SUMMARY. Organizational Self-Assessment Tool SUMMARY. Agreement Priority. Dimensions. Funder: Number of Respondents: 9

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1 Organizational Self-Assessment Tool Funder: Number of Respondents: 9 SUMMARY Dimensions Vision and Planning Evaluation Fundraising and Resources Budgeting, Accounting, and Reporting The Board Organizational Leadership Staffing Technology and Infrastructure Community Engagement Key Agreement Scale: 1 = Strongly Disagree 2 = Disagree 3 = Agree 4 = Strongly Agree Priority Scale: 1 = Not a Priority 2 = Low Priority 3 = Moderate Priority 4 = Top Priority Note: Don't Know/Not Applicable responses excluded SUMMARY Vision and Planning Evaluation Fundraising and Resources Budgeting, Accounting, and Reporting The Board Organizational Leadership Staffing Technology and Infrastructure Community Engagement

2 I. VISION AND PLANNING Components of VISION AND PLANNING Shared Purpose: A shared sense of purpose supports our organization and unites our board, organizational leaders, staff, and volunteers Vision and Goals: We have a written vision or mission statement. That statement is up-to-date and used to guide our work. Strategic Plan: We have an up-to-date written, multi-year strategic plan approved by our board. The plan has clear and agreed-upon goals. Annual Plan: We consistently develop annual plans with measurable and program-specific goals. Strategic Planning Tools: We use strategic planning and monitoring tools (e.g., a "theory of change" or "organizational dashboards") to guide our work. Flexibility in Strategic Directions: We can quickly adapt our priorities and strategies in response to changes in organizational or environmental conditions OVERALL VISION AND PLANNING Notes Respondent 4: We have a shared sense of purpose, but our board and staff have little understanding of one another. Respondent 5: I feel that not all board members share a sense of purpose. Respondent 4: We have a strategic plan; we are in the process of updating. Respondent 5: The Strategic Plan was finished in 2008, but parts of it have never been implemented. Respondent 4: Our last annual plan was developed for 2012; not all goals were reached; there is no current activity to complete those goals; no plan has been set for Respondent 4: With our stregic plan, it is "out of sight, out of mind." Respondent 4: As an organization, we can meet any oncoming challenge and adapt readily to whatever is needed. Respondent 5: The adaptation comes from the E.D. and Staff, not necessarily the Board. Right now, what we do well in the area of VISION AND PLANNING is Respondent 2: We do follow our strategic plan and adjust accordingly when conditions change. We consistently work to meet our mission and vision. Respondent 3: Coming up with new plans Respondent 4: We are clear in our purpose. We remain true to our mission and vision. We stay on course as to objectives. Respondent 5: We are fortunate in having an Executive Director who is passionate about our vision statement; is capable of planning our day-to-day operations; and is a superb grant writer. She understands the benefits of networking. She is responsible for fulfilling our vision statement by bringing other health modalities to our family practice, i.e. chiropractor, dentist, accupunture, when those were requested by our community. Respondent 6: We offered almost all of the health care that patients are looking for, in a regular doctors office. Respondent 7: Our vision remains relatively consistent except that we have just started on a sucession plan that could change that vision. We recently reviewed various aspects of our organization and proposed recommendations. A fund development plan was developed but has yet to receive board approval. Respondent 8: stating our goals. CLP Organizational Self-Assessment p. 2

3 I. VISION AND PLANNING (continued) Our greatest challenge in this area is Respondent 1: We are looking at the retirement of our Medical Director and Executive Director. I do not believe we have a plan to address the future without these key players Respondent 2: Our greatest challenge is to find funds and resources to support our mission through our strategic plan. Respondent 3: Getting them executed Respondent 4: Board and staff lack the time to address strategic needs. Respondent 5: To get the entire Board to understand the importance of vision and planning. To get them all to represent and feel truly involved with the Health Center Respondent 6: Keep up with current health insurance, and offered current health care. Respondent 7: Experienced directors Respondent 8: implementing these goals. VISION AND PLANNING Shared Purpose Vision and Goals Strategic Plan Annual Plan Strategic Planning Tools Flexibility CLP Organizational Self-Assessment p. 3

