FrontLine Service St S rat a eg e i g c Pl P an a 2

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2 FrontLine Service Strategic Plan 2

3 Strategic Plan Content Mission Vision Values Strategies/Goal Statements Action Plan Summaries Measures of Success Financials 3

4 Mission Statement Reaching out to adults and children in Northeast Ohio to end homelessness, prevent suicide, resolve behavioral health crises, and overcome trauma. 4

5 Vision Statement We will be the recognized leader in Northeast Ohio in the creation, identification, implementation, and dissemination of emerging best practices in addressing trauma, homelessness and crisis. Our approaches will be client-centered, holistic and collaborative, and will produce superior outcomes. We will provide a comprehensive array of initiatives, including prevention/early intervention, treatment, research, and advocacy. We will develop the talent and other resources needed to implement our initiatives and produce the expected outcomes. We will diversify our funding sources and establish the financial reserves needed to withstand an uncertain financial climate and expand our delivery of services to those who need them. 5

6 Values Our values as a non-profit, charitable organization are to promote the well-being of the common good, through: Belief in the capacity of clients to direct their recovery Cultural diversity, and cultural competence standards Use of services and treatments having evidence of effectiveness Protection of client rights Community collaboration to achieve continuity of care Principled leadership Sound governance Financial accountability, and responsible use of resources Systematic collection, reporting, analysis, and use of outcome data Adherence to professionally-qualified standards of service Complying with all applicable federal and state laws 6

7 Strategic Issues Fundraising / Financial Performance Growth / Range of Services Infrastructure Market position Strategic linkages 7

8 Strategies/Goal Statement Concepts Fundraising/Financial Performance Develop and implement a plan to meaningfully broaden the sources of agency funding and improve financial stability. Growth/Range of Services Position the organization to manage growth and its range of services in a planned and financially responsible manner. 8

9 Strategies/Goal Statement Concepts Infrastructure Strengthen and develop infrastructure to support current operations and create future growth. Market Position Broaden public awareness of the organization as a social service provider of excellence. 9

10 Strategies/Goal Statement Concepts Strategic Linkages Evaluate and pursue partnership opportunities which strengthen our capacity to achieve our mission. 10

11 Action Plan Summaries 11

12 Fundraising & Financial Performance Action Step Secure funding to hire fundraising personnel and support department needs Establish an annual fundraising plan which includes a time-line for analysis of department needs, activities, events and individual and corporate giving. Establish an annual financial plan and bi-annual review of strategic indicators. Establish and utilize a protocol and fee structure for consultation and teaching. 12

13 Growth & Range of Services Action Step Pursue and solidify opportunities for agency growth through a structured process (i.e. gap analysis, assessment of potential partner organization or impact on agency.) Evaluate effectiveness of current programs using evidence based outcomes, quality initiatives, number of clients served, and financial performance, to determine viability of existing programming. Identify national trends regarding best and emerging best practices and reconfigure service delivery and/or seek additional resources needed for implementation. Augment range of services by creating a Volunteer program which provides additional resources to agency and is self-sustaining. 13

14 Infrastructure Action Step Develop a robust continuous quality improvement program based on the best practice models of Plan-Do- Study-Act and Rapid-Process Improvement to identify, resolve and monitor quality improvement initiatives. Secure EMR to streamline workflow across programs, provide accurate real-time service and financial data, and enhance consumer services and agency outcomes. Implement EMR throughout agency programs, providing training, support and assessment to ensure effective utilization. Expand shared responsibilities for fiscal management of programs and agency. Review, fund and implement the agency s IT plan, to include EMR needs and leveraging of additional technology. Identify and develop skills and talents of personnel to maximize retention and service and continue to be an employer of choice. Establish structured mechanisms to enhance intra-agency communication and processes. Optimize organization s personnel resources (evaluate, develop and implement Table of Organization and salary reviews) 14

15 Market Position Action Step Retain a consultant to analyze current marketing position and facilitate agency re-branding, to include a new name. Identify and secure PR/marketing personnel. Develop and implement marketing plan to include annual reports, brochures, job fairs, social media, etc. Explore additional accreditations with CARF to validate governance/leadership of agency. Create and implement a plan to educate public officials and entities about homelessness, crisis and trauma, and MHS s role in the community as safety net. Publicize outcomes and research efforts to the community-at-large. Expand training efforts to outside entities in areas of expertise. 15

16 Strategic Linkages Action Step Evaluate current and prospective partnerships for effectiveness and potential for growth. Conduct gaps analysis and identify solutions to service and operations gaps. Pursue and build partnerships to address service and operations gaps. 16