Strategic Directions, 1997-2002

Strategic Directions, 1997-2002

Approved by the
AACS Board of Directors

Approved by the AACS Board of Directors

Approved by the
AACS Board of Directors

To return to the introductory page to this "strategic plan," click here

***To return to the introductory page to this "strategic plan,"* *click here***

February 1997

AUDUBON AREA COMMUNITY SERVICES

MISSION

To serve as a multi-county operations vehicle for the development and delivery of quality services focusing on human development and self-sufficiency.

ENVISIONED FUTURE

AD HOC STRATEGIC DIRECTIONS PLANNING COMMITTEES

INTRODUCTION

BACKGROUND

During the fall of 1996, Audubon Area contracted with planning consultant Libby Alexander to (a) help the agency identify critical strategic issues affecting its future and (b) strengthen its ability to manage change in an increasingly dynamic environment.

The first phase of the planning process included in-depth interviews with senior staff, board leaders, and outside stakeholders; a review of state and regional demographics by Ron Crouch from the Kentucky State Data Institute; and a three day off-site retreat with senior managers and key board leaders.

Board Chair Ellen Dugan-Barrette then assembled a planning group which met almost weekly over a two month period to digest the work to that point, and formulate recommendations to the AACS Board of Directors. The attached materials reflect the highlights of that group's deliberations.

CONCLUSIONS AND RECOMMENDATIONS

A Vision For The Future. The work of the entire senior staff and the planning task force is reflected in a vision for Audubon Area's future. This is an ideal vision of the agency -- what it should strive to be if it is to fulfill its mission. It is the standard against which performance should be evaluated regularly over the next five years. [SEE ATTACHMENT 1]

Strategic Goals. The planning group subsequently recommends adoption of five strategic goals for the eighteen month period ending June 30, 1998. Each goal has been developed around a specific set of issues which have considerable influence on the agency's ability to achieve its five year vision. [SEE ATTACHMENT 2]

Key points relating to pursuit of these goals:

Goal 1, Board Development, is elevated in importance above all others. Without its successful execution, the remaining four are unlikely to be achieved.
Goals 2 and 3 call for Audubon Area to clarify its institutional identity and improve communication with regional stakeholders.
Goals 4 and 5 address internal cultural and human resource issues which materially affect realization of the agency vision.
Data and information needed to ensure objectivity and support informed decision-making are identified for each goal. This list of document is in the process of being assembled. [SEE ATTACHMENT 3 ]
Committees appointed to address these areas should include, in addition to board members, representatives of key stakeholder groups (e.g. staff, outside organizations, community volunteers).
Board and staff must work closely together to identify quantifiable performance objectives for measuring progress and ensuring accountability. (This may be initiated with formal operational objectives for the 97-98 year.)

In addition to the nine senior staff, interviews focused on identifying issues affecting the agency's future were conducted with

Ellen Dugan-Barrette and Greg Baize, Chair and Vice-Chair, respectively, of the AACS Board; Jiten Shah, Executive Director of Green River Area Development District; Bill Chandler, Superintendent of Owensboro Independent Schools; Joe Overby, Executive Vice-President of United Way of the Ohio Valley; Keith Sanders, Executive Director of The Hager Foundation; Dudley Cooper, Ohio County Judge-Executive, and Larry Whittaker, McLean County Judge-Executive.

Members of the Strategic Planning Task Force include

Ms. Dugan-Barrette, Mr. Baize; Mr. Sanders; Judge Whittaker; Tom Hayden, AACS Board member and Planning Committee Chair; Jim Boue, Senior Vice-President with Great Financial Mortgage and Chair, United Way of the Ohio Valley Allocations Steering Committee; Susan Cooper, Executive Director of Skills, Inc.; and AACS senior staff Ron Logsdon, Aubrey Nehring, and Pat Renner.

ATTACHMENT 1

A VISION FOR THE AGENCY

Core Values:

FISCAL ACCOUNTABILITY

    INTEGRITY

    PURSUIT OF EXCELLENCE

Core Purpose:

TO FOSTER HOPE IN INDIVIDUALS,        FAMILY, AND COMMUNITY

    TO PRESERVE, PROTECT, AND PROMOTE       INDIVIDUAL DIGNITY

An Envisioned Future:

Target Date: June 30, 2002

Buoyed by a clearly defined, widely embraced, and broadly communicated sense of purpose, Audubon Area Community Services is recognized for a variety of well-integrated services that foster and nurture growth and self-sufficiency in individuals and families. It exerts a broad and positive influence on public attitudes, and is well regarded within the regional human service community as convener, partner, and collaborative leader.

