CSM Strategic Plan Assessment
Analysis of Outcomes
submitted to and approved by the Board of Directors at the annual Retreat on September 22, 2007 by the agency Executive Director, Randal Johnson.
GOAL 1: The Council of the Southern Mountains will increase the delivery of quality services.
Objectives:
1.1 Continue to provide services according to the needs of the community.
The Head Start Program was transferred from the Council in January, 2006. All other programs continued into the next fiscal year, however, staff was reduced and services curtailed due to funding reductions. Efforts continue to find alternative revenue.
Outcome measure: Number of existing programs that continue until the next year.
2006 Evaluation: The Council operates programs that serve the communities targeted in our catchment area. The Council has added the following new programs in 2005-06:
Mentoring Children of Promise
Volunteer Income Tax Assistance Program
Senior Companion Program
Based on the most current needs assessments, all these programs
are serving the stated needs of recipients.
September 2007 Outcome: Three new programs have been initiated, the Right From The Start, Title XIX Waiver and Aged and Disabled Waiver. New Program offerings are being considered; Mentoring Children of Prisoners grant approved and housing initiative to be explored.
1.2 Develop programs to create jobs.
Outcome measure: Number of new jobs created within the Council. CSM has continued the Individual Training Accounts program through the Workforce Investment Board. Expansion of training will be the priority as funds are available
2006 Evaluation: The Ex. Dir. is exploring the additional revenue generating services within Medicaid, i.e., Birth to Three, Title XIX Waiver, transportation, etc.
September, 2007 results indicate that at the time of this review, the Council has added 15 new employees in Mercer County, 3 in McDowell County and 1 in Mingo County. These new positions are the direct result of new programs started this year, i.e., Title XIX Waiver, Right From The Start and Aged and Disabled Waiver.
1.3 Acquire additional funding to expand programs.
Outcome measure: Number of new programs created or expanded.
2006 Evaluation: The Ex. Dir. is seeking additional funding through corporate and private foundation funding. Fund raising plans are being developed in addition to exploration of a community foundation in McDowell County.
The E.D. has contacted area foundations and can not even get a response to requests to add the county to their geographic area of service. Private and corporate foundations contacted in excess of 125 applications. One
$10,000 award was received.
September, 2007 Assessment: An additional award of $10,000 has been requested from Chesapeake Energy. Twenty requests have been made this calendar year with no awards to date.
1.4 Increase availability of transportation for clients.
Outcome measure: Number of transportation strategies developed.
2006 Evaluation: The management staff developed the following strategies:
1. Entrepreneurial assistance to consumers to initiate taxi services
2. Feasibility of agency providing transportation to Medicaid recipients to Medicaid approved services.
3. Grant applications for transportation services
September, 2007 Assessment: The attempt to have CSM become a non- emergency medical transportation provider were unsuccessful due to opposition from two other businesses already in that field filing protests with the Public Service Commission. CSM withdrew from consideration as the approval of the PSC was required and with protests filed an attorney was required to continue the application. As the only attorney we could find that would take the case wanted $250.00 per hour, we withdrew our application. We are eligible to reapply.
CSM is now providing reimbursed transportation for our Title XIX Waiver Medicaid consumers in employee vehicles and Center Vans. We receive enough payment to adequately pay the staff and cover administrative costs. The agency obtained a 2006 Chevrolet 15 passenger van during this past year which is used to transport our consumers and has been loaned to responsible community groups to take area youth to culturally enriching events.
1.5 Increase after school tutoring, college course availability, and adult basic skills training courses.
Outcome measure: Number of new educational opportunities.
2006 Evaluation: Distance learning efforts continue to provide Individual Training Account services to eligible individuals in all eligible regions.
CSM has sponsored literacy projects with VISTA assistance and will continue through the MCP program with its VISTA.
September, 2007 Assessment: The Individual Training Account funding for eligible consumers has been frozen by the Workforce Investment Board and no training through this mechanism has been completed.
CSM has initiated new training courses for citizens obtaining food and other emergency services. This training consists of budgeting skill acquisition, consumer choices and how to make the most of low-income family resources.
1.6 Increase networks with government agencies, colleges, faith-based organizations, et.al.
Outcome measure: Number of new partnerships formed.
CSM presently has collaboration with the following:
FACES Local Family Resource Network Tug River Health Clinic
Rural Health Advisory Council Town of War plus other
DHHR municipalities
Itmann Food Bank New Hope Church plus
other churches
2006 Outcome: The Project Directors staff committee will continued to foster these relationships and seek new collaboratives to fulfill this objective.
