OUR LADY OF MERCY COMMUNITY OUTREACH SERVICES

2014

Blessings, Community, and Opportunities …….as we go forward

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THE STRATEGIC PLAN

OF

OUR LADY OF MERCY COMMUNITY OUTREACH SERVICES, INC.

Prepared in Cooperation with the Strategic Planning Committee

By

Katherine Duffy, PhD

And

Kristen N. Young, MPA

January 2014

Katherine Duffy and Associates 756 Clearview Drive Charleston, SC 29412

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STRATEGIC PLANNING COMMITTEE

Andy McKenna, Chairman

Frank Cassidy

Bert Hefke

John Labriola

James Ramich

Sister Bridget Sullivan, OLM

2014 BOARD OF DIRECTORS

OUR LADY OF MERCY COMMUNITY OUTREACH SERVICES Richard J. Albenesius

Joan Avioli

Ruth Baker

Frank Cassidy, Vice-Chairperson

Mary Dubois

Alberta (Berta) Freeman, Secretary

Linda Goodroe

Bert Hefke

Larry M. Iwan, Chairperson

Harriette (Bunny) Kerr

Gerry King

John Labriola

Arthur McFarland

Andy McKenna

James Ramich

Tumiko Rucker

Alysann Sieren

Sister Bridget Sullivan, OLM

William Wert

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TABLE OF CONTENTS

Table of Contents 3

EXECUTIVE SUMMARY 4

INTRODUCTION 13

COMMITTEES AND THE PLANNING PROCESS 14

Mission, Vision, and Values Committee 14

External Assessment Committee 15

Community Overview 16

Research Questions 31

Internal Assessment 35

Services on Johns Island 35

Services at Neighborhood House 42

Financial Capacity Committee 43

SETTING PRIORITIES 47

GOALS AND OBJECTIVES 49

RECOMMENDATIONS TO THE BOARD 53

APPENDIX 56

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EXECUTIVE SUMMARY

Strategic planning has as its primary goal, the improvement of governance by focusing on

specific goals and objectives and on accountability. It is charting a course that you believe is

wise then adjusting it as you gain more information and experience. A clear sense of mission

and direction will guide future choices about what opportunities to pursue and which to avoid.

Our Lady of Mercy Community Outreach Services, Inc. (OLMCOS) developed the 2014

strategic plan with the assistance of Katherine Duffy and Associates, Inc. A Strategic Planning

Committee composed of board members met to develop the plan. What follows is the result of

their efforts and of the extensive research that was carried out to present a clear picture of the

community served by Our Lady of Mercy Community Outreach Services (OLMCOS) and a clear

picture of the organization itself.

Our Lady of Mercy Community Outreach Services, Inc. (OLMCOS) was established in 1989 as

a sponsored ministry of the Sisters of Charity of Our Lady of Mercy. Initially serving the areas of

Johns, James, and Wadmalaw Islands, the organization incorporated the Neighborhood House

in Charleston, SC into its structure in 2005. The Our Lady of Mercy Community Outreach is

rooted in the legacy of the Sisters of Charity of Our Lady of Mercy thus participating in Christ’s

mission of love and mercy in accordance with Gospel values and a commitment to systemic

change.

Our Mission

To encourage and support self-sufficiency and self-worth for people in need in our community

through education, wellness and outreach services.

Our Vision

Sharing blessings, building community and providing opportunities for people to change their lives.

Our Values

Compassion Serving with a spirit of charity, love and understanding

Inclusiveness Committing to ensure diversity and acceptance of all people

Dignity Treating individual with respect and honesty in all situations

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Empowerment Achieving results through teamwork and partnership

Integrity Conducting ourselves in a highly ethical manner and serving as good stewards

of our resources

The OLMCOS strategic plan was based on extensive research that consisted of interviews

with staff, volunteers, clients, and those involved with the organization. The heads of

community organizations, donors, clients, and others in the community served by the

organization comprised the list. As part of the research, focus groups were also conducted with

staff and clients. Surveys of volunteers, staff, and board members were also part of the data

gathering. A significant part of the research involved analysis of Census data to form a picture

of the community served and changes over the last decade. A resource analysis determining the

organizations serving the OLMCOS community and the services they provide was an important

part of the picture. The following is a presentation of issues considered by the Committee as

the plan was developed. The plan itself was shaped by the mission, vision, and values of the

organization.

EXTERNAL ASSESSMENT

Johns Island Campus

The islands of James, Johns, and Wadmalaw were the service area for the original OLMCOS

site on Johns Island. The Board believes that there are major aspects of their external

environment that will have a significant impact on Our Lady of Mercy Community Outreach

Services. According to the External Assessment Committee, “These islands are expected to

experience continued growth in the future. New housing and commercial development are in

the construction and planning stages. Most of such development will be housing for the middle

to upper income households.”

Some unresolved issues will probably continue to impact the population of the Islands.

Immigration reform is being debated with the possibility of many differing outcomes. With a

large Hispanic population (including both documented and undocumented individuals), this

issue will have an impact on the clients and services of OLMCOS. Another issue is the extension

of a major highway onto James and Johns islands. While increasing access to city services, the

highway will also bring new residents and business to the area, but the result may be change to

the rural nature so prized by so many. Another major impact could be changes in health care

services by the Affordable Care Act. Health care services of OLMCOS are provided to low

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income clients who lack health insurance. With the provision of insurance to those who

previously lacked it, OLMCOS may need to reassess those services.

In our data gathering process, some surprising facts were uncovered. The location and

much of the focus of OLMCOS has been on the Johns Island area. That’s not to say that

residents of the remaining service area (James and Wadmalaw Islands) don’t receive services,

however, because of location, size, and sheer need, Johns Island residents are the primary

clients. The surprising finding is the amount of need on James Island. There are more poor

people on James Island than on Johns and Wadmalaw islands combined (See Community

Overview, p.16). However, James Island with its large and affluent population tends to

overwhelm the evidence of need, particularly when the below poverty percentage is used as an

evidence indicator. This finding certainly has important implications for OLMCOS and its

services.

Neighborhood House in the Upper Eastside of Charleston

The Strategic Planning Committee identified “a gentrification trend evident in the environs

of Neighborhood House.” This portends an interesting outlook for the Upper Eastside. As a

result of the gentrification movement, many long-time residents may be forced to move. And

businesses may be replacing residencies as businesses seek less costly locations. The current

population of 3,828 is projected to decrease 3% by 2017. The racial mix is 17% white, 79%

African-American, and 4% all others. There is high unemployment with 11% unemployed and an

astounding 48% “not in the labor force.” This population is younger, less employed, and less

white than the population of the service area of the Johns Island campus.

The population served by Neighborhood House is characterized by extreme poverty and a

large homeless population. According to the 2010 Census, the 29403 zip code area has an

astounding poverty rate of 41%. This area extends from Calhoun Street northward to North

Charleston. However, the immediate area surrounding Neighborhood House has an even higher

poverty rate. It is a small but even poorer part of the area north of Calhoun, often called the

Upper East Side. Community organizations that provide shelter and services to the homeless

and the very poor are located there. The demand for Neighborhood House services is greatly

affected by the array of services or termination of services other organizations provide to the

homeless.

INTERNAL ASSESSMENT

According to the Internal Assessment Committee, OLMCOS has highly capable staff and

volunteers. As to facilities, some are new and have capacity for additional use; others are in

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need of renovation. In addition, technology upgrades are sorely needed and could be

considered a recurring expense. Providing quality services is done at significant cost and a cost

that regularly exceeds revenue. This factor means that reserve and investment funds of Our

Lady of Mercy Community Outreach Services must be used to cover the deficit. The Board of

Directors has defined as a goal of its strategic planning process “reaching self-sufficiency.” This

is further defined as operating without deficits.

As part of this process, the committee defined the direct cost of each program operated by

OLMCOS. Costs ranged from a high of over $300,000 for the Dental Clinic to the low cost Food

Pantry and Clothing Center at the Johns Island campus to the Adult Education Program and the

Food Pantry at Neighborhood House. The low cost programs benefit from the many volunteers

that provide support for them.

An important issue has been identified by the staff as “How do we know that what we’re

doing is effective?” The staff further asserts “We want to do what is needed, not just what we

want to do.” This has been a priority for several years. It is a difficult issue, because a small

organization often cannot effect significant change in a community that is very poor. Yet there

is a desire to be sure that the services that are being offered are making a difference. Evaluating

programs will be a critical issue in the strategic plan.

Financial Capacity

An important strategic task determined by the Financial Capacity Committee is how to

achieve annual donation rates higher than those currently being achieved. To address this

issue, the fund raising consulting firm, Corporate DevelopMint was hired to assess development

issues for OLMCOS. The following issues were identified as significant factors in OLMCOS

fundraising.

Fund raising has been centered on special events, which is not the most effective.

Most donors are residents of Kiawah or Seabrook islands. Neighborhood House in

downtown Charleston could be a focus for attracting new donors.

Previous analysis cited the lack of identification of potential donors and the lack of

stewardship of existing donors as an impediment to growth of donor contributions.

A lack of program data has hindered OLMCOS in development of a strong

case for support.

Corporate DevelopMint also developed a fundraising plan for OLMCOS, which is outlined on

page 44 of this document.

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THE PLANNING PROCESS

The consultants, expanded upon the work of the committees by doing in-depth research

through interviews with key leaders, focus groups with clients and staff, and interviews with

program managers. Internet surveys were also conducted with contacts and supporters of Our

Lady of Mercy Community Outreach Services (OLMCOS) and agencies throughout the

Charleston community. The research revealed many strengths of the organization as well as

several opportunities and areas of concern. The primary finding was that OLMCOS is very well

regarded and held in high respect, especially among the many ‘helping organizations’ in the

community. Concerns were expressed about the financial situation and the threat of ‘trying to

do too much’.

The process also involved identifying significant needs in the communities served by Our Lady

of Mercy Community Outreach Services. On the islands the primary needs identified are:

Substance abuse services

Transportation

Programs for teens

Domestic violence prevention

Home repairs and chores

Research on the client population at Neighborhood House suggests the primary needs are:

More shelter space and services for the homeless

More housing options, including short term

Training and employment help

More financial assistance

One stop center to aid in getting needed services and documents

SETTING PRIORITIES

Based on the research and situation analysis conducted by the Strategic Planning

Committee, strategic goals were established. Prior to developing goals for the plan, committee

and key staff held meetings to identify priorities among the programs, based on criteria

established by the Strategic Planning Committee. Underlying the criteria below was the concept

of “doing what’s needed and doing it the best we can.”