The agency’s professional and volunteer leaders are bold in their pursuit of creative opportunities to involve an ever-broadening circle of diverse stakeholders. They ask often and listen carefully: how can we best serve community needs?

Decision-making processes are open, participative, and easily understood. An obvious discipline characterizes the process by which programs and services are added, modified, or eliminated. The object, to produce positive, demonstrable, measurable impact on individual lives, remains clearly in focus. It is neither compromised nor obscured by institutional process.

Highly motivated and committed employees are excited about their work. Theirs is an open, accessible, and supportive environment led by a competent, interdependent senior management team. This is a culture where everyone, inside or outside the agency, is treated with respect and dignity.

Effective human resource management is reflected in the attraction, retention, and deployment of skills and experience throughout the organization. High performance standards, communicated clearly and maintained consistently, are augmented by a strong development program which emphasizes both individual and team skills.

Senior managers are creative in their use of a variety of human and financial resources. They actively seek cross-program opportunities to extend the agency’s capacity to fulfill its mission. Technology is used creatively to strengthen all aspects of the agency’s operation, and a growing mix of public and private funding sources is ensuring fiscal stability.

ATTACHMENT 2

GOAL 1

Strategic Marketing Committee	Organizational Development Committee
Helen Sears, Co-chair	Charlene Powell, Co-chair
Judge Jim Townsend, Co-chair	Judge Larry Whitaker, Co-chair
Rev. Gregory Baize	Jim Boue'
Joe Overby	Judy Grant
Pat Renner	Tom Hayden
Bill Staples	Rev. Roger Marsiglio
Russ Wilkey	Sue Napper
	Aubrey Nehring
AACS Executive Director Ronald Logsdon will staff both committees

Board of Directors

Establish a board development program which ensures an active and informed board, committed to the organization's mission and vision, and unified in acceptance of its fiduciary and legal responsibilities.

Objective 1.1 Develop Board Leadership.

Activity

Responsibility

Timeframe

Establish active Executive Committee to oversee strategic management issues and board development.

Board President

Executive Director

Monthly meetings

(immediate & continuing)

Develop board level committees to address remaining four strategic goals.

Executive Committee

April (Board Meeting)

Objective 1.2 Improve Board Structure and Composition.

Activity

Responsibility
Timeframe

Research & evaluate board composition (structure, laws)

Executive Committee

Feb/Mar

Identify board needs: skills, experience, representation

Executive Committee

Feb/Mar

Recommend by-laws and/or procedural changes to improve bd nom. processes.

Executive Committee

April (Board meeting)

Assume Nominating Comm. duties for 97/98 bd elections. (including meetings with bd. appointers)

Executive Committee

April

May

June (Board meeting)

Objective 1.3 Improve Board Processes.

Activity

Responsibility
Timeframe

Change board mtg logistics as needed to attract skills/experience.

Executive Committee Board

August (Board)

Provide new member training/orientation

Executive Committee

Executive Director

July

Establish working committee system (include board, staff, & outside volunteers)

Executive Committee

June (Board Meeting)

Establish board training program

Exec Comm. & Exec Dir.

Ongoing

GOAL 2

NOTE: The following elements will be "fleshed out" during the second half of 1997 by two ad hoc committees:

Strategic Marketing Committee Organizational Development Committee

Helen Sears, Co-chair Charlene Powell, Co-chair

Judge Jim Townsend, Co-chair Judge Larry Whitaker, Co-chair

Rev. Gregory Baize Jim Boue'

Joe Overby Judy Grant

Pat Renner Tom Hayden

Bill Staples Rev. Roger Marsiglio

Russ Wilkey Sue Napper

Aubrey Nehring

AACS Executive Director Ronald Logsdon will staff both committees

Strategic Marketing (product definition)

Develop a clearly understood and widely recognized institutional identify which unites and focuses agency resources on priority human service needs.

Objective 2.1 Clarify & communicate core mission and purpose.

Objective 2.2 Align organizational structure with core mission and purpose.

GOAL 3
Strategic Marketing (customer relationships)

Develop an ongoing marketing and communications program which listens carefully to -- and communicates clearly with -- the diverse mix of stakeholders whose support is needed to accomplish the agency's mission and vision.

Objective 3.1 Improve understanding of stakeholder interests.

