Emerge! Center Against Domestic Abuse

Transcription

1 Emerge! Center Against Domestic Abuse Monthly Monitoring Report: Strategic Goals Develop and Broaden Business and Brand Identity Of Emerge! How do we make Emerge! a household name and inspire people to action and service?. Develop and implement a business plan maximizing volunteer, donor and investor cultivation. 2. Develop and implement a strategic marketing plan on a local, state and national level. 3. Develop and implement consistent message and vision for Emerge! and domestic abuse. 4. Develop and implement expansion plans and new business models for ACC that will result in increased and diversified sustainable revenue streams for the agency.. Provide education and community building to enhance Emerge! and domestic abuse awareness. Adult Residential Programs: Crisis Center has been renamed to Emerge Reflection Center 3 Child (non- childcare) Programs: Title change for Child Case Coordinators changed to Child and Family Case Coordinators to reflect vision for working with a family systems model 3 Housing and Non-Residential Services: Outreach sites engaged in program planning through retreat discussion to discuss direction and focus for community based services. 3 At quarterly DV taskforce meeting, Clinical Director presented with Adult Probation supervisor recommendation and findings from the Multi-Disciplinary Taskforce 3 Representative from the Mexican Consulate s office toured the Crisis Center and discussed current barriers for serving victims of DV who also have immigration issues. 3 Childcare Services: Bids in to do signage on building are in. Redoing awning bids in also. 4

2 Delivered presentations and trainings to the public, ending the fiscal year with a total of 02 community presentations/trainings (exceeding our goal of 96) Drafted outline for Domestic Abuse and The Workplace trainings for the Tohono O odham Nation. The trainings, which will include close to,000 of the Nation s employees, are scheduled to happen in late August/early September 200. Education & Evaluation Manager submitted updates to the training and education section of the Emerge! web page. The updates expand on the Emerge! information available and bring the external agency information up to date. Volunteer: Utilizing job training/placement programs for DES cash assistance recipients to obtain volunteer help for administrative office, child care center and Environmental Services Interviewed 3 potential interns and volunteers this month CEO: Met with initial potential investor to discuss framing and positioning for investor packet KGUN 9 highlight for Emerge! on The Morning Blend. 6 minute spot. 2,3 Marketing/Community Action: Emerge! materials will be distributed to the Pima County Library System including 27 branches and DES agencies. 2 & Updated many community listings to reflect the Emerge! brand and mission statement

3 Develop a Culture of Excellence How do we inspire and motivate our internal customers our staff, board and volunteers?. Recognize and reward exceptional staff performance. 2. Develop an internal culture of philanthropy and shared investment. 3. Develop a culture that views all people as customers and strives to consistently provide quality customer service. 4. Develop and implement Board development program.. Enhance training and development opportunities for staff to enhance skill set and engagement in organization as whole. Adult Residential Programs: All shelter staff had training/presentations from Pima County Attorney Office about victims compensation and Amy Gomez trained all staff on basic victims rights. Staff from Renewal Center have demonstrated exceptional leadership in helping to staff the Crisis Center during staff transitions. New staff hired to work at shelter sites will be attending a 6 hour training Child (non- childcare) Programs: Child Case Coordinators attended training from Pima County Attorney about victim s compensation and victims rights. Housing and Non-Residential Services: Housing Specialists attended victim s compensation and victims rights training. Housing specialist and Court Specialist attended training from AZCADV about life skills development with financial literacy. Treatment Provider Specialist and Court Specialist attended a training funded by grant with Adult Probation department about working with systems and making change in systems advocacy. Childcare Services: Recognized staff for job well done when licensing came in for our annual unannounced Site visit. All corrections were done at time of visit no follow-up needed. Community Education: As part of a revised and enhanced new hire orientation/training plan, recurring Domestic Abuse 0 and Effects of Violence on Children trainings are tentatively scheduled starting mid-july