The program should meet critical community need

The program should be unavailable elsewhere

The program should help move people out of poverty

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The program should have volunteer support

The program should be cost efficient

In two priority setting sessions – with different groups of staff members and board

members, the same priorities were identified, giving us assurance that the following should be

the priorities for Our Lady of Mercy Outreach Services:

Highest Priority – The Dental Program

2nd Priority – English as a Second Language (ESL) and GED

3rd Priority – Soup Kitchen at the Neighborhood House

4th Priority – Direct Services at both Locations

GOALS AND OBJECTIVES

The Goals and Objectives of Our Lady of Mercy Community Outreach were chosen by the

Strategic Planning Committee based on the research findings, chosen priorities, and the

indicated principles of our vision as incorporated in systemic change.

Goal 1 We will know our clients.

Rationale: OLMCOS will develop and maintain an accurate data base and profile of its

primary clients. Accurate data are needed to provide for funders and to develop

appropriate plans and programs.

Objectives:

Identify and develop a policy outlining required client information for each

service.

Clarify and develop a policy outlining eligibility for each service, including

financial eligibility.

Identify software and technology needed to implement agency wide client

service application and units of service.

Develop agency wide protocol for client intake and referral.

Develop protocol for tracking and analysis of data.

Goal 2 We will promote systemic change in our clients and programs.

Rationale: The mission of OLMCOS is to encourage and support self-sufficiency and self-

worth for people in need in our community through education, wellness and outreach

services. Services will be delivered in a way that empowers clients to reach an increased

level of sustainability.

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Objectives:

Review all services and assure alignment with Mission, Values, Vision and

Founding principles.

Develop a plan of correction for those services that do not promote

empowerment of clients.

Research and identify best practices for increasing client self-efficacy.

Develop educational plan for staff volunteers and donors on service philosophy.

Develop a marketing campaign highlighting success from participation in

programs.

Goal 3 We will collaborate with other organizations in the community.

Rationale: OLMCOS will collaborate with other organizations to provide needed and

improved services. We will build on our existing collaborations with organizations and

programs and our history of bringing organizations together.

Objectives:

Using the strategic plan as a foundation, facilitate a conversation with other

organizations on the unmet needs of the service area.

Develop a unified approach to unmet needs.

Develop a plan of action to increase conversations among partner organizations

including staff and board members.

Identify group projects to be planned and implemented by partner

organizations. ( for example join resources to organize and conduct a community

needs assessment in 3 years, work together on a joint grant).

Continue to provide leadership and support for the Sea Islands Interagency

Committee. Identify similar opportunities for the downtown service area.

Goal 4 We will advocate for and on behalf of the community we serve.

Rationale: The community has extensive needs and OLMCOS is in a position of being

able to bring organizations together to advocate for the community.

Objectives:

Identify opportunities around advocacy for clients and/or community.

Identify best practices on advocacy services.

Develop an advocacy plan with input from clients and community

Identify funding strategies for advocacy work.

Clearly define the boundaries for advocacy services.

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Goal 5 We will manage resources efficiently and effectively.

Rationale: The ongoing constraints of the budget means that to continue to operate at

a high level, programs must be managed in the most efficient way possible. Effective

management means we will create measurable outcomes to determine the significance

of programs in meeting the mission of OLMCOS.

Objectives:

For each service, identify outcome measures that indicate that movement

towards positive goals is achieved.

Develop customer satisfaction tools for each service.

Identify or develop measurement tools for each service.

Develop an implementation plan and timeline for collecting outcome measures.

Develop plan to track and analyze outcome measures and customer satisfaction

results.

Assess services/programs annually to incorporate any enhancements needed as

a result of analyzing outcome measures and customer feedback.

Develop a strategy to review units cost of services and benchmark with similar

programs.

Periodically research and identify best practices for services and determine if

appropriate and affordable to integrate into our current services and programs.

Identify professional training needs for staff targeting improved efficiency and

effectiveness and develop an implementation plan with outcome measures.

Increase use of volunteers and interns as an extension of staff and to increase

reach to clients.

Develop and implement capital replacement plan and schedule for organization.

Goal 6 We will increase resources.

Rationale: OLMCOS will focus on increasing its resources through a sustained program

of development to promote and sustain OLMCOS.

Objectives:

Develop a comprehensive annual development plan for each fiscal year including

strategies, milestones and evaluation criteria.

Develop, implement and measure a planned giving program.

Develop and implement protocol for development committee to conduct an

annual assessment and review of the development activities.

Identify and set specific financial goals for each development activity.

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Develop, implement and evaluate comprehensive annual marketing plan.

Develop specific plans to increase in-kind donations for food programs as well as

other services.

Annual review to identify opportunities to reduce expenses.

Develop and consistently implement plan to address suggested donations for

services and programs.

Goal 7 We will develop an innovative volunteer program.

Rationale: OLMCOS will develop an innovative, state of the art volunteer program to

increase the number and roles of our volunteers and to promote their engagement with

OLMCOS and its mission.

Objectives:

Research and Identify best practices to evaluate and incorporate into volunteer

program

Increase active volunteers by 5% each year

Develop needed tools to support a high functioning volunteer program

Develop and implement plan to provide for ongoing training for volunteers

Identify opportunities for self-directed volunteer teams to engage in the work of

the organization

Develop a marketing campaign to increase visibility and to support recruitment

of volunteer program

Develop and implement an annual satisfaction survey to use for quality

improvement purposes.

These goals and objectives reflect the organization and its sense of what it wishes to

accomplish. The success of implementing this plan and meeting the outlined objectives will

depend on the implementation strategy adopted and a necessary emphasis for a realistic

timeline and fixing accountability to appropriate staff and/or programs. Guidance for

adjustments to the set path will be provided by the organization’s mission, values, and vision.

These are clearly stated and provide a sound direction for the future of Our Lady of Mercy

Community Outreach Services.

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Make ye no little plans, for they have no power to move men’s minds.

Old Adage

INTRODUCTION

Without a vision, the Book of Proverbs tells us, the people perish. With a vision, people and

their social institutions thrive. Strategic planning is the process of building a vision and

assembling the means to carry it out. A comprehensive strategic plan involves an examination

of the broader society and the organization’s place within it. In this process, we examine the

economic, social, and political environment that is becoming increasingly complicated, full of

changing opportunities and unpredictable pressures. To function and succeed in this changing

community, the organization must be prepared internally for its job. Strategic planning

examines all aspects of an organization’s life: its programs and services, its clients and

employees, and its finances and organization.

Our Lady of Mercy Community Outreach Services, Inc. (OLMCOS) was established in 1989 as

a sponsored ministry of the Sisters of Charity of Our Lady of Mercy. Initially serving the areas of

Johns, James, and Wadmalaw Islands, the organization incorporated the Neighborhood House

in Charleston, SC into its structure in 2005. The Our Lady of Mercy Community Outreach is

rooted in the legacy of the Sisters of Charity of Our Lady of Mercy thus participating in Christ’s

mission of love and mercy in accordance with Gospel values and a commitment to systemic

change.

Our Mission

To encourage and support self-sufficiency and self-worth for people in need in our

community through education, wellness and outreach services.

Our Vision

Sharing blessings, building community and providing opportunities for people to change

their lives.

Our Core Values

Compassion………………..… serving with a spirit of charity, love and understanding

Inclusiveness………………….committing to ensure diversity and acceptance of all people

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Dignity……………………………treating individual with respect and honesty in all situations

Empowerment……………….enabling individuals to develop additional skills and capabilities

Collaboration……………….…achieving results through teamwork and partnership

Integrity…………………………conducting ourselves in a highly ethical manner and serving as

good stewards of our resources

The organization is governed by an eighteen member Board of Directors and managed by

Jill Jackson Ledford, Executive Director. The Sisters of Charity of Our Lady of Mercy retains some

reserved powers over the organization and its management. While religious in its founding, all

services of Our Lady of Mercy Community Outreach Services are provided on a non-sectarian

basis.

COMMITTEES AND THE PLANNING PROCESS

Our Lady of Mercy Community Outreach has defined the goal of its strategic planning

process as “reaching self-sufficiency.” This definition evolved from an ad hoc committee of

board members that identified key planning issues and outlined a general approach to

planning. The first planning issue was to define current values and mission. This was the

foundation for the organization’s focus for the future. The second planning issue addressed the

external environment, including the issue of future client needs. The third planning issue was to

assess the capacity and capabilities of the staff and volunteers of Our Lady of Mercy Community

Outreach. The fourth planning issue was to evaluate the financial capacity and revenue

potential of the organization.

The process has moved the organization forward in its ability to concretely define its path to

financial stability and program efficacy. Four planning groups were formed to address each

planning issue. The chairmen of the committees formed the Strategic Planning Committee that

oversaw the planning process under the leadership of Andy McKenna. Significant progress was

made by each committee in meeting its objectives. Katherine Duffy, a local community

consultant who had worked previously with Our Lady of Mercy in strategic plan development in

2005, was engaged to coordinate the work of the committees, conduct additional research, and

develop the formal document.

Vision, Mission, and Values Committee

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Vision, Mission and Values statements provide the foundation for the organization and

focus for its direction. Bert Hefke, Chairman of the Values and Mission Committee conducted a

review of past mission, vision, and value statements of the organization. Board and staff met to

discuss vision, mission and values as a clear, succinct and meaningful statement of

medium/long term goals and objectives, considering OLMCOS targets for the future. They

reviewed best practices and created benchmarks from notable nonprofits, as well as surveying

the board and staff. Representatives of the Sisters of Charity of Our Lady of Mercy, founders of

the organization, were involved throughout the process. The final result, as in the introduction

to this document, was reached as a unanimous conclusion on a new mission statement,

grounded in encouragement and providing a path for individuals to self-sufficiency and self-

worth. This was an inspirational experience for all involved.

External Assessment Committee

An assessment of the community is essential to an organization dedicated to serving the

people who live in that community. James Ramich and the external assessment committee

began that process by examining the demographic changes that had taken place since the last

strategic plan that was developed in 2005. They also surveyed organizations on the islands to

see if there were recent assessments of community needs. In addition, the committee reviewed

the work of other nonprofit organizations like Cincinnati Works, and the Sisters of Charity of

Our Lady of Mercy Listening Survey with clients. The results of a brain storming session

correlated closely with the needs of low income communities elsewhere. Many of the needs

identified through this process are already important services of OLMCOS. Other community

organizations offering similar health, education, or direct services in the service area of

OLMCOS are outlined in the resource table in the Appendix.

