Strategic Objectives 2011 January 14, 2011. Growth of Aligned Programs...

Strategic Objectives2011

January 14, 2011

Growth of Aligned Programs

Objective Accountability Process Output/Outcome

Status Report

Enhance and expand strategic partnerships.

Evaluate current programs impact to the community and mission alignment to the organization.

CEO, Senior Director of Programs, Youth Division Director, CDO, Racial Justice Director, Events Coordinator.

CEO, Senior Director of Programs, Youth Division Director, Program Managers and Directors.

• Identify potential partners.

• Cultivation and strengthening of new and existing partnerships.

• Development of MOU outlining deliverables, and expectations.

• Create a needs assessment plan with timeline and deliverables.

• Conduct a community-wide needs assessment within the greater St. Louis Metropolitan area.

• Conduct needs assessment with key stakeholders.

• Report findings and make recommendations.

• 6 new strategic partners with signed MOU.

• Report findings and make recommendations to enhance a program or delete a service.

Goal: Provide high-quality services that respond to the needs of the community and align with the mission of the YWCA.

2

Growth of Aligned Programs continued


Status Report

Improve the utilization and content of Efforts to Outcomes database.

Incorporate racial justice language, programming and training into all of the departments within the YWCA.

Improve or coordinate all women’s economic empowerment services of the association.

Identify signature programming and collaboration with other organizations around diversity and racial justice.

Senior Director of Programs, Youth Division Director, Programs Managers and Directors

Racial Justice Director, Senior Director of Programs, CFO, Youth Division Director, CPO/Head Start Director, CDO, VP of Human Resources, Program Managers and Directors.

Directors, Managers, Development

Racial Justice Director, Program Directors and Managers

• Ensure each program inputs weekly/daily demographics, assessments and attendance/enrollment client data.

• Racial Justice goals and components are placed into each director’s business plan for the 2011 year.

• Defining services throughout programs.

• Revise evaluation assessments.

• Implement agency wide financial literacy classes and programs for associates.

• Launch of Racial Justice Hallmark Fall 2011.

• External programming and education in Metro St. Louis.

• Improved program tracking and data collection of outcome related services.

• Each leader will have measurable goals and outcomes about our mission and the elimination of racism in each department.

• Core services and uses will be defined for agency.

• Assessments and evaluations will be implemented.

• Associates providing financial services will complete a four week course.

• Successful launch of Racial Justice Hallmark.

3

Visibility


Status Report

Create Social Networking Strategies.

Incorporate Online strategies into communications planning.

Provide education to associates on agency key messages.

Make vendors and contractors aware of the mission and services that YWCA offers and our accomplishments .

Senior Communications Executive, Program Managers and Directors, IT and Development

Senior Communications Executive

Senior Communications Executive, Development, Program Managers and Directors

Facilities Supervisor, Facilities Team

• Implementation of individual programs chosen media forum.

• Enhance current online tools and tactics.

• Offer media training to designated spokes- persons.

• Tracking contributions from vendors

• Strategies are chosen and media forums are implemented with visual impact.

• Communications plans are integrated.

• Agency key messages are delivered with consistency and accuracy.

• Increased in-kind contributions and services

Goal: Effectively communicate to ensure awareness internally and externally about the goals and accomplishments of YWCA Metro St. Louis.

4

Operational Effectiveness


Status Report

Increase staff retention, job satisfaction and performance execution.

Review written policies and procedures for programs.

VP of Human Resources, Directors and Managers

Program Managers, Directors

• Ensure job descriptions are based upon performance management.

• Provide opportunities for professional development and cross functional training.

• Conduct mid-year and year-end performance reviews against goals, objectives and outcomes.

• Implement management training required by all current and potential managers.

• Revisions or deletions by March 2011.

• Increased job performance and job satisfaction.

• Quality and performance excellence in staff implementation of services to clients and participants.

Goal: Ensure that talented staff, information and well equipped facilities are available to support achievement of goals.

5

Operational Effectiveness continued


Status Report

Review written policies and procedures for programs.

