Shelter Care, Inc.
Strategic Plan
2012 - 2015
Page 1 of 35
Shelter Care, Inc.
Strategic Plan
2012 - 2015
Table of Contents
I. Executive Summary
Page 3
II. Authorization
Page 4
III. Mission and Values
Page 5
IV. Organizational Profile and History
Page 6
V. Organizational Mandates
Page 9
VI. Critical Issues and Challenges
Page 10
VII. Strategic Goals and Objectives
Page 11
VIII. Appendices
Page 30
A. Description of Strategic Planning Process
Page 30
B. Assessment of Strengths and Weaknesses/ SWOT Analysis
Page 30
C. Environmental Scan
Page 33
D. Copies of Any External Assessments
Page 35
E. Organizational Chart
Page 33
F. Board Member List and Profiles
Page 35
G. Short-term Plan
Page 37
H. Human Resources Plan
Page 38
I. Financial Plan
Page 39
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I. Executive Summary
Shelter Care, Inc. and its Board of Directors promote a culture that values service quality and
continual efforts by the full organization. The Shelter Care, Inc. Board of Directors is also committed
to the ongoing process of development and oversight of all strategic long-term goals. The Shelter
Care, Inc. senior management team, which includes the Executive Director, Clinical Director and the
Program Directors, systematically monitors the goals and expectations of Shelter Care, Inc.
The Shelter Care, Inc. Strategic Plan defines the framework and function of the organization and its
commitment to maintaining positive results, but also conveys the agency’s dedication to excellence
and continual improvement of all services. Regular training and support are given to all staff in order
to increase the capacity of the agency to sustain and improve performance and quality improvement
activities.
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II. Authorization
Shelter Care, Inc.’s Strategic Plan
Approved:
Michael A. Malyuk, Chairman
Thomas Williams, Secretary-Treasurer
David E. Fair, MA, PCC
Sandra Dawson
Rev. Marshall Brandon
Brian Tindall, Ph.D.
Don Brott
Rajini Poth, Ph.D.
Alexis Moseley
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III. Mission and Vision
A. Mission Statement:
“To meet the needs of the community by empowering youth and families through
community mental health services that include residential and non-residential treatment
for youth between the ages of 6 and 21 years who manifest emotional, behavioral or
social adjustment problems. Youth may be referred for treatment as a self-referral or by
the family; child welfare, juvenile justice or mental health systems. Services provided
include housing; clothing; food; mental health assessments; individual, family and
group counseling; community psychiatric supportive treatment; education and
employment opportunities; recreation; transportation; medical and psychological care;
and full time supervision.”
B. Statement of Values
Shelter Care, Inc., an organization with a rich history of over 40 years of helping troubled youth
and families, was founded on the principle that good resource management will drive the
organization’s performance and service delivery. The Shelter Care, Inc. Board of Directors
believes that good resource management cannot occur in an environment that lacks expectations
for ethical practice. The Shelter Care, Inc. Board of Directors also believes that in order to have
the greatest impact on the children, youth and families that we serve, everything that is done should
be done in a forthright and responsible manner.
From the agency’s beginning in 1972, the Shelter Care, Inc. Board of Directors has been
committed to building a reputation in the community that is one of honesty, integrity, hard work,
and caring for the population that we serve. Through the network of child-serving agencies in
Summit County, Ohio, Shelter Care, Inc. has attained a level of respect and appreciation for work
among some of the most abused, neglected and dependent. Our ethical practices are applied to the
recruiting, screening, hiring, training, supervising and evaluating of all staff.
Always driven by a Judeo-Christian ethic, the Board of Directors and staff of Shelter Care, Inc.
seek to provide quality services to the children, youth and families in our community. This is
accomplished through honest, transparent, responsible transactions and relationships with
individuals, agencies and communities, as well as businesses, donors and governments consistent
with the Shelter Care, Inc. Code of Professional Conduct.
IV. Organizational Profile and History
A. Brief history of the organization
Shelter Care, Inc. began in September 1972 as a result of concerns raised by William P. Kannel,
who was then judge of the Summit County Juvenile Court. These concerns involved the increasing
number of children coming to the court’s attention for home and family problems, as opposed to
delinquency related issues.
Shelter Care, Inc. developed a family model that was very effective for these types of children. It
soon became apparent that this model was also effective in meeting the needs of children from the
child welfare system, the mental health system, as well as the juvenile justice system.
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A board of directors was formed in 1972, and was comprised of the following individuals:
William P. Kannel, judge of the Summit County Juvenile Court; David E. Fair, the Executive
Director; Reverend David L. Burnham, who was the senior pastor of The Chapel in Akron; Rex
Sager, an attorney, who provided legal counsel for the organization; and Frank Kelley, a licensed
psychologist who gave valuable guidance to the program.
The agency was incorporated as a private, nonprofit 501(C)(3) social service agency and received
tax exempt status on February 24, 1973.
Shelter Care, Inc. has continued to function as a community based program and currently has a tenmember board of directors. They have been selected for their expertise in the helping professions,
involvement in community programs, and interest in the needs of children and families.
Within the first three years, the number of shelter homes expanded from the original two to six
with an additional two planned respite homes.
In September 1978, Shelter Care, Inc. opened an emergency shelter for youth called Safe Landing.
This program began as a result of a needs assessment conducted by representatives from law
enforcement, education, the juvenile justice system, the child welfare system, and the mental health
system. Over the years, the need for increased services necessitated the expansion of this program.
Safe Landing currently has two facilities with the capacity for 12 youth in each shelter.
In September 1990, Shelter Care, Inc. opened three respite type homes that provide short-term care
for children between the ages of six and 18 while the family receives counseling help. This
program continues to the present and has been very effective in keeping struggling families
together.
In July 2005, Shelter Care, Inc. opened a teen pregnancy shelter called The Highlands Teen
Pregnancy Shelter. The primary purpose of this program is to provide residential services to
pregnant adolescent girls and their infants upon delivery. This program provides a comprehensive
array of services for both the teen parent and infant.
In September 2008 Shelter Care, Inc. received funding through the United States Department of
Health and Human Services to develop a street outreach program for homeless youth in the City of
Akron and surrounding areas. This program provides food and clothing, along with case
management services to homeless youth ages 12 to 21 years of age with the goal of getting youth
off the streets and into safe and secure living situations.
Over the years the programs of Shelter Care, Inc. have continued to expand to meet the residential
needs expressed by the youth serving agencies in the community.
Shelter Care, Inc. presently has five separate program divisions: the Shelter Home Program; the
Respite Care Program; the Safe Landing Youth Shelter program; The Highlands Teen Pregnancy
Shelter; and the Street Outreach Services program.
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B. Description of Program and Services
Shelter Care, Inc. is a residential treatment program for youth between the ages of six and 21 who
manifest emotional, behavioral, or family adjustment type problems. Five divisions provide a
continuum of residential care that includes short-term crisis intervention, intermediate or respite
care, long-term care en route to independent living, and residential services for pregnant teens.
Short-term care is provided through two emergency shelters.
This short-term program utilizes a shift-staff model with qualified persons serving in supervisory
and counseling capacities on a 24-hour basis, as well as drop in and outreach services within the
community. The intermediate and long-term care is provided through a network of respite and
shelter homes that utilize a family model with qualified persons serving in child care and
counseling capacities. Residential services for pregnant teens are provided through the teen
pregnancy shelter. This program also utilizes a shift-staff model providing services on a 24-hour
basis.