There were other needs identified for the broader community such as: substandard

housing; job training and placement; legal assistance; and transportation. However, these

demand a much broader community response, and they are not needs which OLMCOS can

currently and adequately address. Demographically, it appeared that the islands would

continue to experience significant growth, which could be fueled by immigration and the

development of the 526 highway. The immediate service of the Neighborhood House, the

upper peninsula of the East Side, may see decreased growth by 2017. Its population is poorer

and less white than the population of the islands served by the James Island Campus. In this

document, we often refer to downtown Charleston zip code 29403, which is a more extensive

than the immediate Neighborhood House area, and comprises the population extending from

Calhoun Street northward to North Charleston.

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Demographic Population Statistics for the OLMCOS Service Area

Indicator Johns Island

(29455) James Island

(29412) Wadmalaw

(29487)

Downtown Charleston

(29403)

Population 20,478 35,850 2,725 20,818

Hispanic 1,841 (9%) 395 (1.1%) 72 (2.6%) 393 (1.8%)

Non-Hispanic White 13,943 (68.1%)

29,183 (81.4%)

1228 (45.1%) 9,046 (40.9%)

Non-Hispanic Black 5,025 (24.5%) 5,450 (15.8%) 1,428 (52.4%) 12,407 (56%)

Median Age 44.2 37.7 48.5 27.7

Percent HS Graduate or Higher 88.2% 91.8% 85.2% 81.6%

Median Household Income $57,196 $57,389 $50,263 $25,846

Individuals below poverty 15.2% 10.4% 12.4% 40.7%

Significant Findings

The population of James Island is part of the service area of the Outreach on Johns

Island and has the largest population.

The Hispanic population is most significant on Johns Island and is close to 10% of the

Island’s population. While a significant percentage of that population may be

undocumented, the Census still is supposed to include them, as all who reside in the

United States must be counted. However, this means that the percentage may be

greater as some undocumented individuals may still not be counted.

Downtown Charleston, zip code 29403, has the largest African American population and

the youngest population of the OLMCOS service area. It is also by far the poorest

community in the service area.

COMMUNITY OVERVIEW

The information outlined in this section examines important social indicators and

demographic data from the OLMCOS service area. This area extends through James Island,

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Wadmalaw, parts of peninsular Charleston (upper Eastside and zip code 29403), and Johns

Island. The following data features changes that have occurred in the population from 2000 to

2010. The analysis is based primarily on data gathered from the decennial (2010) U.S. Census.

The information presented forms a comprehensive picture of population statistics from the

service area. The comparison stems from the 2005 Our Lady of Mercy Community Outreach

Strategic Plan. There is a lack of comparable information from 2000 for downtown Charleston

zip code 29403 as the Neighborhood House was not part of Our Lady of Mercy Community

Outreach Services (OLMCOS) at the time.

Charleston County experienced a 13% increase in population from 309,969 in 2000 to 350,209

in 2010. On Johns Island, the population increased 50% from 2000 to 2010. Wadmalaw saw an

increase of 5%, and James Island increased 12.3%. However, the Charleston area comprising zip

code 29403 saw a loss of 11% population in the same decade.

A significant indicator of poverty is the number of female single parents with children under

18. Johns Island saw a significant increase of 76% for this indicator, from 222 in 2000 to 391 in

2010.

On James Island in 2000, there were 785 single female households (6% of the population); this

number has decreased to 717 in 2010. Wadmalaw also experienced a slight decrease from 61

households (6.4% of the population) headed by a single female with children under 18 in 2000,

to 57 in 2010. The Charleston area comprising zip code 29403 had 982 households with single

female parents in 2010— representing 10.8% of the population.

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400

600

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1000

1200

John's Island James Island Wadmalaw Charleston (29403)

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Single Female Parents with Children Under 18 in OLMCOS Service Area

2000 2010

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HOUSING

The number of people on Johns Island living in mobile homes has increased significantly. In

2000, 967 families occupied mobile homes. This number has grown to 1,523 in 2010

representing a 57% increase. In 2000, 344 families on James Island lived in mobile homes, 355

on Wadmalaw. In 2010, these numbers have decreased to 329 and 284, respectively. The zip

code 29403 area of Charleston had 97 families living in mobile homes on 2010.

Median gross rent has increased on Johns Island, going from $548 in 2000, to $770 in 2010,

a 41% increase. The median rent on James Island in 2000 was $748 and increased to $1,075 in

2010. Rent in Wadmalaw also increased in the past decade, rising from $595 to $771 on

average per month. Charleston residents in 29403 had median gross rent of $771 per month in

2010.

INCOME

Household income includes the income of the householder and all persons 15 years old and

over in the home, whether related to the householder or not. Since many households consist of

one person, average income is usually less than average family income. Family income is the

combined income of all members 15 years old and over in a family, summed and treated as a

single amount. Per capita income is the average income computed for every individual. The

following table illustrates the income differences in the service area.

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John's Island James Island Wadmalaw Charleston (29403)

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Change in Median Gross Rent in OLMCOS Service Area

2000 2010

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Per Capita Income in the OLMCOS Service Area

Service Area 1999 2010 Percent Difference

John’s Island $30,244 $37,656 24%

James Island $26,767 $37,656 40%

Wadmalaw $35,937 $30,197 -16%

Charleston (29403) $19,110

Poverty-stricken households are those that earn less than $10,000 annually. On Johns

Island, the number of households living in poverty has decreased from 458 in 2000 to 440 in

2010. The 2000 Census showed that there were 1200 households on James Island with an

annual income less than $10,000 and 184 on Wadmalaw. In 2010 those numbers had decreased

to 1,146 and 67, respectively. For the area of Charleston in zip code 29403 alone, there are

2,236 households in poverty.

Households in the OLMCOS Service Area with <$10,000 Annual Income

Service Area 2000 2010 Percent Difference

John’s Island 458 440 -4%

James Island 1,200 1,146 -5%

Wadmalaw 184 67 -64%

Charleston (29403) 2,236

Family income is also examined as a significant indicator of poverty level, as it is generally

greater than household income. In 2010, 2.9% or 163 families in Johns Island had annual

incomes less than $10,000. On James Island, 2.7% or 227 families live in poverty while in

Wadmalaw, 1.3% (9 families) do. In Charleston zip code 29403, almost a fifth of families live in

poverty, at 21.8% or 809 families.

The median family income in the service area has generally increased across categories. In

2000, Johns Island had a median family income of $45,463. In 2010 that number increased to

$70,096. James Island also increased significantly from $57,604 in 2000 to $76,250 in 2010.

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Wadmalaw median family income also rose from $42,368 to $66,066. The median family

income in the zip code area of Charleston is significantly less than all other service areas, at

$29,375 in 2010.

In 1999, 12.5% of the individuals comprising Johns Island population were living in

poverty; in 2010 that number increased to 15.2%. James Island also experienced an increase

in poverty level from 9% in 1999 to 10% in 2010. Wadmalaw saw a significant decrease from

20% in 1999 to 12% in 2010. The zip code area 29403 has an astounding rate of poverty

incidence among individuals in 2010 at 41%. The entire City of Charleston experienced

20.7% of residents below the poverty level in 2009, while the whole state experienced

poverty at 22.4% in the same year (see poverty maps that follow).

$0

$10,000

$20,000

$30,000

$40,000

$50,000

$60,000

$70,000

$80,000

$90,000

John's Island James Island Wadmalaw Charleston (29403)

Inco

me

in D

olla

rs

Change in Median Family Income in OLMCOS Service Area

2000 2010

21

22

EDUCATION

A significant education indicator is the number of individuals whose highest level of

education is going to grades 9 through 12, but not receiving a diploma. Going through 12 grades

of school, but not receiving a diploma is a significant predictor of decreased life chances.

On Johns Island, 14.1% of the population or 1,362 individuals went to high school, but did

not receive a diploma. In 1990, there were 1370 individuals in that category. In 2000, a

dramatic decrease had occurred (close to 44%) with 770 in that group. On James Island, 2,055

individuals (6.4% of the population) attended high school but did not receive a diploma. That

number was down less dramatically as it decreased from 2340 to 2055 (12%) than that on Johns

Island. On Wadmalaw In 1990, there were 284 individuals and 297 in 2000 that attended high

school, but did not receive a diploma. The following statistics illustrate the percentage of the

population that attended high school – but did not receive a high school diploma:

Service Area Zip Code Percent without HS diploma

Johns Island 29455 5.7%

Wadmalaw Island 29487 10.1%

James Island 29412 6.4%

Charleston (29403) 29403 13%

In our service area, only the Charleston area of 29403 has a higher level of population attending

high school, but not receiving a diploma than is average for the state at 10.3%. Nationally, the

average is 8.2%.

HISPANIC POPULATION

On Johns Island, the variable “those who speak a language other than English at home” are

assumed to be Spanish speaking. The following information describes those who sometimes or

always speak Spanish at home. It does not include those who speak Spanish only at school or

work, or those limited to a few expressions in Spanish.

On Wadmalaw, Spanish is spoken in 3.8% of the households or 36 households. On James

Island, 3.5 % of households are Spanish speaking, but that represents 471 households. The

estimate for Johns Island is 383 households. In Charleston County, 3.1% of residents speak

23

Spanish at home. Of these, 55% speak English very well, 17% speak English well, 17% speak

English not well, 11% don't speak English at all.

A linguistically isolated household is one in which all members 14 years old and over have at

least some difficulty with English. On Johns Island 37.6% of Spanish speaking households are

linguistically isolated. Statistics show that there are 144 households in which all members 14

years old and over have difficulty with English. There are 16 linguistically isolated households

on James Island and 2 on Wadmalaw. In the zip code 29403 area of Charleston, 3% of

households are isolated (see map of Hispanic population that follows).

0%

1%

2%

3%

4%

5%

6%

7%

8%

John's Island James Island Wadmalaw Charleston (29403)

Per

cen

t

Spanish Speaking Households in OLMCOS Service Area

24

HEALTH

Lack of health care coverage presents particular risks for those who have no third party

coverage. In general, they tend to use emergency room care when they become sick and they

are usually sicker when they are seen. Certain emergency room visits are considered potentially

preventable by appropriate outpatient care. These are called ambulatory care sensitive

conditions (ACSC). They range from uncontrolled asthma, diabetes, and hypertension to

pneumonia, severe urinary tract infections, and dehydration.