Improve employee morale

VP of Human Resources

All Associates

• Revisions by February 15th .

• Roll out policies by March 1st.

• Employee satisfaction surveys

• Internal communications

• Exit interviews

•Reduce number of employee grievances, EEO claims, and lawsuits.

•Increased retention of quality staff.


6



Status Report

Implement a program wide quality and performance excellence review process for program services.

Create and implement processes and procedures for associates transitioning into and out of the organization.

Senior Director of Programs, Youth Division Director, Program Managers and Directors.

HR, IT, Facilities and Communications

• On-going staff performance management reviews of direct services.

• On-going staff performance reviews to include one-on-one, mid-year and annually.

• Ensure after an offer has been extended and accepted that all departments essential for the on boarding process of an associate are informed.

• Ensure that within 24 hours of an associates departure that all agency property is returned and secured.

• Improve orientation process.

• Implement exit interviews.

• Quality and performance excellence in professional and personal staff development.

• 95% of all associates will experience a positive on boarding experience.

• 95% of all associates that depart will understand the termination of their access and restrictions within the organization.


7



Status Report

Upgrade the agency’s network infrastructure.

Reduce risks associated with the agency’s use and storage of sensitive data.

Increase awareness and utilization of the agency’s intranet.

IT Department

IT Department, Managers, Directors (programs and departments)

IT, Head Start, Managers, Directors, HR

• Install and upgrade servers, network hardware and devices.

• Install and upgrade desktops.

• Complete the discovery and first phase of a desktop management solution.

• Implement a data encryption policy.

• Migrate documents from shared drive to the intranet.

• Establish interactive content pages for HR and Head Start.

• Optimized performance with faster and more efficient data processing.

• Sensitive data will be stored securely.

• On-line resource outlet for staff.


8



Status Report

Provide clean, safe and functional facilities for all programs.

Inspect and analyze current facilities and equipment to ensure staff have the necessary tools to perform their assigned duties.

Facilities Supervisor, Facilities Team, Maintenance Technicians

Facilities Supervisor, Facilities Team, Maintenance Technicians

• Completion of “How Did We Do” survey.

• Utilizing the Facilities Inspection Procedure.

• Create and implement facilities and equipment inspection schedules tracking frequency and noting outcomes.

• Keep abreast of new technologies, equipment, and processes within the non-profit field.

• Increased utilization of facilities services by programs and by our external customers.

• Increased staff efficiency, morale, and participation.


9

Financial Stability


Status Report

Increase operating and direct service revenue across programs and departments.

Ensure fiscal management of all programs through frequent communication.

Raise funds for infrastructure of buildings (operations).

Development, Directors, and Managers

Accounting, Directors and Managers

CEO, Development, Accounting, IT, and Facilities

• Explore new funding resources to support programs and Heritage Center.

• Review and revise rental rates for Heritage Center.

• Develop strategies to increase program revenue either from program fees, vendor contracts and sponsorships.

• Meet with funding sources, accounting, development for operational plans.

• Review and revise fiscal policies when necessary.

• Assist with financial information needed to obtain new funding sources.

•Sustain current funding resources with possibilities for increases.•Financial transactions are accurate and timely.

Goal: Ensure adequacy of financial resources to enable innovative programming and achieve excellence.

10

Effective Governance


Status Report

Establish a Racial Justice Ad Hoc Committee.

Establish a Racial Justice Internal Committee.

Accreditation for organizational effectiveness.

CEO, Board Chairwoman, and Racial Justice Director

Racial Justice Director, Program and Department Manager and Directors

CEO, Senior Director of Programs, Youth Division Director, Accounting, VP of Human Resources, and Development.

• Determine strategies, policies and procedures to implement Racial Justice understanding throughout the organization.

• Determine area of accreditation.

• Implement team and plans.

• Ensure policies and procedures for agency are implemented and followed accordingly.

Goal: Ensure the effectiveness and efficiency of Board Governance

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Strategic Objectives 2011 January 14, 2011. Growth of Aligned Programs...

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