The document outlines a 2013 strategic plan for CACEHR (Community Action Commission of Erie, Huron and Richland Counties Inc.). It details the 7 phase strategic planning process conducted with an internal consultant. Through surveys and staff/board retreats, 6 new strategic path goals were identified: Employment & Development, Staff Development, Diversified Funding, Communication, Collaborations/Partnerships, and Internal Operations. Workplans were developed for each goal with strategies, indicators, timelines, and staff assignments. The plan aims to strengthen programs, funding, communications, and partnerships over 3 years to better serve the community.
Sida msd evaluation stockholm evaluation week - september 2018Itad Ltd
Itad’s Tim Ruffer was at Stockholm Evaluation Week (SEW), which this year centred around the theme of ‘Evaluation Capacity Development’.
Tim presented findings from our evaluation of Sida’s management of Market Systems Development(MSD) projects. The evaluation was commissioned with two purposes: (i) to provide recommendations for improvements to Sida’s MSD programming, which has grown rapidly in recent years; and (ii) to inform a wider review by Sida of its programming – particularly in complex and unpredictable contexts where adaptive programming is increasingly recognised as being desirable.
Six Sigma Black Belt Course outline and main components MohamedElSantty1
Lean Six Sigma Black Belt - ASQ Materials
the content of six sigma black belt certification program
and it is main topics and modules with overview of improvement approaches
If you are a business leader and need to develop and implement a corporate strategy then this presentation is for you.
Please drop me a note should you have any questions
Sida msd evaluation stockholm evaluation week - september 2018Itad Ltd
Itad’s Tim Ruffer was at Stockholm Evaluation Week (SEW), which this year centred around the theme of ‘Evaluation Capacity Development’.
Tim presented findings from our evaluation of Sida’s management of Market Systems Development(MSD) projects. The evaluation was commissioned with two purposes: (i) to provide recommendations for improvements to Sida’s MSD programming, which has grown rapidly in recent years; and (ii) to inform a wider review by Sida of its programming – particularly in complex and unpredictable contexts where adaptive programming is increasingly recognised as being desirable.
Six Sigma Black Belt Course outline and main components MohamedElSantty1
Lean Six Sigma Black Belt - ASQ Materials
the content of six sigma black belt certification program
and it is main topics and modules with overview of improvement approaches
If you are a business leader and need to develop and implement a corporate strategy then this presentation is for you.
Please drop me a note should you have any questions
The first Strategic Plan and Work Plan for the Illinois Park and Recreation Association (IPRA) covered the two-year period of 2006 and 2007 and will continue to be the basic working document to direct the association for the future.
The Strategic Plan is a continuous working document that provides a clear direction for the work of the association as a unified, future developing organization. Its direction is also to support the Board of Directors in a positive decision making process regarding organizational direction, budget and program priorities.
Its core direction follows the mission and values of the association with working towards enhancing and improving programs and services for the members. Staff reviewed the 2006/2007 Strategic Plan and has redirected items from the current plan that were not accomplished or were semi-accomplished to the 2007/2008 Strategic Plan.
The 2007/2008 Strategic Plan is not a “work plan” but an open document that may change with the direction of the association. Outcomes are accomplished through the IPRA Staff Work Plan which may incorporate Governance or Board Policy outcomes to assist the Board of Directors. The Staff Work Plan is a creative, project management oriented document that allows significant research and testing before the outcome is specified as completed. The allowance of creativity and project management within the Work Plan is significant as it allows for “trial and error” before a positive outcome is accomplished thus completing the outcome to the satisfaction of the Board of Directors.
Strategy Planning and Deployment Process Training ModuleFrank-G. Adler
The Strategy Planning and Deployment Training Module v6.0 includes:
1. MS PowerPoint Presentation including 97 slides covering our Strategy Planning and Deployment Process using Strategy Maps and Hoshin Kanri, including Introduction to Strategy Planning, Organizing the Process, Current State Analysis (CSA), Strategic Vision Elements, Strategic Breakthrough Objectives, Strategy Maps, Strategic Initiatives and Tactics, Strategy Deployment Matrix, and Strategy Implementation and Review.
2. MS Excel Templates for Annual Planning, Criticality Analysis, Force Field Analysis, Radar Gap Analysis Chart, Strategy Grid Alignment Matrix, Strategy Grid Correlation Matrix, Project Selection Matrix, Bowling Chart, and Strategy Implementation Review Table.