4 II. EVALUATION Components of EVALUATION Program Evaluation: We effectively track program activities, short-term results, and long-term outcomes Data-based Decision Making: We use evaluation data for improving our programs, assessing program success, creating new programs and even ending a program Organizational Performance Assessment: Board, staff, and other important stakeholders honestly evaluate and discuss the organization's performance every year Community Feedback: We gather and use community feedback to inform our work. Monitoring External Trends: We monitor policy, funding, or community trends that might affect our programming. Access to Expertise: We have access to the necessary internal and external expertise to support our evaluation processes OVERALL EVALUATION Notes Respondent 4: We track data regarding our patients, but as a healthcare facility dedicated to treating all persons, decisions regarding programs are not based on this data. Respondent 4: ED does a sel-assessment and evaluates staff; board self-assessment is sporadic and, when performed, data is not used to change performance. Respondent 5: The ED is assessed by the Board Chair. The Staff is assessed by the ED. No one assesses the Board Respondent 4: We periodically perform community surveys, but not frequently enough. Respondent 5: We have done this every 5-6 years by sending out a community questionnaire. Respondent 5: The E.D. does this, but the Board does not. Respondent 4: Our organization required very specialized expertise; this is difficult to find. Respondent 5: The E.D. does this, but the board does not. Right now, what we do well in the area of EVALUATION is Respondent 2: We do monitor and evaluate the results of our programs and debrief on a casual but effective way to improve our results Respondent 3: I am not sure Respondent 4: Staff evaluates performance on a regular basis, constantly trying to improve our efficiency and patient care. Respondent 5: E.D. and staff do get evaluated. E.D. evaluates operation programs. Respondent 6: What we do well is been available to our patients when they need us and offered the care that they need. Respondent 8: very simplistic. Respondent 9: n/a CLP Organizational Self-Assessment p. 4

5 II. EVALUATION (continued) Our greatest challenge in this area is Respondent 2: We feel we are limited in our external trends and access to expertise Respondent 4: Time to properly evaluate data and implement changes, if indicated, based on those findings. Respondent 5: The Board will sometimes do a 'debriefing' on a fund raiser, but they do not evaluate their own effectiveness or lack thereof. Respondent 6: Our greatest challenge is to offer the best care. Respondent 7: Creating a tool for annually evaluating our programs and board. Respondent 8: to go into depth. Respondent 9: n/a EVALUATION Program Eval Data-based Decision-making Org Performance Assessment Community Feedback Monitoring External Trends Access to Expertise CLP Organizational Self-Assessment p. 5

