Charting Ourcourse Reducingpoverty

2017 - 2019

StrategicPlan

Charting ourCourse … ReducingPoverty

III.OverviewoftheStrategicPlan………………………………………………………………………………3 A.VisionandMissionStatements…………………………………………….……………………..3 B.Core Values………………………………………………………………………………………………….4

C.Organization EnvironmentalScan……………………………………………………………..4-6

2013-2014NeedsAssessment

SWOTAnalysis-Strengths,Weaknesses,Opportunities,ThreatsStrategicIssues-CriticalIssuesFacingtheAgency

D.StrategicPriorities……………………………………………………………………………………..…6

E.StrategicGoals,ObjectivesandStrategies…….………………………………………..6-12IV.Implementation.…………………………………………………………………………………………..13-14 V.Acknowledgements……………………………………………………………………………………………15

AnneArundelCountyCommunityActionAgency251WestStreet │Annapolis, MD21401

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Prepared by: Corwin T. Macklin, Strategic Planning Consultant

TheStrategicPlanSummary

I.Introduction

In thisstrategicplan,theCAAoutlinescriticalcommunitycharacteristicsandneedswhichwill guidedevelopmentandinnovationoftheagency’santi-povertyprogrammingoverthenextthreeyears.Theoverallgoalofthisstrategicplanisto identifyresourceswhichwill improve thequalityoflivesforthecitizensinthecommunitiesofAnne ArundelCountybeingservedbythe CAA.The goals,objectivesandstrategiespresentedintheplanfocusonimprovingtheagency’soveralleffectivenessandefficiencytowardservingtheCounty anditsat-riskfamilies,individualsandyouth.

TheCAAstrategicplanningprocessbegan inMay2015and included;fivestrategicplanningcommittee/managementteammeetings;member/clientsurveys,andstaffinput.Inaddition,communitystakeholderswereapproachedfortheirperspectiveontheagency’sapproach,deployment,andcommunityimpactresultsin lightofitsstatedmission.Theprocesswas intentionalaboutgatheringinformationfromavarietyofsourcestohelpprovideinsightintochartingCAA’sfuturedirection.

FromthisinputemergedastrategytomovetheAnneArundelCountyCommunityAction Agencytowardhavingagreater communityimpactandabilitytosustainhighperformanceinanever-changingandincreasinglyuncertaineconomic,social,andpoliticalenvironment.

II.OverviewoftheStrategicPlanningProcess

Theprocess adoptedbytheCAABoardofDirectors in thedevelopmentofa 3-year StrategicPlanforimplementationfrom2017-2019includedfourphases:

PhaseIincluded the formation of a Strategic Planning Committee. The planning process started with initial working sessions with the Management Team identifying CAA strengths and weaknesses while the Board reviewed the Vision, Mission and Value statements. The Board refined the vision and mission statements and overwhelmingly reaffirmed the Core Values.

PhaseIIwasmodifiedfortheexternalreviewoftheSWOTduetoanexisting2014CommunityNeedsAssessmentReportincludedwiththe2010-2014StrategicPlananda2015CommunityNeedsAssessment,PovertyAmidstPlentyV published bytheCommunityFoundationofAnneArundelCounty.BothofthesereportscontributedsignificantlytotheassessmentoftheexternalenvironmentoftheCAA.

PhaseIIIinvolvedtheidentificationofcriticalissuesfacingtheagencyaftercarefulreviewofthefindingsfromboththeNeedsAssessmentReportandtheSWOTAnalysis.RepresentationfromtheCAABoardofDirectorsframedstrategicissuestoaddresswhatpotentiallymayaffecttheAgency’smandates,itsmission,andvaluesineffectivedeliveryofitsprogramsandservices.

PhaseIVtheManagementTeamdraftedtheStrategiesandObjectivesasthefinalcomponentoftheStrategicPlanandpresentedtheirrecommendationstotheBoardforapprovaltocompletetheplanningprocess.

III.Overviewofthe2017-2019StrategicPlan

B.CoreValueStatementsandGuiding Principles

*AffirmedbytheBoardof Directors duringitsBoardRetreat inJuly2015.