3. MS Word Current State Analysis (CSA) Questionnaire
4. MS Excel Hoshin Kanri Strategy Deployment X-Matrix Template
Sme strategy half day strategic planning workshops offsitesAnthony C Taylor
Dedicating time to have your team discuss about the future strategy and the direction of your organization is vital to stay aligned to your vision and be effective day to day. SME Strategy facilitates these discussions with flat fee half day sessions. These sessions include all topics relevant to a strategic plan including: Vision, mission, values, stakeholder engagement, organizational capacity, and much more. Learn more at: http://www.smestrategy.net/strategic-planning-workshop-vancouver
The first Strategic Plan and Work Plan for the Illinois Park and Recreation Association (IPRA) covered the two-year period of 2006 and 2007 and will continue to be the basic working document to direct the association for the future.
The Strategic Plan is a continuous working document that provides a clear direction for the work of the association as a unified, future developing organization. Its direction is also to support the Board of Directors in a positive decision making process regarding organizational direction, budget and program priorities.
Its core direction follows the mission and values of the association with working towards enhancing and improving programs and services for the members. Staff reviewed the 2006/2007 Strategic Plan and has redirected items from the current plan that were not accomplished or were semi-accomplished to the 2007/2008 Strategic Plan.
The 2007/2008 Strategic Plan is not a “work plan” but an open document that may change with the direction of the association. Outcomes are accomplished through the IPRA Staff Work Plan which may incorporate Governance or Board Policy outcomes to assist the Board of Directors. The Staff Work Plan is a creative, project management oriented document that allows significant research and testing before the outcome is specified as completed. The allowance of creativity and project management within the Work Plan is significant as it allows for “trial and error” before a positive outcome is accomplished thus completing the outcome to the satisfaction of the Board of Directors.
Strategy Planning and Deployment Process Training ModuleFrank-G. Adler
The Strategy Planning and Deployment Training Module v6.0 includes:
1. MS PowerPoint Presentation including 97 slides covering our Strategy Planning and Deployment Process using Strategy Maps and Hoshin Kanri, including Introduction to Strategy Planning, Organizing the Process, Current State Analysis (CSA), Strategic Vision Elements, Strategic Breakthrough Objectives, Strategy Maps, Strategic Initiatives and Tactics, Strategy Deployment Matrix, and Strategy Implementation and Review.
2. MS Excel Templates for Annual Planning, Criticality Analysis, Force Field Analysis, Radar Gap Analysis Chart, Strategy Grid Alignment Matrix, Strategy Grid Correlation Matrix, Project Selection Matrix, Bowling Chart, and Strategy Implementation Review Table.
3. MS Word Current State Analysis (CSA) Questionnaire
4. MS Excel Hoshin Kanri Strategy Deployment X-Matrix Template
Sme strategy half day strategic planning workshops offsitesAnthony C Taylor
Dedicating time to have your team discuss about the future strategy and the direction of your organization is vital to stay aligned to your vision and be effective day to day. SME Strategy facilitates these discussions with flat fee half day sessions. These sessions include all topics relevant to a strategic plan including: Vision, mission, values, stakeholder engagement, organizational capacity, and much more. Learn more at: http://www.smestrategy.net/strategic-planning-workshop-vancouver
Instructions and RubricBased upon class discussions, assigned LaticiaGrissomzz
Instructions and Rubric
Based upon class discussions, assigned readings and reputable resources, agency information you will be developing a program evaluation plan based upon your work in your field placement setting.
Your research question should consider some aspect of client satisfaction..
You are not expected to collect the information you are discussing. Your work should reflect a basic understanding of (1) selecting questions for research purposes, (2) making sure your measurements are clearly linked to your research question (3) approaches used to collect data (4) the challenges in data collection and (5) the importance of disseminating the results of assessments. This assignment is worth 100 points.
Your answers must be addressed in FULL
The paper should include the following sections:
Section I-IV shouldbe at least 4-5 pages (Worth 30 points)
I: Provide the Name and Mission of your agency
II: Identify and discuss the specific program(s) you are working with at your agency. Provide the goals of the program you are working with. Describe your program in full.
III: What type of activities are you engaged in at your field placement? Who are the people that
you serve? (ex. Adolescent mothers, older adults). What are some of the challenges that you face providing services for your clients/organization? What are some of the challenges your clients face? (
This section should be at least 2 pages)
IV: Identify a specific research question pertaining to the program you are working with at the
agency. Note: The question should reflect an assessment of the program overall and not an
individual
VI: Background Information on your Program Evaluation Plan:
See below A-C
(15 points)
Background Information on your Program Evaluation Plan
20
What are the goals of the
program evaluation? What are the performance issues driving the evaluation?
Who are the critical partners, sponsors, and other stakeholders of the evaluation?
What are the desired results of the evaluation plan? What outputs or products are expected from the evaluation?