September, 2007 Assessment: CSM has established new relationships or collaboratives in addition to those listed above. A new policy has been implemented that guides the development of collaboratives and all cooperative agreements are kept on file and furnished to the WV Governor’s Office of Economic Opportunity.
1.7 Expand the service delivery area.
Outcome measure: Number of new communities served.
Exploration is continuing by management staff into creating a SHARE program in Pineville, to serve Wyoming and Mingo Counties. Efforts continue to find a use for the Pageton School to expand services.
2006 Outcome: Staff continued with this objective to attain criteria. FGP expanded into Mingo County. MCP is in Wyoming, Raleigh and McDowell Counties.
September, 2007 Assessment: The RSVP has finally initiated services in Mingo County and FGP continues their efforts to expand program offerings. The Aged and Disabled Waiver Program now includes Mingo County and 15 other southern WV counties, which fulfills this objective area and dramatically increases the delivery of services area for CSM. The agency also has initiated services in the Title XIX Waiver Program in McDowell, Mercer and Wyoming counties.
The SHARE Program has not been expanded and no efforts of late have been made on the Pageton School building.
1.8 Increase the number of communities in which CSM offices are located
Outcome measure: Number of new offices located in additional communities.
Management staff has met to determine under served areas of the County. Exploration will be made in the Panther and Ieager areas in addition to War.
2006 Outcome: Staff continued to seek new funding for additional services.
September, 2007 Assessment: Staff have met with faith based organizations in the Ieager-Bradshaw area but due to limited resources, no real expansion has occurred. Collaboratives have been formed but no tangible services centers added.
CSM has just opened a new office in Mercer County to primarily serve the Title XIX Waiver and Aged and Disabled Waiver Programs. Of course, other service areas may utilize the facility. We are recruiting a Title V staff person for the office and are in the process of hiring a Case Manager for the Title XIX Program. The office is located at 312 Commerce Street in the West Virginia Manor building in downtown Bluefield.
1.9 Implement tracking system to monitor services to clients.
Outcome measure: Number of additional households that receive comprehensive services.
The WVFACS software package has been field tested and the CSM is implementing the system that will track number of households served.
2006 Outcome: Implementation of WVFACS software package that tracks consumers served. CSM only one of two agencies to correctly submit all
electronic submissions for the system in the entire State.
September, 2007 Assessment: The WVFACPRO system has been implemented with the Weatherization Program targeted for inclusion during the coming year.
CSM can now track households served and provide demographic data to provide accountability for service allocations. CSM is one of only three agencies in the state to now furnish our Board of Directors reports to the WV GOEO on the software system via the internet. We have also explored use of the system with the Foster Grandparents Program.
1.10 Increase by 10 percent the number of households served that receive wrap- around services.
Outcome measure: Number of additional households that receive services.
2006 Outcome: This is being monitored by WVFACS.
September, 2007 Assessment: The CSBG program served 372 families last year with 30 served in the Family Day Care Feeding Program. The RSVP serves 300 while the FGP touches 65 volunteers and 150 special needs children. Weatherization served 49 families while MSP served 30 mentors and mentees and their families. The RFTS served 35 infants and pregnant mothers. The Title XIX Program serves 12 individuals and their families. In excess of 1000 consumers were served, exceeding previous years by more than 10 percent.
1.11Develop plans for youths in five rural and unincorporated towns.
Outcome measure: Written plans for youth programs in five communities.
Mr. Eubanks worked with various church youth groups to establish programs. The E.D. had a grant approved for a youth service learning project.
2006 Outcome: Staff continued work on this objective and documented the development to these services. Youth projects were achieved.
September, 2007 Assessment: The Youth Exposure Series was again conducted this summer serving 46 youth from at least five communities in McDowell County. The Council also served 35 county youth by providing transportation to Bluestone Camp in Summers County for water conservation volunteerism. Eight children attended the Engineers of Tomorrow camp at WVU in Morgantown this as sponsored by the Council through transportation.
1.12Increase public awareness of services that CSM offers.
Outcome measure: Number of advertisements.
2006 Outcome: The agency is advertising through public service announcements and media releases that served to increase awareness throughout the community. The Executive Director is created a brochure to advertise the additional services implemented since the last pamphlet was purchased. Additionally, staff are submitting articles and press releases to area media to further increase awareness of their respective programs. An agency scrapbook is partially maintained for documentation.
Staff continued to meet this objective through the discussion above.