Funding for the agency comes primarily through per diem rates from referring agencies; federal,
state and local grants; and contributions from service groups, businesses, local churches, and
individuals. Shelter Care, Inc. is licensed by the Ohio Department of Jobs and Family Services,
certified by the Ohio Department of Mental Health and accredited by the Council on Accreditation.
The Shelter Home Program was the first program started in 1972 and is a network of six shelter
homes designed for a maximum of four youth ages ten to 21 in each home who have been referred
by the child welfare system, the mental health system or the criminal justice system of Summit
County or occasionally, another county. The purpose of this treatment program is to reunite youth
with their families or prepare them for independent living.
Each shelter home is staffed with a full-time, live-in married couple. This family model is
designed to provide stability and teach responsible living. Both the shelter home parents and the
youth are given supportive help through a qualified staff of therapists. During the first thirty days
in residence an individual treatment plan is formulated for each resident and this plan includes
establishing realistic goals in the areas of personal growth, relationships within the family, school
and/or work adjustment, medical care, behavior interventions, visitations and a plan for exiting the
program.
A weekly family counseling session with the houseparents and youth living in the shelter home is
an integral part of the program. Counseling services are available to both the youth and the
families on a scheduled basis. Houseparents participate in weekly, supervisory and training
sessions and have 24-hour access to counseling support.
Safe Landing was established in 1978 and is an emergency shelter program for troubled youth
between the ages of 11 to 21 years of age. The primary purpose of this program is to provide
immediate assistance to both the youth and the family in a time of crisis. The services include free
residential care, drop-in counseling services, supplemental education, two 24-hour telephone
hotlines, and assistance in finding alternative living situations when necessary. Safe Landing has
two shelters, one for boys and one for girls with a capacity of twelve residents in each shelter.
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The Respite Program began in 1990 and was designed to strengthen and keep struggling families
together through counseling and planned periods of placement of the troubled child in a shelter
home for three to seven days. This program consists of two shelter homes for scheduled respite
and crisis stabilization. These homes are designed to provide intensive residential care to severely
emotionally disturbed youth ages six to 18 that are living with their parent/guardian. Child
Guidance & Family Solutions provides referrals for this program, as well as the family counseling
services.
The Highlands opened in 2005 as a residential treatment program for pregnant or parenting teens
between the ages of 14 and 18 and their infants upon delivery. A girl may enter the program at any
time during her pregnancy and may remain in residence for up to one year after the child’s birth.
Referrals come through the child serving or social service agencies within the Summit County area.
Youth may also enter The Highlands as a result of her own referral. Services include case
management, prenatal care, education services, educational enhancements, employment
opportunities, group counseling, parenting skills and child development, and independent living
skills. Teen mothers are also assisted in finding alternative living situations and infant medical
care.
The Safe Landing Street Outreach Services program addresses the immediate needs of homeless
youth by providing food, clothing and shelter through referrals or direct interventions. Services
provided include the following: Street-based outreach and education; 24-hour access to emergency
shelters; 24-hour telephone services including crisis hotline; survival aid; individual assessments;
treatment and counseling; case management which include, but are not limited to prevention
activities, education and employment supports, information and referrals, crisis and trauma
intervention, transportation, and aftercare.
C. Description of Service Population
Shelter Care, Inc. provides residential treatment services for youth ages 6 to 21. The Shelter Home
Program provides services for youth ten to eighteen or to the age of 21 and high school graduation.
Each shelter home is licensed for four youth. Safe Landing Youth Shelter provides services to
youth ages 11 through 17. Each shelter has a capacity for twelve youth. The Respite Care
Program provides respite services to youth six to 17 years of age who have been referred by Child
Guidance & Family Services. The respite care homes have a capacity of one or two youth. The
Highlands Teen Pregnancy Shelter provides services to pregnant and/or parenting teen mothers
between the ages of 14 and 21. The Street Outreach Services program provides services to
homeless youth ages 12 through 21.
Non-discrimination Policy
No youth will be denied admission to any program of Shelter Care, Inc. based on his/her religion,
race, sex, sexual orientation, national origin, physical or mental disability.
V. Organizational Mandates
Shelter Care, Inc. is licensed by the Ohio Department of Job and Family Services. The Ohio
Department of Job and Family Services mandate that Shelter Care, Inc. provide residential services to
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youth between the ages of six and 21. These services are provided through the following programs:
children’s residential centers; group homes; and a residential parenting facility.
Shelter Care, Inc. is certified by the Ohio Department of Mental Health as a community mental health
center and is mandated to provide behavioral health counseling and therapy, mental health
assessments, and community psychiatric supportive treatment.
Shelter Care, Inc. has also been mandated through written contracts with the three child-serving
agencies in Summit County to provide housing, food, clothing, case management and counseling
services to the youth they serve. These three agencies are: Summit County Children Services, Summit
County Juvenile Court and Child Guidance & Family Solutions.
Shelter Care, Inc. has also been mandated by the United States Department of Health and Human
Services to provide services to runaway and homeless youth. These residential and outreach services
are provided through the Safe Landing Youth Shelter program, The Highlands Teen Pregnancy Shelter
program and Street Outreach Services program.
Shelter Care, Inc. is also accredited by the Council on Accreditation and is responsible for maintaining
compliance with the standards.
VI. Critical Issues and Challenges
Shelter Care, Inc. has identified the following critical issues based on organizational mandates and
strategic planning and analysis:
A.
B.
C.
D.
Funding concerns;
Decline in referrals from the youth-serving agencies of Summit County, Ohio;
Maintaining accreditation through the Council on Accreditation;
Maintaining licensure through the Ohio Department of Job and Family Services and
certification through the Ohio Department of Mental Health;
E. Recruiting, screening and training of staff.
Shelter Care, Inc. has identified the following challenges in response to the critical issues:
A. Develop a diverse and stable funding base;
B. Expand referral base to surrounding counties through contracts for services;
C. Complete self-study by July 2013 and begin preparations for onsite visit by COA in November
2013;
D. Expand Medicaid billing for reimbursement of services;
E. Utilize national publications and websites to recruit; continue to develop a more comprehensive
screening, development and training protocol for all personnel.
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VII. Strategic Goals and Objectives
A. Organizational Goals
Fiscal Responsibility
Goal 1:
Maintain fiscal integrity and accountability
Objective 1a: Increase funding for the agency
Strategies:
 Maintain accreditation through the Council on Accreditation
 Maintain licensure through the Ohio Department of Job and Family Services and
certification by the Ohio Department of Mental Health
 Expand billing Medicaid for reimbursement for services provided
 Explore and increase funding opportunities in Summit and surrounding counties
 Submit Requests for Proposals to other child-serving agencies in Summit and
surrounding counties
 Solicit additional funding from nontraditional resources such as businesses,
community foundations, churches and individuals
 Shelter Care, Inc. Board of Directors and Senior Management team to consider
possible fundraisers annually
Objective 1b: Limit expenditures so as not to exceed budgeted income
Strategies:
 Oversight of expenditures by Bookkeeper and Executive Director
 Bimonthly review of expenditures and income by Executive Director and Board of
Directors
 Conduct annual analysis of costs related to insurances and employee benefits
Objective 1c: Secure an independent audit annually that will reflect the overall fiscal status of
the agency
Strategies:
 Shelter Care, Inc. provides the annual audit, financial statements and the IRS Form
990
Goal 2:
Enlarge the Shelter Care Endowment Fund, Inc.