A 2003 study of emergency room visits of area residents’ ages 18 to 64 revealed a

community with significant differences among racial groups. An astounding statistic was that

those in the “Hispanic and Other” category had 56% of their emergency room visits categorized

as ambulatory sensitive. This suggests that they may have less access to ambulatory or primary

care than other residents. The percentages were 19.5% for whites and 22.9% for African

Americans. The average for Charleston County was 15.2%. A major finding was that Medicaid

25

patients tended to go to the emergency room for ambulatory sensitive conditions more

frequently than those with other means of payment or no payer at all.

Emergency Room & ACSC Visits for the OLMCOS Service Area, 2012

Fund Source Johns James Wadmalaw Charleston (29403)

# % ACSC # % ACSC # % ACSC # %ACSC

None 229 1.8% 316 1.8% 39 1.8% 689 2.0%

Medicare 49 0.7% 86 0.7% 23 1.2% 149 1.0%

Medicaid 212 2.7% 294 3.0% 53 3.8% 870 3.3%

Insurance 182 1.4% 308 1.3% 24 0.9% 204 1.10%

Total 672 1.7% 1,004 1.6% 139 1.7% 1,912 2.0%

AFFORDABLE CARE IMPACT ON FREE AND INDIGENT CLINICS IN SC

In March 2010, President Obama signed the Affordable Care Act (ACA) into law. It makes

major changes in four basic areas; insurance company liability, lowering costs and improving

quality, increasing access and choice, and patient rights and consumer protections. Many of its

provisions intend to benefit individuals through preventative services coverage without cost

sharing, Medicaid expansion, and insurance market reforms including no rating on heath or

limits on age rating.

Under the ACA, those who will remain uninsured are:

Medicaid eligible and not enrolled

Undocumented immigrants

Naturalized citizens in the U.S. < 5 years

Those who choose to pay penalty rather than acquire insurance

Citizens without documentation

26

The percent of the uninsured population in Charleston County in 2010 was 19.8%, or almost a

fifth of the population. Through ACA, many currently uninsured clients of free health clinics

may need assistance to transition into a health exchange program. Even though South Carolina

has chosen not to expand its Medicaid coverage, there remains a significant population that is

currently eligible, but not enrolled.

Conclusion

Statistical indicators are a great source of information about the population and the

differences between and among various communities. The following document the primary

findings from the research. These were used by the consultants to provide a base for further

research on the needs in the community.

SIGNIFICANT FINDINGS FROM THE STATISTICAL RESEARCH

The number of single female-headed households is increasing in the area. This suggests

a growing problem for the community, as this indicator is a major predictor of poverty

and family problems.

The number of individuals whose highest level of educational attainment is going

through the 12th grade, but not receiving a diploma has declined significantly on Johns

Island since 1990. However, the low level of education remains a problem—particularly

in zip code 29403 of downtown Charleston, which exceeds the average for the state and

the nation.

Access to appropriate health care is a significant problem for the Hispanic population

and the elderly population.

An examination of the data in this analysis, suggests that there are significant problems

on James Island. These include poverty and single-female headed households.

The degree of poverty in the population served by the Neighborhood House is extreme.

While there are many providers serving that population, the need is greater than their

ability to provide support.

The percentage of the population with annual incomes less than $10,000 has declined

significantly, particularly on Wadmalaw Island.

The Process

The consultants expanded upon the work of the committees by doing in-depth research

through interviews with key leaders, focus groups with clients and staff, and interviews with

key staff. Internet surveys were also conducted with contacts and supporters of Our Lady of

Mercy Community Outreach as well as agencies throughout the Charleston community.

27

SIGNIFICANT FINDINGS FROM COMMUNITY RESEARCH

The development of a strategic plan includes an analysis of the strengths and weaknesses of

an organization. This understanding helps identify the areas that can help or hinder the success

of Our Lady of Mercy Community Outreach Services (OLMCOS) as it charts a course to achieve

its vision. The research conducted by Katherine Duffy and Associates included input from

employees and stakeholders as to perceptions of the strengths and weaknesses of OLMCOS.

Analyzing the threats and opportunities that exist and can affect the OLMCOS is important

in developing a vital strategic plan. The following are summaries of the opportunities and the

threats –which can sometimes comprise opposite sides of the coin.

Access Health; this is a program sponsored by the Duke Endowment in concert with the

South Carolina Hospital Association and Roper Saint Francis Healthcare (RSFH). Its

purpose is to coordinate health care providers and increase access to health care. As a

provider of health services, the Wellness House on Johns Island is in a position to benefit

from the increased coordination and – possibly – available grant funding.

RSFH and Population Health; hospital systems are undertaking community needs

assessments, which also entail the obligation to improve aspects of the health of the

Strengths Weaknesses

Excellent staff and volunteers Financial Situation

Great reputation Inconsistent volunteer help

Established donor base Wide range of services could lead to loss of focus

Connection with Sisters of Charity of OLM Diminished connection with Sisters of Charity

Well Managed Physical Condition of Neighborhood House

Trusted by Hispanic Community and population

of the Neighborhood House service area

History of the Neighborhood House and its

connection with the Catholic community

28

population. As part of RSFH’s community services, OLMCOS has an opportunity to build

on its association with the hospital system and further develop its health care role.

Possible collaboration with Barrier Islands Free Clinic; The Barrier Islands Clinic is located

in close proximity to the Johns Island Campus and is also sponsored by RSFH. Both

providers serve the same population, thus there is an important opportunity for

collaboration. In addition, the Wellness House has a spacious facility, while Barrier

Islands is frequently limited for space. This may present another opportunity for

collaboration.

The Affordable Health Care Act is just being implemented. Its impact on health care

provided by OLMCOS is not known, but a review of its implementation and the local

outcome needs to be carefully followed.

Charleston County School District (CCSD); Adult Education in CCSD sponsors the GED

program at the Johns Island Campus by providing the teacher and textbooks. CCSD also

provides GED and English as a Second language (ESL) at other sites in the Charleston

Community and provides a small stipend to OLMCOS for the ESL program on Johns

Island. There may be a possibility to expand the role of CCSD in the ESL program at the

Johns Island Campus

Immigration Reform; while legislation on immigration may or may not be enacted, the

possibility to have a major role in immigration issues must certainly be considered by

OLMCOS. The trust of the Hispanic community for Our Lady of Mercy Community

Outreach Services means that the organization could play a primary role in a changing

process.

Population growth; the population of Johns Island and peninsular Charleston is

increasing, bringing people of means to the area. On peninsular Charleston, population

growth in the service area of the Neighborhood House has the potential (through

gentrification) of displacing the low income residents. On the positive side, the growth

of higher incomes may also be an increasing means of support for both sites.

Needs Assessment

The external assessment committee identified many community needs through its process.

The consulting group identified needs through its research process targeting clients, residents,

and agencies. The following emerged through a frequency analysis of comments throughout

the process. Some were identified through a request for what was considered to be

community needs. Clients at both locations were also asked to address their specific needs.

29

Needs in the Community Needs of OLMCOS Clients

Substance Abuse Services

Transportation

Programs for Teens

Domestic Violence Education

Child Care for those Under 18 Months

Home Repairs

Health Education

Socialization Activities for Adults

Services for Those who are Homeless

More Shelter Space

Safety Lighting in the Park

More Housing Options – Including Short Term

Training and Employment Help

More Financial Assistance

One Stop Center

Breakfast and Weekend Meals

Transportation

Day Care for Other than ESL Students

Exercise Classes

Classes and Activities for Teens

More Appointments at Barrier Island Clinic

More Adult Enrichment Classes

More Options and Flexibility for Class Times

More Financial Assistance

Showers for the Homeless

More Clothes for Men

Night Time GED

Senior Care

Chore Assistance

Medicare Receptionist at Wellness House

Case Manager for Neighborhood House Clients

Social Worker for the Hispanic Population

The primary unmet needs that emerged for our community research in 2013 closely mirror

those identified in the 2005 OLMCOS strategic plan. The similarity of community needs for

almost a decade is striking and pertains solely to the islands served by OLMCOS in 2005.

Neighborhood House was not part of that process at that time.

Needs in 2005 Needs in 2013

Youth recreation services Addictions counseling Domestic violence prevention Job training Transportation Housing repair

Substance abuse services

Transportation

Programs for teens

Domestic violence prevention

Home repairs

Research on the client population at Neighborhood House suggests the primary needs are:

More shelter space and services for the homeless

More affordable housing options, including short term

Training and employment help

More financial assistance

One stop center to aid in getting needed services and documents

30

Domestic Violence

The issue of domestic violence on the islands was prominently cited on surveys and in focus

groups. It was also brought to the consultant’s attention by a city of Charleston policeman who

identified it as a key concern; he was trying to bringing it to the attention of the community by

having counselors from Charleston Center (substance abuse prevention) address the Hispanic

community on the danger of substance abuse and the connection with domestic violence.

According to the Lieutenant, when called to the scene of a domestic disturbance (usually fueled

by alcohol) he arrests the perpetrator. If he is undocumented, he most likely will be deported,

leaving behind a family without a provider.

Research on the issue of domestic violence on Johns Island revealed some startling figures

for the Johns Island community. The figures below were supplied by Charleston County

Sherriff’s Department:

Incident types 2011 2012 2013

Domestic calls 23 113 305

Domestic reports written

13 77 145

In response to the escalating number of domestic violence reports in the city and county of

Charleston each year, local officials instituted the Charleston County Criminal Domestic

Violence Court. The court is responsible for handling all incidents of domestic violence

specifically within Charleston County, and its development was largely done to speed the

conviction and punishment of those who had taken violent action against a spouse or other

loved one.

The court has seen domestic violence rates rise during the time that has ensued since its

creation, with roughly 70 more cases year over year over the past three years. That's a

significant number of new cases, especially in a county where domestic violence offenders can

be specifically tried and punished by a court dedicated to the crime. Local officials are hoping

that the court's swift action against offenders will, over a longer period of time, help to push

the trend down and reverse the escalating number of cases each year.

The figures for Johns Island certainly reveal the significance of the problem in the

community. And the special case of domestic violence for undocumented Hispanics shows how

the situation with resulting deportation can cause a crisis in the family and community.

31

RESEARCH QUESTIONS

Specific questions were posed to the consultant requiring further analysis and were

subsequently addressed by Katherine Duffy and Associates:

1. Is the availability of affordable day care a major constraint for our client base to find

appropriate employment? Thus, is there a need? And is that need filled elsewhere?