September, 2007 Assessment: Brochures have been developed on all CSM programs with news articles submitted for publication in local media. The agency newsletter is distributed throughout the area which also publicizes the organization. The agency scrapbook is now maintained that documents media exposure.
1.13 Assist with plans to increase and enhance child-care and elder-care facilities.
Increase family day care providers to serve 275 individuals by September 30, 2003.
Outcome measure: Number of brochures, pamphlets, and booklets printed and distributed to explain CSM services.
2006 Outcomes: Within this time period, the highest number of
children served was 225, therefore, the objective was nearly attained.
However, due to the drastic population loss, the program is presently serving
39 providers.
The Ex. Director is exploring Elder-Care options for the organization in
addition to the Senior Companion Program and Senior Corp.
Intergenerational Day Care has been discussed as an option to meet this
objective. Application for a SCP expansion grant that has been
submitted with CSM targeted to be host agency.
The Ex. Dir. and Head Start Director explored options to initiate Day
Care Services at the Centers. There could have been one day care “classroom” during work hours and after school and holiday services for working parents.
This was abandoned with the loss of the Head Start grant.
Outcome: Management staff will continue to work toward meeting this
objective within the timelines established.
September, 2007 Assessment: The agency has explored day care options and submitted a proposal for funding to open a facility in Princeton on land owned by Workforce WV. The operation was cost prohibitive. CSM continues to explore children services and day care options.
1.14 Provide training that impacts the needs of the work force and promotes
employment in demand occupations.
Outcome measure: Number of job training opportunities.
2006 Outcomes: Management staff are exploring new ventures in training
opportunities for our clients. New avenues are being explored in Medicaid
funding and attendant training within the health field. Staff are determining
the feasibility of initiating a Commercial Driver’s License class “in-house” to
also fulfill this objective. Career Development classes have been temporarily
frozen and when reinstated, drastically reduced, however, plans continue to
meet this objective within this department.
New job training opportunities are being explored and will be implemented as funding permits.
September, 2007 Assessment: Career development classes continue to be frozen through the Workforce Investment Board. The agency is presently planning on training and certifying individuals to provide Homemaker Services to the Aged and Disabled Waiver Program participants. The agency must also train all employees in Title XIX Waiver Program to be in compliance with regulations and continue their employment.
1.15 Establish a Speaker’s Bureau by December 31, 2003.
Outcome measure: A Speaker’s Bureau. Number of speakers (internal and
external) registered in the Speakers Bureau
2006 Outcomes: The Executive Director developed the Speakers Bureau
made up of internal and external individuals. A brochure was developed
outlining the expertise of each individual and how they may be accessed
to make speeches. PowerPoint presentations were developed for this purpose
so talks can be scheduled quickly and the talks will be professional.
The developing process of this objective has just been initiated and
attained. Staff are dedicated to fulfill this objective as demonstrated in the
discussion portion of this response. Severely impacted, however, with loss of Head Start.
September, 2007 Assessment: The agency addresses any organization or entity that requests a speaker.
1.16 Conduct a public education awareness campaign by December 31, 2003.
Outcome measure: Number of speeches delivered in public settings (e.g.
government meetings, civic meetings, schools, churches, etc.).
2006 Outcomes: Mr. Eubanks and his department outreach workers report
meeting to determine community leaders in order to use them to
disseminate information and provide insight into how services can be
implemented for success. Some departments are distributing information to
local media at present.
A coordinated effort is needed to meet this objective and fulfill the
intent, that is, a better understanding of the public of the quality of staff and
services this agency provides.
September, 2007 Assessment: Public awareness is a vital component in the effect delivery of social services. In every program, extensive awareness campaigns are conducted as evidenced by news media coverage, public service announcements and paid advertising. The agency recently paid for awareness announcements for the Minority Health Workshops from that program’s budget.
An additional grant application has been submitted to the Governor’s Office of Economic Opportunity which includes funds for an awareness campaign for the Aged and Disabled Waiver Program.
1.17 Establish at least eight partnerships with other community-based
organizations.
Outcome measure: Number of additional resources or funding sources
mobilized.
2006 Outcome: Eight partnerships presently exist; however, the staff are committed to establishing eight new alliances.
September, 2007 Assessment: The agency presently has over 50 collaborative agreements in our entire catchment area to provide services to our consumers. This effort will continue and during the last year an extensive policy has been adopted to guide the formation of collaboratives through Memoranda of Understanding that are outcome or performance based.
1.18 Mobilize ten additional resources or providers during the first quarter of the
program year.