Objective 2a: Solicit donations from individuals and businesses
Strategies:
 Shelter Care, Inc. Board of Directors to solicit donations annually
 Executive Director to solicit donations from past contributors annually
 Maintain asset allocation formula designed to produce ten percent growth annually
Objective 2b: To provide funding for capital expenditure projects not to exceed ten percent
annually
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Strategies:

Prioritize capital expenditure projects for Shelter Care, Inc. annually
Objective 2c: To provide funding for operating expenses in crisis situations not to exceed five
percent annually
Strategies:
 Evaluate limiting expenses versus utilizing endowment funds for operating
expenses in the bimonthly Board of Directors meetings
Legal Responsibilities
Goal 1
Operate in accordance with applicable legal requirements, contractual
agreements and accreditation standards
Objective 1a: Maintain licensure through the Ohio Department of Job and Family Services and
certification through the Ohio Department of Mental Health and the Ohio
Department of Youth Services
Strategies:
 Bimonthly reviews of case and personnel files
 Bimonthly review of clinical documentation
 Bimonthly reviews of Critical Incident Reports and Medication Error Forms
By senior management team
 Quarterly facility inspections
 Annually review compliance with all local regulations, such as zoning,
building, fire and health department requirements
 Address licensure rule changes through staff training when required
 Providing bimonthly staff training to meet annual training requirements
Objective 1b: Maintain contractual agreements and reporting requirements of federal grants
Strategies:
 Participate in annual contract negotiation meetings with Summit County
Children Services, Summit County Juvenile Court, Child Guidance & Family
Solutions and Summit County Cluster for Youth
 Review and disseminate information from above referenced contracts in the
monthly senior management team meetings
 Submit RFP to Summit County Department of Job and Family Services when funds
become available
 Submit annual grant reports and requests to Department of Health and Human
Services – Administration for Children and Families
Objective 1c: Maintain accreditation
Strategies:
 Maintain accreditation through reaccreditation process by 2014
 Adhering to the COA accreditation standards that are incorporated through the
Shelter Care, Inc. Policies and Procedures Manual
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

COA compliance review through the bimonthly senior management team meetings
COA compliance review through the bimonthly Board of Directors meetings
Human Resources
Goal 1:
To improve the recruitment, screening, and retention of all staff
Objective 1a: To expand the current program of recruiting diverse, qualified staff
Strategies:
 Advertise through job recruitment websites
 Incorporate the use of Skype for screening interviews
 Advertise in national publications, local newspapers and radio announcements
 Maintain contact with local churches, former employees and stakeholders
 Improve the agency website promoting houseparent information and current
openings
 Increase presentations to community organizations
 Coordinate graduate and undergraduate internships with local universities
Objective 1b: To continue to properly screen all applicants prior to hiring
Strategies:
 Obtain a written application with three references
 Conduct interviews of prospective employees by a screening committee
 Secure BCII and FBI background checks
 Ensure pre-employment physical that includes tuberculosis screening
 Obtain copies of the highest degree achieved
 Evaluate the effectiveness of screening practices
 Review 100 percent of new employee files within 30 days of hire to ensure all
information has been received
Goal 2:
To develop a more comprehensive staff development and training
protocol
Objective 2a: Provide staff training and ongoing education to clinical, as well as direct care staff
Strategies:
 Provide a thorough orientation training for all direct care staff
 Weekly clinical staffing with staff psychologist
 Bimonthly staff training
 Continuing education through workshops, seminars and conferences for licensed
professionals
 Maintain clinical licenses through the Ohio Counselor, Social Worker and Family
Therapy Board
 Assess orientation and ongoing training effectiveness based upon results of training
evaluations
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

Ensure all houseparent staff maintain American Red Cross First Aid and Adult,
Infant and Child CPR biannually
Ensure all staff receive CPI training annually
Ensure all staff receive suicide ideation training annually
Objective 2b: Enhance the staff evaluation process to encourage personal and professional
development
Strategies:
 Ensure that all staff evaluations identify agreed upon plan for personal and
professional development
 Provide structured individual training to address deficits within 30 days of staff
performance review or disciplinary action
 Enhance staff evaluation form to better promote clear communication that identifies
personal and professional development
Goal 3:
To maintain an ongoing staff recognition and retention program
Objective 3a: Continue the staff recognition program
Strategies:
 Staff Appreciation Day is celebrated through an annual staff picnic
 All Shelter Care, Inc. staff are invited to Christmas parties for each program
 A Christmas gift is given to each staff member
 Cards of encouragement are provided to staff on a monthly basis
 Milestone anniversaries are recognized in bimonthly staff trainings
 Expand the employee recognition program as indicated by the senior management
team
Objective 3b: Continue to enhance the work environment and employee benefits program to
improve employee retention
Strategies:
 To offer flexibility in work schedule
 To allow Program Directors the flexibility to work from home one day per month
 To provide compensation that is commensurate with national averages in like
professions
 Professional staff are provided funding for continuing education
 Staff are given opportunities for advancement
 Ongoing support and encouragement are provided through structured supervision
and bimonthly staff training
 Benefits package that includes fully-funded health care, eleven paid holidays
annually, vacation pay, sick pay, personal days and 403(b) retirement program
 Complete staff satisfaction surveys
 Address staff satisfaction and retention concerns through senior management team
meetings
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Risk Prevention and Facility Management
Goal 1:
Expand and monitor a comprehensive risk management program
Objective 1a: To maximize security/safety measures through facilities management to minimize
risk to agency, staff and youth
Strategies:
 Conduct health and safety inspections including, annual fire inspections,
bimonthly fire and safety drills; annual well water inspections; annual CPR training
 Perform regular inspections and preventive maintenance of the facilities’ heating
and cooling, fire extinguishers, fire safety, lighting, and other systems
 Monitor facility concerns on a monthly basis by the senior management team
 Continue to pursue implementation of Title III of the Americans with Disabilities
Act for counseling services and visitation at The Highlands Teen Pregnancy Shelter
Objective 1b: To maximize security and confidentiality of all information
Strategies:
 Maintenance Supervisor monitors the information management system to ensure a
sufficient capability to maintain safe and secure electronic information and records
monthly
 Clinical, administrative and direct care staff protect case records and personnel files
in locked file cabinets, offices and a password protected server
 Maintenance Supervisor reviews the internet service provider’s capabilities and
potential breach of security semi-annually
 Licensing Coordinator and Administrative Supervisors ensure the security of all
storage areas and file systems daily
 A signed confidentiality statement is required from all auditors and/or reviewers
Objective 1c: To maximize security/safety measures
Strategies:
 Contract with outside agency to provide risk analysis
 Review and assess hiring and employment practices annually
 Evaluate volunteer and interns hiring practices and training requirements
 Revise standards and practices that ensure safety of staff and youth from accidents
and personal injury
 Review and submit the emergency response preparedness plans to the City of Akron
Fire Department annually
Objective 1d: To monitor and assess other types of risk and/or loss
Strategies:
 Review of liability, property, vehicle and health insurance annually
 Review contracting practices with referring agencies and foster parents
 Conduct a financial risk assessment
 Ensure there is no conflict of interest within the agency
 Review interagency collaborations
 Conduct driving background checks for all staff who transport youth
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

Ensure that all agency vehicles and those vehicles belonging to staff or foster
parents that are used for transporting youth are inspected annually by the Ohio
Highway Patrol and are properly maintained, licensed and insured
Review Critical Incident Reports and Medication Omission/Error Forms that
involve areas of potential risk
Performance and Quality Improvement
Goal 1:
To maintain licensure and accreditation
Objective 1a: To maintain licensure with the Ohio Department of Job and Family Services and
compliance with Ohio Administrative Code regulations
Strategies:
 Complete internal audit of case files, incident reports and personnel files on a
quarterly basis
 Maintain organized recordkeeping system
Objective 1b: To maintain accreditation through the Council on Accreditation
Strategies:
 Maintain compliance with all COA standards through quarterly case file reviews,