CommitmenttoCommunity

•Webelieveinworking together,sharingideas,bringingchangeandopencommunicationswithourcommunityresidents,partnersandstakeholders.

ExcellenceinCustomerService

•Webelieveintreatingourclients,vendorsandemployeeswiththehighestdegreeofdignity,equalityandtrust.

DedicationtoStaff

•Webelieveinbuildingstrongrelationshipsbyrespectingoneanotherandvaluingeachother'sneeds,timeandcontributions.

Integrity

•Webelieveinbeinghonest,trustworthy,respectfulandethicalinouractions

StewardshipofResources

•Webelievein being dedicatedto buildinga better,strongerand moredurableagency forfuturegenerations,meetingourcommitmentsto stakeholders,developingourpeopleand helping improveourcommunities.

C.OrganizationEnvironmentalScan

Thestrategicplanningprocessincludesakeycomponentwhichisdesignedtogiverecognitiontotheorganization’sstrengthsandweaknessesanditsopportunitiesandthreats.ThemethodbywhichtoascertainthisdataisconductingaSWOTAnalysis(Strengths,Weaknesses,Opportunities,andThreats)toassesstheenvironmentoftheorganizationforitshealth,vitalityandsustainability.

TheCAABoardofDirectorsandtheCEO/ManagementTeamparticipatedintheconductofaSWOTAnalysisbetweenSeptember2015andFebruary2016.Theinformationgatheredonthestrengthsandweaknessesaretheinternalfactorsoftheorganizationandtheopportunitiesandthreatsaretheexternalfactorstotheorganization.Additionally,theCEO/ManagementTeam

surveyedasamplingoftheclients,stakeholders,andvolunteersalignedwithCAA.Thisdatawassynthesizedintokeythemesandissuesneedingtobeaddressedinthedevelopmentof thegoalsandobjectivesinorderfortheorganizationtoaccomplishitsmissionandvision.Thekeythemesincluded;CommunityFamiliarityaboutCAA,Program/ServicesQuality,CAASignatureProgram(s),FundingCapability,andState/CountyLeadershipSupport.

TheBoardandstaffengagedinappreciativeinquirydiscussionsthatrevolvedaroundtheexternalrealitieshavinganimpactonCAA,itscustomers,andthecommunityingeneral.Keyinsightsincluded:

SWOTAnalysisSummary

Strengths / Weaknesses
1.GovernmentFunding
2.StaffExperience/Dedication
3.StrongCommittedBoard
4.Programs/ServicesCredibility
5.ExecutiveLeadership
6.AdminProceduresPolicies
7.Financial/BudgetManagement
8.CommunityRelations
9.Management/BoardOperations
10.CommunityOutreach
11.ProgramDepth
12.MainOfficeLocation / 1.CAAExposure/PublicRelations
2.CustomerFeedback/Satisfaction
3.BoardFinancialSupport
4.LackofImaginationInnovation
5.LackofEntrepreneurship
6.NoSuccession/LongRangePlans
7.FacilitySpaceIssues
8.RelianceonGovernmentFunding
9.VisionforYSB
10.TechnologyCapabilities
11.NoRiskManagementPlan
12.FundDevelopment Infrastructure
Opportunities / Threats
1.NewRevenueStreams/Donors
2.CorporatePartners/Sponsors
3.ClientExpansion – newgroupsgeographicalareas
4.Partnerships/Collaborations–public
private Sector,faith-basedorgs
5.CommunityNeedsAlignment –youthservicesprogramming
6.IncreaseVisibility/Engagement
7.InfrastructureUpgrades
8.Website/SocialMediaUtilization
9.LaunchSocialEnterprise
10.StaffDevelopment/CapacityBuilding / 1.Lossof FinancialSupport
2.AttractingPartners/Supporters
3.Gov’tBudgetCuts/EconomicShifts
4.Complacency
5.NonprofitCompetition
6.Non-traditionalAllysupport
7.GrantFunding ReliabilityStability
8.ProgramParticipantsLeaving
9.LossofHeadStartFunding
10.VolunteerProgram/Recruitment
11.OtherOrganizationsw/SimilarServices