Child care is an important aspect of poverty relief in the Johns Island Campus service area,

because many parents find themselves in low-income positions or working long hours, and

have trouble affording quality child care. However, there are 92 child care facilities in the

Charleston area (including John’s Island, James Island, Wadmalaw, and City of Charleston)

approved by the South Carolina Office of Child Care Services; many of these facilities also offer

reduced or affordable fees for child care.

Further, the South Carolina Department of Social Services has initiated the ABC Child Care

Program, which is a statewide system of delivering child care services under federal grants. The

program works on vouchers, where those struggling to afford child care under the poverty line

can obtain vouchers for payments to providers so parents can work. The ABC program also

works to improve programs throughout the state, to make them more available and affordable

to low-income families.

Cost of Child Care in South Carolina

Types of Care Expense

Average annual fees for full-time care in a center

Infant $5,855

4-year old $5,455

School Age Child $2,995

Affordability (cost of full-time child care as a percent of median income)

Infant in center, percent income for Married Couples 8%

Infant in center, percent income for Single Mothers 28%

32

While the need for child care in South Carolina is an important social indicator, especially for low-income families, there are a great number of centers and child care opportunities in the Charleston area that are approved by the state and can potentially be utilized by clients of the Outreach services through referral. There also could be an opportunity for an individual to open an in-home child care service for a small number of children. These home care services are not subject to the same regulations and requirements as providers to the general public.

2. Is there a need for an after school program in our service area? Thus, are other programs available? If so, do they meet the needs of our client base? On Johns Island, St. John’s Community Education provides ‘Kaleidoscope’, an after school

day learning program. While there is a charge for the program, there are scholarships available

for those in need.

On peninsular Charleston, CCSD offers after school programs through neighborhood

schools. They operate on the same basis as the Johns Island schools. Through the school

system there are a myriad of after school programs. In addition, St. Matthews Lutheran Church

also offers enrichment after school programs for youth in downtown Charleston.

While there are many programs available, the majority charge a fee – although scholarships

are available. Thus, a major advantage of the program on the Johns Island Campus is that there

is no charge (this was expressed in an interview with a client as a major factor). Further, the

faith-based foundation of the organization adds uniqueness to its programs and services for

youth.

3. Is there a need for expanded GED education? Thus, what other programs are available in our

service area and how do they meet the community need?

The GED program on the Johns Island Campus is the only one on the islands. There may be a

need for an evening program; however, CCSD Office of Adult Education provides funding for

GED preparation. Currently, there are no funds available for an additional program. Downtown

Charleston has many GED programs available. These include Trident Literacy, St. Matthews

Lutheran Church, programs in the elementary schools, Crisis Ministries, and St. Julian Devine

Community Center. There is also an evening program available in West Ashley.

4. How much demand is there for additional dental service for the poor of the island

community? Thus, do we need to extend hours to meet unmet need?

There are about 4 to 6 people a month who cannot receive emergency dental care at the

clinic. The emergency clinic is open to all, regardless of residence or financial status. Regular

care is provided by appointments and the demand seems to be met in this area.

33

There is a walk-in clinic at MUSC Dental School that could provide emergency care to those

not in the service area of the Johns Island site. There is a nominal charge for those services.

Thus, if dental care were to be limited to the service area, there may not be a need to turn

away patients for the emergency clinic.

5. Is there a need for older adult services in the existing service area? Thus, what services are

currently available? Are they full and is there an unmet need?

In the service area for Neighborhood House and the Johns Island Campus, there is a high

percentage of older adults, and they often have a myriad of needs. According to a needs

assessment by the Trident Area on Aging, seniors need medical and general transport, senior

center activities, help with home repairs, fitness program, meals, and supervision. The agency

also reports that South Carolina ranks 2nd in the nation for hunger in the senior population.

On Johns Island, Sea Island Comprehensive Health Care Corporation offers a variety of

services. These include adult day care and a ‘Caring at Home’ program for individuals unable to

perform daily activities. They also provide daily activities for seniors. Currently, they have about

20 individuals enrolled in their senior program, and they could care for 45. Funding for the

programs is provided through Medicaid, grant funds, and Community Long Term Care.

Wadmalaw Community Center has a senior care program and special events for the elderly.

There is also a Sea Islands Meals on Wheels program.

The Charleston Area Senior Citizens Center (CASC) serves downtown Charleston as well as

the islands. The Center provides a food pantry, benefit bank and commodity box program, and

assists homeless and poor seniors. It also has an economic security center for those 55+ and

there are no income guidelines. Meals on Wheels is run by the Center (CASC). In 201, 123,600

meals were delivered in the area; 10,295 were served at the Center and 10 meals delivered to

the Johns Island and Wadmalaw area. In its last report there were over 200 names on the

waiting list for delivered meals. St. Julian Devine Community Center also provides exercise and

enrichment classes for senior citizens. Respite care (support for caretakers) is provided at St.

Mathews Lutheran Church. There is a fee of $25 that includes breakfast, a snack, lunch, and

activities.

Considering that South Carolina is ranked 2nd for hunger in the senior population, also that

there is a waiting list for area Meals on Wheels programs, and that community assistance to the

elderly population has been constrained by the focus on children, there appears to be a real

need for assistance in providing meals for the elderly.

6. Should we expand our ESL program? Who else in our community provides such a service? Is

there an unmet need?

34

On Johns Island, the ESL program appears to meet current demand for English instruction.

There is further demand for services from the Ravenel/Hollywood area who want to attend

classes at the Johns Island Center (5-6 people per trimester). Also, there may be a need for

increased child care for the evening program, as sometimes clients aren’t able to attend class

because the child care program is at capacity. In the city of Charleston, St. Mathews Lutheran

Church appears able to meet the demand for ESL classes.

7. At the current time, based on proposed immigration legislation, can we reach any conclusions

about the likely impact on any clients that may be undocumented?

While there is no current immigration legislation, we can assume that if laws are passed, it

is likely that one requirement will be that the immigrant must learn English. Thus we could

expect an increased demand for our ESL program. There may also be a greater burden on the

teachers as their assistance is sought on navigating issues raised by the law. In the Charleston

area there is a lack of accessible immigration attorneys. Catholic Charities currently has one

bilingual immigration attorney and the demand is so high that it is often impossible for people

to get appointments. As a result of this high demand, many people, often posing as lawyers,

have had the opportunity to take advantage of immigrants and capitalize on their desire for

legal status. Even when someone is eligible for a program such as DACA, their inability to pay

the exorbitant legal fees often leaves them unable to take advantage of their rights. As a result,

immigration assistance has become inaccessible to immigrants of low socioeconomic status.

There is an overwhelming need for high quality, low cost, trustworthy legal aid for immigrants

in the Charleston area. The following are issues commonly faced by immigrants – including

undocumented immigrants – in our community:

Legal immigrants in SC get government benefits if they meet income requirements and have a

green card proving their lawful permanent status for five years. Otherwise they must fall into

one of the following groups: refugees /those with asylum status; Cubans or Haitians who meet

certain rules; domestic violence victims with a Violence against Women Act application

pending; or certified victims of human trafficking.

Undocumented Immigrants can get benefits for a child who is a US citizen. Non-applicants do

not have to give information about their immigration status when applying for benefits for their

child. These are: SNAP, Medicaid, TANF, SSI, and housing benefits.

Work Issues Undocumented workers are vulnerable and often exploited. They are often

victims of unpaid wage, dangerous conditions, discrimination, and labor law violations.

Commonly they are denied minimum wage and overtime protection, the right to health or work

benefits, workers compensation, and discrimination.

35

Driving Issues In South Carolina, undocumented are denied drivers licenses with the exception

of DACA (Deferred Action Childhood Arrivals) which allows immigrants under 30, with certain

restrictions, to get a license. In SC, a police officer can ask for proof of legal documentation if

they have “reasonable suspicion” that the driver is in the country illegally. This could lead to

deportation.

INTERNAL ASSESSMENT COMMITTEE

An assessment of the capabilities and available resources is essential to charting a course

for the future of Our Lady of Mercy Community Outreach Services. Under the leadership of

Frank Cassidy, the Capacity and Capabilities Committee and Katherine Duffy and Associates

addressed this issue by summarizing the capabilities and resources in use by program area.

The primary entrance into OLMCOS is through the provision of emergency help, providing

monetary and other support for those in need. In addition to emergency help, at Neighborhood

House, services are often sought after receiving a meal at the Soup Kitchen.

Direct Services on Johns Island

OLMCOS assistance services are provided in three areas (food, clothing, and financial

assistance) both on Johns Island and at Neighborhood House.

Food Pantry

The Food Pantry is staffed primarily by volunteers, with employees doing the purchasing

and providing direction. The program appears to be adequately funded after consideration of

direct donations, and the space appears to be adequate to the need. The most recent annual

figure for the Food Pantry shows that 792 families were served. Clients can come for help at the

Pantry once every 3 months.

The federal government-funded senior food box program requires a couple of volunteers

one afternoon per month, and is supplemented with donated food beyond what is provided by

the government. The federal program (US Department of Agriculture) does not require

eligibility beyond age. In July, 2013, 70 seniors came for the USDA food boxes; in August, 74, in

September 70 seniors. Direct budget cost for all the food programs is $12,755.

Within the service area, there are several churches that have food pantries: Hebron Zion;

Rural Mission; Stono Baptist (home deliveries); Promise Land Episcopal; Rockville Presbyterian

(meals on wheels). There may well be other food support programs on Johns and Wadmalaw

36

islands. On James Island – within the service area – James Island Outreach provides food

support. The organization is supported through funds and volunteers from churches on the

Island.

Clothing

The Clothing Room is also staffed primarily by volunteers. Space is limited to the extent that

donations must be confined to seasonally appropriate items. However, the facility and clothing

donations are adequately sized to the needs of clients. There are few requirements for access

to the Clothing Room, and they always have a good supply of clothing. Clients can come every

month for clothes. The Clothing Room is an avenue for residents to get to know the Johns

Island Campus. Also, some clients volunteer their time at the Clothing Room. Recent figures

show that 1,170 families were served in the 2012-2013 fiscal year.

Goodwill on Johns Island has a clothing store, but there is a cost. Vouchers are available for

those who can’t afford to pay personally. There is also a Goodwill store on James Island as well

as a free clothing assistance store, Closet Treasures Thrift Store that sells or donates clothes

and furniture to people in need.