personnel file reviews, house inspections, and senior management team meetings
Objective 1c: To maintain certification through the Ohio Department of Mental Health
Strategies:
 Ensure all documentation is compliant with ODMH regulations through clinical data
reports presented by Clinical Director at senior management team meetings
 Assess quality of clinical mental health services and progress towards treatment
goals through weekly clinical staff meetings
Goal 2:
To assess client and stakeholder satisfaction with agency programs and
services
Objective 2a: To monitor and analyze data from client satisfaction surveys
Strategies:
 Collect and analyze data from the Ohio Mental Health Consumer Outcomes System
for Youth quarterly
 Distribute, review, and analyze parent and/or youth exit surveys quarterly
 Review and analyze survey results in senior management team meetings
 Present summary of results of survey information and senior management
team recommendations to direct care staff and board members
Objective 2b: To develop and expand system for gathering service satisfaction data from
community agencies
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Strategies:





Goal 3:
Distribute satisfaction surveys to community agencies that have a vested interest in
Shelter Care, Inc. annually
Conduct formal interviews with representatives from community agencies
Solicit feedback through informal meetings with executive directors from childserving agencies, forums and focus groups
Review and analyze results from surveys and interviews in senior management team
meetings
Present summary of results of survey information and senior management
team recommendations to direct care and board members
To continue the ongoing monitoring of service volume and program
effectiveness to maintain successful outcomes
Objective 3a: To monitor number of youth served through all service programs
Strategies:
 Track patterns of referrals and daily population in all service programs
 Gather monthly data to assess types of services provided and/or requested
 Evaluate trends derived from monthly data in senior management team meetings
Objective 3b: To continue ongoing strategies to evaluate treatment effectiveness
Strategies:
 Continue use of Child and Adolescent Assessment Scale (CAFAS)
 Continue to analyze exit data regarding planned versus unplanned exits
 Collect and analyze data from the Ohio Mental Health Consumer Outcomes System
for Youth
 Utilize Quarterly Reports to Referring Agencies to track treatment progress
 Continue weekly clinical staffings to review and strategize treatment goals and
objectives
Objective 3c: To develop recommendations and/or improvements to programs and disseminate
information to counselors and direct care staff
Strategies:
 Develop recommendations and/or strategies to improve quality of services in the
senior management team meetings
 Present findings and recommendations to direct care staff in monthly supervisory
staff meetings
 Review and discuss recommendations from senior management team in weekly
clinical staff meetings with counselors and program directors
Goal 4:
To improve the quality of communication within the agency
Objective 4a: To improve the communication between the agency programs
Strategies:
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
Monthly Senior Management team meetings to improve intra-staff communications
regarding expectations and to encourage continuous quality improvement, and to
promote collaboration between agency programs
All agency staff are encouraged to attend bimonthly training sessions that include
small group discussions with cross-sections of program staff to promote interactions
between programs and learning around common training goals
Objective 4b: To improve communication between the staff and Board of Directors
Strategies:
 Program Directors meet with Board of Directors at the annual Board of Directors
retreat to develop program goals
 Program Directors attend the Board of Directors Holiday Breakfast to review the
year and progress toward identified goals
 Shelter Care, Inc. Board of Directors are invited to attend the monthly senior
management team meetings and community functions representing Shelter Care,
Inc. with staff
B. Program/Service Goals
Program: The Shelter Home Program
Goal 1:
To maintain capacity and promote the viability of the shelter home
program
Objective 1a: To promote the shelter home program and make referring agencies aware of
current openings on a consistent basis
Strategies:
 Weekly contact with referring agencies regarding available openings
 Monthly meetings with Summit County Children Services, Summit County Juvenile
Court and Summit County Cluster for Youth to review youth in residence, as well as
current openings
 Provide tours or open houses for referring agencies’ staff annually
 Participate in Alliance of Summit County Child Caring Providers meetings as well
as Intake Committee meetings
 Develop a quarterly e-newsletter detailing events and openings to be sent to
referring agencies and stakeholders
Objective 1b: To maintain and further develop relationships with Summit and surrounding
counties’ youth-serving agencies
Strategies:
 Distribute brochures and other program-related materials to surrounding counties’
children serving agencies annually
 Complete Request for Proposals from surrounding counties as they become
available
 Maintain a contact list of possible referring agencies
 Host an annual luncheon for staff from referring county agencies
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Goal 2:
To enhance services provided to youth in the shelter home
program
Objective 2a: Assess the effectiveness of program services
Strategies:
 Utilizing the Ohio Scales Youth Satisfaction Survey completed by youth on a
quarterly basis
 Identify and utilize an effective assessment tool to better measure program
outcomes by January 2013
 Implement youth, parent, legal guardian satisfaction surveys on an annual basis
 Develop and implement a pre-test and post-test independent living competency tool
for those youth participating in the program
 Evaluate trends of planned versus unplanned departures in weekly supervision and
clinical staffings
 Monitor and review PQI Reports by senior management team monthly
Objective 2b: Develop a more comprehensive array of supportive services
Strategies:
 Assess the effectiveness of the previous summer group program and implement new
curriculum
 Seek contributions for recreational, cultural and wellness activities for youth
 Utilize community resources to expand recreational activities
 Implement community service project program
Objective 2c: Strengthen and develop the independent living program
Strategies:
 Assist those youth 16 years of age or older in completing the Casey-Ansell Life
Skills Assessment
 Construct and implement a pre-test and post-test independent living competency
tool for each module
 Assess and revise the independent living services contract for youth
 Collaborate with Summit County Children Services independent living program on
a quarterly basis
 Identify and build relationships with community agencies and resources to provide
independent living information and education through guest speakers and structured
activities
 Create a resource manual for youth involved in the independent living program at
Shelter Care
 Implement a career assessment
 Expand vocational skills through job readiness education and employment
opportunities assistance for youth 16 and over
 Support the youth in their continued educational goals and their pursuit of postsecondary education through campus visits, college applications, financial aid
assistance
Objective 2d: Develop aftercare services
Strategies:
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Goal 3:
Reassess and define the philosophy and protocol for aftercare services
Complete a needs assessment of services required by youth exiting the Shelter
Home program
Create and maintain an aftercare log of contact information for youth
Conduct aftercare phone calls at the following time intervals: a week after
departure, one month after departure, and three months after departure
Provide ongoing aftercare individual and family counseling
Provide ongoing supportive services including referrals to community resources,
employment opportunities, and transportation
Develop and distribute a comprehensive list of community resources
Create a departure packet
To improve staff ability, competency and development
Objective 3a: To develop a more comprehensive staff training program
Strategies:
 Research and implement a houseparent self-assessment tool
 Evaluate effectiveness of weekly clinical staffing with staff psychologist
 Assess bimonthly staff training to ensure relevancy
 Participate in evidence-based workshops, seminars and conferences
 Utilize in-home weekly supervisory meetings with houseparents to monitor and
enhance professional development
 Develop a summer enrichment and wellness group for houseparents
Objective 3b: Develop evidence-based training for houseparents
Strategies:
 Research most effective and evidenced based models of child care and service
delivery
 Approach other placement agencies that have implemented evidenced based models
 Identify and implement evidence based models of child care and service delivery
 Incorporate this philosophy through orientation, ongoing training, and supervision
Goal 4:
To expand services to meet the needs of youth transitioning to
adulthood
Objective 4a: To develop transitional programming for youth ages 18-21 in order to obtain
and maintain independence
Strategies:
 Complete assessment of community needs for transitional living program
 Coordinate with agency providers working with youth ages 18-21
 Research transitional living programs currently in place
 Complete grant process to obtain funding
 Develop program structure, policies and procedures, and practices
 Explore opportunities for permanent supportive housing within Shelter Care, Inc.
