Strategic Planning Session 3

Presented by:Jimmie R. Alford, Founder & Chair

Emily Lohse-Busch, Client Service Associate

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Strategic Planning Participants

• Strategic Planning Taskforce (Board and Staff)

• Staff

• Advisory Committee

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Strategic Planning

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Mission, Vision, ValuesWhy we exist, what we aspire to be, principles that

guide our work

Organizational ObjectivesLarge-scale goals defining what we want to achieve

Strategic DirectionsBroad plans for how we will achieve our Objectives

Action PlansDetailed descriptions of timelines and

responsibilities for carrying out our Strategic Directions

More Perman

ent

More Temporary/Adapt

able

More Broad

More Specific

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Strategic Planning Framework

Compilation of Ideas from

Strategic Planning Taskforce and H.O.M.E. Staff Retreat

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Vision Statement for Consideration

HOME is an innovative model, creating opportunities for low-income older adults

to live with dignity in community.

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S.W.O.T. Analysis (Internal)

Strengths Weaknesses

• 25 year successful history

• Unique array of focused service offerings

• Experienced and dedicated staff and Board

• Loyal donor base

• Resilience

• Entrepreneurial spirit

• Low visibility and brand awareness

• Lack of understanding among broader population regarding complete array of service offerings

• Limited and narrow resources

• Historical reliance on bequests

• Narrow program recognition (overly identified with 1 program)

• Aging buildings with no reserve funds

• Internal view of HOME

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S.W.O.T. Analysis (External)

Opportunities Threats

• Expand service offerings to meet the needs of the growing aging population

• Build capacity to increase client base

• Increase market presence

• Diversify funding opportunities

• Strategic collaboration

• Build and broaden resource base

• Promote HOME model

• Create alternative income streams (i.e. HOME model for other organizations)

• Growing interest in geriatric service providers

• Increased competition

• Fragmented marketplace

• Overdependence on a single funding source (i.e. government funding)

• Economic downturn

• Internal staffing structure (little opportunity for upward movement)

• Lack of risk management (buildings, succession planning, disaster planning, business interruption)

• Availability of service providers may be reduced (physicians, social workers, etc.)

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S.T.E.P. AnalysisSocial Technological

Economic Political

• The aging population is growing, and will continue to grow for the foreseeable future

• Recession economy is extremely impactful to seniors, and will increase the number of underserved people in the aging population

• Economic downturn may lead to shrinking in overall philanthropic support

• Technological advancement increases seniors’ ability to remain independent

• Because of lifesaving technology in medicine, people are living longer, and require care for a longer period of time

• Online technological advances for older adults are not as applicable for low income older adults

• Increased ability for preventative testing• Health care policy is in flux, and will be especially impactful for this age demographic

• Uncertainty around policy

• Aging population has a great deal of political power

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Organizational Objectives

• Build, manage and secure physical and human resources

• Build, manage and secure financial resources

• Develop and implement a strategic marketing and communications plan

• Identify and utilize strategic collaborations to maximize impact for clients

• Deepen and broaden service offerings to maximize independent living with dignity in community

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Organizational Objective 1: Build, manage and secure physical and human resources

Strategic Direction/Program Action Plan Guidelines

Prioritization (Year)

Prioritize Action Steps

(1-4, then A-C)

‘10

‘11

‘12

‘13

‘14

Identify and remediate existing deficits of physical buildings and vehicles

Benchmark existing buildings and vehicles

x x 1-A

Prioritize needs x x 1-B

Explore options for collaboration among H.O.M.E. staff to meet the immediate needs

x1-B

Ensure longevity of physical plants and buildings (fixed assets)

Benchmark existing buildings and perform technology audit

x x 2-A

Develop preventative maintenance program

x 2-B

Establish reserve funding schedule x 2-B

Develop informed decision-making process for added housing units

Coordinate with finance and budget to determine feasibility

x x x x 3-A

Measure opportunities against mission and vision for H.O.M.E.

x x x x 3-B

Develop multi-step vetting process x 3-C

HR – Pursue opportunities for staff development

Explore and secure scholarships and designated seats at for-profit sessions as well as free opportunities (i.e. computer classes at City Colleges)

x x2-A

Explore and utilize E-learning opportunities

x 2-B

HR – Retain and attract quality staff

Evaluate compensation package compared to sector averages

x x 1-A

Establish revenue streams to support compensation needs

x 1-B

HR - Formalize and initiate succession planning

Review existing processes and determine best fit for H.O.M.E.