VI. Data Collection Form and Rationale
(See form below)
(10 points)
WORKSHEET: DEFINING DATA COLLECTION QUESTIONS
In the column on the left, write down the questions you desire to answer through data
collection. You should have at least
3 questions. The questions should focus on your overall
research question. On the right, please explain how each of the questions will generate data
that will help you with your need assessment.
Evaluation Questions to be answered through Data Collection
Rationale for the Question (How will the question generate data relevant to
the goal of your evaluation plan?)
21
VII: WORKSHEET: NEEDS ASSESSMENT DATA COLLECTION PLAN
...
Instructions and RubricBased upon class discussions, assigned TatianaMajor22
Instructions and Rubric
Based upon class discussions, assigned readings and reputable resources, agency information you will be developing a program evaluation plan based upon your work in your field placement setting.
Your research question should consider some aspect of client satisfaction..
You are not expected to collect the information you are discussing. Your work should reflect a basic understanding of (1) selecting questions for research purposes, (2) making sure your measurements are clearly linked to your research question (3) approaches used to collect data (4) the challenges in data collection and (5) the importance of disseminating the results of assessments. This assignment is worth 100 points.
Your answers must be addressed in FULL
The paper should include the following sections:
Section I-IV shouldbe at least 4-5 pages (Worth 30 points)
I: Provide the Name and Mission of your agency
II: Identify and discuss the specific program(s) you are working with at your agency. Provide the goals of the program you are working with. Describe your program in full.
III: What type of activities are you engaged in at your field placement? Who are the people that
you serve? (ex. Adolescent mothers, older adults). What are some of the challenges that you face providing services for your clients/organization? What are some of the challenges your clients face? (
This section should be at least 2 pages)
IV: Identify a specific research question pertaining to the program you are working with at the
agency. Note: The question should reflect an assessment of the program overall and not an
individual
VI: Background Information on your Program Evaluation Plan:
See below A-C
(15 points)
Background Information on your Program Evaluation Plan
20
What are the goals of the
program evaluation? What are the performance issues driving the evaluation?
Who are the critical partners, sponsors, and other stakeholders of the evaluation?
What are the desired results of the evaluation plan? What outputs or products are expected from the evaluation?
VI. Data Collection Form and Rationale
(See form below)
(10 points)
WORKSHEET: DEFINING DATA COLLECTION QUESTIONS
In the column on the left, write down the questions you desire to answer through data
collection. You should have at least
3 questions. The questions should focus on your overall
research question. On the right, please explain how each of the questions will generate data
that will help you with your need assessment.
Evaluation Questions to be answered through Data Collection
Rationale for the Question (How will the question generate data relevant to
the goal of your evaluation plan?)
21
VII: WORKSHEET: NEEDS ASSESSMENT DATA COLLECTION PLAN
...
Employee Communication & Engagement (ECE) - A Tailored Approach for Measuring Communication, Engagement, and Execution to Make a Meaningful , Sustained, & Continuously Improved Impact.
Employee Communication & Engagement (ECE) are essential elements of a Talent Management System (TMS).
Talent Management is a set of integrated organizational HR processes & practices designed to attract, develop, motivate, and retain productive, engaged employees, in support of becoming the “Provider of Choice” & the “Employer of Choice” in the markets we serve. Talent Management Systems (TMS’s) typically work in four key stages: define, implement, measure, & improve.
Through a customized Employee Engagement Program, we will tailor an approach, tools, and methodologies for measuring engagement, articulating the concepts across the Company, clarifying accountability related to engagement and finally, making a meaningful and sustained impact on people’s commitment to the success of the Company, and their own personal success at the same time. Most successful employee engagement initiatives use a multi-faceted approach.
Employee Communication & Engagement (ECE) Focuses on Enhanced Business Outcomes:
- Highly engaged business units have less absenteeism, lower turnover and greater productivity, a more aligned organization, and lower risk management
- Result in greater profitability
- Outperform peers measuring earnings per share
- Enables high quality, timely organizational communication through an Employee Engagement & Communication (ECE) Platform (ECE) platform;
- Continuously improves (modernize, streamline, measure).
- Enables high quality, timely organizational communication through an Employee Engagement & Communication (ECE) Platform (ECE) platform.
Assessment 1 – Case Study Project Overview and context You.docxgalerussel59292
Assessment 1 – Case Study
Project Overview and context
You receive an email from Mary Johns, Managing Director of Business Operations.
Subject: Improving team effectiveness Hello,
As we move into the new financial year, we have many challenges to address in order to meet our business goal of 15% growth. One strategy I would like to implement is to improve team effectiveness at the outlet level.
Our current approach is to leave the management of outlet teams to the outlet managers. This will still be the case, but I would like all outlet managers to go through a process of documenting the approaches, methods, strategies and plans that they will use in leading and managing their teams.