6 III. FUNDRAISING AND RESOURCES Components of FUNDRAISING AND RESOURCES Business Model. Our organization can clearly describe its business model and how it supports the achievement of our mission. Fiscal Picture. Our leaders have a solid understanding of the organization's immediate and long-term fiscal picture. Fundraising Plan. We have a written fundraising plan, based on our annual plan. The fundraising plan has specific goals and its own budget. Fundraising Relationships. We have good relationships with funders and funder networks. Financial Communications. Our leaders can articulate financial resource needs clearly to both internal staff and external supporters Fundraising Skills. We have staff with the understanding and skills necessary to support our fundraising efforts Diversified Funding Sources. We have an appropriate mix of funding sources so that income is predictable and we achieve our full budget. Donation Tracking. We track each donation in a computerized database, and acknowledge every donation promptly Respondent 5: The 2008 Strategic Plan called for creating a fund raising plan and it has not been done - goes verbally from year to year, not long-term. Respondent 5: Thanks to our E.D., not to the Board. Notes Respondent 5: The E.D. fundraises, the medical staff do not. The Board does fund raising, but it seems to take all their time to do so. Respondent 8: Need to attract large donors and new people in the community. Respondent 4: We have an appropriate mix of funding sources; however, we never achieve full budget. Respondent 1: No computerized daqta base Respondent 4: Ourcurrent database system is complicated and time-consuming. Respondent 5: We need to get a better data base for our donations so that specific donor information can be easily accessed. Respondent 8: We need a better database. OVERALL FUNDRAISING AND RESOURCES Right now, what we do well in the area of FUNDRAISING AND RESOURCES is Respondent 2: We identify our needs based on our annual plan/budget and we execute our fundraising plan following our procedures with donors and supporters Respondent 3: Involve all the board and staff in the fundraising Respondent 4: We have strong relationships with local and state foundations without whom we could not exist. We have a board and staff who are dedicated to fundraising efforts. Respondent 5: We faithfully thank our donors and supporters. Each year the donors are recognized at an afternoon wine party at a lovely location in We have hired a marketing professional who is helping us with fund raising ideas. Respondent 6: The way everybody gets together to do the Fundraising. Respondent 7: We recently completed a fund development plan to be approved by the Board. Our ED is an excellent grant writer Respondent 8: grant writing. CLP Organizational Self-Assessment p. 6

7 III. FUNDRAISING AND RESOURCES (continued) Our greatest challenge in this area is Respondent 2: To find new supporters and funds available for our organization Respondent 3: Coming up with new and different ideas for fund raising Respondent 4: Lack of sufficient resources to sustain operations. As grant opportunities dwindle, fundraising challenges increase. We must raise 60% of our operational budget, over and above fees received for services. Respondent 5: Need decent donation software to be able to utilize the information we have on our donors more readily. Getting people on the Board to assume leadership positions on fund raising. We have a 'fund raising' chairman, but she often does not agree with the rest of the board. Respondent 7: Developing board member knowledge of financial needs and options for approaching donors Respondent 8: attracting large donors. FUNDRAISING AND RESOURCES Business Model Fiscal Picture Fundraising Plan Fundraising Relationships Financial Communications Fundraising Skills Diversified Funding Donation Tracking CLP Organizational Self-Assessment p. 7

8 IV. BUDGETING, ACCOUNTING, AND REPORTING Components of BUDGETING, ACCOUNTING, AND REPORTING Accounting System. Our accounting system provides a clear, accurate and up-to-date picture of our finances. Staff is comfortable about its use. Bookkeeping. Accounts are reconciled monthly and financial statements are produced, including budget-to-actual comparisons. Budget Modifications. We track our budget-to-actual reports at regular intervals and make adjustments as needed. Forecasting Tools. We consistently use financial planning and forecasting tools to support our long-term planning. Internal Controls. There are internal controls on financial transactions to prevent people in the organization from mis-using funds Reporting to Board. We provide our board timely and useful reports that allow them to actively monitor financial results at regular intervals throughout the year Reporting to Funders. We produce the necessary reports, including tax returns and reports to funders Cash Flow. We have sufficient cash available to meet obligations Notes Respondent 4: Staff is not involved in accounting. Bookkeeper systems are archaic. Respondent 4: We have an excellent bookkeeper who can provide up-to-date data at any time. Respondent 5: We track them but do not make adjustments. The health care business is not readily able to do this Respondent 5: Not all of the board understands or cares about the reports OVERALL BUDGETING, ACCOUNTING, AND REPORTING Right now, what we do well in the area of BUDGETING, ACCOUNTING, AND REPORTING is Respondent 1: Financials are looked at by the Board monthly and questions are asked and answered Respondent 2: We do manage very efficiently our budget and funds and have a strong plan to effectively monitor, inform and control our resources Respondent 3: Accountability Respondent 4: Bookkeeper provides regular monthly P and L which is presented to the ED and board for review and planning purposes. Books are always up to date and data available upon request. Respondent 5: We have a yearly budget and monthly financial reports. We have good internal controls, and the board does a yearly audit of the accounts. Respondent 6: Our bookkeeping does a really good job. Respondent 8: monthly reports. CLP Organizational Self-Assessment p. 8