Outcome measure: Number of additional resources or funding sources
mobilized.
2006 Outcome: New resources are being explored on a daily basis. The Ex. Director is committed to establishing additional funding sources through
government entities, private corporations, and foundations. A template has
been written for electronic grant applications. Over 125 grant applications
submitted between October, 2005 and March, 2006.
September, 2007 Assessment: With the curtailment of grants available, CSM has concentrated on development of fee-for-service activities that help our consumers and generate needed funds. These new services are Right From The Start, Title XIX Waiver and Aged and Disabled Waiver.
This strategy is working as additional revenue is being generated and the agency has doubled our employees and Title XIX Waiver is now our largest program, generating over $335,000 annually at present rate of billing. We anticipate that the ADW will be as large within one year.
GOAL 2: The Council of the Southern Mountains will increase its internal capacity to achieve positive results.
Objectives:
2.1 Automate all offices and services.
Outcome measure: Number of offices automated.
2006 Outcome: Head Start office was fully automated. Access to Internet through in-house system. Computers stalled due to hook-up with phone lines. DSL hook-ups achieved for the agency.
Two servers are now available so if one is down, there is a back-up. In regard to security of the system, each department sets passwords for accessibility and maintains integrity. Each program will be provided with security procedures to follow.
No server presently exists since it belonged to Head Start and was moved but a HUB has been installed and staff continue with DSL internet access at reasonable costs.
September, 2007 Assessment: The agency recently adopted a wireless system on the first floor of our Central Offices. Plans are to convert the third floor as soon as funds are available. This allows for staff to access the internet and software systems without cumbersome wiring. In addition, staff can wirelessly send documents to a laser printer for faster, more economical printing. CSM will continue to modernize our technology as funds allow.
2.2 Develop plans to increase computer literacy among staff.
Outcome measure: Number of opportunities developed to enhance computer literacy.
2006 Outcome: West Virginia non-profit collaborative. Head Start staff had training. A short “needs assessment” will be developed to determine number of staff that need initial or additional computer training.
BSC is offering instruction at Mount View in one day sessions. A “needs assessment” for staff training determination was completed during this period and training provided on EXCEL and other topics.
September, 2007 Assessment: The agency has developed an Information Technology Plan and is conducting needs assessments among staff on their respective training requirements. All staff are provided initial training on the computer systems they are assigned with updates as money allows. The needs assessments will be updated this year.
2.3 Plan to upgrade 5 part-time staff to full-time status.
Outcome measure: A written plan for improving employee’s status.
2006 Outcome: Head Start as of this date has converted 2 part-time staff to full-time status. Plans continue to meet this objective based on funding.
Due to the financial condition of the agency at this time, the objective is not attainable.
September, 2007 Assessment: The agency has added ten new staff in Mercer County and three in McDowell County. We have recalled one staff person laid-off after the loss of Head Start and hired new staff for the new programs mentioned previously. CSM will continue to strive for increased employment to better serve our consumers.
2.4 Improve salaries.
Outcome measure: A written plan for improving employee salaries.
2006 Outcome: In the on-going effort to improve salaries, the reimbursement and benefit package is reviewed annually. This is “grant driven” at this time but other sources of revenue are being explored.
September, 2007 Assessment: A salary scale is maintained by the agency with comparative wages paid to employees. The majority of staff have received a pay increase within the last six months. As funds are available, CSM will continue to ensure staff are compensated according to their productivity, funding and comparability to regionally similar jobs.
2.5 Develop education plans for each employee and learning opportunities that include cross-training.
Outcome measure: Number of employees with written education plans.
2006 Outcome: Head Start had new evaluations that include professional development plans for staff. These plans were computerized and adjusted to individual Job Descriptions. Other Program Directors are to get reporting times for an agency calendar to be added to Brenda’s timetable. As a note, educational plans are part of all employees’ performance plans. Head Start is driven by staff educational planning.
September, 2007 Assessment: The agency continues to offer educational expenses reimbursement for staff as funds are available. One staff person is presently taking advantage of this benefit. Efforts need to be improved in cross training. A Succession Plan has been developed for the agency.
2.6 Explore mechanisms for improving health care plans for staff.
Outcome measure: Documentation of alternative mechanisms for improving healthcare plans for employees.
2006 Outcome: The agency is searching for lower rates and improved healthcare insurance to assist staff. Mr. Green, former HR Director, implemented the PEIA Wellness Plan for staff. People walked and generally improved their overall health profiles.
