Strategic Planning
The Award-Winning Way!
RUSS SPAIN, CCAP
NICK BURROWS, CCAP
SHERYL BAILEY, CCAP
THIS PRESENTATION CAN BE DOWNLOADED AT
WWW.EICAP.ORG/CAP2012
Overview
Operational Plans
Employee
Engagement
Strategic Plan
 Strategic Plan Defines Three Things:
 Where you are
 Where you want to be
 How you are going to get there
 Structure of the Plan
 Section I – Mission/Vision Statement, Values
 Section II – Organizational Mandates and Stakeholders
 Section III – SWOT Analysis
 Section IV – Goals and Strategic Objectives
 Section V – Updating the Strategic Plan
Strategic Plan
 Section I – Mission/Vision Statement, Values
 If you have these already, then they are important for
determining what you want your plan to be
 If you don’t – this should be an important part of your
strategic planning discussions
 Key Points:
Mission Statement is what you do
 Vision Statement is where you want to go

Strategic Plan
 Section II – Organizational Mandates and
Stakeholders

Mandates define what we are required to do by law, as an
agency
CSBG Act
 Older American’s Act
 OMB Circulars


Stakeholders define any group of people who have a vested
interest in the success of your agency

This can help you meet the requirement of Standard 3.1 in
formally defining your customers
Strategic Plan
 Section III – SWOT Analysis
 SWOT is Strengths, Weaknesses, Opportunities and Threats
 Key Points:
Strengths and Weaknesses are INTERNAL to the organization
 Opportunities and Threats are EXTERNAL to the organization
 This defines where you are as an agency

Strategic Plan
 Section IV - Goals and Strategic Objectives
 There are three components to our Goals and Strategic
Objectives section
Goals
 Strategies
 Metrics


Key Points:

This is defining how you want to get where you want to go
Strategic Plan
 Goals
 Our Strategic Plan follows the ROMA Goals
Goal 1. Low-income people become more self-sufficient.
 Goal 2. The conditions in which low-income people live are
improved.
 Goal 3. Low-income people own a stake in their community.
 Goal 4. Partnerships among supporters and providers of service to
low-income people are achieved.
 Goal 5. Agency increases its capacity to achieve results.
 Goal 6. Low-income people, especially vulnerable populations,
achieve their potential by strengthening family and other
supportive environments.

Strategic Plan
 Strategies
 Use SWOT to identify ways to use strengths and opportunities
and avoid weaknesses and threats to achieve goals
 Strategies are defined for each of the ROMA Goals
Goal 1. Low-income people become more self-sufficient.
 Provide services that reduce barriers for at-risk individuals and
families
 Facilitate life skills training, education, and other opportunities
 Goal 2. The conditions in which low-income people live are
improved.
 Provide opportunities that improve the quality of life for
residents throughout our service area.

Strategic Plan
 Strategies
 Strategies are defined for each of the ROMA Goals
Goal 3. Low-income people own a stake in their community.
 Involve participants in program development from design to
delivery.
 Empower and encourage individuals to create and maintain safe
neighborhoods.
 Goal 4. Partnerships among supporters and providers of service to
low-income people are achieved.
 Foster and develop productive partnerships.

Strategic Plan
 Strategies
 Strategies are defined for each of the ROMA Goals

Goal 5. Agency increases its capacity to achieve results.
 EICAP will use our marketing plan to become more visible and
viable in the communities served.
 Increase funding sources and amounts in response to the
growing need for service.
 Encourage and train the Board of Directors to be more involved
in agency activities.
 Maximize efficiency and effectiveness of service delivery.
Strategic Plan
 Strategies
 Strategies are defined for each of the ROMA Goals

Goal 5. Agency increases its capacity to achieve results.
 Foster a supportive work environment for employees.
 Maintain sound fiscal stewardship.
 Train employees to utilize the scope of supportive services
within EICAP and the community at large.
 Active engage legislative, regulatory and community institutions
regarding EICAP’s Board adopted advocacy issues.
Strategic Plan
 Strategies
 Strategies are defined for each of the ROMA Goals

Goal 6. Low-income people, especially vulnerable populations,
achieve their potential by strengthening family and other
supportive environments.
 Provide services that reduce barriers to stability for vulnerable
populations.
 Provide information and educational opportunities that
empower vulnerable populations.
 Metrics
 Identify key outputs that we already generate internally that
can be used to measure the success of each strategy
Strategic Plan
 Section V – Updating the Strategic Plan
 Developed and incorporated timeline and sources of
information into Strategic Plan to meet requirements of
Standard 2.2
 Part of the updating process is the use of Needs Assessments
and Focus Groups to ensure that we are engaging our
constituents in determining our agency’s priorities
Operational Plans
 EICAP has five main programmatic divisions:





