Building SC s Capacity Bridge Grant Strategic Plan. Summer 2012

Transcription

1 Building SC s Capacity Bridge Grant Strategic Plan Summer 2012 Developed in consultation with: 1225 Laurel St, Ste 301 Columbia, SC Page 1 of 7

2 Table of Contents: I. Executive Summary.. pg 3 II. Vision.. pg 4 III. Mission.. pg 4 IV. Values.. pg 4 V. Assumptions.. pg 5 VI. Critical Success Factors.. pg 5 VII. Situational Analysis (SWOT).. pg 6 VIII. Goals and Objectives.. pg 7 Page 2 of 7

3 I. Executive Summary Organizations and agencies seeking to make a positive impact, achieve meaningful outcomes, and sustain community-level change recognize that collaboration is key to their success. In an aggressive attempt to exhibit state-level collaboration the SC Department of Education (SCDE), the SC Department of Juvenile Justice (DJJ), the SC Department of Alcohol and Other Drug Abuse Services (DAODAS) and the United States Attorney s Office (USAO) joined forces to develop a plan that would increase their capacity to reduce youth violence and substance abuse among SC s youth. In addition to the aforementioned a designee from the Governor s Council served on the planning committee and as a liaison between this effort and the work of the Governor s Council. Planning Committee members included: Name Kimberly Smith Dr. Pam Imm, Ph.D. Crystal Gordon Deborah Lakin Charles C. Weathers Sr. (Facilitator) Representing SC Department of Education SC Governor s Council SC Department of Alcohol and Other Drug Services SC Department of Juvenile Justice The Weathers Group This strategic plan lays out goals in three key areas Best Practices, Inter-agency Collaboration and Transformative Leadership. The committee was driven to ensure these three goals do not exist independently but are integrated, connected, and strengthen each other as they are achieved. In this plan we discuss and document key assumptions that helped shape the plan and critical success factors that will contribute to the accomplishment of the plan. The committee is confident that the successful implementation of this plan will create an environment where better communication, cooperation and coordination among partner agencies will result in schools and school districts being better able to reduce youth violence and substance abuse. SIGNED Page 3 of 7

4 II. III. Vision Mission SC schools and communities are better prepared and equipped to prevent youth violence and substance abuse. IV. To implement an inter agency collaborative model that increases communication, cooperation and coordination between key partners. Values The following values represent our core principles and beliefs which serve as non-negotiables and will not be compromised during the achievement of our mission. We believe in: a. Sharing valid and relevant information in a manner that demonstrates transparency, fosters deliberate dialogue and increases the group members understanding. b. Accountability requires that we are not only answerable to each other we will be prepared and willing to answer to our stakeholders. c. Integrity demands that within the course of our decision making and actions we demonstrate adherence to moral and ethical principles and we exhibit soundness of character. d. Trust implies confidence. As we work with our stakeholders we will continually build, sustain, and sometimes restore trust to foster healthy relationships. We understand the importance of credibility and how the loss of trust can damage that, therefore; we will demonstrate the character and competency required to maintain and strengthen our credibility. e. Innovation is not simply doing the same thing better it s engaging in the new and different. We will strive to push the limits of our paradigm and explore new approaches that challenge the status quo. f. Stakeholder Engagement is critical to the success of this effort. We will continually pursue stakeholder feedback, input and involvement. g. Meaningful Progress looks beyond the activity for the accomplishment. We recognize that just doing something isn t good enough. If what we re doing isn t moving us along a path to success, desired outcomes, and results then we will have the courage to re-assess and course-correct. Page 4 of 7