CSM has partnered with Tug River for staff medical coverage. Recently started a fitness program within the agency through Tug River with equipment in Conference Room.
September, 2007 Assessment: CSM continues to explore health care options for staff, especially since staff have been added in the new programs. To date, plans examined have been too expensive. Efforts in this area will continue.
2.7 Enhance the public image of CSM.
Outcome measures: Number of press releases. Number of positive community events conducted. Number of advertisements and promotional activities.
2006 Outcome: Program Directors developed articles regarding their programs that were disseminated to local media to enhance public awareness, access and ultimately, image. WVVA and WELC provided coverage.
September, 2007 Assessment: An Outreach Plan has been developed and implemented. This plan gives guidelines for marketing with timelines established. The agency is in compliance with its own plan.
2.8 Generate unrestricted revenue by increasing the number of proposals written each year.
Outcome measures: Amount of unrestricted funds acquired (or percentage of increase in unrestricted dollars). A written fundraising plan.
2006 Outcome: The Ex. Director and Grant Writer have contacted over 125 private foundations and grants were developed to meet these funding sources requirements. Additional revenue is being explored through Medicaid, private endeavors, fund raising, etc.
September, 2007 Assessment: The agency has a Fundraising Plan with goals established for attainment of discretionary funds. This plan compliance must be very strict as there are restrictions on staff for fundraising activities. The agency must also dedicate time to the new programs which are also generating jobs, revenue for the indirect cost pool and discretionary funds.
2.9 Conduct at least three grant writing workshops annually.
Outcome measure: Documentation of three workshops conducted with attendance.
2006 Outcome: Staff attended workshops through the local F.R.N.-FACES, Southern WV Community and Technical College and Bluefield State College. The Ex. Dir.
developed of a grant committee composed of management staff to improve grant writing skills and agency access. The Ex. Dir. also contacted BSC
Community Development Specialist, Carrilyn Carey, regarding recent grant that college received. That grant is help non-profits in McDowell and Raleigh counties enhance their fund raising skills. CSM is on their list for assistance and did receive training for one staff person.
September, 2007 Assessment: The agency has concentrated on increasing program offerings, financial stability and submitting grants. No progress on this goal.
2.10 Move to GOAL 5.
2.11 Upgrade physical infrastructure by remodeling facilities, renovating building, and
acquiring new equipment.
Outcome measures: Number of buildings renovated. Number of offices
remodeled.
2006 Outcome: Head Start met objective and did annual inspection of facilities to upgrade structures and equipment. At the Central Office, the kitchen has recently been remodeled, the conference room has new tables and chairs, the building interior has been painted, staff have new desks and filing cabinets. HS added new computers for staff and children.
Heat was added to the Women’s restroom with doors for privacy and a vanity to store supplies.
September, 2007 Assessment: Since moving, we have improved our facilities at the City of Keystone Building. We have added some new carpet on the first floor, purchased doors and overall improved the office space.
2.12 Conduct an organizational assessment and identify alternative organizational
structures.
Outcome measures: Design an instrument or protocol for an internal organizational assessment. Documentation of alternative organizational structures.
2006 Outcome: A self-assessment has been conducted at CSM and the Head Start department. A peer review was held February 17, 18, and 19, 2004. All departments were involved.
September, 2007 Assessment: CSM conducted an innovative self-assessment in the spring of 2007 by utilizing a modified Q-Star evaluation. Board members served as reviewers and evaluated the agency after staff self-assessed. Scores were recorded and compared. Overall, the agency has improved since the last Q-Star review conducted in 2003/04. The results are very encouraging and delineated the Council as an organization striving for excellence in human service provision.
2.13 Elevate and strengthen the involvement of the governing bodies (i.e., Board of
Directors, Head Start Policy Council, etc.).
Outcome measure: Number of meetings that members of governing bodies attend. Number of subcommittees on which members of governing bodies serve.
2006 Outcome: The Head Start Policy Council was trained on HS performance standards. Board members have attended training and strategic planning workshop. Agency documentation, calendars and operational guidelines are regularly forwarded to members. The Ex.Dir. is conducted an annual joint meeting of the HS Policy Council and the Board of Directors to have both governing bodies share experiences and receive training.
September, 2007 Assessment: The Board is strengthened by the adoption of this agency of a mentoring system for Board members in compliance with a Mentoring Policy. Monthly updates are sent to the Board with quarterly newsletters. All new initiative are submitted to the Board for review and input before submission. Finally, the Board was involved in the spring of 2007 in an innovative self-evaluation of the agency. CSM strives for excellence in Board governance.