9 IV. BUDGETING, ACCOUNTING, AND REPORTING (continued) Our greatest challenge in this area is Respondent 1: Accounting system is old, not supported and not backed up. Respondent 2: No challenges that I know of at this time Respondent 3: Keeping expenses to a minimum, while still providing top notch service Respondent 4: Bookkeeping system is archaic and bookkeeper not open to updating. System isn't directly usable by anyone in the organization except the bookkeeper. Board lacks financial expertise for effective long-range planning purposes. Respondent 5: Coming up with forecasting tools and long-term planning. Getting all the board members to feel they need to understand and work with the financial reports Respondent 7: Ability of board directors to comprehend reports Respondent 8: educating the directors so they can understand financials better. BUDGETING, ACCOUNTING, AND REPORTING Accounting System. Bookkeeping Budget Modifications Forecasting Tools Internal Controls Reporting to Board Reporting to Funders Cash Flow CLP Organizational Self-Assessment p. 9

10 V. THE BOARD Components of THE BOARD Board Composition. Our board members have needed skills and experience, as well as represent the diverse community we serve. Board Roles and Responsibilities. Our board members have written job descriptions that clarify their responsibilities for providing organizational guidance, community outreach, fundraising, and/or financial management. Board Financial Capacity: Our board has the knowledge and skills to carry out their financial management and fundraising responsibilities. Board Meeting Preparation. Board meeting agendas are planned between the executive director and the board chair. The agenda and information for decision-making is sent to members well in advance of the meeting. Board Minutes. Our board records its decisions and maintains records. Board members refer to the records when necessary. Board Decision Making. Our board decides issues effectively, guided by a clear, agreed-upon process. Board Decision Making. Board decisions are based on good information and give the organization a solid basis to move forward OVERALL THE BOARD Notes Respondent 8: Our newest board members have helped add to the experience. Respondent 5: But many could not recite those roles and responsibilities Respondent 8: We need people with more fundraising experience. Respondent 5: Usually out the Friday before the next Wednesday meeting Respondent 5: Sometimes, yes. But not as a rule. Right now, what we do well in the area of THE BOARD is Respondent 2: We are very strong on all of the above Respondent 3: N/A Respondent 4: Board and ED work closely agreeably together to review information on at least a monthly basis and make decisions based on that information. Respondent 5: We do have some members who are truly committed to, have had experience on other non-profit boards, and understand the role of a non-profit board member. Respondent 6: The organization. Respondent 7: Plan the agenda in consultation with ED and Ex. Comm. Follow up with issues. Respondent 8: have good record keeping. CLP Organizational Self-Assessment p. 10

11 V. THE BOARD (continued) Our greatest challenge in this area is Respondent 2: To find more board members with different skill levels Respondent 3: N/A Respondent 4: Most of our board members are novices to board participation and lack the full understanding of their roles and responsibilities. To their credit, several also lack sufficient time to fully commit. Respondent 5: To get all board members involved in knowing they are not just there to attend a 2 hour meeting once a month, but to actively pursue the goals. We have members who have no prior board experience (profit or non-profit) and they are not willing to learn how to become effective. Respondent 7: We're working towards getting more effective sub-committees working so the board doesn't become a committee of the whole. We could use more training in organizational dashboards. Respondent 8: making sure all directors are working in the same direction and share the work so we do not have burn-out. THE BOARD Board Composition Board Roles and Responsibilities Board Financial Capacity Board Meeting Preparation Board Minutes Board Decision Making 1 Board Decision Making 2 CLP Organizational Self-Assessment p. 11