This process of documentation will allow the outlet managers to formalise their approach to team leadership and use this documentation as a framework to evaluate their team leadership performance. It will also allow the organisation, as a whole, to learn what is and isn’t working and to improve our leadership skills.
Please refer to the tasks you are required to do. These tasks relate to how you, as the outlet manager, will lead and manage the effectiveness of your team through the implementation of our current operational plan.
I look forward to discussing this during our meeting (roleplay) where you will go over your report with me and your team members.
Regards,
Mary Johns
Managing Director: Business Operations
Tasks
1. Prepare a briefing document that outlines your understanding of (a) the team purpose, (b) roles, (c) responsibilities and (d) accountabilities in accordance with organisational goals, plans and objectives.
This document should be appropriate to distribute to team members as a consultation process to establish a common understanding.
2. Using the Performance and Development Plan template, prepare a six-month performance plan to establish (a) the expected outcomes, (b) outputs, (c) key performance indicators (KPIs) and (d) goals for the retail team. You may need to conduct additional research to determine realistic KPIs.
3. Outline the strategies you will use to support team members to meet their KPIs over the next six months.
These strategies should address any formal and informal learning requirements and may be in the form of an action plan.
4. Outline the strategy you will use to ensure team members have an input into the planning, decision- making and operational aspects of their work.
5. Outline the strategies you will use to encourage team members to participate in and to take responsibility for team activities, including communication processes, and to raise any issues or concerns.
6. XYZ currently has no policies or procedures around allowing and encouraging employees to take responsibility for their own work and to assist others to perform their roles and responsibilities within the team.
Prepare a draft policy and set of procedures that would achieve this. It may be relevant to utilise information that has already.
Designed for EDD executive directors—seasoned, new, or those on course to assume a leadership role—this interactive
session will focus on three key factors for assuring a strong EDD: an active and engaged board, a strong and committed
team of professionals, and a state association that advocates for EDDs at the state level and provides resources to EDDs
directly.
• Steve Etcher, Manager, MarksNelson, Kansas City, MO
Organizations that use a Balanced Scorecard approach tend to outperform organizations without a formal approach to strategic performance measurement
- World-class companies are 159% more likely to have mature BSC in place than less successful organizations
- Among 164 publicly traded companies, those with well-deployed BSC outperformed the control group by nearly 30% (Advances in Accounting, 2008)
- Organizations using BSC outperform the other companies by about 100 percent in having everyone in the organization understand what the organization's strategy is (Norton, The Strategy-Focused Organization, 2000)
Eye on the Prize: Promoting a "Culture of Excellence" Through Effective Strat...CompleteRx
The epitome of excellence can be recognized in organizations that have been awarded the Malcolm Baldrige National Quality Award. The successful development and implementation of an organization’s strategic plan is pivotal to this achievement as it ensures leadership and employees are working toward common goals. While setting priorities and focusing resources may seem like a given for any successful organization, the process of establishing and measuring an effective strategic plan can be complex and overwhelming. In conjunction with the Kentucky Center for Performance Excellence (KyCPE), this webinar will teach you to develop a strategic planning process to improve your organization’s performance and ensure key performance indicators are aligned with your overall strategic plan. The webinar will also review past healthcare Malcolm Baldrige National Quality Award winners and share best practices from these award winners.
Key Takeaways:
- Understand strategy development and HOW do you develop your strategy
- Review what Baldrige winning organizations have done to develop information for your strategic planning process
- Learn how to deploy your action plans
PDS mentorship and employee development programClay White
This is a management sponsored and employee led mentorship program specifically designed for Planning and Development Services. It is now entering its third year and has been highly successful in engaging our employees.
3. 3
EXECUTIVE SUMMARY
In May 2012, Ohio Community Action Training Organization (OCATO) assigned Internal
Consultant Anita Maldonado and her team member Cheryl Grice to work with the
Community Action Commission of Erie, Huron and Richland Counties Inc. (CACEHR)
on our strategic planning efforts. Beginning in May and ending in September 2012,
CACEHR surveyed its Board of Trustees, staff members, partners, business leaders
and customers to identify the important trends and opportunities for a new strategic
direction. This plan reflects the collective time, effort and thoughtful input of these
individuals as well as their dedication and commitment to serving the low-income
residents of Erie, Huron and Richland Counties.
CACEHR’s mission is: “To promote self-sufficiency and improve the quality of life of
those in need."
ESTABLISHING THE PATHWAY
The Strategic Planning process occurred with the guidance of our Internal Consultants
and took place in seven phases during 2012.