x x 3-A

Develop process and initiate x x 3-B

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Objective 1:Comments and Feedback from Advisory Committee•Use other organizations as benchmarks

for HR best practices

• Salvation Army

• Sharing Connections

• United Way

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Organizational Objective 2: Build, manage and secure financial resources

Strategic Direction/Program

Action Plan Guidelines

Prioritization (Year)

Prioritize Action Steps

(1-4, then A-C)

‘10

‘11

‘12

‘13

‘14

Develop multi-year fiscal plan tied to the strategic plan that reflects revenue and expense assumptions

Develop 5-year business plan by “11 including cash flow, revenue and P&L projections x x 1-A

Build reserves to ensure financial stability

Budget for reserves – buildings (deferred maintenance, operating (90 days) and vehicles

x 2-A

Fund depreciation x 2-B

Broaden and deepen funding sources

Develop endowment and planned giving strategy x 1-A

Create and refine policies for the use of endowments/bequests and deferred gifts

x 1-C

Design donor acquisition strategy x 1-A

Explore appropriate tax-based funding opportunities (local or federal funding?)

x 1-B

Develop processes to assess risk management issues

Establish criteria against which to measure risk management - including quality of current status, continuity, etc.

x 3-A

Assure competencies in senior management and Board governance (fiscal competence)

Create a Committee on Trusteeship x 2-B

Articulate expectations and skills x x 2-B

Formalize recruitment strategies and expectations x 2-A

Develop Junior Board, Lifetime Trustees x 2-A

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Objective 2:Comments and Feedback from

Advisory Committee•Look into endowing a program (maybe the moving program?)

•Risk Management – look into engaging someone who may be able to assess the unique risks of HOME

• More formal risk management analysis

• Liability issues – injury, theft, etc.

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Organizational Objective 3: Develop and implement a strategic marketing and communications plan

Strategic Direction/Program

Action Plan Guidelines

Prioritization (Year)

Prioritize Action Steps

(1-4, then A-C)

‘10

‘11

‘12

‘13

‘14

Develop key messages and vehicles among internal team for consistency of message

Investigate and engage outside counsel (Taproot? Marketing Class? Advisory group in marketing?)

x 1-A

Target new donors and increase brand awareness through a variety of awareness-building vehicles

Ask current donors to assist with informing the process and advocating for H.O.M.E.

x x 2-B

Build and utilize a core of support x 2-A

Identify and present to groups within the community (i.e. churches, civic organizations, etc.)

x x x x x 2-B

Cultivate parents and family members of current volunteers x 2-B

Increase community awareness of services provided and H.O.M.E.’s mission

Consider possibility of putting on a gala or benefit event x 2-A

Expand presence at senior housing fairs and community events

x x x x x 2-B

Increase H.O.M.E.’s presence as an innovative model

Publish on senior issues – become known as experts in the area

x x x 4-B

Define appropriate channels for marketing, advertising and promotion

Focus groups of lapsed and current donors as well as volunteers x x 3-A

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Objective 3:Comments and Feedback

• Present this process at an American Society on Aging roundtable

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Objective 4: Identify and utilize strategic collaborations to maximize impact for clients

Strategic Direction/Program

Action Plan Guidelines

Prioritization (Year)

Prioritize Action Steps

(1-4, then A-C)

‘10

‘11

‘12

‘13

‘14

Define core competencies and needs for strategic collaborations

Review existing programs and services and compare with like organizations

x 1-A

Investigate for-profit pro-bono support for development of materials (Edelman, Score, Executive Service Corp.)

x 4-B

Develop support for roundtable effort x 1-A (In

Process)

Collaborate with other not-for-profits to share back-office resources and conduct joint training sessions

x 2-A

Investigate opportunities to collaborate with for-profit agencies (caregivers, etc.)

x 2-C

Create mechanisms to bring partners to the table and be invited to the table

Identify known and unknown partners and contributors x 1-A (In

Process)

Contact area universities x 2-B

Develop and implement strategic roundtable process x 2-C

Agree upon criteria for collaborations and outcomes

Build process and outcomes for each specific collaboration x 1-A

Keep ongoing notes x x x x 1-A

Develop standardized, formalized evaluation for each collaboration

Using best practices guidelines provided by TAG, develop process

x 3-A

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Objective 4:Comments and Feedback from