2.14 Assist employees with developing career paths within the organization.
Outcome measure: Number of employees with career development plans.
2006 Outcome: Annual performance plans include employee career plans.
September, 2007 Assessment: Career plans continue during Performance Plan evaluations.
2.15 Strengthen financial management.
Outcome measure: Implementation of a financial management plan.
2006 Outcome: The Director of Finance and Ex.Dir. updated the Financial Management Policy Manual with many new policies added, especially a Credit Card Policy and Purchasing and Inventory procedures. All recommendations made by the independent auditing firm were implemented with all “concerns” corrected immediately.
September, 2007 Assessment: The last two agency audits have not had any findings or deficiencies. Monthly program budget meetings are held to monitor the financial status of each service. With the sale of the Wilcoe building, approximately 60 percent of agency debt was eliminated. Since the addition of new programs that generate funds, there is positive cash flow at this time and remaining debt is being paid off. Financially, the agency is in “stable condition,” but continued vigilance must be maintained.
2.16 Eliminate wasteful practices that do not foster productivity or self-sufficiency
among clients.
Outcome measure: A technology driven client intake process.
2006 Outcome: On-going efforts conducted to implement the software system WVFACS. This system is has been implemented and will reduce wasteful or redundant practices.
September, 2007 Assessment: CSM is a major participant in the WVFACSPRO system and we have initiated it for our intake process, with the exception of Weatherization. Other program areas have individual intakes but all services are coordinated through a common assessment tool.
2.17 Implement a system for Results Oriented Management and
Accountability.
Outcome measure: Agency wide use of SmartAz software
2006 Outcome: ROMA software has been purchased. CSM was one of five CAPs to field test software starting at end of February. New system called WVFACS implemented with agency staff person Heather Eldridge being primary individual in the state in developing this reporting system.
September, 2007 Assessment: CSM is a leader in the State in implementing the WVFACSPRO software that complies with R.O.M.A. standards. Efforts continue to develop this data collection system agency wide.
2.18 Increase technology in client intake.
Outcome measure: Agency wide use of SmartAz software.
2006 Outcome: ROMA software will include updated technological procedures for client intake. Field test of software to start end of February.
WVFACS uses a common intake form.
September, 2007 Assessment: Common intake now standard with Weatherization Program targeted for inclusion.
2.19 Improve client database.
Outcome measure: Agency wide use of SmartAz software.
2006 Outcome: ROMA software will improve the client database and allow \
retrieval of better data. Agency to field test software to start end of February.
WVFACS provides for database.
September, 2007 Assessment: Client database in the WVFACSPRO system. Staff is becoming increasingly knowledgeable of how to access and utilize data. Staff training is major area of increased training needed in this domain.
2.20 Track clients in multiple programs.
2006 Outcome: ROMA software WVFACS performs this function.
September, 2007 Assessment: Objective attained.
2.21 Software to measure outcomes.
2006 Outcome; Roma software already purchased will perform this function.
September, 2007 Assessment: Objective attained.
2.22 Network all programs for outcome measurement.
ROMA software networks all programs regarding data retrieval.
September 2007, Assessment: Attained.
2.23 In-depth background checks on all candidates for employment.
Outcome measure: Ratio of employees hired to number of in-depth background checks conducted.
2006 Outcome: Head Start was at 100 percent compliance with this objective. This includes volunteers in that program. The Ex. Dir. and HR Dir. worked on implementing this process for all agency staff candidates.
September, 2007 Assessment: The new three programs implemented require Criminal Investigation of Backgrounds before service provision. The agency now conducts a background check on all new hires.
2.24 Celebrate success.
Outcome measure: Number of events and activities to celebrate employee’s success.
2006 Outcome: An annual awards dinner was held with the annual Board of Directors meeting in November, 2005. This celebrated agency successes and staff recognition. Directors bring additional ideas to the Ex. Dir. for staff recognition for outstanding service. CSM HERO Certificates initiated for staff recognition.
September, 2007 Assessment: CSM continues with the annual Award Dinner during the Board of Director’s Annual meeting to recognize outstanding staff. The agency transportation policy includes awards for safety which is primarily bestowed upon Weatherization staff at this time. CSM awards HERO certificates for employees who go above and beyond the call of duty and recognizes them and Board members in the quarterly newsletter.
Goal 3: The Council of the Southern Mountains will enhance economic opportunities in
McDowell County.