Financial Assistance

Assistance consists of direct dollar payments to agencies on behalf of clients for basic

needs. While utility payments are the largest category, payments are also made for a host of

other needs including rent, transportation, and funerals. This program has limited funding;

however, the Johns Island site does not have to turn people away because of a lack of funds. In

FY 2012/2013, direct assistance vouchers totaled $35,763. Utility payments are usually the

greatest need for assistance. FEMA funds are also available on a limited basis for rental

assistance. Under this program, the rent is paid for the full month.

Clients receiving funds are required to take a budgeting class. This is a one hour class that

has as its objective, helping clients budget their funds so they won’t have to continue to seek

financial help. Utility payments are usually the greatest need for assistance. In July, the profile

of households requesting help included: 218 females, 132 males; 227 were African Americans,

79 whites, 42 Hispanics.

Benefit Bank is a program used to determine benefits for which clients may be eligible.

Charity Tracker is a software program widely used among non-profits that tracks the benefits

clients may have obtained from the various organizations. This program also helps the

organization maintain a data base on its clients and provides an assist in referring them to other

organizations. The James Island Campus also provides limited utility and rent assistance.

37

Education Services on Johns Island

English as a Second Language (ESL)

ESL classes are held for four mornings a week and for 2 hours two evenings a week

(Monday-Wednesday or Tuesday-Thursday). Child care is available for those attending. Evening

classes are limited by the needs for child care. Volunteers provide babysitting services for a

defined number of children. If there are more than 15 children being cared for, parents are not

able to take classes if their children must accompany them. Morning classes are oriented to

child development and the issue of child care is not a problem.

The ESL teachers often find that they function as social workers to the primarily Hispanic

population that often seek help in everyday living issues as well as legal issues that sometimes

occur. For the legal issues, the teachers refer the students to lawyers who can help Hispanic

clients with issues they often face.

The ESL program at the Johns Island Campus is the largest in the area with a track record of

success. Classes are taught in a trimester schedule by 2 certified teachers, supplemented with

volunteer support, to a primarily Hispanic population. Generally, the ESL program has 140

unduplicated clients. They report that they are able to meet student demand. Direct cost for

the program is $105, 895. The expense for the Child Learning Center, which is intrinsic to ESL is

$32,608. That makes the total ESL expense $138,503. While there is no cost for the program, a

donation of $20 is expected from each student that helps cover the cost of the class.

Monitoring of the ESL program is done by the Charleston County School District (CCSD)

Adult Education and reported to the National Reporting System for Adult Education. All testing,

program, and criteria are federal. The Johns Island ESL program meets and generally exceeds

state standards. Local standards are higher than those of the state, and OLM usually meets or

exceeds those also. According to the Director of CCSD Adult Education, Our Lady of Mercy

community Outreach Services has made a commitment to ‘quality programming.’

St. Matthews Lutheran Church located downtown has the closest ESL program to that of the

Johns Island site. The program provides child care and costs range from $80 (day) to $90

(evening).

General Education Diploma (GED)

GED classes are CCSD Adult Education programs, with OLMCOS providing facilities and

supplies. Classes are held Monday and Wednesday from 9 to noon. During the 2012/2013

38

program year, 23 students enrolled and were pre-and post-tested (a standard for reporting).

As of 2013, 13 students have received their GED. ‘

In January 2014, the test and the test taking process will change. The test will be changed

with content based on standards in the Common Core curriculum, and it’s expected to be more

difficult. In addition for the first time, all testing will be done on line. Again, this is expected to

make getting a GED more difficult. GED classes are widely available – but not on the islands.

Downtown they are available at the Outreach Learning Center (St. Matthews Lutheran Church)

and other locations in peninsular Charleston.

Yes, I Can (After School Program)

The After School Program provides homework assistance from 3:30 to 4:30 during the

school year. The program is fully funded by grants. For the most recent program year, 33

children participated. Consideration is being given to expanding the hours and including arts

and crafts as part of the program.

CCSD has Kaleidoscope, an after school program. There is a charge, but scholarships are

available. Head Start is also available through CCSD. Sea Island Comprehensive Health Care

Corporation is beginning a partnership with the First Steps Program for young children. It’s an

early childhood development program for 2 and 3 year olds in Johns Island and Wadmalaw

Island. It includes a Parents as Teachers program. CCSD Migrant Education initiative has several

programs targeting kindergarten through grade 8 and a Home Literacy program that offers

instructional services in reading, math, ESL, life skills, health education, and safety. There is

also a program for Out of School Youth offered during evenings and weekends for young people

who are not in school and do not have a diploma.

Yes I Can (Summer Program)

This program is a one week program in July conducted by volunteers (and in the past by

both volunteers and staff) at a cost of $8,751, which was used mostly for supplies. The capacity

for the program is 26 children.

The CCSD Community School also has a summer camp that runs from June through August.

It is available for ch8ildren ages 5 through 12. Campers can come for a week or all summer.

Educational activities are also included. While there is a charge of $50, there are scholarships

available for low income parents.

Other Education Programs

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The following are classified as enrichment programs. There is limited direct cost associated

with these programs.

Quilting Lives meets on Thursday mornings – conducted by volunteers – with an

attendance of about 15 quilters. This program feeds the social need of the participants,

with some coming from Hollywood and Mt. Pleasant. It is currently at capacity.

Budgeting is a program conducted on Tuesdays from 9 to 10 am. Those who receive

financial assistance from OLMCOS must attend a session. For program year 2012/2013,

275 clients attended.

Financial Peace is a multi-week financial management program conducted several times

during the year. There is a charge for the program and supplies. Forty nine clients (49)

participated in 2012/2013.

Parenting is a part of the ESL and GED programs. The program is conducted twice a

month in conjunction with the programs.

Yoga is conducted on Tuesdays from 9 to 10 am. Monday classes are also offered from

4:30-5:30pm to partners at local agencies in order to encourage building relationships.

The ultimate objective of the program. Its objective is to get professionals and others

who work on the islands to work out together and, hopefully, begin to network and

learn about each other’s programs and initiatives.

Wellness Programs on Johns Island Dental

Dental services are provided through a free clinic utilizing paid and volunteer professional

dentists and ancillary care providers. The goal of the clinic is to relieve pain and educate

patients on the importance of good dental care. In the beginning of the clinic, most of the care

was to relieve pain. Currently, it seems that much of the care is now more in the tradition of

routine dental care. Weekday visits are by appointment, with emergency visits seen the in the

evenings on Tuesdays. These are limited and on a first come basis. Services are available only to

those residing in the service area, except in the emergency clinic, which is open to those from

other areas.

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Visits to the dental clinic have increased almost 62% since 2008. Currently there are 4156

visits to the clinic (approximately 16 visits per day, for 252 service days per year). About twice a

month, the emergency dental clinic reaches a capacity of 10 with 2 or 3 unable to be seen, so 4

to 6 patients a month are not able to be seen.

The direct cost for dental services is $306,524 for 2014. Proving high quality dental care is

costly – usually due to equipment. Computers were updated in June and July of 2013 but there

is a need for a new panoramic x-ray. New drills are needed at a cost of $100,000. Most dental

equipment needs to be updated and replaced on a regular basis; most equipment has a 6-8

year life span. A computation of costs for replacement over 20 years suggests total capital

costs of $540,000. This equates to an annual capital cost of $27,000 for maintenance at current

capital needs for professional services at current levels and at current cost (Patterson Dental;

Dr. John Howard; Griff Hogan; Dr. Gerry King).

OLMCOS Client Profile

2008-09 2012-13

Black 823 1520

Hispanic 1264 1362

White 459 1254

Other 12 21

There are 5 free dental clinics in the Charleston metropolitan area, but none in downtown

Charleston. However, the Medical University of South Carolina (MUSC) has an emergency walk-

in clinic and a regular clinic by appointment. Services are by dental students, supervised by

professional dentists. Fees are $13 to $46. About 40 to 50 clients are screened for the clinic,

with most accepted.

Women’s Services Obstetric (OB) and Women’ Healthcare (GYN) care are available at the Wellness Center.

Roper Saint Francis Healthcare (RSFH) is a partner and sponsor of women’s services, providing

staff, tests, and supplies. Equipment is also maintained by RSFH. All OB patients are screened

for the dental program. The direct cost of women’s services is $85, 764.

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The primary population receiving OB services is the Hispanic population. While services are

supposed to be for those without insurance who live in the area, there is some concern that

patients are coming from outside the service area. This may be the result of the Johns Island

Center not charging for care. However, the number of prenatal clients has declined

significantly. In 2008/2009, there were 100 new OB patients; in 2012/2013 there were 44.

The reason for the decline in OB services is difficult to explain. An examination of DHEC

(Department of Health and Environmental Control) statistics in the Johns Island zip code

showed no increase in the number of women having babies without prenatal care. Thus, the

assumption may be that the population of young Hispanic women in the area has declined.

In the women’s health program (GYN), Hispanic patients declined from 1184 in 2008/2009

to [718 in 2012/2013 – a decline of 39%. White patients and African American patients

remained relatively stable.

Women’s Health Program

Visits 2008-09 2009-10 2010-11 2011-12 2012-13

Hispanic 1184 1337 940 615 718

African

American

35 47 49 22 21

White 39 52 55 32 38

Women’s health care is available at the Barrier Islands Free Clinic, but not prenatal care.

And while women’s health care is available for those without insurance at other facilities, there

is a nominal charge. The Franklin Fetter Family Health Center (Federally Qualified Health

Center) and MUSC Northwoods may be able to provide care for the undocumented population.

Direct Services at Neighborhood House

Food

The Soup Kitchen at Neighborhood House serves lunch 5 days a week. It is staffed by 1

employee and about 90 volunteers per month. During the most recent program year, 47, 618

meals were served. There are no eligibility requirements. However, there are access issues with

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clients that have mobility problems being served outside. In addition, the equipment is

outdating and needs upgrading. This is a ‘legacy’ program with strong connections to ‘old time

Catholics’ in Charleston. The budget for direct costs for 2014 is $89, 373.

There was a survey conducted in June 2010 of 52 soup kitchen clients. The majority (32) were

male. The significant findings were:

41 or 78% come for lunch 3 to 5 times a week

7 go to the clothing center 3 to 5 times a week

Most have lived in the community(30) 10 or more years; (17) 2 to 10 years

13 said they were homeless

37 or 71% said they had at least a high school diploma or more; 7 said they were college

graduates.

Neighborhood House Pantry is staffed primarily by volunteers. During 2011/13, 2,156 bags

of groceries were provided. A grant program funds 125 to 175 bags ‘weekend bags’ each week.

The budget for 2014 is $17,050.