Phase 1: Revisit Mission/Vision. The consultants met with the administrative team to
review the current Mission statement and Vision statement. The Mission and Vision
were determined to remain applicable.
Phase 2: Data Gathering. Three separate sets of stakeholder survey questions were
developed and approved (Board, staff and community stakeholders); and these surveys
were completed via SurveyMonkey in June of 2012. Secondary data sources included
the CACEHR’s needs assessments, census data, annual reports and United Way
information. Our Internal Consultants then used the primary and secondary data to do a
Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis.
Phase 3: Analysis. The data was analyzed in July 2012 to identify trends as well as
gaps in services. The data shows the level of satisfaction with CACEHR services
among its staff, community stakeholders, clients, sub-grantees and local officials.
Phase 4: Staff Retreat: This retreat included both Board members and staff who
reviewed and discussed the previous strategic goals to decide whether to carry them
over to the new plan. The Internal Consultants used an instant response survey tool
during the retreat to show participants their instant votes. The Internal Consultants also
reviewed the preliminary findings from the survey responses; secondary data sources
which indicated broad strategic goals; and worked with the committee to identify
emerging trends, gaps; and recommendations for developing the strategic planning
goals.
4. 4
OUTCOME # 1: Advocacy
CACEHR will continue its leadership role for low-income citizens
in Erie, Huron & Richland Counties.
Question: Is this an outcome that CACEHR needs to carry over
to the new Strategic Plan?
= Yes. = No.
OUTCOME # 2: Childcare
All children residing in CACEHR’s service area will have access to
affordable, quality childcare when needed.
Question: Is this an outcome that CACEHR needs to carry over
to the new Strategic Plan?
.
= Yes. = No.
OUTCOME # 3: Housing
All residents of Erie, Huron & Richland Counties will have access to
affordable, sustained, and adequate housing of their choice.
Question: Is this an outcome that CACEHR needs to carry over
to the new Strategic Plan?
= Yes. = No.
91%
9%
86%
14%
76%
24%
5. 5
77%
OUTCOME # 4: Facilities
CACEHR will have modern, efficient, safe space
that meets program needs. Questions: Is this an outcome that CACEHR needs to
carry over to the new Strategic Plan?
= Yes. = No.
OUTCOME # 5: Employment
CACEHR will develop income opportunities by increasing employability skills and
jobs at Ohio Self-Sufficiency Standards for low/ moderate income individuals.
Question: Is this an outcome that CACEHR needs to
carry over to the new Strategic Plan?
= Yes. = No.
OUTCOME # 6: Staff Development
CACEHR will utilize their professional development opportunities to
provide high quality programs and services.
Question: Is this an outcome that CACEHR needs to
carry over to the new Strategic Plan?
= Yes. = No.
23%
14%
86%
5%
95%
6. 6
OUTCOME # 7: Social Entrepreneurship
CACEHR will generate income for sustainability.
Question: Is this an outcome that CACEHR needs to
carry over to the new Strategic Plan?
= Yes. = No.
The retreat participants discussed and agreed that the carry over goals were to be
incorporated into newly revised staff job descriptions; with the exception of the new goal
Employment & Staff Development. The last two previous Strategic Goals were
expanded and will be part of the New Strategic Goals Created.
The retreat participants broke out into small groups to discuss the new goals. They were
asked to complete an Indicators Development Sheet to create goal statements,
potential success indicators, selected success indicators, selected targets and assign
responsibility to an administrator. Based on this feedback, a list of strategic
recommendations for the agency was developed for board approval. Note: Strategic
Path Goals are synonymous with the organizational goals.
Strategic Path Goal # 1: EMPLOYMENT & DEVELOPMENT.
Recommendation # 1: Engage the assigned committee to research and
identify best practices to develop a comprehensive employment program at
CACEHR.
Previous Strategic Goals New Goals Created
1 Advocacy Employment and Development
2 Childcare Staff Development
3 Housing Diversified Funding
4 Facilities Communication
5 Employment Collaboration/Partnership
6 Staff Development Internal Operations
7 Social Entrepreneurship
76%
24%
76%
7. 7
Strategic Path Goal # 2: STAFF DEVELOPMENT.
Recommendation # 2: Engage the assigned committee to research and
identify best staff development and employee recognition practices and
associated funding for CACEHR staff.
Strategic Path Goal # 3: DIVERSIFIED FUNDING.
Recommendation # 3: Engage the assigned committee to research and
identify potential funding streams, programs and/or activities that have the
potential to generate unrestricted revenue to CACEHR.
Strategic Path Goal # 4: COMMUNICATION.
Recommendation # 4: Engage the assigned committee to research targeted
communication strategies that can be administered across internal and
external stakeholders in the counties that CACEHR serves.