Objectives:
3.1 Enhance entrepreneurial abilities among rural citizens.
Outcome measures: Number of sessions conducted on entrepreneurism. Number of individuals participating in entrepreneurial trainings.
2006 Outcome: Next-Level training is being conducted within this realm in McDowell and Wyoming Counties on entrepreneurism. Economic development collaboration is also doing training in people developing business plans.
September, 2007 Assessment: CSM collaborative partner Harold Patterson with Small Business Administration is working directly with this objective. Efforts ongoing to meet this objective.
3.2 Assist with establishing at least five new micro-enterprises or small businesses.
Outcome measure: Number of activities developed to assist with forming micro-enterprises or small businesses.
2006 Outcome: Harold Patterson, CSM partner directly works with clients to accomplish this objective. CSM management staff monitors progress and implement assistance as needed.
September 2007, Assessment: Efforts to comply with this objective are on-going.
3.3 Increase tourism.
Outcome measure: Number of interactions with other entities to develop tourism.
2006 Outcome: On-going discussions are being held with Economic Development at the local level to stimulate tourism. Management staff is formulating plans to increase fundraising activities that will also encourage tourism, i.e., 4-wheeler competitions, etc. Development of this objective is on-going.
September, 2007 Assessment: To fulfill this objective, CSM initiated a website to encourage tourism to McDowell County. In approximately 6 months, there have been 25,000 visitors to the website with correspondence received from Homer Hickam’s wife, one of the original Rocket Boys, and former residents many miles away. The site is comprehensive and targets McDowell County only. It has been a success.
3.4 Develop strategies to bring at least three major industrial corporations,
manufacturers, and/or retailers to McDowell County.
Outcome measure: Number of contacts with prospective businesses. Number of
new businesses opened.
2006 Outcome: Management staff coordinates efforts to directly correspond with
major retailers and businesses to inquire on their plans to locate within the County.
Staff also contact the local Economic Development agencies and assist them
with this objective.
September, 2007 Assessment: This objective is on-going.
Goal 4: The Council of the Southern Mountains will increase citizen participation in community affairs.
Objectives:
4.1 Acquire grant funds to support at least three new community involvement, social activism, and social justice programs.
Outcome measures: Number of new programs developed. Number of grant
proposals written. Number of community education programs conducted in
collaboration with educational institutions.
2006 Outcome: Staff are working in conjunction with others on the child
advocacy Center called “Stop the Hurt,” a one-stop site for abused children with a
home-like environment. The Agency is working on community action plans
through the FRN, Presbyterian Association and the Humanities Council.
Involvement continues with the Rural Health Advisory Council, Minority Health
Conference and a collaborative with Bluefield State College.
September, 2007 Assessment: The agency has completed a $10,000 grant with the WV DHHR Office of Minority Health to conduct workshops aimed at African Americans to reduce the disparity of health care in McDowell County. The agency has applied for and, at this writing, received encouraging feedback at the possible funding of a Mentoring Children of Prisoners federal grant for $600,000. Efforts will continue to empirically demonstrate attainment of this objective.
4.2 Conduct an assessment to determine the issues that citizens need to address as a
collective body.
Outcome measure: Design and production of an assessment instrument to determine issues to address.
2006 Outcome: The CSBG program utilizes an assessment to determine community needs. A short version is being considered for other programs to determine a broad based needs assessment of the community. The Neighborhood Watch initiative is being considered for conducting a survey, also.
September, 2007 Assessment: The last extensive needs assessment was conducted in July, 2005 with an update one year later. The agency efforts to comply with this objective are on-going.
4.3 Coordinate at least four meetings to identify strategies to improve housing opportunities.
Outcome measure: Number of strategies developed to improve housing
opportunities.
2006 Outcome: Staff are developing strategies to involve other groups in developing initiatives to improve housing. This objective is in the formulation stage. Agency applied for Community Housing Development
Organization status and spent considerable time on this project. The CHODO was not received. Efforts will continue.
September, 2007 Assessment: Housing initiatives are on-going.
4.4Conduct at least six community forums annually on issues such as flooding,
home insurance, health insurance and healthcare.
Outcome measure: Number of community forums.
2006 Outcome: Staff are formulating plans to have forums with other groups, such as: Commission on Aging, Welch Community Hospital, PTO Groups, etc. RSVP has formed a collaborative with Red Cross and conducts
monthly forums for disaster plans and shelters.
September, 2007 Assessment: The agency RSVP program conducts training and has developed ten disaster shelters in this county with others being developed in surrounding areas. The agency is involved with several county Local Emergency Planning Committees and serves in leadership roles. Efforts are on-going to improve this endeavor.