There are various food pantry services in the Charleston area. Many of the sites are located

in churches or partner with local and national food banks and assistance agencies. Some well

knew providers include St Matthews Community Center, Episcopal Church of the Holy

Communion, Charleston Senior Citizens, and Help of Charleston, which is a tele-service that

arranges for delivery.

Clothing

The Neighborhood House clothing center is supported by volunteers and one part time

employee. In program year 2012/13, there were 1297 visits to the clothing center with 150

people served monthly. It was estimated that between 50 and 100 of the center’s visitors were

people who were homeless. A program connected with Neighborhood House is a laundry

program with a nearby Laundromat, where every 2 weeks clients can wash and dry clothes.

Financial Assistance

Assistance consists of payments to agencies on behalf of clients for basic needs. While

utility payments are the largest category, payments are also made for a host of other needs

including rent, transportation, and funerals. Clients are seen by appointment, with about 1 or 2

individuals seen daily. In 2012/13, vouchers in the amount of $26, 842 were paid. For 2014, the

direct cost of the program is budgeted at $89, 475.

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Like the Johns Island Campus, financial assistance clients at Neighborhood House are

required to take a budgeting class. Benefit Bank and Charity Tracker are also used by the staff

for referrals and maintaining program data.

Education Services at Neighborhood House

The education programs at Neighborhood House are informal and oriented toward one-on-

one tutoring. There are no charges for education programs. Subjects include GED preparation,

computer literacy, sewing, art, and the Front Porch Library. Scheduled courses also include:

Senior Citizens programs, 1st and 3rd Wednesdays of the month

Parenting Classes, 1st and 3rd Tuesdays

Crocheting on Mondays

Book Club on Wednesdays

There is one manager (stipend provided by a third party) for the education programs.

Approximately 18 volunteers support the programs, and monthly there is an average of 21

students.

There are many education programs in the city that target low income residents. Trident

Literacy is close to Neighborhood House and provides GED preparation. It is a self-paced

program (like Neighborhood House) and charges $5 a month. Work Keys, a program that

evaluates student preparation for certain types of work, is part of the Trident Literacy program.

St. Matthews Lutheran Church, Sanders Clyde elementary school, and Crisis Ministries all have

GED preparation programs with Work Keys as part of the programs.

St. Julian Devin Community Center is a city of Charleston center close to the Neighborhood

House area. It has many enrichment programs, but some have a small fee. GED classes are also

offered there with the Work Keys component.

FINANCIAL CAPACITY COMMITTEE

Assessing the financial capacity of an organization is one of the best tools available to

understand the fundraising strengths of an organization and the challenges it faces as it strives

to continue its mission and to reach its vision. Under the leadership of John Labriola, the

Financial Capacity Committee worked with Corporate DevelopMint, a consulting firm that

serves nonprofits, to develop a fundraising plan to help Our Lady of Mercy Community

Outreach reach its goals.

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During this Assessment, Corporate DevelopMint reviewed in-depth financial data that

summarized fundraising progress in FY 2013. A board survey was conducted that included the

Board’s view of the fundraising operation and their role in it. Corporate DevelopMint conducted

individual interviews with the Executive Director and the members of the Board’s Development

Committee. The review and research provided a wealth of information about the fundraising

program’s successes, its challenges, and its internal procedures.

The Following is taken from the Corporate DevelopMint Report to Our Lady of Mercy

Community Outreach:

Given what have in fact been a comparatively inactive major gift and a very limited annual

gift fundraising program, Our Lady of Mercy has nonetheless consistently secured significant

levels of support. That support underscores current donor commitment to the organization.

Those fundraising venues that have the most potential to produce significant results

(Annual Giving, Major Gifts, and Planned Gifts) have been only marginally active, with more

energy being devoted to that venue that is least cost effective (Special Events).

Program impact data is limited primarily to number of people served by each program.

While that data is important, it represents only the most basic form of evaluation. With donors

continuing to be very focused on meaningful impact as a deciding factor in their giving

decisions, that lack of more advanced data hinders the ability of OLMCOS to make the strongest

possible case.

Programmatically, there has been a disconnect between the programs that occur on John’s

Island and those that occur at Neighborhood House in downtown Charleston. For a variety of

reasons, the John’s Island programs are much better known and the majority of donors focus

on these programs (and reside on Kiawah and Seabrook.) Obviously, the challenge will be to

expand the number of donors by attracting new donors to Neighborhood House rather than

cannibalize the current donor pool that begins to split their giving focus.

At present, the fundraising efforts for OLMCOS tend to be driven by Special Events, at least

in the eyes of the volunteers (and, historically, the staff). While these events produce consistent

support, they also have the lowest current and potential R.O.I, an almost universal difficulty

with this fundraising approach. A special events-driven fundraising program is destined to be

inefficient and ineffective in terms of total dollars raised.

Fundraising Plan of Action: Key Recommendations

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A philanthropy plan is designed to secure the resources necessary for execution of an

organization’s strategic plan. The evaluation of the impact of existing programs and the clear

explanation of the potential impact of new programs can directly affect the ability of an

organization to raise money. Donors want to know an organization’s plans for the future as well

as its current R.O.I. before investing.

1. Review and revise the organizations Case for Support to incorporate, first, current programs,

and, subsequently the programmatic goals outlined in the Strategic Planning process currently

underway.

2. Over time, OLMCOS should grow its fundraising staff.

Research continually shows a direct relationship between the sizes of an organization’s

fundraising staff and the amount of money that is raised - provided they are focused on

activities and assignments that raise significant money.

First, as soon as possible, the fundraising staff should be immediately increased to

provide: A full time Director of Development position. Their work should follow the

duties described in the new job description

Add a second full time staff member who will be 50% devoted to building a greater

presence for OLMCOS among business and industry donors and 50% focused on

identifying and securing grants from non-corporate foundations.

Then as soon as increased revenues make it possible, the following additional positions

should be added: One full-time Planned Giving Officer

3. Because of current limitations of time and workload on the small fundraising staff, the Board

Development Committee and the Board of Directors as a whole must take a more active role in

raising money for OLMCOS. Other interested volunteers are welcome as well. The following

steps are recommended:

Invite and conduct training of the Board in key fundraising principles and techniques.

This effort will send an important message that each member of these leadership

groups has an important role to play in fundraising.

Each Board member should be responsible for accompanying a staff member on at least

five cultivation or solicitation calls on prospects over the course of a year. Obviously,

some members will be well suited for both types of visits while others will be most

effective during cultivation or discovery visits. What is key, however, is direct

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involvement by Board members in establishing relationships with prospective donors. In

addition each Board member should introduce five new individuals or entities to the

work of OLMCOS. This introduction should include a site visit and brief meetings with

the Executive Director.

The entire Board should convene monthly for a period of six months to review lists of

prospects and establish strategy to approach the top ones

4. Through peer review by the Board, data mining of the existing database, and

recommendations by staff- lists of the top 10, 25, and 50 prospects for OLMCOS should be

created as soon as possible. In collaboration with appropriate Board members, staff will design

strategies to move these prospects through the process of cultivation, solicitation, and

stewardship.

5. Two key areas of philanthropy currently existing but underutilized at OLMCOS are grants and

corporate support. For the near term, both of these duties could be handled by one staff

person. Besides staff involvement, volunteers - both on and off the Board can be extremely

helpful in opening these doors and deepening the engagement.

The organization should move forward immediately on establishing a donor-centric

planned giving program. In the depths of the past economic recession, the sector of

giving that has kept growing is planned giving. Donors find that this form of giving

requires no cash now but a much larger financial gift to their nonprofits of choice later.

Only after significant gift traffic occurs would OLMCOS need to hire a full-time Planned

Giving Officer.

6. OLMCOS should establish naming opportunities for various programs and components of its

physical plant. These are excellent incentives for transformational gifts. The Development

Committee should establish a draft list of naming opportunities that require substantial gifts.

7. OLMCOS should highlight donor profiles in all digital and print communications. In essence,

these testimonials provide stories of how the gift benefitted the recipient as well as the donor.

Their testimonials should also be used in direct mail appeals and on face to face calls to donor

prospects.

8. If possible, economic impact data should be gathered that stresses the critical role of migrant

workers on the Lowcountry farming industry. Since many of the service recipients of OLMCOS

are employed as farm workers, the role of the organization in helping improve the health and

quality of life of those workers is an important one.

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9. OLMCOS should prepare a Guide to Giving that summarizes the many ways gifts can be made

to the organization. This professional, quality publication will serve as a leave behind piece for

visits with donor prospects.

10. In collaboration with the Executive Director and the Board’s Development Committee, the Director of Development should create a comprehensive, month by month advancement

calendar for the year that describes all activity advancing philanthropy.

11. The Executive Director should assign a portfolio of prospects to all advancement staff

members ranging from a minimum of twenty-five to a maximum of one hundred. This portfolio

should consist of a mix of new prospects and current donors. Substantive contact with a

prospect, either by phone, e-mail or in person, should trigger a contact report to be filed in the

prospect’s database record.

An important finding from previous analysis is that OLMCOS “should have the ability to

achieve annual donation rates higher than currently achieved.” Essential to the plan is the

establishment of expectations for annual revenue projections of the major sources of fund

raising. Also, essential is the necessity of having full and active engagement of the Board of

Directors in the fund raising plan.

SETTING PRIORITIES

In a time of concern about the finances of the organization, it is essential for the leadership

of Our Lady of Mercy Community Outreach to establish priorities for the services provided. The

priority setting process began with an-in-depth review of the founding principles of OLMCOS

and it mission and vision. Contingent with that vision is the concept of ‘systemic change.’ A

review of what that means (The United Nations, systemic Change and the Vincentian Family)

revealed the following ten principles, which we applied to our priority setting and to our Goals

and Objectives:

Vision: Where do we want to go?”

Participation: Invite everyone to the table who has a stake in the outcome.

Gather Data: Invite broad input to provide a clear picture.

Identify Root Causes: Look for the causes of the problem(s).

Network: Collaborate and engage in coalition building.

Capacity Building: Provide training and resources.

Design: Design a program or project that will meet the identified needs.

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Implement: Put the project or program into action involving all stakeholders.

Evaluate: Set up measurement criteria as an ongoing evaluation strategy.

Foster Transparency: Invite participation.

THE PRIORITY SETTING PROCESS The Strategic Planning committee established the priorities for evaluating the programs and

setting priorities. Underlying the criteria was the concept of ‘doing what’s needed and doing it

the best we can.’

The program should meet critical community need

There should be great demand, it should be a critical service, and there should

be data to support it.