D. Strategic Priorities

Thefindings,environmentalscan,andstakeholdersurveys/interviewswereanalyzedtodeterminetheStrategicIssuestheCAAarefacing.Theagency-wide SWOTAnalysisrevealed keystrengthsand theexternalenvironmentalchangesimpactingtheagency’sabilitytosustainhighperformanceandmeasurablecommunityimpact.Asa result,TheBoard identifiedStrategicPrioritiesthattheagencywilladdressoverthenextthreeyearsareoutlined below:

Top5StrategicPriorities
1.Reorganization/Restructure andRealignmentof CAA
2.InvestinFundDevelopmentInfrastructure
3.HarnessMarketingCommunications(StrongBrandIdentity)
4.IncreaseOrganizational Capacity
5.LeverageTechnology andInformationManagement

E. Strategic Goals,Objectives and Strategies

TheStrategicGoalsoutlinedintheCAA StrategicPlan areconsistentandalign withtheCommunityServicesBlockGrant(CSBG)Act andthesixbroad anti-povertygoalsdevelopedbytheCommunityServicesNetwork.TheseROMA(ResultsOrientedManagementandAccountability)Goalsprovideaframeworkforcontinuousgrowthand improvementforcommunityactionagenciesacrossthenation,touchingonall levelsofneed: Family,Agency andCommunity.The sixNational Goalsinclude; twofamily,twoagency, andtwo communitylevelgoalswhich arelistedbelow:

1.Lowincomepeoplebecomemoreself-sufficient.(Family)

2.Theconditionsinwhichlow-incomepeopleliveareimproved.(Community)

3.Low-incomepeopleown astakeintheircommunity.(Community)

4.Partnershipsamongsupportersandprovidersofservicestolow-incomeareachieved.(Agency)

5.Agenciesincreasetheircapacitytoachieveresults.(Agency)

6.Low-incomepeople,especiallyvulnerablepopulations,achievetheirpotentialbystrengtheningfamilyandothersupportivesystems.(Family)

TheCAABoardofDirectorsandManagement TeamdevelopedfourStrategicGoalsthatwill strategicallymovetheagencytowardsachievingitsvisionandmission.Eachdepartment/programareawithinthe agencywill develop specificoperational action plansfocusingonthetacticsofmeetingtheObjectivesandStrategiesassociatedwitheachStrategicGoal.

TheManagementTeamand staff withineachprogram/serviceareawilldevelop an actionplanfortheirdepartment,clientsandcustomersusingtheestablishedGoals,Objectives,andStrategies.

Departmentswilldevelop athree-yearactionplan withannualoperational plansthatwillleadtowardtheachievement oftheagency-wideStrategicPlan.Boththethree-yearaction andoperatingplanswillbereviewedquarterlyand approvedbytheAgencyLeadershipTeam.

ProvidednextareseparatetablesidentifyingthefourStrategicGoalswithObjectivesandStrategieswhich arealignedwiththeStrategicPrioritiesandtherelatedROMAGoal(s).