4.5Develop community education programs in partnership with local colleges.
Outcome measure: Number of guest speakers that attend meetings and forums to provide expertise on issues.
2006 Outcome: Staff are in the process of sophisticating this process. Head
Start already works on this objective and has attained the criteria. The rest of
the agency will continue in developing this process.
September, 2007 Assessment: The agency worked with Bluefield State College in the Mentoring Children of Prisoners initiative. Work continues to improve outcomes in this objective.
4.6 Increase citizen’s political participation by providing information to enhance political awareness.
Outcome measure: Methods used to promote political participation.
2006 Outcome: Management staff are evaluating the possibility of having a citizen’s voter registration program to encourage political participation. This would have be a non-partisan effort so as not to jeopardize CSM’s non-profit status. Head Start is already doing this to some degree through Consumer Awareness.
September, 2007 Assessment: The efforts to fulfill this objective are on-going.
4.7 Increase citizens’ use of information sources to develop a clearer, unbiased understanding of issues.
Outcome measure: Number of information sources provided to low-income, disadvantaged citizens.
2006 Outcome: In coordination with Mission West Virginia, CSM is establishing a computer lab of 10 units that will be accessible to the public. The lab is located at the Central Office and will have full access to the Internet.
September, 2007 Assessment: A new series of training videos have been purchased to assist consumers in financial management and budgeting. These instructional tapes are required for all families seeking food assistance. The agency has also geared the website to be “user friendly” or consumer oriented. More methods will be developed by staff to attain this objective.
Goal 5: The Council of the Southern Mountains will increase its capacity to raise unrestricted funding.
Objectives:
5.1 Establish a CSM Foundation.
Outcome measure: The implementation of a visible, trusted entity.
2006 Outcome: The Executive Director has contact the IRS to determine the process of establishing a foundation to benefit the CSM. Contacts have been made in the community to set up such a concern to benefit the Council and our people.
Contact has been made with established foundation, i.e., Beckley Area and the Foundation of the Virginias but with no response. The consensus is to create our own organization with great speed.
Staff have attended local meetings to establish a McDowell County Foundation. These efforts will continue.
September, 2007 Assessment: The Executive Director will make a presentation to the Board of directors at their annual Retreat on September 22, 2007 regarding the initiation of a Development Committee Advisory Group to the Board of Directors with the sole purpose of raising funds for the organization or developing capitol assets, such as a building. The group would meet, for example, quarterly and formulate strategies to generate discretionary funds and assets for the agency. This group could be the start to the formulation of the CSM Foundation.
5.2 Enlist the services of a professional fundraiser/fundraising company.
Outcome measure: The recruitment of an experienced individual or company.
2006 Outcome: The Executive Director is contacting a professional fundraiser to identify costs and possible initiatives. Discussions have taken place with NAMI-WV to develop a joint venture.
September, 2007 Assessment: The Executive Director met with a professional fundraiser in Charleston in September of this year. The concept of a fundraising advisory body leading to an agency foundation was discussed. There will be on-going consideration of this objective.
5.3 Develop a letter writing campaign to graduates and former residents of McDowell County.
Outcome measure: Number of letters transmitted.
2006 Outcome: Based on national prevalence rates, less that four percent of direct mail requests to the general public are returned. This makes it an expensive venture and should be prefaced by a study of how to identify those most likely to donate. It is the consensus that staff will gather names and addresses of individuals likely to donate and then initiate the campaign.
September, 2007 Assessment: This objective may become part of the tentative Development Committee for the Board of Directors in the future. The agency has also developed a Fundraising Plan in which this objective outcomes are included.
5.4 Develop other fundraising activities/strategies.
Outcome measure: Amount of money raised.
2006 Outcome: A goal of $50,000.00 will be established through fundraising campaigns that will provide discretionary funds for CSM. Discussions are taking place with staff to start projects such as:
The McDowell County CSM Walk-A-Thon
The CSM Golf Tournament
CSM Membership Drives
The CSM Telethon
Direct requests to agencies sponsoring BINGO
Exploration of CSM BINGO
September, 2007 Assessment: The agency has a Fundraising Plan and Marketing/Outreach Plan to address the generation of discretionary funds. Care must be taken not to violate any canons of grants received by CSM that restrict staff participation in fundraising. Again, this area may be the responsibility of a future Development Committee. Efforts are on-going.
This evaluation reflects consistent efforts by staff to achieve this plan and serve consumers.