Objective 3.2 Improve agency communication tools & techniques.

GOAL 4
The Organizational Culture

Develop an open, accessible, and people-oriented environment which fosters trust, mutual support, and teamwork.

Objective 4.1. Establish Senior Management Team as the cultural model.

Objective 4.2 Reinforce new cultural standards through an agency-wide employee development program.

Objective 4.3 Align organizational structure with core mission and purpose. (Same as Objective. 2.2)

GOAL 5

Human Resources Management

Strengthen the management structure and processes in ways which ensure uniformly high performance standards and optimal resource deployment.

Objective 5.1 Establish agency-wide performance evaluation system which reinforces standards, ensures accountability, and rewards individual development.

Objective 5.2 Develop new opportunities for cross-training and cross-utilization of all agency personnel.

ATTACHMENT 3

DATA AND INFORMATION NEEDS

Strategic management practices rely on good information. Focusing deliberately and carefully on objective data helps clarify all issues in a situation before a particular course of action is adopted. This is not an all-inclusive list, but a point of departure for those who will continue the planning process.

GOAL

NEED

COMMENT

1,2
By-laws

2 Economic data re: availability of financial resources Current funding (amount and sources); federal funding available; state funding available; non-government funding possibilities

1, 2 Financial statements, annual reports, audits for last 3 yrs Need to understand deployment of all current resources (and evaluate clarity of presentation)

1 Board nominating practices.

1 Federal/state laws re: board composition All legal requirements (assess impact, benefits, and limitations of current tripartite board structure)

1 Board rotation policy Rationale, implementation, history

1 Board attendance records Three year history

1 Board committees Structure, composition, responsibilities, training, leadership, three year history of activities, attendance, and results

1 Advisory boards For all: structure, composition, responsibilities, training

1 Board alternates -- roles and responsibilities Understand impact on board dynamic (continuity issue)

1 Board job descriptions Board members, alternates, leaders

1 Board recruitment practices

Assignment of leadership, recruitment responsibilities, objectives and techniques

1 Board orientation and training

Methods, assignment of responsibilities, feedback on effectiveness; 3 year history

1 Exec.Director role/responsibilities for board development

2 Mission statement See mission in marketing pieces vs. purpose in by-laws

2 Needs assessments United Way and/or other formal studies which identify gaps in service and structure

2 Organizational structure

2 CAP organization background and structure Understand benefits/limitations of being a community action agency

3 List of competitors for funding and other resources Both current and potential competitors (will need specific details in order to compare relative positions in the resource market)

3 List of current collaborative partners Define the specific activity, $ going to, $ coming from, ongoing processes, specific roles, duration

3 Listing and demographics of target markets (all customer/stakeholder groups) Include order of priority and magnitude

3 Audit of all current communication vehicles (e.g. print pieces, telephone protocols, special events, electronic communication, facilities, etc.) Need to quantify and qualify all current practices in order to assess effectiveness

3 Listing of current staff and board marketing and communications roles and responsibilities.

4 Organization chart Consider impact of structure on attitudes and behavior

4 Baseline survey of staff morale, attitudes. Needed to validate assumptions, select appropriate strategies, and measure progress

4 Professional survey /evaluation of the current management style.

4 Performance evaluation system

4 Training 3-5 years of training history (for all from senior staff to front-line management)

4 Senior staff meetings Frequency, format, purpose, and value

5 Senior staff profile Include education, experience, and level of responsibility

5 Agency-wide demographics Staff education, experience, gender, age, longevity, turnover

5 Compensation structure

Description and analysis of formal compensation program (include salaries and all benefits such as EAP)

5 Hiring processes Advertising, recruiting, tests, interviews, etc.

5
New hires orientation

5
Personnel policies

5 Employee training program

Methods for identifying training needs
Training opportunities described by category:

program training vs. technical training vs. personal development

Employee incentives for personal/professional development

5 Career laddering Structured and/or informal opportunities for advancement within the organization.

5 Performance evaluation system Philosophy, policy, and management

5 Termination process

To return to the introductory page to this "strategic plan," click here

Last updated on June 30, 2005 ||

Objective 1.1 Develop Board Leadership.
Activity	Responsibility	Timeframe
Establish active Executive Committee to oversee strategic management issues and board development.	Board President Executive Director	Monthly meetings (immediate & continuing)
Develop board level committees to address remaining four strategic goals.	Executive Committee	April (Board Meeting)