GOAL1:Buildasustainableandfinanciallyviable/secureAgency.
ROMAGOALS1,4,6
STRATEGICPRIORITY#2
FundDevelopmentInfrastructure
Objectives / Strategies
1.EstablishastrategicinfrastructureforResource/FundDevelopment. / •Hireafull-timeDirectorofDevelopment/Marketing.
•Developand implementaFundDevelopmentPlan/FundraisingStrategy.
•Establish fundraisinggoals, targets, andadonorstewardshipprogram.
•Developanongoingscheduletoresearchfundingprospects,pursue, andacquireunrestrictedfundingsources
•Identify,educate,andtrain on Boardfinancial/fundraisingcommitments.
•ActivateandutilizeaBoardDevelopment/FundraisingCommittee
•IncreaseBoardinvolvementwithresourcedevelopmentandfundraisingactivities.
2.Secure 15%inadditional revenue fromnon-governmentfundingsources. / •Applyforandsecurenon-governmentgrantsandcreate afundingmixthatincreasesrevenueby$200,000.
•Establish anintegrateddonorbase(individuals,corporations,businesses,faith-basedorganizations,etc.)toincreasefundingsustainability.
•Canvassandsolicitsupportforresourcesfrombusinesses,municipalities,governmentagencies,organizationsandindividualsto achieve CAA mission.
•Increasevisibility/marketingofCAAtoabroaderpopulationandpotentialdonors.
GOAL2:EnhanceBoardoversighteffectivegovernanceoftheCAA.
ROMA GOAL5
STRATEGICPRIORITY#4
OrganizationalCapacity
Objectives / Strategies
1.Developandimplement acomprehensiveBoarddevelopmentplan. / •Establishregular/on-goingBoardeducationandtrainingopportunitiesforstrategicleadership,compliance,financialoversight,andpolicydevelopment.
•Equip theBoardtoactivelyadvocatefortheworkofCAA.
•Raise the fiduciaryprofile ofthe BoardofDirectorsasresponsibletrusteesoftheorganizationassets.
•FormalizeandscheduleBoardOrientations.
•Conduct annualROMAtraining.
2.Retain,attract, anddevelopa highlyinvolvedBoardofDirectors. / •Design and implementa recruitmentplan/process.
•Obtain and maintain 100%engagementofBoardmembersin fulfilling theirrolesandresponsibilitiesin governance,oversight,planning,and policydevelopment.
•Develop highlyselectiverecruitmentandscreeningmeasures.
•ConductannualBoard AssessmentsandEvaluations.
GOAL3:IncreasethecapacityandawarenessoftheCAAinbuildingitsreputationandbrandidentity.
ROMA GOALS 4,5
STRATEGICPRIORITY#3
BrandIdentityMarketing
Objectives / Strategies
1.Build,communicate,andpromoteaCAABrandthat isrelevantand vibrant. / •Explorethe possibilityofinvestinginapart-timecommunications/marketingposition.
•DevelopandimplementanintegratedCommunicationsandMarketingPlan.
•CreateavideotoshowcaseCAAprogramsandservices.
•Designa social mediaandinternetmediastrategythatwilltarget individualsunder40yearsofage.
•Designanddevelopstateofthe artlogo,marketingtoolsandcollateral(brochures,rackcards,posters)fordistribution/mediakits.
•Enhanceexternalcommunicationswith amodernizedWebsiteandanimprovedNewsletter,AnnualReport,Facebookpage,Twittersite,ande-News.
2.RaiseandimprovecommunityoutreachandeducationaboutCAA rangeofservices. / •Communicateexternallythrough PR/marketingoutreach campaignswith“ImpactStories” forthemedia.
•Utilizesocialmedia,website,radio,andnewspaperto tellour story and marketourservices.
•Accesscurrentprogramming todeterminenewor expanded program opportunitiesorpartnerships.
•HostanOpen Houseforthecommunitytolearn aboutAgency programsand services.
•Participatein atleast25 community eventsthroughouttheyear.
•Haveapresenceinevery community of thecounty,impacting eligiblepeopleliving inpoverty through directservice,collaboration,or advocacy.
GOAL4:PositionCAAasthemosteffectivehumanservicesorganizationliftingpeoplefrompovertyandempoweringthemtobecomeself-sufficientinAACcommunities.
ROMAGOALS2,3,4,6
STRATEGICPRIORITY#1,#4
RestructureRealignment/OrganizationalCapacity
Objectives / Strategies
1.RefineCAAcorecompetenciesandstreamlineservicestomaximizecommunityimpact. / •StrategicallyrestructurerealignCAAtomaximizeagencyeffectivenessandefficiencyinservinglow-incomepeople.
•Reviewcoreprograms/servicesforalignmentwithagencyrestructureandCAPbestpractices;ensureallprogramsaddresskeyleversofpovertyreductionandcommunityresiliency.
•Provideservicesthatreducebarrierstostabilityforvulnerablepopulations.
•WorkwithkeynonprofitstopublishaCommunityNeedsAssessmentidentifyingservicegapsto avoidduplicationof efforts.
•Addressunmetorunderservedneedsinthecommunitythroughcommittedresourcesandstrategicpartnerships(e.g.housing,employment,finance,food,transportation,health,education,andchildcare).
2. Build and leveragea networkofcollaborativepartners,stakeholders,and donors. / •Develop andfosterpositiverelationshipswithnewand existingpartnerstomaximizethecontinuumofservices.
•Becomeamodelforcollaborativeprocessesasadvocatesand championsforsignificantpovertyrelatedissues.
•Expandcommunityunderstandingofpovertyissuesandself-sufficiency.
•Increase/strengthenatleastfivecommunitypartnershipsannuallythroughMOUsor lettersof support.
•Getmoreinvolvedwiththebusinesscommunityandobtaintheircommitmentand supportofCAAmission.
Objectives / Strategies
3.EstablishanInformationTechnology(IT)strategicplanandfacilitiesmaintenancescheduletoimprovetheAgencyoperationalcapacity. / •ReviewagencyITsysteminfrastructuretoensurethatitisstableandsecure (i.e.,servers,internet,internetprovider,domain,webandemailhost,firewalls,networkprinters,wirelessrouters,workstations,virusprotection,virtualprivatenetworksandcloud computing.
•Ensuresystemcapabilitiesandperformancecapacityisefficientandeffectivetodelivermission-criticaloutcomes(i.e., uptodatesoftware,hardwarelifecycle,technologysupport,professionalstaffdevelopment,writtentechnologypoliciesandprocedures.
•AgencyinvestinnecessaryITsystemadditionsand/orimprovementstokeepcurrentwithtechnologyneededtoprovideeffectiveprogramming/services(i.e.,hardware/softwareupgrades).
•Implementrecommendationsresultingfromthebuildingsystemsevaluation.

