP’s Board adopted advocacy issues.
Metric: The number of meetings with state and federal legislators, including their support staffs, regarding EICAP’s advocacy issues. (Quarterly) Metric: The number of publications, including Annual Reports and Quarterly Newsletters, distributed to legislative, regulatory and community institutions. (Quarterly)
6. Low-income people, especially vulnerable populations, achieve their
potential by strengthening family and other supportive environments.
Strategy Provide services that reduce barriers to stability for vulnerable populations.
Metric: The number of bed nights to homeless families and individuals at the Haven Shelter. (Quarterly) Metric: The number of units of Respite service. (Quarterly) Metric: The number of units of Homemaker service. (Quarterly) Metric: The number of Home Delivered Meals served. (Quarterly) Metric: The number of Congregate Meals served to seniors. (Quarterly)
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Metric: The number of food box vouchers distributed. (Quarterly) Metric: The percentage of HS Children who are currently up to date on immunizations.
(Quarterly)
Metric: The number of HS children with an ongoing source of continuous, accessible health
care. (Quarterly)
Metric: The number of HS children who are up-to-date on a schedule of age-appropriate
preventative and primary health care. (Quarterly)
Metric: Number of children who received preventative dental care. (Quarterly)
Metric: Number of all children who have completed a professional dental examination in the
past year. (Quarterly)
Metric: Number of children who measure secure in all ten child developmental domains.
(Quarterly)
Metric: The number of households that received emergency rental assistance. (Quarterly)
Metric: The number of households that received emergency medical care. (Quarterly)
Metric: The number of households that received emergency car repair. (Quarterly)
Metric: The number of households that received emergency fuel/utility assistance. (Quarterly)
Strategy Provide information and educational opportunities that empower vulnerable populations.
Metric: The number of drug court or homeless individuals enrolled in the Haven GED program. (Quarterly)
Metric: The number of drug court or homeless individuals enrolled in the Haven GED program that obtained their GED. (Quarterly) Metric: The number of contacts within the Information & Assistance program. (Quarterly) Metric: The number of caregivers participating in the Caregiver Support Group. (Quarterly) Metric: The number of grandparents participating in the Grandparents Raising Grandchildren Support Group. (Quarterly) Metric: The number of children whose families participate in regularly scheduled activities
designed to involve fathers/ father figures. (Quarterly)
Metric: The number of children whose families participate in regularly scheduled activities
designed to increase life skills or parenting training. (Quarterly)
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Metric: The number of families who develop an Individual Family Partnership Agreements
designed to improve self-sufficiency or other family goals. (Annually)
Metric: Number of families who show progress on their IFPA or other family goals. (Quarterly)
Metric: The number of families who show progress towards self-sufficiency as measured on
family assessments. (Quarterly)
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Section V – Updating the Strategic Plan The following timeline indicates the process the agency will use to keep the Strategic Plan current and
up to date.
The following table specifies the sources of information, how frequently that source is reviewed or
accessed, and how it is used to assess poverty conditions, constituent needs, and/or available resources
to eliminate poverty, as part of our strategic planning process.
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Source Frequency of Review
Poverty Conditions Constituent Needs Available Resources to Eliminate Poverty
Current Publish Information
US Census Data Annual Used to evaluate distribution of populations in our service areas to ensure we are effectively targeting the communities with greatest need.
Agency for Healthcare Research and Quality
Annual Used to evaluate the cost of health care in relation to income for households in poverty.
Economic Policy Institute (epinet.org) Family calculator
Annual Used to evaluate the typical budget for a two parent, two child household in Eastern Idaho.
Idaho Child Care Program Annual Used to evaluate costs of child care in Idaho.
US Department of Labor Consumer Expenditures Report
Annual Used to evaluate expenses required for a typical family in Eastern Idaho.
Idaho Commission on Aging’s Needs Assessment Report
Tri-Annual Used to evaluate the conditions in which seniors in Eastern Idaho live.
Used to evaluate the needs of seniors in Eastern Idaho.
Race/Ethnicity Reports Annual Used by our Housing Department to ensure that we are targeting populations with greatest need.
Community Surveys
Head Start Community Needs Assessment
Conducted Every Three Years/Updated Annually
Used to evaluate the conditions our Head Start families live in based on input from Head Start families and community partners.
Used to evaluate the needs and our response to the needs of our Head Start families based on input from Head Start families and community partners.
Community Services Community Needs Assessment
Bi-Annual Used to evaluate the living conditions of our participants who live in poverty.
Used to evaluate the needs and our response to the needs of the participants of our programs.
Input From Individual Customers
Comments from Head Start Community Needs
Annual Used to evaluate the effectiveness of our response to community need.
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Assessment
Comments from Community Services Community Needs Assessment
Bi-Annual
Input from Stakeholders in Low-Income Communities
Bonneville Interagency Council
Monthly Discussions frequently involve the living conditions of our various participants.
Discussions frequently involve the needs of our various participants.
The intent of these meetings is to apprise each other of the activities of organizations with similar missions and the resources that may be available to our respective consumers and clients.
Affordable Housing Taskforce
Monthly
United Way Participating Agency Roundtable
Monthly
Geriatric Forum Monthly The Geriatric Forum informs participant agencies of the various conditions elderly people face.
The Geriatric Forum informs participant agencies of resources available for elderly people in Eastern Idaho.
Community Action Partnership Association of Idaho (CAPAI) Meetings
Semi-annual During meetings with our sister organizations across the state, we may be made aware of conditions that may affect people in poverty in other areas that may also apply to people in our service area.
During meetings with our sister organizations across the state, we may be made aware of constituent needs in other areas that may also apply to people in our service area.
Meeting with our sister organizations across the state help us to identify potential resources and new programmatic opportunities. Idaho Association of Area
Agencies on Aging Meetings
Quarterly
Idaho Head Start Association
Annual
Idaho Housing and Finance Association
Quarterly
Community Action Partnership Annual Convention
Annual Attending national meetings of stakeholders in low-income communities allows us to learn best practices nationwide so that we can streamline our operations and better deliver services to residents of Eastern Idaho.
National Association of Area Agencies on Aging (N4A) Annual Conference
Annual
CAPLAW Conference Annual
National Head Start Association’s Leadership Institute
Annual
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