Area Agency on Aging
Community Services
Head Start
Housing
Weatherization
 In the past, we had incorporated all program strategies
into a single document which we called the Strategic Plan
 Due to varying personalities of the Program Directors,
some programs had more details and some had fewer
 This was unbalanced, too much to manage and
essentially became incomprehensible over time
Operational Plans
 Each division looked at the Goals and Strategies
developed by Senior Leadership and Board
 The division determines which strategies are
relevant to their programs and develops a plan for
addressing those strategies
 Metrics are further defined during this process
 Program Directors report on their Operational Plans
as part of their reports to the Board of Directors
Operational Plans
 These are one of the primary tools that made our
Strategic Plan a living document within our
organization
Employee Engagement
 Three tools to foster employee engagement in our
plan
Employee Engagement
 Strategic Plan Brochure
Employee Engagement
 Strategic Plan Brochure
Employee Engagement
 Job Descriptions
 All Employees have the following as a duty in their job
descriptions:


As an employee of EICAP you will assume the responsibility of
understanding your role in accomplishing the strategic goals and
performance measures of the Agency.
All Supervisors have the following as a duty in their job
descriptions:

As a supervisor you will assume the responsibility of assuring that
all employees working under your direct supervision understand
their role in accomplishing the strategic goals and performance
measures of the Agency.
Employee Engagement
 Employee Evaluations
 All Employees are evaluated on:


Strategic Goals – Consider the employee’s understanding of
strategic goals. Does the employee understand their role in
accomplishing the strategic goals and performance measures of
the Agency?
All Supervisors are evaluated on:

Strategic Goals – Consider how well the employee communicates
strategic goals to subordinates. Does the employee actively assure
employees under their direct supervision understand their role in
accomplishing the strategic goals and performance measures of
the Agency?
Agency Scorecard
 The agency Scorecard is based on the metrics listed in





the Strategic Plan
The Executive Director designates a Scorecard Chair to
ensure the annual Scorecard is based on the current
Strategic Plan’s metrics
Program Directors establish benchmarks for each metric
related to their programs
Quarterly, the Program Directors send in the data for
their metrics to the Scorecard Chair
The Scorecard Chair compiles the data into the scorecard
The quarterly Scorecard is shared with the Board of
Directors and Leadership Team
Agency Scorecard
 There are two components to the Scorecard
 The first is a listing of the outputs of each Metric
 The second is an aggregate outcome of the outputs as
compared to the benchmarks
Agency Scorecard
 Goal 1 – Low-income people become more self-
sufficient.

Strategy – Provide services that reduce barriers for at-risk
individuals and families.
Metric – The number of eligible households receiving emergency
services.
 Metric – The number of eligible households receiving LIHEAP
services.
 Metric – The number of seniors who receive assistance with
Medicare enrollments.
 Metric – The average cost savings for Weatherization clients based
on the energy audit tool.

Agency Scorecard
Goal 1 – Low-income people become more self-sufficient
Strategy - Provide services that reduce barriers for at-risk individuals and families
Metric
Goal
Type
Factor
Bench
mark
Q1
Q1
Q3
1
Max
Aggr.
1
2
Max
Aggr.
3
Max
Aggr.
4
Max
Unique
Q4
Adj.
YTD
500
166
206
263
27
662
162
132%
1
6250
3284
879
0
2176
6339
89
101%
1
66
8
13
0
46
67
1
102%
$854
$1,153
$891
$635
$706
$854
$0
100%
Strategy Score
Diff.
%
Diff.
109%
Agency Scorecard
Goal 1
Strategy
Strategy
Goal 2
Strategy
Goal 3
Strategy
Strategy
Low-income people become more self-sufficient.
Score
Provide services that reduce barriers for at-risk
individuals and families.
Score
Facilitate life skills training, education, and other
opportunities.
The conditions in which low-income people live are
improved.
Score
Provide opportunities that improve the quality of
life for residents throughout our service area.
Low-income people own a stake in their
community.
Involve participants in program development from Score
design to delivery.
Empower and encourage individuals to create and Score
maintain safe neighborhoods.
109%
100%
106%
78%
119%
Annual Report
 Outputs from the Scorecard then feed directly into
the Annual Report
Contact Information
 Russ Spain – rspain@eicap.org
 Nick Burrows – nburrows@eicap.org
 Sheryl Bailey – sbailey@eicap.org
Any Questions???
 This Presentation and Supporting Documentation
can be Downloaded at www.eicap.org/cap2012