IV.StrategicPlanImplementation

Ratherthana finalproduct, the StrategicPlanwillbearoadmapforthecontinuousimprovementofefficiencyandeffectivenessoftheagency’soperationstodeliverhighqualityservices,advocacyandcommitmentofresourcestocitizens.Agencyleaderswillusethisinformationtosteertheorganizationtowardthe fulfillmentofitsmission.Changingeconomic,political andculturalclimate willrequirethereviewandre-evaluationoftheplanonanannualbasis.

TheCAA’sannualBoardRetreatwill bethedesignatedtimetoreflect andassesstheagency’sStrategicPlan andcore strategies.Atthistime, TheBoardand staffwill meetanddiscussif anyexternaland/orinternalcontributingfactorshavecontributedtotheneedforashiftorchange inpriorities,long-termgoal(s),objective(s)and/orcorestrategies.TheannualBoardRetreatwillalso serveasthetimetodiscusstheoperational actionplanitemsandprovidetheBoardwithprogressstatusupdateswithparticularattentiontooutcomeand outputmeasures.

TheStrategicPlan isa workingdocumentintendedto reflectcurrent needsandconditionsoftheAgencyand community.Revisionstotheplan will bemadeasneededtoreflectenvironmentalchangesandincorporateddirectlyintothePlan.TheAgencywillevaluate,updateandrecordprogressmadetowardimplementationofthePlanforrelevancyasfollows:

Monthly:ProgressReports,Scorecards,and/orDashboards–CEO,Management Team/Staff

Quarterly:OperationalAction Plan Reviews–CEO,Management Team/Staff

Bi-annually:OperationalActionPlan ReviewsProgressReports–BoardofDirectors

Annually:PerformanceReviews–CEO,Management Team,andStaff

Annually:StrategicPlan -Boardof Directors, Chief Executive Officer andManagementTeam

Timeframesassociatedwiththeimplementationofthe2017-2019StrategicPlanisaligned withtheAgency’sFiscalYearcalendarfromJuly-June:

Year 1:January1,2017–December 31,2017Year 3:January1,2019–December 31,2019

Quarter3–MarchQuarter3–March

Quarter4Bi-Annual–June/JulyQuarter4Bi-Annual –June/July

Quarter1–SeptemberQuarter1–September

Quarter2Bi-Annual–DecemberQuarter2–December

Year 2:January1,2018–December 31,2018Year 4:January1,2020–March31,2020

AnnualPlan Review–JanuaryAnnualPlanReviewUpdate

Quarter3–MarchStrategicPlanningProcessKick-offQuarter4Bi-Annual–June/July

Quarter1–September

Quarter2Bi-Annual-December

ThisStrategicPlanrecognizesand utilizesthetenantsfromResultsOrientedManagementandAccountability(ROMA).ROMAisaperformancebasedinitiativedesignedtopreservetheanti-povertyfocusofCommunityActionAgenciestopromotegreatereffectivenessamongentitiesreceivingCSBGfunds.AtthecenterofROMA isitslifecycle, whichstrategicplanninglieswithin itssecondphase.IntheimplementationandappropriatelymaintainingtheCAA’sStrategicPlan,eachphaseoftheROMAcyclewillbe exploredatvarioustimesduringitslifecycle.

TheROMACyclegraphicwasdevelopedbytheNationalPeertoPeer(NPtP)ROMATrainingProject,basedonguidanceregardingCoreActivitiesforStatesandCSBGEligibleEntitiesprovidedbyOCSInformationMemo49.FromPlanningforResults©2006, JJakopicandB.Mooney,CommunityActionAssociationofPA.CurriculumdevelopedwithfundingfromtheUSDepartmentofHealthandHumanServices–OfficeofCommunity.Useispermittedwiththisfooter. All otherrightsreserved.

V.Acknowledgements

CompletionoftheAnneArundelCountyCommunityActionAgency2017-2019StrategicPlanwouldnothavebeenpossible withouttheStrategic Planning Committee and the inputofkeystakeholders;CAA participants/clients,partners, volunteers,CAA’sBoardofDirectorsanddedicated staff. Staff memberswereintegrallyinvolved intheplandevelopment,sharingof informationatfocus/communitygroupsandparticipatinginstrategic planning sessionsthatdevelopedtheplan’sobjectivesandstrategies.

Weareverygratefulforallcontributionstothe planandforongoingstakeholder support.Abig

ThankYougoestoindividuals,donors,foundations, localgovernment, companies,businesses,consultantsandother organizationsthathavesupported CAA overtheyears.Yoursupportcontinuouslyinspiresus.

Boardof Directors

TheAnneArundelCountyCommunityActionAgencyhasatripartiteBoard of Directors,which includesone-thirdrepresentationfromthelow-incomecommunity,one-thirdrepresentationfromtheprivatesector,andone-third representationfromthepublicsector.

Low-Income / PrivateSector / PublicSector
CynthiaCarter,President / LeslieN.Stanton,VicePresident / John E.Morrison,Treasurer
AmySiegal / JacquelineBooneAllsup,Secretary / DonnaBelt
RobertCosta / PhilReynolds / DeneiceFisher
LenoraReddon / ShawnAshworth / AnnieHillary
Vacant / DebbieLanger / JoeHudson

Strategic PlanningCommittee

CynthiaCarter,BoardMemberEricaMatthews,EnergyServicesDirector

LeslieN.Stanton,BoardMemberHasanMcMillan,PropertyProcurement

DonnaBelt,BoardMemberMicheleGiedel,HumanResourcesManager

AnnieHillary,BoardMemberHeatherLalor,Finance-FiscalSupervisorGretchenHuntley,ChiefExecutiveOfficer JulieSnyder,Programs/GrantAdministratorArleneJackson,EmpowermentServicesDirector R.MichellePhelps,ExecutiveAssistant toCEOCarmeliaHicks,EarlyHeadStartDirector Corwin T.Macklin,StrategicPlanningConsultant

The Promise of CommunityAction

Community Actionchanges people’s lives,embodies thespiritofhope,improves communitiesandmakesAnne Arundel County abetterplacetolive.Wecare about the entire county and we arededicatedtohelpingpeoplehelpthemselvesandeachother.