Strategic Plan August 2016-July 2019

Transcription

1 Strategic Plan August 2016-July 2019 Introduction Partnerships for Children (PFC) was established as a 501(c)3 in August 2003 due to limited government resources being provided to Child Protective Services (CPS), a department of the Department of Family Protective Services, and its caseworkers. PFC serves as a resource to caseworkers to provide immediate, basic and critical needs of the children who are placed in the care of CPS. PFC operates an immediate resource center and various programs that are designed with CPS and for CPS caseworkers to better meet the needs of the children and their families. Before Partnerships for Children, caseworkers relied on their own personal resources or spent hours of time searching for resources to meet the needs of the children they served. With programs like the Rainbow Room, YES Mentor, The Heart Gallery of Central Texas and Holiday Wishes, caseworkers have immediate access to emergency items, basic necessities and the resources their children need. Our goal is to enhance and develop programs to best fit the needs of the ever growing population of abused and neglected children in Central Texas. 1

2 Overview of Partnerships for Children Mission Provide critical resources to abused and neglected children in Central Texas who are in the care of Child Protective Services. Vision Partnerships for Children envisions a community in which all the needs of abused and neglected children are met. Core Values Partnerships for Children values: Collaboration Empowerment Support Impact Community Compassion Programs Rainbow Rooms YES Mentor Program Holiday Wishes Heart Gallery of Central Texas Caseworker Appreciation 2

3 Partnerships for Children Strategic Goals for Continue to foster relationships with key stakeholders who assist in meeting the needs of CPS and the children they serve. 2. Evaluate and improve existing, high quality programs and resources to meet the needs of children in the care of CPS. 3. Empower the Board and Staff to most effectively represent the organization. 4. Increase external visibility. 5. Ensure sustainability. 3

4 Goal 1: Continue to foster relationships with key stakeholders who assist in meeting the needs of CPS and the children they serve. Strategy Tactics Timeframe & Metrics Support CPS Annually Coordinate nonprofit services that support foster children on behalf of CPS Identify trends in child welfare across the United States Provide scholarships for continuing education to CPS case workers Create a Caseworker of the month wall in RR Provide units with small gifts or gift cards as acclamation Provide creative communication updates Create directory of non-profits in Central Texas that support foster children Facilitate services & information to support CPS Identify strategic partnerships to strengthen services to foster children efficiently Create benchmarking report of at least 5 non-profit organizations outside Central Texas that support foster children Monthly As needed 6 per year via and 6 small gifts Complete directory by January 1, 2017, then ongoing & annually Ongoing Present 5 opportunities per year to Executive Committee Annually Person or Group Accountable ED Business Manager Business Manager Business Manager ED & Program Coordinators ED, Program Coordinators 4

5 Goal 2: Evaluate and improve existing, high quality programs and resources to meet the needs of children in the care of CPS. Strategy Tactics Timeframe & Metrics Revise program descriptions & expectations Create templates for program descriptions & expectations Maintain evaluation of each program to include an updated Logic Model for each program. Build resources for Program Coordinators that include expectations, timelines, processes & procedures By September 1, 2016 Evaluate each program every 3 years. Update Logic Model by March 2017 By September 1, 2017 and review annually Person or Group Accountable ED, Program Coordinators, Board & Program Committees Increase engagement of volunteers throughout the year Create ad hoc committee for volunteer engagement, including Kids 4 Kids & Teens 4 Teens Create volunteer engagement program By August 1, 2016 By August 1, 2017 Board, Volunteers 5

6 Goal 3: Empower the Board and Staff to most effectively represent the organization. Strategy Tactics Timeframe & Metrics Engage Board & Align Board & Staff for upcoming year Twice a year Staff in minimally organizational goals & program status Update Board on Strategic Plan Progress Update Board on Program Changes and Needs Routinely, ongoing Send our Board Report one week prior to each board meeting Person or Group Accountable ED, Program Coordinators & Board Chair Educate Board on current state of child welfare Inform Board of Advisory Board, Associates Board, Kids4Kids & Teens4Teens plans Highlight organizations that support foster children Share abuse & neglect issues & stories, as well as success stories Communicate state of CPS in Texas and Region 7 Routinely, ongoing Monthly via or at Board Meetings, including statistics on foster children and how PFC impact child welfare ED 6