12 VI. ORGANIZATIONAL LEADERSHIP Components of ORGANIZATIONAL LEADERSHIP Relevant Experience. Our organizational leaders have relevant experience in nonprofit management, as well as in our service area. Financial Literacy. Our organizational leaders have demonstrated understanding of financial concepts and our organization's financial data. Financial Literacy. Our organizational leaders regularly consider the financial implications of all decisions. Learning Orientation. Our organizational leaders are open to input and promote a culture of learning. Community Relationships. Our organizational leaders maintain direct relationships with the community we represent and serve. Attention to Self-Care. Our organizational leaders attend to self-care and the sustainability of themselves and staff. Decision Making. Our overall leadership structure allows us to make decisions and move forward quickly. Communication Protocol. Our organization has clear expectations and methods for communication across leaders and staff. Trust & Conflict Resolution. There are trusting working relationships among organizational leaders, who effectively address conflict and disagreements. Leadership Succession Plan. We have a succession plan in place to ensure a smooth leadership transition in the event of organizational leaders moving on OVERALL ORGANIZATIONAL LEADERSHIP Respondent 5: The E.D. is a medical professional, but all board leaders do not understand or keep pace with the changing health care horizon Respondent 5: Their methodology is not constant and sometimes swings on emotional basis rather than objective Respondent 5: Open to it, but not doing it. Notes Respondent 4: This is difficult to answer Respondent 5: Both the E.D. and President need to pay attention to this Respondent 4: Fortunately, conflict has not been an issue in our organization. Respondent 8: Our executive and medical director may retire in the near future. Right now, what we do well in the area of ORGANIZATIONAL LEADERSHIP is Respondent 2: Community relationship, communications and decision making Respondent 4: ED regularly networks with community leaders and outside organizations to stay informed. ED shares this information with board and staff. Board and staff work together in a congenial and supportive manner. Conflict has not been an issue. Respondent 5: Our President and E.D. are good at what they do Respondent 7: We have a great ED and an Ex. Comm. that seems to work well together Respondent 8: we have committees to work on projects. CLP Organizational Self-Assessment p. 12

13 VI. ORGANIZATIONAL LEADERSHIP (continued) Our greatest challenge in this area is Respondent 1: A succession plan for the retirement of the 2 Directors Respondent 2: Attention to self-care Respondent 3: A good transition plan Respondent 4: Succession planning for our ED and Medical Director. Respondent 5: Board communications are not always objective and have, at times, become very emotional. The Board needs to learn how to be a board, but will not attend or read the relevant classes/material the E.D. makes available to them so that can happen. Respondent 7: One member of our Ex. Comm. is only available to us for half the year. The rest of us also struggle to find time for planning and leadership. Respondent 8: to focus more and do a better job of follow-up. Also certain leaders have too much responsibilities and get burn-out. ORGANIZATIONAL LEADERSHIP Relevant Experience Financial Literacy 1 Financial Literacy 2 Learning Orientation Community Relationships Attention to Self-Care Decision Making Communication Protocol Trust and Conflict Resolution Leadership Succession Plan CLP Organizational Self-Assessment p. 13