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Program: Safe Landing Youth Shelter
Goal 1:
To continue to be a viable service in the community
Objective 1a: To increase the awareness of the Safe Landing program
Strategies:
 To develop a structured approach in outreach efforts to include contacting all
schools in the Summit County community based on demographics of youth entering
the shelter
 To provide annual informational meetings at each school throughout the service
area
 To seek leadership opportunities in the City of Akron Continuum of Care,
Emancipation Task Force of Summit County, Provider Alliance through Summit
County Children Services, Intake Committee meetings
 Informing other youth serving agencies of shelter services through annual meetings,
tours and open house events
 Distribute flyers, brochures and posters
 Maintaining ongoing dialogue with Medina, Stark and Portage County serving
agencies
Objective 1b: To increase access to the Safe Landing Program
Strategies:
 To accept more youth directly at the time of the initial contact
 To assess and revise the readmission guidelines
 To raise funding to assist in securing transportation to the shelter
 To provide an annual training for staff to address the barriers to youth entering the
program
Goal 2:
To improve the quality of programming
Objective 2a: Enhance group activities
Strategies:
 Edit and re-print Hope workbook
 Organize community service projects
 Provide staff training specifically addressing group activities
 Establish more of a positive psychology philosophy
Objective 2b: Strengthen the independent living curriculum
Strategies:
 Assist those youth 16 years of age or older in completing the Casey-Ansell Life
Skills Assessment
 Collaborate with SCCS Independent Living Program and the Shelter Home
quarterly
 Identify and build relationships with community agencies and resources to provide
independent living information and education through guest speakers and structured
activities
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Expand vocational skills through job readiness education and employment
opportunities assistance for youth 16 and over
Continuously support youth in their educational goals through Project R.I.S.E. and
collaboration through Akron Public Schools
Utilize community resources to expand independent living activities through annual
grant requests
Objective 2c: To promote a positive psychology environment
Strategies:
 Conduct daily strength based group exercises
 Create a blessing board
 Display inspirational artwork/posters
 Provide training and supervision on incorporating a positive psychology approach to
interacting with youth
Goal 3:
To improve aftercare services
Objective 3a: To improve consistency in aftercare services provided
Strategies:
 Revise aftercare call log to streamline the process
 Designate staff who are responsible for conducting aftercare calls
 Revise departure checklist to address aftercare options
 Conduct aftercare phone calls at the following time intervals: 24 hours, one month
after departure, two months after departure, three months after departure, and four
months after departure
 Monitor the aftercare calls monthly
Objective 3b: To develop and expand services provided
Strategies:
 Complete an assessment of the needs of youth and families exiting Safe Landing
 Reassess and define the philosophy and protocol for aftercare services
 Explore ways to more effectively serve JDAI youth and families
 Explore collaborative opportunities with providers to ensure continuity of care
 Develop and distribute a comprehensive list of community resources
Goal 4:
To improve staff performance and development
Objective 4a: To enhance staff engagement
Strategies:
 Provide more interactive forums through trainings, meetings and supervision to
impact staff commitment and ownership
 Increase the variety of training opportunities including times and locations to
promote better attendance
 Identify opportunities for staff to utilize personal skills and experiences in leading
group activities
 Promote and reinforce appropriate autonomy in staff decision making
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To meet with staff members individually to provide a platform where ideas and
opinions can be freely expressed and valued
Objective 4b: To enhance supervision and training
Strategies:
 Increase individual supervision with staff
 Increase the variety of training opportunities including times and locations
 Provide monthly feedback during the first six month probation period
 Add in-house training element to staff meetings
 Improve the quality and availability of training DVD’s
Goal 5:
To advance the efforts of Street Outreach Services program
Objective 5a: To provide effective programming and case management
Strategies:
 Assess the viability of a drop in center for youth 18-22
 Increase collaborative efforts with social services agencies and schools throughout
the county
 Increase the number of psychoeducational groups within the community
 Provide survival kits, referral information, clothing, food and transportation to the
Safe Landing Youth Shelter or the Haven of Rest
 Develop and implement a tool to measure the effectiveness of programming and
case management services through SOS
 Connect youth with services through the Ohio Benefits Bank by the trained SOS/
OBB counselor
 Administer the Casey-Ansell Life Skills Assessment to youth willing to participate
Objective 5b: To maintain contacts and leadership role with community agencies who serve the
homeless
Strategies:
 Maintain a leadership role in committees that advise, plan, and organize services for
homeless and at-risk populations in the Summit County community
 Participate in the City of Akron Continuum of Care meetings a minimum of once a
month
 Participate in the Emancipation Task Force Meetings bimonthly in addition to the
Housing and Social Services subcommittees
 Continue active involvement in committee work with the Point in Time Count,
Project Homeless Connect, Ohio Benefit Bank, PREP Akron Health Department for
Pregnancy Prevention for SCCS youth
 Distribute street cards and referral information to youth and community agencies
Objective 5c: To develop effective fundraising strategies
Strategies:
 Submit the HHS SOS grant in 2012
 Pursue funding through local foundations, corporations and individuals
 Develop comprehensive “wish list” of items needed for outreach efforts and
marketing tools to promote the Street Outreach program
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Continue to work with the City of Akron Continuum of Care for additional funds
Objective 5d: To further develop street outreach staff
Strategies:
 Increase the knowledge and effectiveness of SOS staff to better meet the changing
needs of runaway and homeless youth
 Utilize RHYTTAC e-learning, webinars, and local seminars for ongoing training for
SOS staff to safely and effectively work with youth
 Increase individual supervision with staff
Program: The Highlands Teen Pregnancy Shelter
Goal 1:
To increase the number of pregnant and/or parenting youth served
Objective 1a: To promote The Highlands program by increasing awareness of openings and
services provided
Strategies:
 Maintain monthly contact with agencies serving pregnant and/or parenting teens
 Participate in monthly meetings with FLAPEC, Emancipation Task Force, City of
Akron Continuum of Care
 Provide tours for community agencies and potential clients
 Participate in Alliance of Summit County Child Caring Providers meetings as well
as Intake Committee meetings
 Develop a quarterly e-newsletter detailing events and openings to be sent to
referring agencies and stakeholders
 Identify and participate in parenting/community fairs annually
 Develop a method for maintaining contact with potential clients placed on a waiting
list
 Distribute updated flyers, brochures and posters
Objective 1b: To further develop relationships with Summit County and surrounding counties’
youth-serving agencies
Strategies:
 Host an annual open house to public agencies
 Offer informational tours as part of orientation training to social service agencies
 Develop a Powerpoint presentation for The Highlands Teen Pregnancy Shelter by
August 2012
 Provide tours for surrounding counties personnel as requested
 Maintain an updated contact list of possible referring agencies
 Assess the collaborative relationship with referring agencies using a satisfaction
survey at discharge
Objective 1c: To research the viability of building a larger facility
Strategies:
 Conduct a needs assessment
 Secure funding through local, state, and federal grants and community
contributions
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Goal 2:
To enhance services provided to pregnant and/or parenting youth
Objective 2a: Assess the effectiveness of program services
Strategies:
 Utilize the Ohio Scales Youth Satisfaction Survey completed by youth quarterly
 Analyze and compare on a quarterly basis, pre-test and post-test independent living
competencies
 Review and assess pre-test and post-test parenting approach
 Evaluate trends of planned versus unplanned departures
 Monitor on a weekly basis the use of supports in the community which promote a
healthy transition to independence
 Monitor and review PQI Reports by senior management team
Objective 2b: Improve current programming and enhance services
Strategies:
 Utilize an evidence-based teen parenting education curriculum
 Increase the effectiveness of the educational curriculum through guest speakers and
workshops
 Support the youth in their continued educational goals providing daily transportation
to school, homework assistance, tutoring, weekly contact with school personnel
 Utilize community resources to expand recreational activities through annual grant
requests
 Expand job readiness skills and assist in securing/maintaining employment
 Assess independent living skills using Casey Ansell Life Skills Assessment Scale
for youth 16 years of age and older
 Plan and implement community service projects