4 Volunteer: The Volunteer Manager presented a cultural diversity workshop to the Emerge staff Operations: Began conducting weekly Impact Team briefings to strengthen communication and information sharing between departments Developed new criteria for prioritizing maintenance requests to increase Environmental Services ability to efficiently and effectively respond to internal customers needs Created and disseminated an agency-wide Risk Response Plan to guide staff during times when disgruntled community members, program participants, etc. pose a potential risk to staff or facility safety Stats. Task Group identified key staff training structure and content needs related to Client Track 3 3 Employee Services: Court Support Specialist and Program Coordinator joined team Booster Club decided on plans for next levels in WOW buck prizes Development: Staff donor stewardship calls concluded Staff Giving Committee will develop 200- Staff Philanthropy Plan in July. 2 CEO: Complete reorganization of Emerge! leadership to more fully utilize leaders talent and skills and maximize operations, input, ownership and long term agency strategy. First Board Orientation for new Board Members 4

5 Implement Holistic Service Model Based in Life Skills and Self Sufficiency How do we provide outstanding and effective programs to those in need?. Redefine core business as self sufficiency model. 2. Develop a comprehensive and diverse funding stream focused on program outcomes and the new business model. 3. Develop and implement plans for sustainable quality facilities. 4. Implement and develop outcomes based data collection and analysis to ensure quality and effective programming. Adult Residential Programs: Implemented new case review process for shelter participants. Cases will be reviewed weekly for service provision and a monthly review of a case from a systems perspective will allow for recommendations about protocol changes, service delivery structure and lacking resources for participants. 4 Child (non- childcare) Programs: Housing and Non-Residential Services: Meeting with Judge Millian and MJ Raciti (City Prosecutor) to discuss services available through Emerge and court agreed to give a letter to victims that gives information about Emerge services. 4 Mi Carrera Graduation First class of this new program graduated from the YWCA 4 SF has ended a week training series that focused on health, leadership and education These same participants are working with SF staff to create a peer led support group Childcare Services: Customer service task group has had issues setting time to meet. We meet for the first time the first week of July. 3

6 Community Education: Volunteer: Submitted Cats in the Community proposal for significant work to be done at ECC in March 20 by the University of Arizona community Submitted proposal for United Way Days of Caring in September 200 for work at ERC Operations: Developed new criteria for prioritizing maintenance requests to allow for quicker response to the agency s most pressing Environmental Services needs Employee Services: Developed evaluation for annual measurement of staff performance CEO: Attended house warming celebration for Emerge! participant upon receiving her new home from Habitat for Humanity. Reorganized strategy team to identify methods to further entrench strategy while increasing and diversifying revenue streams for long term sustainability. Marketing/Community Action: 2

7 Increase Organizational Capacity & Sustainability How do we ensure we have abundant resources to achieve our mission?. Build a high performing exceptional staff. 2. Ensure financial excellence and transparency internally and externally. 3. Develop and implement business plan to diversify funding streams for long term sustainability. 4. Ensure stable and efficient information systems. Housing and Non-Residential Services: Procedures task group met to discuss structure and focus of group s work. Group will begin by reviewing what protocols currently exist at sites, on the network, and others for discussion at next month s meeting. Focus will be on direct services (some residential and some community based) 4 Childcare Services: Encouraging ACC staff to be a part of the bigger picture. One staff member will be moving to a shelter position. This is motivating to the other staff members. Operations: Downloaded Office 2007 Compatibility Pack for all employees to provide them with access to Office 2007 documents being received from external sources. Office 2007 will be installed in the next few weeks. Presentation of the newly developed Investment Policy Statement at June BOD briefing and subsequent vote by BOD members for its approval. 4 2 Modified Client Track intake process to improve end users ease in documenting all services and referrals provided to program participants Employee Services: Interviews for open position of Center Assistant and Case Coordinator Conducted Open enrollment for staff benefits 4

8 Development: Submitted 7 Foundation proposals and funding reports 3 Development and Accounting Departments met to develop/improve interdepartmental information systems 4 CEO: Meeting with American Express in Phoenix to discuss strategies for long term funding diversification and potential investors. 3 Marketing/Community Action: Community Action Coordinator worked with outside agency to fix glitches in website/intranet system, allowing for information to be shared consistently and without constant error messages. All staff have logged in to the Intranet and received assistance from Community Action Coordinator on how to access important information from any location.