7 Empower Board to advocate for foster children in the community Create secure internet site for Board to obtain key documents including, minutes, Non-Profit Directory, etc. Provide Program Evaluations Reports to Board for review Create and distribute elevator speech for key messages related to PFC and child welfare Design documents for Board to use to educate community on PFC and child welfare processes By September 1, 2016 Within 1 month of completion of report By February 1, 2017 By June 1, 2017 Business Manager Program Coordinators ED & Development Director ED & Development Director Strengthen New Board Engagement Assure Board sustains best nonprofit practices Create New Board Member on-boarding process Match New Board Members with tenured Board Members Perform Board Assessment Create & Distribute Board Survey By August 1, 2016 and annually By August 1, 2016 and annually By May 15, 2017 By August 1, 2016 & annually ED & Executive Committee ED, Executive Committee, Board ED, Executive Committee 7

8 Goal 4: Increase external visibility. Strategy Tactics Timeframe & Metrics Optimize process for database management Assess current state of database management Create process for capturing new contacts Assure tax receipts & thank you letters are distributed within 1 month donation By July 1, 2016 By August 1, 2016 On-going Person or Group Accountable Business Manager & Board Representative and Development Director Grow awareness of organization Create Communication Plan Increase external database to 10,000 contacts Increase social media contacts to 10,000 By July 2019 Create digestible & approachable messaging By November 1, 2016 ED, Executive Committee & Board Representative ED, Board 8

9 Goal 5: Ensure sustainability. Strategy Tactics Timeframe & Metrics Clarify roles & responsibilities of Staff Ensure adequate financial support Strengthen Associate Board Strengthen internal control & processes Person or Group Accountable Perform Missing Person exercise & staff assessment By January 1, 2017 ED and Executive Committee Maintain Emergency Fund of $ K Establish a Moves Management System Create Development Plan that is Board monitored Operationalize Development Plan Identify purpose of Associate Board, as well as longterm goals Identify ways to engage & utilize Associate Board Report to Board on Associate Board activities Create & Distribute Associate Board Survey Investigate expanding eligibility & membership component Assess current contact management process to provide personalized, relevant content Determine process to capture contacts Update Mission Statement and Core Values Update by-laws to include internal controls Budget a net profit of $25,000 annually until emergency fund goal met. By January 1, 2017 Ongoing Ongoing By August 15, 2016 Ongoing Quarterly By October 2016 By August 1, 2016 By February 2017 By August 1, 2016 By November 2016 ED, Development Director & Board ED and Past Board Chair Business Manager Business Manager Board Board 9

10 Program Overviews & Plans for Rainbow Rooms Program Overview: The Rainbow Rooms are resource centers located within the two Travis County CPS offices that provide new essential items to caseworkers to meet the urgent health and safety needs of the clients in their care, and are accessible to caseworkers 24 hours a day, 7 days a week. These items include clothing, formula, diapers, food, hygiene supplies, and household cleaning items. Items needed to ensure the safety of children are a priority, including safety kits, car seats, safety gates, pack n plays, air mattresses, and beds. In addition, the Rainbow Room accepts and fulfills special requests for additional items needed to address immediate health and safety needs of children in any stage of CPS care for an immediate or short-term period. Plans for : The plans for the Rainbow Room in focus on maintaining PFC s role leading effective collaboration for efficient access of resources for children in CPS care. These include: Identify and leverage collaborations with community and government entities to reduce duplication of services & resources and to streamline access to resources for caseworkers and clients. Utilize data from the new Inventory System to identify trends and adjust processes and guidelines for purchase and distribution of Rainbow Room inventory in order to prioritize most critical cases as well as to respond to seasonal or emerging trends and needs by having adequate inventory available on hand. Expand outreach and relationships to increase in-kind contributions for inventory, including retail relationships as well corporate, community & individual donation drives. Increase use of volunteers for day-to-day Rainbow Room services. Continue to enhance service and support to the South Rainbow Room 10

11 Caseworker Appreciation Program Overview: Staff turnover continues to be a significant problem for CPS caseworkers. Caseworker Appreciation events, training, and incentives like gift certificates for units are means by which PFC shows their gratitude for the caseworkers hard work in our combined efforts to help foster youth. Caseworker Appreciation activities also provide for increased visibility and education of the caseworkers regarding PFC and its programs and projects. Plans for PFC will support caseworkers through: Providing tangible support through events and incentives. Streamlined access to resources through the Rainbow Room & other PFC programs. Striving to ensure the Rainbow Room provides a positive and supportive atmosphere where caseworkers access information and tangible resources as well as elements that provide a smile and a stress relief. Leveraging relationships in the community to garner support for case workers through donations, gift certificates & special events. 11