Objective 1.2 Improve Board Structure and Composition.
Activity	Responsibility	Timeframe
Research & evaluate board composition (structure, laws)	Executive Committee	Feb/Mar
Identify board needs: skills, experience, representation	Executive Committee	Feb/Mar
Recommend by-laws and/or procedural changes to improve bd nom. processes.	Executive Committee	April (Board meeting)
Assume Nominating Comm. duties for 97/98 bd elections. (including meetings with bd. appointers)	Executive Committee	April May June (Board meeting)

Objective 1.3 Improve Board Processes.
Activity	Responsibility	Timeframe
Change board mtg logistics as needed to attract skills/experience.	Executive Committee Board	August (Board)
Provide new member training/orientation	Executive Committee Executive Director	July
Establish working committee system (include board, staff, & outside volunteers)	Executive Committee	June (Board Meeting)
Establish board training program	Exec Comm. & Exec Dir.	Ongoing

Objective 4.1. Establish Senior Management Team as the cultural model.


Objective 4.2 Reinforce new cultural standards through an agency-wide employee development program.


Objective 4.3 Align organizational structure with core mission and purpose. (Same as Objective. 2.2)

Objective 5.1 Establish agency-wide performance evaluation system which reinforces standards, ensures accountability, and rewards individual development.


Objective 5.2 Develop new opportunities for cross-training and cross-utilization of all agency personnel.

GOAL	NEED	COMMENT
1,2	By-laws
2	Economic data re: availability of financial resources	Current funding (amount and sources); federal funding available; state funding available; non-government funding possibilities
1, 2	Financial statements, annual reports, audits for last 3 yrs	Need to understand deployment of all current resources (and evaluate clarity of presentation)
1	Board nominating practices.
1	Federal/state laws re: board composition	All legal requirements (assess impact, benefits, and limitations of current tripartite board structure)
1	Board rotation policy	Rationale, implementation, history
1	Board attendance records	Three year history
1	Board committees	Structure, composition, responsibilities, training, leadership, three year history of activities, attendance, and results
1	Advisory boards	For all: structure, composition, responsibilities, training
1	Board alternates -- roles and responsibilities	Understand impact on board dynamic (continuity issue)
1	Board job descriptions	Board members, alternates, leaders
1	Board recruitment practices	Assignment of leadership, recruitment responsibilities, objectives and techniques
1	Board orientation and training	Methods, assignment of responsibilities, feedback on effectiveness; 3 year history
1	Exec.Director role/responsibilities for board development
2	Mission statement	See mission in marketing pieces vs. purpose in by-laws
2	Needs assessments	United Way and/or other formal studies which identify gaps in service and structure
2	Organizational structure
2	CAP organization background and structure	Understand benefits/limitations of being a community action agency
3	List of competitors for funding and other resources	Both current and potential competitors (will need specific details in order to compare relative positions in the resource market)
3	List of current collaborative partners	Define the specific activity, $ going to, $ coming from, ongoing processes, specific roles, duration
3	Listing and demographics of target markets (all customer/stakeholder groups)	Include order of priority and magnitude
3	Audit of all current communication vehicles (e.g. print pieces, telephone protocols, special events, electronic communication, facilities, etc.)	Need to quantify and qualify all current practices in order to assess effectiveness
3	Listing of current staff and board marketing and communications roles and responsibilities.
4	Organization chart	Consider impact of structure on attitudes and behavior
4	Baseline survey of staff morale, attitudes.	Needed to validate assumptions, select appropriate strategies, and measure progress
4	Professional survey /evaluation of the current management style.
4	Performance evaluation system
4	Training	3-5 years of training history (for all from senior staff to front-line management)
4	Senior staff meetings	Frequency, format, purpose, and value
5	Senior staff profile	Include education, experience, and level of responsibility
5	Agency-wide demographics	Staff education, experience, gender, age, longevity, turnover
5	Compensation structure	Description and analysis of formal compensation program (include salaries and all benefits such as EAP)
5	Hiring processes	Advertising, recruiting, tests, interviews, etc.
5	New hires orientation
5	Personnel policies
5	Employee training program	Methods for identifying training needs Training opportunities described by category: program training vs. technical training vs. personal development Employee incentives for personal/professional development
5	Career laddering	Structured and/or informal opportunities for advancement within the organization.
5	Performance evaluation system	Philosophy, policy, and management
5	Termination process

Objective 3.1 Improve understanding of stakeholder interests.

Objective 3.2 Improve agency communication tools & techniques.