14 VII. STAFFING Components of STAFFING Staff Expertise. Our staff has the expertise and commitment needed to carry out our programs. We bring appropriate levels of cultural responsiveness to the community we serve. Staff Diversity. Our staff reflects the diversity of the community and constituents we serve. Adequate Compensation. Our organization offers pay, benefits, and/or other rewards which are good enough to attract and keep qualified paid and voluntary staff. Manageable Workload. Staff members have a manageable workload and the organization takes measures to avoid staff burnout. Personnel Policy and Job Descriptions. We have a personnel policy and each staff member has a job description. Training. All staff receive training or professional development to help them stay up-to-date and to expand their skills. Regular Evaluations. Staff members are regularly evaluated in writing against the goals of their job descriptions. Acknowledgement & Rewards. Staff members are consistently acknowledged and/or rewarded for their contributions to the organization's achievements. Decision-Making Processes: Transparent lines of decision-making and clear processes exist within our organization to make decisions. These systems include our staff, board, and constituencies as appropriate. Staff Commitment: Our organizational culture is characterized by high levels of staff commitment so that they can get through periods of organizational challenge or uncertainty Respondent 4: Two of our providers lack Spanish expertise. Respondent 4: We are not competative as an organization. Respondent 5: We would not be able to hire an E.D. at the current compensation rate we have. Respondent 4: Staff is overworked and it is challenging to avoid burnout. Respondent 5: The E.D. often carries the burdens that should be carried by the board Respondent 4: Professional staff receives training. Respondent 5: Staff is, E.D. is not by the board Notes Respondent 4: Staff is regularly consulted regarding operational decision-making. Respondent 5: The Board cannot communicate to the staff as it is a medical staff not the usual non-profit group. The E.D. has very effective communication with staff and with board. Respondent 4: There couldn't possibly be a more dedicated staff. OVERALL STAFFING Right now, what we do well in the area of STAFFING is Respondent 2: Our diverse staff is very committed to our organization, and has a strong expertise to do their job and making decisions Respondent 3: Staff retention Respondent 4: The longevity of our staff speaks directly to how well we all work together,with a high level of respect and commitment to one another. We communicate effectively among ourselves. We have become family. Respondent 5: The E.D. has been able to gather a small but dedicated staff of medical professionals and office people. This is a medical facility not a usual program oriented non-profit, so we are in a special niche. Respondent 6: The staff is always ready to give the best care to patients. Respondent 7: They appear to work well together and are strongly supported by the ED. Staff-board relationships seem good. Respondent 8: maintain our long term employees CLP Organizational Self-Assessment p. 14

15 VII. STAFFING (continued) Our greatest challenge in this area is Respondent 2: Adequate work loads and adequate compensation Respondent 3: A clear understanding of the need for a smooth transition process Respondent 4: The workload is heavy and often creates an atmosphere conducive to burnout. Board has repeadedly been asked to develop a personnel recruitement and retention policy, without success. Our compensation policy is outdated and not competitive. Respondent 5: It would be almost impossible to replace the E.D. at her current salary level; and she is near burnout as she does the work of at least three people. The Doctors are underpaid. Housing in is non-existant for any new hire coming. We pay for employee health insurance and have a 403(b) plan to which the Health Center does not contribute. We have no other benefits. Respondent 6: To make patients comfortable. Respondent 7: We need more staff. Respondent 8: when our executive and medical director retire. STAFFING Expertise Diversity Compensation Manageable Workload Job Descriptions Training Evaluations Acknowledgement & Rewards Decision-Making Processes Commitment CLP Organizational Self-Assessment p. 15

16 VIII. TECHNOLOGY AND INFRASTRUCTURE Components of TECHNOLOGY AND INFRASTRUCTURE Office Space. Our working space is large enough to effectively accommodate staff and volunteers, and reflects the culture of our organization and constituents. Equipment and Resources. All staff members have the necessary hardware, software, equipment and other resources to do their work. Database Management and Reporting Systems. Our organization uses electronic database(s) for tracking clients, program outcomes, financial information, and for reporting purposes. Electronic Communications. We have a way to electronically communicate with donors, constituents and community members. Website. We have a comprehensive and user-friendly website that is regularly updated. The website has what we need to communicate with and/or receive information from the public Notes Respondent 1: Patients - Yes. Financial - NO Respondent 8: We need an assessment of the flow of the office. Respondent 4: Communication with patients needs improvement. Respondent 8: We need a better program to track donors. Respondent 8: This has been improved by a new marketing consultant. OVERALL TECHNOLOGY AND INFRASTRUCTURE Right now, what we do well in the area of TECHNOLOGY AND INFRASTRUCTURE is Respondent 3: N/A Respondent 4: We have an up-to-date website. We use social media and electronic communication to relay information to patients, community members and donors. We also have a marketing consultant to manage all of these. We have an electronic medical recored system to effectively manage our patient data. Respondent 5: We have a great website and send our donors a monthly newsletter via . We publish a longer version of a newsletter once or twice a year and disseminate it by postal service and . We keep our patient's records electronically. Respondent 6: With the Technology we are able to assist patients quickly. Respondent 7: Our website and social media has recently been upgraded and reflects a stronger image of our health center. Respondent 8: having our patients records on electronic files. CLP Organizational Self-Assessment p. 16