Strategic Path Goal # 5: COLLABORATIONS/PARTNERSHIPS.
Recommendation # 5: Engage the assigned committee to develop an
inventory of potential partnerships that benefit and further the mission of the
agency and its programs.
Strategic Path Goal # 6: INTERNAL OPERATIONS.
Recommendation # 6: Engage the assigned committee to identify and create
Standard Operating Procedures for the entire agency.
During the retreat, a Strategic Planning Framework was also developed to tie
CACEHR’s Mission and Strategic Path Goals together. Please see the next page for the
Strategic Planning Framework.
8. 8
Strategic Planning Framework
Mission Statement:
"To promote self-sufficiency and improve the quality of life of those in need."
CORE VISION:
CACEHR is a leading agency embracing a diverse community with outstretched arms uplifting
individuals to their highest potential of empowering all to a more successful life in an ever
changing world.
STRATEGIC PATH GOALS
1.
Employment
& Development
2.
Staff
Development
3.
Diversified
Funding
4.
Communication
5. Collarobrations
/ Partnerships
6.
Internal
Operations
DEFINING STRATEGIC PATHS
Strategic Path Goal # 1:
To develop a comprehensive employment plan that will enhance the employability of
CACEHR customers over the next three years.
Strategic Path Goal # 2:
To develop and implement a comprehensive three year staff development and recognition
plan for CACEHR.
Strategic Path Goal # 3:
To develop and implement a three year development plan to diversify funding streams and
generate unrestricted revenue.
Strategic Path Goal # 4:
To develop an extensive three year marketing and communications plan to ensure effective
communication with internal and external stakeholders across all counties CACEHR serves.
Strategic Path Goal # 5:
To identify and research potential partnerships to expand and improve the agency’s
capacity to provide services through increased collaborations and partnerships.
Strategic Path Goal # 6:
To develop operating policies and procedures for each CACEHR department and compile
one comprehensive operating manual for the agency.
9. 9
Phase 5: Draft Report. A draft report was created and sent to the CACEHR
administrative staff to complete with action steps, timelines and assignment of staff
responsible for the implementation of the new Strategic Plan in the workplan section of
the report. The President/CEO established sub-committees for each of the six Strategic
Path Goals. The sub-committee members are a selection of our Strategic Planning
Committee, i.e. CACEHR Trustees, administrators and staff members. The CACEHR
staff and administrators developed the specific workplans to implement each of the six
Strategic Path Goals. These are attached as part of this report and begin on the next
page.
In 2013, the CACEHR will implement a new agency-wide scorecard as a result of our
work with the Pathways to Excellence assessment and certification process. Links to
our new agency-wide scorecard and the associated Pathways standards are noted in
parenthesis in each Strategic Path Goal.
Phase 6: Full Report to Board/Staff. Once the Board of Trustees reviews and
approves the 2013 CACEHR Strategic Plan Report, the report will be published and
distributed to our funding partners. The 2013 CACEHR Strategic Plan Report will also
be shared with our CACEHR staff.
Phase 7: Ongoing Review and Update (Semi-Annually). CACEHR administrators
have instituted a “Strategic Administration meeting” to be held monthly during the third
Wednesday of each month beginning in 2013. The purpose of this meeting is to ensure
that our 2013 CACEHR Strategic Plan Report workplans are closely monitored.
Additionally, the Strategic Plan Committee as a whole will meet semi-annually to review
the 2013 CACEHR Strategic Plan progress to ensure that it is on track with
implementation.
10. STRATEGIC PATH GOAL WORKPLANS
STRATEGIC PATH GOAL # 1: EMPLOYMENT & DEVELOPMENT.
To develop a comprehensive employment plan that will enhance the employability of CACEHR customers over the next three years.
(Links to Pathways Standard 2.3 and 7.2)
Recommendation Goal # 1: Engage the assigned Committee to research and identify best practices to develop a comprehensive employment
program at CACEHR.
Strategies Indicators of
Success
Agency Lead(s) Key Partners Time Frame
1.1 The committee will identify best practices and
decide on the best framework that will be used at
the agency.
Best Practices List Jennette WIA
ODJFS
Other CAA’s
June 2013
1.2 The committee will propose the tri-county project
to the directors for input.
Pilot Plan Jennette To Be Determined Nov 2013
1.3 The committee will solidify the pilot project and
take to the Program Development & Review
Committee and then the Board for approval.
Approved Pilot
Plan
Board Minutes
Jennette To Be Determined Jan 2014
1.4 The pilot project will be launched and evaluated for
effectiveness.
Evaluation Report Jennette To Be Determined July 2014
1.5 The comprehensive employment program is
launched at CACEHR.