5 V. Assumptions During the planning process the committee acknowledged, documented, and at times, verified the underlying assumptions that this plan is built upon. Assumptions are always at the foundation of any strategic plan, though they are often omitted or neglected. In the committees effort of transparency the assumptions are documented below: a. Schools and School Districts need support from other entities to better prevent youth violence and substance abuse. b. There is a lack of communication, coordination, and cooperation among agencies/organizations. c. We can more efficiently and effectively serve SC s youth collaboratively than we can individually. d. Agencies and stakeholders will embrace collaboration. e. An agency s mission out-weighs the personal interests, biases, and agendas of participating individuals. (Youth come first). f. State agencies are seeking to strengthen relationships with the same local/community partners. g. The State level will support and encourage collaboration at the local level. h. Each partner agency will have an engaged and willing leader (champion) who takes ownership of the plan and process. VI. Critical Success Factors The strategic plan requires more than goals and objectives. There are often intangibles that contribute to the success of the plan we call these critical success factors. The achievement of the goals, objectives, and the mission of this plan rely on the following: a. Leadership commitment and support from the key partner agencies. b. Removal or reduction of any turfism. c. Making an accurate assessment of the resources required to implement and sustain the plan. d. The allocation of resources to support the goals/objectives of the plan. e. Identified and designated responsible parties for the goals/objectives of the plan. f. Integrating the work of the plan into the existing scope of work for the responsible parties. g. Questioning the status quo and looking at new ways of doing things. h. Forward and innovative thinking. i. Maintaining a laser-like dedication and focus on the value of relationships. Page 5 of 7

6 VII. Situational Analysis (S.W.O.T.) Strengths (Internal) A: Strengths 1. Previous work with DAODAS on marketing campaign. They had a willingness to help. 2. Agencies willing to provide resources. 3. Willingness to cross-share information. 4. Visionary leadership. 5. Political connections/connected leader. 6. Enhancement of our current agency roles. 7. Collaborative mechanisms, i.e. Governor s Council 8. Previously engaged in strategic planning 9. Evidence-based planning models, i.e. Getting To Outcomes and Strategic Prevention Framework Opportunities (External) C: Opportunities 1. To set a precedence & make a difference by successfully developing/implementing the plan. 2. Increase inter-agency education, awareness, and understanding. 3. Create the foundation for future collaboration efforts. 4. Reduce duplication of services. 5. Strengthen, reinforce, and support existing programs/services. 6. Restore relationships with state and community-based partners. 7. Frame success in an apolitical language. 8. Potential for braided funding and other resources 9. Emerging best practices 10. Potential for multi-agency strategic planning Weaknesses (Internal) B: Weaknesses 1. Staff Turn-over (loss of organizational intelligence). 2. Guarded turfism and territorialism. 3. Speaking for people we serve without listening to them. 4. Forceful implementation of our plan. 5. Lack of vision/ownership among key players. 6. Stubborn leadership. 7. Lack of strategies to navigate the intersection of ideas and politics. 8. Lack of effective communication. 9. Utilizing the wrong messenger. 10. Programs suffer because of personal issues. 11. Lack of trust and uncertainty leads to a culture of selfpreservation. Threats (External) D: Threats 1. Economic uncertainty can cause agencies to pull back and become more insulated. 2. Economic challenges cause agencies to refocus and this project no longer fits their core mission. 3. Turnover of key leaders. 4. Loss of organizational intelligence. 5. Politics this is an election year. 6. Changing funding streams 7. Other councils Page 6 of 7

7 VIII. Goals and Objectives Goal #1: Increase the efficiency and effectiveness of youth programs and practices Objective 1.1: Coordinate an annual Evidence-Based conference. Objective 1.2: Compile a catalog of best-practices related to youth programs and post a link on partner agency websites. Objective 1.3: Partner agencies share information and relevant data at each other s annual conference. Objective 1.4: Partner agencies post links to their websites on each other s website. Objective 1.5: Coordinate and host quarterly peer learning regional forums. Objective 1.6: Inform and involve partner agencies on pending community grant/funding opportunities prior to release of RFP. Goal #2: Develop and support inter-agency collaborations at the state, regional and local level. Objective 2.1: Identify and engage representatives from 3 geographic areas (regional/county/local) to pilot a collaboration effort. Objective 2.2: Complete the Stakeholder RIVER assessment with the pilot group. Objective 2.3: Develop and promote joint (inter-agency) training opportunities. Objective 2.4: Disseminate information on available resources and opportunities. Objective 2.5: Develop, promote, and present joint (inter-agency) messages to the targeted audiences/communities. Objective 2.6: Create an agency resource list (by county) and share with other partner agencies. Page 7 of 7