The program should be unavailable elsewhere

It should not be available in the service area or readily accessible to the

population. If it is available in the area, it should be limited.

The program should help move people out of poverty

It is most significant if movement out of poverty is a primary objective of the

program. If not, it should be an incidental objective.

The program should have volunteer support

It is most significant if the program is run by volunteers, if not, it should have

substantial volunteer support.

The program should be cost efficient

Each program was rated as high, moderate, or low cost depending on direct

budget expense for the program, excluding indirect cost to the program.

Programs on Johns Island Cost

ESL and GED Moderate - $146,500

Yes, I Can Low – $10,500

Direct Services Moderate - $109,563

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Food Pantry/ Clothing Low - $12,755

Dental program High - $306.824

Women’s Health Moderate - $85,764

Programs at Neighborhood House Cost

Adult Education Low *

Direct Services Moderate - $89,475

Food Pantry Low - $17,050

Soup Kitchen Moderate - $89,173

Clothing Center Low *

* Operate at virtually no direct budget cost

Two meetings were held to establish priorities for the programs offered by the Johns Island site.

A priority setting exercise was followed by each group.

Group 1 was comprised of the members of the Strategic Planning Committee

Group 2 was comprised of key staff and several members of the Board of Directors.

The results in each case were the same, which gave us assurance that the chosen priorities

reflected the opinions of the majority of board, committee, and staff stakeholders.

Highest Priority – The Dental Program

2nd Priority – English as a Second Language (ESL) and GED

3rd Priority – Soup Kitchen at Neighborhood House

4th Priority – Direct Services at both locations

GOALS AND OBJECTIVES The Goals and Objectives of Our Lady of Mercy Community Outreach were chosen by the

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Strategic Planning Committee based on the research findings, chosen priorities, and the

principles of our vision as incorporated in systemic change.

Goal 1 We will know our clients.

Rationale: OLMCOS will develop and maintain an accurate data base and profile of its

primary clients. Accurate data are needed to provide for funders and to develop

appropriate plans and programs.

Objectives:

Identify and develop a policy outlining required client information for each

service.

Clarify and develop a policy outlining eligibility for each service, including

financial eligibility.

Identify software and technology needed to implement agency wide client

service application and units of service.

Develop agency wide protocol for client intake and referral.

Develop protocol for tracking and analysis of data

Goal 2 We will promote systemic change in our clients and programs.

Rationale: The mission of OLMCOS is to encourage and support self-sufficiency and self-

worth for people in need in our community through education, wellness and outreach

services. Services will be delivered in a way that empowers clients to reach an increased

level of sustainability.

Objectives:

Review all services and assure alignment with Mission, Values, Vision and

Founding principles

Develop a plan of correction for those services that do not promote

empowerment of clients.

Research and identify best practices for increasing client self-efficacy.

Develop educational plan for staff volunteers and donors on service philosophy.

Develop a marketing campaign highlighting success from participation in

programs.

Goal 3 We will collaborate with other organizations in the community.

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Rationale: OLMCOS will collaborate with other organizations to provide needed and

improved services. We will build on our existing collaborations with organizations and

programs and our history of bringing organizations together.

Objectives:

Using the strategic plan as a foundation, facilitate a conversation with other

organizations on the unmet needs of the service area.

Develop a unified approach to unmet needs

Develop a plan of action to increase conversations among partner organizations

including staff and board members.

Identify group projects to be planned and implemented by partner

organizations. (for example join resources to organize and conduct a community

needs assessment in 3 years, work together on a joint grant)

Continue to provide leadership and support for the Sea Islands Interagency

Committee. Identify similar opportunities for the downtown service area.

Goal 4 We will advocate for and on behalf of the community we serve.

Rationale: The community has extensive needs and OLMCOS is in a position of being

able to bring organizations together to advocate for the community.

Objectives:

Identify opportunities around advocacy for clients and/or community.

Identify best practices on advocacy services.

Develop an advocacy plan with input from clients and community

Identify funding strategies for advocacy work.

Clearly define the boundaries for advocacy services.

Goal 5 We will manage resources efficiently and effectively.

Rationale: The ongoing constraints of the budget means that to continue to operate at

a high level, programs must be managed in the most efficient way possible. Effective

management means we will create measurable outcomes to determine the significance

of programs in meeting the mission of OLMCOS.

Objectives:

For each service, identify outcome measures that indicate that movement

towards positive goals is achieved.

Develop customer satisfaction tools for each service

Identify or develop measurement tools for each service

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Develop an implementation plan and timeline for collecting outcome measures

Develop plan to track and analyze outcome measures and customer satisfaction

results.

Assess services/programs annually to incorporate any enhancements needed as

a result of analyzing outcome measures and customer feedback.

Develop a strategy to review units cost of services and benchmark with similar

programs.

Periodically research and identify best practices for services and determine if

appropriate and affordable to integrate into our current services and programs.

Identify professional training needs for staff targeting improved efficiency and

effectiveness and develop an implementation plan with outcome measures.

Increase use of volunteers and interns as an extension of staff and to increase

reach to clients.

Develop and implement capital replacement plan and schedule for organization

Goal 6 We will increase resources.

Rationale: OLMCOS will focus on increasing its resources through a sustained program

of development to promote and sustain services.

Objectives:

Develop a comprehensive annual development plan for each fiscal year including

strategies, milestones and evaluation criteria.

Develop, implement and measure a planned giving program

Develop and implement protocol for development committee to conduct an

annual assessment and review of the development activities.

Identify and set specific financial goals for each development activity

Develop, implement and evaluate comprehensive annual marketing plan

Develop specific plans to increase in-kind donations for food programs as well as

other services

Annual review to identify opportunities to reduce expenses

Develop and consistently implement plan to address suggested donations for

services and programs

Goal 7 We will develop an innovative volunteer program.

Rationale: OLMCOS will develop an innovative, state of the art volunteer program to

increase the number and roles of our volunteers and to promote their engagement with

the organization and its mission.

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Objectives:

Research and Identify best practices to evaluate and incorporate into volunteer

program

Increase active volunteers by 5% each year

Develop needed tools to support a high functioning volunteer program

Develop and implement plan to provide for ongoing training for volunteers

Identify opportunities for self-directed volunteer teams to engage in the work of

the organization

Develop a marketing campaign to increase visibility and to support recruitment

of volunteer program

Develop and implement an annual satisfaction survey to use for quality

improvement purposes.

These goals and objectives reflect the organization and its sense of what it wishes to

accomplish. The success of implementing this plan and meeting the outlined objectives will

depend on the implementation strategy adopted and a necessary emphasis for a realistic

timeline and fixing accountability to appropriate staff and/or programs. Guidance for

adjustments to the set path will be provided by the organization’s mission, values, and vision.

These are clearly stated and provide a sound direction for the future of Our Lady of Mercy

Community Outreach Services.

RECOMMENDATIONS

Throughout the strategic planning process, the consultants have both gathered information

to present to the Strategic Planning Committee and based on their experience, used the

information to develop the following recommendations for the Board of Directors.

A major comment we frequently heard was that “OLMCOS is being taken for granted.”

Clients should not always expect that they there is ‘no charge.’ Those that can’t pay should ‘give

back’ in some way. These comments are those like them were heard from all quarters. It may

be that the principles underlying the concept of mission and what it means should be

evaluated, especially in light of the vision of ‘systemic change’ and budget constraints.

Neighborhood House, its service area, its history, and its volunteers are distinctly different

from the traditional Johns Island Campus. Combining the two organizations together in a

positive way can be expected to be a challenge. Our recommendation is to build a very strong

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advisory council that will represent services of wellness, education, outreach, and direct

assistance for both the Johns Island Campus and Neighborhood House, and challenge it to

recruit even more volunteers and supporters; particularly, supporters who would be active

financial donors. With its history and its current volunteers, there is a strong base to build upon

and to help the Neighborhood House efficiently and effectively provide its services to the very

needy population of its neighborhood while retaining the image it has in the community.

The vision of systemic change presents a challenge to organizations to be very effective in

supporting individuals as they seek self-sufficiency. Entrepreneurship is the traditional

American way of achieving that goal. Many of the newly arrived come with that goal, and many

of the existing residents have strived to achieve this goal throughout the history of the service

area. Drawing on the obvious expertise of the Board of Directors, OLMCOS might consider ways

to help develop a program that would help clients start their own businesses. In home child

care, transportation providers, micro farms, special crafts are all areas that might be

considered.

The Barrier Islands Free Clinic and the Wellness House are in many ways sister

organizations. They have the same requirements for its clients, are supported by the same

organization (Roper St. Francis Health Care), and are located in close proximity. At this time,

Wellness House has underutilized physical space and Barrier Islands has the need for additional

space, and this presents an opportunity for collaboration.

Our Lady of Mercy Community Outreach Services is justifiably recognized for its ability to

collaborate with other organizations. While it is striking how many of the community’s needs

(on the sea islands) that existed in 2005 remain its primary needs today, the possibility of

OLMCOS bringing other organizations together in a concerted effort might help address some

of them. And one of the most significant community issues concerns substance abuse and the

often resulting issue of domestic violence.

The completion of the strategic plan is not the conclusion of the task. It must be

implemented, evaluated, and periodically reviewed. The plan is flexible, so the entire plan

should be reviewed for changes or additions on an annual basis. It must also be monitored on

an ongoing basis. It is up to the Board to select the most feasible method. Whether there is an

individual monitor or an ad-hoc committee charged with the responsibility, it should be

reviewed for compliance with the tasks and timeline and to ensure that it meets or is on the

path to meet its measurable objectives. The Our Lady of Mercy Community Outreach Services

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staff also has responsibility for implementing the plan, however the ultimate responsibility

belongs with the Board of Directors.

Strategic planning also assumes that an organization will be responsive to a dynamic,

changing environment. A common assumption in the nonprofit sector is that the environment

is indeed changeable, often in unpredictable ways. This plan is geared toward a vision of 3 or

more years, but with full acknowledgement that external forces may necessitate a change in

direction and vision. Thus a strong recommendation is that Our Lady of Mercy Outreach

Services periodically, perhaps every other year, review the plan for its ongoing relevance to the

broader community and its needs, and make adjustments to ensure its continued relevance and

utility. Strategic planning stresses the importance of making decisions that will ensure the

organization’s ability to successfully respond to changes and move forward toward its vision of

the future. We believe the Board of Directors and the staff will implement and wisely monitor

the strategic plan.

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APPENDIX

1. Resource Chart

2. Internet Survey Form

3. Committees and Their Charges

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