Approved Plan Jennette To Be Determined Dec 2014
TEAM LEADER: Jennifer Jennette.
MEMBERS: Cathy Miller, Cindy Delarber, Dennis Baker - Board Member.
11. 11
STRATEGIC PATH GOAL # 2: STAFF DEVELOPMENT.
To develop and implement a comprehensive three year staff development and recognition plan for CACEHR.
(Links to Pathways Standard 5.2, 5.3, 5.4 and 7.3)
Recommendation Goal # 2: Engage the assigned Committee to research and identify best staff development and employee recognition practices
and associated funding for CACEHR staff.
Strategies Indicators of
Success
Agency Lead(s) Key Partners Time Frame
2.1 Administer a staff survey that will identify the staff
development and recognition needs of the agency.
Survey - Staff
Survey - Board
Agency Scorecard
Ryerson To Be
Determined
May Annually
2.2 Research potential funding sources that may be used to help
defray the cost of staff development and employee recognition
plan.
List of potential
funding sources
Ryerson To Be
Determined
On-going
2.3 Develop and approve a plan that includes specific targeted
strategies with timelines of activities and who is responsible
for leading each strategy.
Approved Plan
Board Minutes
Ryerson To Be
Determined
March 2014
2.4 Each person responsible for leading a strategy will report
monthly at the Strategic Administration meeting to outline
details of their activity.
Meeting Minutes,
Sign in sheets,
agendas, etc.
Ryerson To Be
Determined
June 2014
2.5 Each strategy is implemented. Sign in sheets,
agendas, etc.
Ryerson To Be
Determined
Sept 2014
2.6 Each strategy is measured for effectiveness and the amount
of revenue generated.
Survey
Responses
Evaluations
Ryerson To Be
Determined
Jan 2015
Team Leader: Kim Ryerson.
Members: Julie Cheek, Detra Brown, Fela Rodriquez, Vickie Slaughter - Board Member
12. 12
STRATEGIC PATH GOAL # 3: DIVERSIFIED FUNDING.
To develop and implement a three year development plan to diversify funding streams and generate unrestricted revenue.
(Links to Pathways Standards 2.3)
Recommendation Goal # 3: Engage the Development Committee and selected staff members to research and identify potential funding streams,
programs and/or activities that have the potential to generate unrestricted revenue to CACEHR.
Strategies Success
Indicators
Agency Lead(s) Key Partners Time Frame
3.1 The committee will research and identify potential funding
streams, programs and/or activities that have the potential to
generate unrestricted revenue for the agency.
List of
researched
items
Fisher To Be Developed June 2013
3.2 The committee will develop and obtain approval of a
comprehensive three year development plan that includes
specific targeted strategies with timelines of activities and who
is responsible for leading each strategy.
Approve Plan
Board Minutes
Fisher To Be Developed Dec 2013
3.3 Each person responsible for leading a strategy will meet
monthly to outline details of their activity.
Meeting
Minutes, Sign in
sheets,
agendas, etc.
Fisher To Be Developed Monthly
Strategic
Admin
Meeting
3.4 Each strategy is implemented. Sign in sheets,
agendas, etc.
Fisher To Be Developed On-going
3.5 Each strategy is measured for effectiveness and the amount
of revenue generated.
Evaluations
ROMA
Fisher To Be Developed December
2014
3.6 Secure funding by working with Partners who can assist with
a new building/facility in Sandusky.
Funding
Secured
Fisher To Be Developed 2015
Team Leader: Debra Fisher.
Members: Jeanette Colbert, John Evans - Board Member, Marie Thurston.
13. 13
STRATEGIC PATH GOAL # 4: COMMUNICATION.
To develop an extensive three year marketing and communications plan to ensure effective communication with internal and external stakeholders
across all counties CACEHR serves.
(Links to Pathways Standards 3.1, 3.2, 3.3, and 6.4)
Recommendation Goal # 4: Engage the Marketing Committee and selected staff members to research targeted communication strategies that can
be administered across internal and external stakeholders in the counties that CACEHR serves.
Strategies Success
Indicators
Agency Lead(s) Key Partners Time Frame
4.1 The committee will research and identify best practice
communication strategies that will serve internal and
external stakeholders.
List of
strategies
Strausbaugh Colleges
Universities
WSI
Communication
Team
May
Dec
Annually
4.2 The committee will develop and obtain approval of a
comprehensive three year communication plan that includes
specific targeted strategies with timelines of activities and
who is responsible for leading each strategy.
Approved Plan
Board Minutes
Strausbaugh NA March 2013
4.3 Each person responsible for leading a strategy will meet
monthly to outline details of their activity.
Meeting
Minutes, Sign
in sheets,
agendas, etc.