 Create a workbook exploring life changes that occur as a teen mother
 Create a first year memory milestone scrapbook
Objective 2c: Expand the aftercare services
Strategies:
 Augment contact information to include Facebook and e-mail addresses
 Maintain an aftercare log of phone contacts and visits with former youth on a
monthly basis
 Continue to provide aftercare individual and family counseling
 Continue to host the annual picnic for former youth and children
 Continue to provide supportive services including clothing, childcare and other baby
items on an as-needed basis
 Continue to offer monthly psycho-educational classes
 Create a monthly invitation for ongoing parenting education and independent living
skills classes
 Create aftercare programming for fathers to engage them in responsible parenting
 Seek contributions and grants to fund aftercare services
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Goal 3:
To enhance staff development
Objective 3a: Provide staff training, supervision and ongoing education
Strategies:
 Create a needs assessment to determine training interests and needs
 Revise and organize orientation training manual
 Weekly clinical staffing with staff psychologist
 Bimonthly staff training
 Add in-house training element to monthly staff meetings
 Utilize RHYTAC webinars for all staff
 Continuing education through evidence-based workshops, seminars and conferences
for licensed professionals
 Utilize supervisory meetings to review and enhance professional behavior and
development
Goal 4:
To develop a permanent, supportive housing component to The
Highlands
Objective 4a: To research the viability of building and maintaining permanent housing for
parenting teens
Strategies:
 Meet with the Akron-Summit Continuum of Care to secure funding
 Seek approval from the Shelter Care, Inc. Board of Directors regarding a possible
building project
 Identify architect and pursue preliminary plans and cost analysis
 Pursue additional funding sources for matching funds and operation expenses
 Meet with City of Tallmadge for zoning approval
Objective 4b: To develop programming for permanent, supportive housing
Strategies:
 Research HUD regulations regarding operation of permanent, supportive housing
 Develop Community Psychiatric Supportive Treatment (CPST) program
 Identify and collaborate with other permanent, supportive housing programs
 Research legal requirements for leasing apartments to parenting teens
 Recruiting personnel to manage housing
Program: The Respite Care Program
Goal 1:
To continue to be a viable service in the community by providing
respite services to Child Guidance & Family Solutions clients
Objective 1a: To maintain two respite care homes that provide residential care ranging from one
to five days
Strategies:
 Continue to collaborate with therapist and case workers of Child Guidance &
Family Solutions to support the treatment goals of each youth
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Goal 2:
Provide food, housing, supervision and transportation for children and youth
Provide meaningful recreation and opportunities for social development
Explore funding opportunities to provide additional recreational activities
To continue staff development and training specific to children and
youth with mental health concerns
Objective 2a: Provide staff training to respite care houseparents
Strategies:
 Continuing education through workshops, seminars and conferences addressing
trauma informed care practices
 Utilize in home weekly supervisory meetings with respite houseparents to monitor
and enhance professional development
 Revise orientation manual
VIII. Appendices
A. Description of Strategic Planning Process
In October 1990 Shelter Care, Inc. Board of Directors began the process of reviewing on an annual
basis the operations of the agency and establishing goals and objectives for the following year. This
was accomplished at an annual Board of Directors Retreat. This process included, not only Board of
Directors, but also the Program Directors, clinical staff and direct care staff, who participated in a
structured brainstorming session focused on the concepts, AVOID, BUILD and MAINTAIN. As the
agency expanded, this practice necessitated the formation of more detailed strategies to improve the
organization and its services. These strategies became the rationale for the development of short and
long-term goals and objectives.
In January 2008 Shelter Care, Inc., as part of pursuing accreditation through COA, embarked on a
structured process to chart a course over the next three years. The effort was initiated by the Shelter
Care, Inc. Board of Directors, and conducted in partnership with Shelter Care, Inc. the senior
management team. Shelter Care, Inc. then began the strategic planning process. This comprehensive
process included multiple board/staff planning sessions, client surveys of Shelter Care, Inc., and
meetings with other key constituency representatives such as referring agencies, government officials,
funding agencies and others.
This process of reviewing and planning has validated that the agency has operated in a fiscally and
programmatically sound manner since its inception in 1972 and has maintained a positive reputation as
a community-based residential program for youth with the other children-serving agencies in Summit
County. Using this process, Shelter Care, Inc. developed the first strategic plan for 2009 – 2012 and
this process continues to this day.
B. Assessment of Strengths and Weaknesses/ SWOT Analysis
Shelter Care, Inc. has used a process of reviewing the strengths and weaknesses of the agency and
its programs, on a regular basis, with its Board of Directors, administrative staff and service staff. This
review of the programs and services of Shelter Care, Inc., also includes areas of finance, risk,
personnel and facilities/service environment. This is accomplished through a variety of methods
Page 26 of 35
including weekly meetings with direct care staff, monthly senior manage-ment team meetings,
bimonthly Board of Directors meetings, the annual board retreat, and a formal SWOT analysis.
The SWOT analysis takes place the end of the first quarter of each year. A cross section of staff
meets to begin a process of identifying the strengths, weaknesses, opportunities, and threats throughout
the agency. It is explained to the staff members that the results of their efforts will be incorporated into
the agency’s Strategic Plan. The data is collected and used to develop the SWOT matrix. The process
continues by asking the following questions:
 How can we maximize the use of our strengths?
 How can we overcome the threats identified?
 What do we need to do to overcome the identified weaknesses?
 How can we take advantage of our opportunities?
The results of these discussions are then integrated into the agency’s overall Strategic Plan
including the goals and objectives. The following are the results of the 2012 SWOT Analysis:
STRENGTHS
WEAKNESSES
INTERNAL
Financial stability of agency including endowment
Technological needs including disconnect between
fund, 403 b benefit package, no debt, bookkeeping paperwork requirements and technology,
and audits
educational resources for technology
Compliance with regulatory agencies including
COA, ODJFS, ODMH, ODYS
Outcome measures to more adequately assess
program effectiveness
Quality of care provided to youth including
philosophy of keeping youth's best interest in
forefront, relationships with youth, 24 hour support,
365 days
Staff Burnout - too many hats, increasing
expectations, inability to utilize vacation time, 24/7
on call
Competent and committed staff including: clinical
staff, board members, direct care staff and
administrative; longevity of admin and direct care
staff; flexibility, willingness to change, adapt;
educational/experiential qualifications; strength in
leader
Human resources needs including recruiting and
retention of staff, lack of administrative personnel,
screening of applicants, racial diversity of staff,
orientation training, program procedure manual
Diversity of programs and models
Intra-agency communication
Reputation in the Summit County community
including positive working relationships with childserving agencies
Staffing needs including writing grants, increasing
expectations
Quality of facilities including maintenance and
cleanliness, location, food service and IT
Public relation needs including updating website,
developing program videos and marketing services
Staff training
Lack of storage space
Reimbursement for training for licensed staff
Number of full-time vs. part-time staff
Diversity of funding
Ongoing presence in the community and the ability
to address the changes
Positive outcome data
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OPPORTUNITIES
THREATS
EXTERNAL
Improving the relationships with the child-serving
Budget constraints
agencies
Marketing strategies
Billing Medicaid
Lack of referrals
Changing philosophy in child welfare
ODMH Certification
Economy - nationally and Ohio
Developing contracts with outside counties
Changes in health insurance
RHYTTAC & NRS webinars/trainings
Decline in youth population
Recreational opportunities through fitness centers,
YMCA
Increased competition
Girls Scouts of America
Training opportunities through the universities
Relationships with BVR and Job Center
Changing philosophy in child welfare
Increased operating costs
Loss of funding for SOS program and
competitiveness of federal grants
Loss of TXX funding
Poor attendance at staff training sessions
Small community grants
Increasing cultural diversity of Summit County
Aftercare
SCJC opportunities
Medina and Stark Counties JFS are utilizing both
Safe Landing and the Shelter Home program
Increasing leadership in community initiatives
Collaboration of services with area agencies to
network services
Federal and state grants
The need for home based services
The following agency goals were established based upon the SWOT matrix and can be found in greater
detail in Section VII. Strategic Goals and Objectives.
