Case Management Handout

Recidivism Presentation

Recidivism Jesscia CCLM

Wraparound Program.PP

Moving Special Populations toward and Independent Life

Board Retreat letter

Retreat agenda 10Feb2017

Bd MtgAgenda 11Feb 2017

Fdn Bd 12Nov2016 Conference 18Nov2016 Minutes

Directions to Citrus Cafe and Hotel

Joyce’s Input

Good morning, Ron,

I hope this message finds you well and blessed in your spirit and work.

Upon reflection of your data points and my scribbled notes from the retreat, here are a few initial, distilled thoughts on possible language for the LSS-SC Mission, Vision, Values, and Goals.  Of course, all such observations require further vetting as discussed.

Mission (aligned with our tag line of Embrace, Equip & Empower):

• Demonstrating God’s love by embracing, equipping, and empowering vulnerable people in Southern California.

Vision (in Beatitudinal style as suggested by Daniel):

• Our Christ-centered accompaniment reveals God’s love, mercy, and blessings: the vulnerable will be safer and stronger; the dependent will be self-sustaining; the isolated will dwell in community; and the downtrodden will be resilient and lifted up.

Values (nearly as Terry summarized them):

• Compassion; Advocacy; Collaboration; Mutual Respect; Innovation; Stewardship

Goals/Outcomes:

Some supporting strategies to consider as starters:

• Clarify our distinctive capabilities, capacities, and competencies – in contrast or as complementary to other organizations – that yield particular, defined services to our communities of need.  This may mean conscientiously winnowing some of our current programs and strengthening others, thereby knowing when and why to say “yes” or “no” to addressing specific opportunities/needs.
• Define the actual employment (or volunteer) experience and the rationale and benefit for a person to choose to work for LSS-SC.
• Describe why people with resources would enthusiastically choose to donate to LSS-SC.
• Structure the organization, its assets/resources (financial, human, property, knowledge areas, affiliations) to effectively, efficiently, and faithfully live the values and deliver the mission, vision, and value propositions. This also requires achieving the right level of organizational and asset stability to produce self-sustainment.
• Infuse our critical analysis, decision-making, performance management, and measurement processes with the tenets of our mission, vision, values, and value propositions.

You are welcome to provide any feedback at your leisure. I know much more outreach and involvement are required.

Blessings,

JT

Terry’s Input

As I suggested, I think we need to send a draft of possible values, mission and vision with a list of possible strategic goals that surfaced at the retreat with an invitation for feedback. What is left out, possible edits, etc.

I wanted to take your draft goals and form them from the focus description to actual goals for consideration and clarification:

1. Expand collaboration and partnering with other service organizations in our communities to expand the spectrum of quality social services provided. Whether providing the service ourselves or providing warm handoffs to other organizations, we are committed to enhance the social, mental, spiritual and physical health of individuals, children , and families in our communities. Take the lead in promoting community engagement join partnerships that maximize effectiveness and limited resources
2. Establish and Nurture our Faith-Based Identity: Strengthen and  reinforce our role as an agent of the Church in furthering social ministry in our communities served
3. Raise the level of accountability by establishing policies, controls and procedures to build and maintain the necessary financial resources to support current services and to respond to new opportunities
4. Increase the frequency and quality of communication between the board, leadership, staff and stakeholders with the goal of minimizing surprises, fostering honest two-way communication to identify issues before they become problems and to solve problems before they become crises
5. Increase our financial stability and lower our reliance on external funding by creating a strong brand with demonstrated value and accountability to our donors and funders.
6. Increase competency-based training and development of staff in an effort to become the employer of choice in attracting and keeping competent staff committed to providing quality service, effective management, and mission-inspired leadership at all levels

This is my first stab. Need to go to lunch meeting.

Terry