Strausbaugh NA Monthly
Strategic
Admin
Meeting
4.4 Each strategy is implemented. Sign in sheets,
agendas, etc.
Strausbaugh NA On-going
4.5 Each strategy is measured for effectiveness. Evaluations Strausbaugh NA On-going
Team Leader: Annie Strausbaugh.
Members: Tim Brown, John Jacobs - Board Member, Terri Williams-Johnson.
14. 14
STRATEGIC PATH GOAL # 5: COLLABORATIONS/PARTNERSHIPS.
To identify and research potential partnerships to expand and improve the agency’s capacity to provide services through increased collaborations
and partnerships.
(Links to Pathways Standards 2.3, 3.4 and 7.4)
Recommendation Goal # 5: Engage the Program Committee and selected staff members to develop an inventory of potential partnerships that
benefit and further the mission of the agency and its programs.
Strategies Success
Indicators
Agency
Lead(s)
Key Partners Time Frame
5.1 The committee will agree on the definition of the following:
Partnership; Collaboration; Funders;
Written definition Brown See Definitions March 2013
5.2 The committee will research and identify potential
partnerships across all of the counties CACEHR serves.
List of potential
partnerships
Evaluations
Brown See Definitions Sept 2013
5.3 The committee will identify a formal process by which
partnerships are identified, selected and approached.
Written policy
MOU
Contract
Brown See Definitions March 2014
5.4 The committee will identify lead persons and a timeline for
solidifying partnerships.
Written timeline Brown See Definitions Annually
5.5 Partnerships are evaluated for mutual satisfaction and
agency benefit.
Evaluation
Report
Annual Survey
Brown Partners Annually
5.6 The Committee will identify and work with Partners who can
assist with a new building/facility in Sandusky.
Funding Secured
Property
Acquired
Construction
begins
Brown Funding
Partners
2014
Team Leader: Tim Brown.
Members: Donna Drummer, Katrece Lee, Betsy King, Pastor Lee Kent - Board Member.
15. 15
STRATEGIC PATH GOAL # 6: INTERNAL OPERATIONS
To develop operating policies and procedures for each CACEHR department and compile one comprehensive operations manual for the agency.
(Links to Pathways Standards 4.1, 4.2 and 6.6)
Recommendation Goal # 5: Engage selected staff members across all departments to identify and create Standard Operating Procedures for the
entire agency.
Strategies Success
Indicators
Agency Lead(s) Key Partners Time Frame
6.1 Create a committee consisting of a cross section of directors
and supervisors that identify procedures that are in need of
standardization and written as a formal procedure.
List of
procedures
Drummer NA December
2014
6.2 Each person responsible for leading a formal procedure will
meet monthly to outline details of their operating procedure.
Meeting
Minutes
Drummer NA Monthly
Strategic
Admin
Meeting
6.3 Each identified procedure is written and tested for accuracy. Written
Procedures
Drummer NA Monthly
Strategic
Admin
Meeting
6.4 All operating procedures are compiled into one document
and approved by the board
Final SOP Drummer NA Monthly
Strategic
Admin
Meeting
6.5 Each operating procedure is measured for effectiveness. Evaluation Plan Drummer NA Monthly
Strategic
Admin
Meeting
Team Leader: Donna Drummer
Members: Kathy Green, Annette Ferrell, Sara Rebman - Board Member.
Note: The President/CEO will attend all the meetings sometime during the year.
16. 16
Strategic Planning Committee
Board Members Dennis Baker
John Evans
John Jacobs
Pastor Lee Kent
Sara Rebman
Staff Members Janice W. Warner, President/CEO
Detra Brown
Tim Brown
Jeanette Colbert
Cindy Delarber
Donna Drummer
Debra Fisher
Kathy Green
Jennifer Jennette
Betsy King
Catherine Miller
Fela Rodriguez
Kim Ryerson
Annie Strausbaugh
Marie Thurston
Angel Taylor
Terri Williams-Johnson
The Strategic Planning Committee has been instrumental in providing insight into the Strategic Planning process.
Thank you to our dedicated Board and staff members.
18. 18
Facilitated By: Anita Maldonado, Ph.D.
Internal Consultant
Ohio Association of Community Action Agencies
Ohio Community Action Training Organization
October 24th, 2012
Co-Facilitated By:
Cheryl D. Grice, MS
Community Action Commission of Erie, Huron & Richland Counties, Inc.
908 Seavers Way
Sandusky, OH 44870
Please Contact: Janice W. Warner, President / CEO or
Debra S. Fisher, Director of Research & Development
for more information.
PH: 419-626-4320 www.cacehr.org
Reviewed and Approved by the Board of Trustees January 26, 2013.