Goal 1
Operate in accordance with regulatory agencies including ODJFS, ODMH, ODYS;
applicable legal requirements; contractual obligations; and COA accreditation
standards
Goal 2
Maintain fiscal integrity and accountability
Goal 3
Enlarge the Endowment Fund
Goal 4
Improve the recruitment, screening and retention of all staff
Goal 5
Develop a more comprehensive staff development and training model
Goal 6
Enhance staff recognition and retention program
Goal 7
Build upon existing relationships with the child serving agencies from Summit and
surrounding counties
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Goal 8
Continue the ongoing monitoring of service volume and program effectiveness to
maintain successful outcomes
Goal 9
Improve the quality of communication within the agency
Goal 10
Advance information technology throughout the programs of Shelter Care, Inc.
C. Environmental Scan
Shelter Care, Inc. compiled the Environmental Scan after analyzing trends in the community that have
and will continue to impact the agency. This information will be used in strategizing how to navigate
through these situations.
1. Threats
a. Loss/decrease in funding
The greatest threat to Shelter Care, Inc. in the Environmental Scan / SWOT analysis was
the loss / decrease in funding from 2011 to the present.
 In September 2011, Shelter Care, Inc.’s grant request was denied by the United States
Department of Health and Human Services for the Street Outreach Services Grant for
Safe Landing Youth Shelters.
 Shelter Care, Inc. was also informed that the Shelter Home Program would no longer
receive funding from Summit County Department of Job and Family Services Title XX
for SFY 2012 – 2013.
 These funding cuts were due to the economic downturn in Summit County where the
unemployment rate hit 9.6 percent in March 2009 and remained above 8 percent until
March 2012.
b. Decline in referrals
There has been a decline in referrals from the Summit County Children Services.
 For many years Shelter Care, Inc. was the only preferred provider for residential
services for youth in Summit County. A change in philosophy within the child welfare
system, as well as budget cuts at the state level, has created a greater emphasis on inhome services and alternatives to placement for youth. This has resulted in a fewer
number of referrals for placement.
c. Declining population
Another contributing factor to the decline in referrals is the 1 percent decline in the youth
population in Summit County since 2000.
2. Opportunities
a. COA and ODMH
These losses have reinforced Shelter Care, Inc.’s decision to maintain accreditation through
the Council on Accreditation.
 The Ohio Department of Mental Health mandated that any agency seeking Medicaid
reimbursement for services must be accredited by a national organization.
 In order to achieve funding stability, the Shelter Care, Inc. strategic plan includes:
o Maintaining accreditation through COA
o Maintaining certification through the Ohio Department of Mental Health
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o Begin Medicaid billing for community psychiatric supportive treatment (CPST),
behavioral health counseling and assessment services.
b. Funding Possibilities
Shelter Care, Inc. is committed to exploring all funding possibilities which include:
 Submitting Requests for Proposals from surrounding counties for services to expand the
referral base.
 Seeking funding through the State of Ohio for homeless youth.
 Submit grant requests to fund and expand the Street Outreach Services to include a drop
in center.
 Seek funding through the City of Akron Continuum of Care for permanent supportive
housing for The Highlands Teen Pregnancy Shelter.
 Explore expansion of Medicaid services provided at Safe Landing Youth Shelter.
c. Internships
Shelter Care, Inc. works with universities to provide internships. These internships are
offered to Bachelor and Master’s level college students who express an interest in
remaining with the organization after the completion of the internship program.
 This is an important part in the staff recruitment strategic plan.
d. Cultural diversity
Shelter Care, Inc. has an ongoing goal of maintaining a diversified staff that reflects the
population served.
3. Strategies
a. Medicaid billing
Shelter Care, Inc. will continue to pursue billing Medicaid for services provided.
b. Spending freezes
Shelter Care, Inc. has responsibly cut discretionary spending to adjust expenses to current
income.
c. Insurances
There is an effort to comparatively analyze expenses related to health insurance, property
and liability insurance and other program related expenses.
d. Grants and donations
Shelter Care, Inc. is hopeful that lost sources of revenue can be made up through grants and
solicitation of donations from private individuals and foundations.
e. Endowment Fund
Shelter Care, Inc.’s strategy is to cautiously utilize funds for operating expenses from the
Shelter Care Endowment Fund, Inc. during this time of economic decline. The primary
purpose of the Shelter Care Endowment Fund, Inc. is to provide for capital expenditure
projects and program related expenses in crisis situations.
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e. Expand contracted services
Shelter Care, Inc. will reach out to counties beyond those bordering Summit County to offer
services.
D. Copies of Any External Assessments
Please see the following Attachments:
Attachment 1
Ohio Mental Health Consumer Outcomes System for Youth
Attachment 2
Youth Exit Survey
Attachment 3
Parent Satisfaction Survey
Attachment 4
Stakeholder survey
Attachment 5
Runaway and Homeless Youth Management Information System form
(RHYMIS)
E. Organizational Chart
Please see Attachment 6 Shelter Care, Inc. Table of Organization
F. Board Member List and Profiles
Chairman
Michael A. Malyuk, attorney with Malyuk and Associates. Mike has been a board member since 1977
and has been the Chairman of the Board since 2000. His leadership abilities and legal expertise have
been of great assistance to Shelter Care, Inc.
Vice Chair
Sandra Dawson, retired
Sandra Dawson is a past president of the Akron Junior League, and was instrumental in Shelter Care,
Inc. acquiring Safe Landing Youth Shelter from the Junior League. Sandra joined the board in 1989.
Sandra’s reputation is one of being an advocate for social issues for youth and families in the Akron
community. Her wealth of experience has been an asset to the board.
Secretary-Treasurer
Thomas Williams, Vice President, Resource Services, JoAnn Stores, Inc.
Tom has been a board member since 2005. Tom has over twenty years experience in the field of
human resource management and provides guidance in those areas. He also serves on the boards of
other community agencies.
Rev. Marshall Brandon, Hudson Community Chapel
Marshall joined the board in 1997. At that time he was serving as the Supervisor of Residential
Services at the Haven of Rest Ministries. He joined the staff of the Hudson Community Chapel in
2000 as the Pastor of Local Outreach. Marshall also provides training for clinical, as well as direct
care staff.
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Brian Tindall, Ph.D.