Advisory Committee• Build database of referrals and resources

• Advisory group could transition to permanent Advisory Committee

• Public policy and advocacy need to be considered

• Seek engagement or affiliation with targeted collaborators (examples):

• Chicago Rehab Network

• Coalition for Homelessness

• C.H.A. (Lewis from CHA)

• Illinois Housing Development Authority

• AASHA – services and housing Institute for Future of Aging Services

• CLESE

• Lakeview/Lincoln Park Village

• Northwestern ABCD Institute

• Interested funders

• Need to define the specific criteria for collaborations

• Public Policy and Advocacy side

• Service delivery side (Direct Service)

• Training

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Objective 5: Deepen and broaden service offerings to maximize independent

living with dignity in community

Strategic Direction/Program

Action Plan Guidelines

Prioritization (FY)

Prioritize Action Steps

(1-4, then A-C)

‘10

‘11

‘12

‘13

‘14

Advance services designed to keep people in homes living independently

Evaluate and implement business model for moving program (look for affiliations, volunteers, sustainability, etc.)

x x 1-A

Reintroduce furniture donation component x x 2-C

Explore successful models for upkeep, develop volunteer core and vetting processes (skill/barter)

x 1-B

Look for joint ventures in shopping bus program (fee-for-service, underwriting, sharing costs)

x 1-C

Evaluate and implement casework model for HOME and expectations and needs

Explore internships or having case-workers assigned to H.O.M.E. through strategic alliances

x 2-A

Look at private agency partners x 2-B

Hire Resident Coordinator x 2-B

Hire geriatric social workers as building assistant managers (explore HUD grants)

x 2-C

Housing – Explore shared living model, intergenerational model

Design model (what does it take?) x 3-B

Explore other current models, develop criteria x 3-A

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Objective 5:Comments and Feedback from

Advisory Committee•Social worker supervisor could be shared with another organization

•Look to collaborate with organizations where people move-in and downsize and may be wanting to donate furniture and appliances

• ABT

• The Admiral

•Consider developing a web site for furniture matching

• Take more of an intermediary role

•Greenhouse concept – Particularly with low income

• Explore in Illinois

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Next Steps

•Recommend that the Board of directors accept this strategic planning framework

•Upon Board acceptance, begin implementation phase:

–Recruit action leaders for each strategic direction

• From staff and Board

•Develop budget for FY ‘11, both with current resources and with additional resources

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Strategic Planning Taskforce Participants

• Jimmie Alford

• Caren Arden-Tabani

• Tony Augustine

• Deborah Bass-Petranek

• Kimberley Blanding

• Maree Bullock

• John Fischer

• Pam Gecan

• Marion Goldfinger

• Utica Gray

• Mary Beth Hardy

• Kevin Horan-Bussey

• Mike Laz

• Emily Lohse-Busch

• June McKoy, MD

• Bruce Otto

• Loretta Reed

• Patty Rooney

• Ray Rusnack

• Dhiren Shah

• Jennifer Shimp

• Dennis Snipe

• Janet Takehara

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Staff Retreat Participants

• Natalie Archie

• Caren Arden-Tabani

• Andre Barnes

• Shirley Ellis

• Judi Gootes

• Utica Gray

• Jesse Haley

• Sarissas Harris

• Kevin Horan-Bussey

• Anastasia Jakubiak  

• Johnny Jefferson

• Clement Lalor

• Michael Laz

• Lisa Leland

• Mary Mirjana

• Andy Nieves

• Karen Okwu

• Bruce Otto

• Liz Paturzo  

• Luis Perales

• Avery Reed

• Oscar Sanchez

• Pascal St. Clair

• Janet Takehara

• Mary Willis

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Advisory Committee Participants

• Glenn Brichacek – President/CEO, The Admiral

• Walter Burnett – City Alderman

• Irene Frye – Executive Director, Retirement Research Foundation

• Robyn Golden - Director of Older Adult Programs, Rush University Medical Center

• Juanita Irizarry – Program Officer, Chicago Community Trust

• Jon Lavin – AgeOptions

• Steven McCullough – Executive Director, Bethel New Life

• David McKnight – H.O.M.E. Client

• Dennis Sonnenberg – Executive Director/CEO, British Home

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Thank you for this opportunity!

Chicago847.425.9800

Hartford860.409.2560

Seattle206.548.0451