17 VIII. TECHNOLOGY AND INFRASTRUCTURE (continued) Our greatest challenge in this area is Respondent 2: There is room for improvement in all of the above Respondent 3: N/A Respondent 4: We need a more sophisticated donor-management system; however, we lack the funds to purchase such a system. Respondent 5: A decent donor software program Respondent 6: To be up to date on Technology. Respondent 7: We still seem to need better volunteer database and better donor tracking. Respondent 8: developing donors and assessing our flow of work. Also we need to determine if there is need to increase hours by staying open later or adding a weekend day. TECHNOLOGY AND INFRASTRUCTURE Office Space Equipment and Resources Database Management and Reporting Systems Electronic Communications Website CLP Organizational Self-Assessment p. 17

18 IX. COMMUNITY ENGAGEMENT Components of COMMUNITY ENGAGEMENT Cultural Alignment. Our programming and outreach are aligned with the cultural norms of the community we serve. Systematic Recruitment of Volunteers. We effectively plan for, recruit, and manage community volunteers. Communication Strategy. We have a regularly updated communications plan that responds to the interests of multiple stakeholders. Community Trust. We are widely known and respected in the community. Community Mobilization. We have the ability to mobilize community support when needed. Alliances. We participate in alliances and networks that advance our goals and influence OVERALL COMMUNITY ENGAGEMENT Notes Respondent 5: Volunteers are used in community education or fund-raising activities only. We do not have volunteers working in the medical family practice Respondent 4: While we are widely known and trusted, there are segments of the community that lack understanding of our completence. Respondent 5: We still have a problem with letting community people know all that we can make available to them in health care. Respondent 5: Only the E.D. The board does not do this. Right now, what we do well in the area of COMMUNITY ENGAGEMENT is Respondent 2: We do well in all of the above areas but we like to do excellent Respondent 3: We are very good at engaging the community in our out reach programs Respondent 4: We have a strong outreach program. We welcome volunteers and are continually holding events to improve relationships within the community. Respondent 5: We are actively engaged with our community and have brought on board a marketing professional to help us let the community know how much we can do for them in re their health care. Respondent 6: The communication. Respondent 7: We have a monthly e-letter and a bi-annual print letter. We have a widely publicized Health Fair designed to provide preventative care to our community, in particualr our low income members. This is well received and utilized. We have annual fundraising that receives positive responses. Respondent 8: our health fair. CLP Organizational Self-Assessment p. 18

19 IX. COMMUNITY ENGAGEMENT (continued) Our greatest challenge in this area is Respondent 3: Maintaining community support Respondent 4: We have a varied image in the community much of it due to the connotation of the word "clinic. " Many in the community lack the understanding that we provide quality, comprehensive services. Many see us as "the place to go when you can't go anywhere else." Others see us the "government clinic" and not only fail to see the need to support us, but think their care should be free. Respondent 5: Our community economic base is the hospitality industry. Because of this we have a changing population as people come and go from season to season. Some are not aware that we can do suturing, EKG's, simple lab tests, etc. Hopefull the Marketing person will help us get that word out to our community Respondent 7: We continue to need a stronger partnership with our upper income residents and better outreach to our hispanic community. Respondent 8: to mobilize volunteers and work more closely with the elementary school. COMMUNITY ENGAGEMENT Cultural Alignment Volunteers Communication Strategy Community Trust Community Mobilization Alliances CLP Organizational Self-Assessment p. 19