Marriage and Family Counseling
Brian has been a board member since 2008. He currently is in private practice with WellSpring
Counseling Center in Green, Ohio. Brian’s clinical expertise is with children, youth and families.
Brian worked for Shelter Care, Inc. from 1981-1983 as the Director of Treatment Services for the
Shelter Home Program. He was the Safe Landing Youth Shelter Program Director from 1985-1989.
Brian has also worked in other youth residential programs including the juvenile justice system.
Don Brott, CPA
He is retired from a 30-year practice as the senior partner in an accounting firm. Don has served on a
number of community agency boards involved in social services. He has been a board member since
2008. He brings to the board an expertise of financial management and accounting practices in
nonprofit social service agencies.
David E. Fair, MA, PCC-S
Founder and former Executive Director of Shelter Care, Inc.
Dave founded Shelter Care in 1972 and served as the Executive Director until 2005. He is a licensed
Professional Clinical Counselor and has had a marriage and family counseling practice. He has served
on the board since 1972 and brings a wealth of experience and knowledge regarding the child care
system within the state of Ohio.
Rajini Poth, Ph.D.
Rajini has been a board member since 2009. She is the Director of Student Health at the Northeast
Ohio Medical University. She has a Ph.D. in Counseling from The University of Akron.
Alexis Moseley
Alexis is currently a senior at Stark State College. She is a former resident of Shelter Care, Inc. She is
actively involved in Leaders of Tomorrow, a group of young people who have emanicpated from the
child welfare system and advocate for youth in care.
G. Short-term Plan
Shelter Care, Inc. Board of Directors developed the following short, mid-range and long-term goals
at the annual board retreat held on May 18, 2012.
Short-term goals (12 months)
1. Begin self-study to maintain accreditation through COA
2. Begin billing Medicaid for all mental health services provided
3. Develop a comprehensive plan for expanding The Highlands Teen Pregnancy Shelter
4. Continue developing a comprehensive houseparent recruiting program
5. Secure a van for the girls’ Safe Landing Youth Shelter
6. Secure funding for the Street Outreach drop in center
7. Solicit and secure ongoing funding for recreation expenses for the Shelter Home Program
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8. Secure HHS funding for Street Outreach Services program and The Highlands Teen Pregnancy
Shelter
9. Upgrade technology including Celerity software
10. Upgrade physicial properties to include windows and exterior painting at Caston Road and
Nokomis Drive
11. Join OACCA
Mid-Range Goals (1-3 years)
1. Maintain COA accreditation
2. Maintain Ohio Department of Mental Health certification
3. Expand the billable Medicaid services provided
4. Develop a more comprehensive staff training approach
5. Enlarge The Highlands Teen Pregnancy Shelter to provide permanent supportive housing for 610 parenting teen mothers and their infants
6. Explore the viability of providing outpatient counseling services
7. Explore possible collaboration with other private agencies to form a continuum of services for
Summit County Children Services
8. Determine future use of Kickpoo Avenue group home
9. Secure a car for girls’ Safe Landing and a van for the maintenance supervisor
10. Exploring vocational training program
Long-term goals (5 years)
1. Diversify funding for Shelter Care, Inc., in the shelter home program, Safe Landing Youth
Shelter and The Highlands Teen Pregnancy Shelter to include contracts with neighboring
counties, Medicaid reimbursement, as well as expanded relationships with corporations and
foundations
2. Develop a transitional housing program for youth emancipating the system
3. Replace the Third Street house with a home more suitable for the number of youth served
4. Add full-time Human Resources position and/or Quality Assurance position
These goals will be reviewed at the annual Shelter Care, Inc. Board of Directors retreat in May 2012.
These goals will be reviewed and evaluated in light of the results from the SWOT analysis and
information from senior management team meetings.
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H. Human Resources Plan
Shelter Care, Inc. is committed to the ongoing development and implementation of strategies and
programs that are designed to attract, motivate, develop, reward and retain the best people to meet the
agency’s goals and objectives. Shelter Care, Inc. recognizes that a stable and qualified workforce
contributes effectively and efficiently to the competent delivery of social services and to positive
results for the children, youth and families that the agency serves.
This is accomplished through establishing a work environment that is based on fairness, lawfulness,
non-discrimination and the appropriate treatment of employees at all times. A review of these activities
and the workforce is seen as vital to the continued commitment and improvement of employment
practices and employee satisfaction.
Shelter Care, Inc. also recognizes that the recruitment, screening and selection of employees must be
done in a consistent, structured way to assure the appropriateness of hiring, personnel and the
continued evaluation and assessment of employee work performance. All records of personnel are kept
secure and updated regularly to ensure proper documentation practice, as well as confidentiality of all
personnel information.
Shelter Care, Inc. is committed to sound, consistent human resources practices for the fulfillment of the
agency’s mission.
Goal 1:
To improve the recruitment, screening, and retention of all staff
Explanation:
The Human Resources Plan regarding this goal is to expand the current program of recruiting a
diverse, qualified staff. This is done through job recruitment websites, national publications, and
utilizing a network of local churches, former employees and stakeholders. This plan also includes a
commitment to the continuation of proper screenings of all applicants prior to hiring, based upon a
quarterly evaluation of the effectiveness of these practices.
Goal 2:
To develop a more comprehensive staff development and training protocol
Explanation:
The Human Resources Plan regarding this goal includes the provision of staff training and ongoing
education to clinical, as well as direct care staff. Shelter Care, Inc. will continue to promote personal
and professional development through the use of the staff evaluation process. The senior management
team will evaluate and assess personnel issues, including turnover ratio, disciplinary actions and staff
training needs.
Goal 3:
To maintain an ongoing staff recognition and retention program
Explanation:
The Human Resources Plan regarding this goal includes a focus on enhancing the work environment
and employee benefits program to improve employee retention. Shelter Care, Inc. will continue to
provide flexibility in work schedules, opportunities for advancement, and offers competitive
compensation and benefit packages for all staff. The Human Resources Plan also includes an emphasis
on staff recognition and appreciation on a consistent basis.
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I. Financial Plan
Shelter Care, Inc. believes that good financial management is essential to the overall and ongoing
financial security of the agency and to the delivery of quality services.
The Shelter Care, Inc. Board of Directors and Executive Director work to create an environment of
honest and ethical practice in all areas of service delivery, including the management of the agency’s
finances and the manner in which it conducts financial affairs. This begins with a definitive line of
authority and accountability that follows clearly defined rules and all laws and regulatory requirements
of financial management.
Additionally, the Shelter Care, Inc. Board of Directors maintain a commitment to proper financial
practice through the review of audits, the review of safeguards for all assets, the evaluation of financial
risks, and to the pursuit of stable sources of revenue that are consistent with Shelter Care, Inc.’s
mission, purpose and programs.
Goal 1:
Maintain fiscal integrity and accountability
Explanation:
The Financial Plan regarding this goal is to increase funding for the agency while limiting expenditures
so as not to exceed budgeted income. The philosophy of Shelter Care, Inc. has always been to operate
within a balanced budget while providing the best services to youth and families.
Additionally, Shelter Care, Inc. will remain committed to securing an independent audit annually that
will reflect the overall fiscal status of the agency and serve as a means of accountability to board
members and stakeholders in the community. Shelter Care, Inc. has been audited annually since its
inception in 1972, and there has been no evidence of impropriety found in its financial practices. This
remains the standard for which the financial practices are founded.
Goal 2:
Enlarge the Shelter Care Endowment Fund, Inc.
Explanation:
The Financial Plan regarding this goal is to continue to enlarge the endowment fund in order to provide
funding for capital expenditure projects and operating expenses in crisis situations.
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