12 Youth Empowerment & Success (YES) Mentor Program Program Overview: The YES Mentor Program was established to help counteract the devastating statistics surrounding youth aging out of the foster care system. In 2014, 1246 youth aged out of foster care in Central Texas. The YES programs are aimed at improving youths' self-esteem and improving their ability to make responsible decisions through training, mentoring and financial support. These programs strive to provide each youth with skills and resources they will need to be healthy, autonomous adults. The YES Mentor Program utilizes volunteer community mentors who aid youth in their transition into adulthood. The YES Mentor Program also provides youth aging out of the foster care system financial literacy courses, focusing on resources youth receive for turning 18 in the custody of CPS. Youth who participate in the courses will receive stipends for class attendance. Advanced Classes are offered to provide educational, experiential, and service based projects. These Advanced Classes are youth driven, providing youth a voice to negotiate their needs. Throughout the year, the YES Mentor Program aims to provide youth with events and socials to encourage camaraderie, and community involvement. Plans for Redefine metrics, and utilize new PFC platform, Salesforce, to track relational metrics. Increase community collaboration to ensure youth needs are effectively being met without a duplication of services. Continue to strengthen CPS caseworker and mentor relationships, increase participation of mentors in CPS youth services like Circle of Supports (COS). Determine the importance and relevance of the YES Internship & seek alternative employment options. Establish an education fund, utilizing appropriate guidelines and processes to meet to meet steadily increasing program participants. Increase youth retention in the YES Mentor Program. Provide youth with additional opportunities with YES Advanced Classes and events throughout the year, especially during the summer months. 12

13 Holiday Wishes Primary Program Focus: Our Holiday Wishes program provides gifts to children in the care of CPS who might otherwise not experience the joy of the holiday season and opening presents. We work with local companies, churches, nonprofits and individuals to provide these children with gifts from their individual wish lists. For those children that might have entered the CPS system after wish lists were submitted or for other reasons a child may not have a gift, gifts are also provided through a stock of general gifts. The general gifts room is open 24/7 to ensure all kids have a present to open for the holidays. Each year we provide gifts for over 4,500 children and this number just keeps growing. The program provides joy to not only the children and families but also provides a key opportunity for a positive interaction between caseworkers and families. Plans for To support children during the holidays, PFC will: Work with CPS Supervisors to increase the participation of caseworkers thus increasing the timely wish list submission. Build relationships with other service organizations to expand our pool of volunteers Develop relationships with sponsors to increase in kind donations. Coordinate with other nonprofits and programs to ensure that all resources are being leveraged to the fullest potential without duplication. Refine processes for both caseworkers and donor Explore opportunities to retain and transition new contacts made through Holiday Wishes to support for other PFC programs 13

14 Heart Gallery of Central Texas Primary Program Focus: The Heart Gallery of Central Texas is a portrait exhibit and community education/outreach initiative featuring children who are waiting for adoption. The Heart Gallery works with CPS to find forever families for older children, sibling groups and children with primary medical needs. These are children who are living in foster care, many for extended periods of time, that are waiting for a permanent family and a life of stability and love. The Heart Gallery serves as a recruitment tool for adoption caseworkers to increase a child s visibility and strengthen their chances of getting adopted. The Heart Gallery program focuses on getting these children adopted through awareness and outreach that includes our traveling exhibit, Heart Gallery books, Forever Families television segments, websites and our annual REVEAL event. Plans for PFC will raise adoption awareness and increase external visibility of the Heart Gallery of Central Texas through the program s many arms including: Continue role as the lead agency for the Adoption Collaborative of Central Texas Increase the number of venues that the traveling portrait exhibit visits each year Upgrade traveling exhibits to include a mobile pop up exhibit and an electronic exhibit Improve the Heart Gallery website with clear and concise biographies and multiple photos of each child Expand and enhance the Heart Gallery with stronger engagement with the Heart Gallery Committee volunteers and volunteer photographers Increase social media presence with a Central Texas Heart Gallery Instagram account Effectively use Salesforce to track data trends and outcomes to support ongoing funding requirements Continue to offer the Foster & Adopt Information Sessions. Expand Forever Families Television segment to additional media outlets 14

15 Physical Address: Summit Dr., Suite 100 Austin, TX Mailing Address: PO Box Austin, Texas Phone Number: Website: 15