Monitoring Report

 

Detailed Action Plan 2013 Monitoring Report 

Action Strategies for Goal 1:  The Finance Committee and Marketing Committee will work together to retire the line of credit and to set long term goals with short term projections to reach the reserve of $400,000 in operating funds within the five years of this plan.  Finance Committee is restructuring its mortgages and line of credit to relieve the credit line debt in 2012.  As budgets are prepared and approved for each of years 2013 – 2017, projections for reserve funds will be included in the budgets.

2012:  Restructure mortgages and credit line to retire the line of credit and reduce monthly expense on mortgages.
Mortgages were restructured into one and line of credit was included.  New monthly mortgage expense is $2000 less than the previous combined expenses.

 

2013 – 2017:  Finance Committee will establish projections for reserve funds to be generated during each operating year.  Marketing Committee will work with Finance Committee to identify resources to build the reserve funds.

Finance Committee set a goal of $100,000 per year to achieve the $400,000 reserve goal by the end of 2017. 

Action Strategies for Goal 2:  The Marketing Committee will be developed from the 52 Windows Committee to further develop and implement strategies for raising awareness and funds for MIRCI.

2012:  Marketing Committee appointed by the Board of Directors in April 2012.  Marketing Committee developed a 3 pronged approach to include:

  • 52 Windows as an ongoing signature event with members assigned to subcommittee – goal set to raise $100,000 in net profits for 2013 event
  • Ongoing fundraising to achieve reserve funds with members assigned to subcommittee
  • Ongoing Marketing to include social media efforts, public relations efforts, and creation of a new website with members assigned to subcommittee

2013 52 Windows had net profit of $56,000, falling $44,000 short of the goal.

2013 – 2017:  Marketing Committee and each of its subcommittees will set goals for each approach annually.

Marketing Committee will meet October to set plan for the 2014 52 Windows and will set fundraising goal at that time.

Action Strategies for Goal 3:  Ongoing Marketing Subcommittee of will increase visibility and recognition of MIRCI in the community, and will explore strategies for promoting the Homeless Recovery Center.

2012:  A new website will be developed, and social media efforts will be increased by the new Human Resources and Public Relations Coordinator.  Additional members will be added to the committee through the Board’s new Advisory Committee.

New website was developed.  Social media efforts have been increased and “followers” have increased as well.  Community volunteers have been added to the marketing committee as a part of the Advisory Committee to the Board.

 

2013 – 2017:  Ongoing Marketing Subcommittee will increase public relations efforts and increase the use of agency tours of the Homeless Recovery Center and housing programs to educate the community about issues of mental health and homelessness.

Publicity has been strong in 2013, with several major issues garnering numerous print and live media stories – i.e. relocation of the homeless services of MIRCI to Transitions; leadership role in addressing how best to serve those who are homeless in our community; and addressing and providing interpretation on the 2013 Point in Time Homeless Count.

 

Action Strategies for Goal 4:  The Executive Committee will develop a succession plan using “Building Leaderful Organizations:  Succession Planning for Non-Profits” by the Annie E. Casey Foundation.

            2012:  The focus of year 1 will be on the Readiness Checklist from the publication with a goal of completing the checklist in 6 to 8 months. Actions to be completed in year 1 are as follows:

 

  • Evaluation of Executive Director by Executive Committee – ED has submitted self evaluation to Chair and Vice-Chair
  • Review of MIRCI Organizational Chart – Organizational Chart has been updated and used in planning for staffing changes
  • Review Management Retention – Executive Committee and Finance Committee have discussed/reviewed retention of managers
  • Board members to receive training on responsibilities and to sign an explanation of expectations of Board members – Training provided by Gary Capps from Nelson Mullins; Board expectations agreement provided for member signatures
  • Executive Director to identify in writing who can carry out top management duties in emergencies – As a part of the August 2013 employee evaluations, ED and senior managers set goals for the upcoming evaluation timeframe to include areas for which managers will prepare to carry out duties in absence of ED
  • Board to complete a self evaluation – Process needs to be identified

 

2013:  Focus of year 2 will be on Leadership Development.  Performance reviews of management staff will include identifying leadership development activities.  Year 2 will also include examination of management salaries.

Annual evaluations of management staff in August included leadership development activities.  Examination of management salaries has not occurred, however managers did participate in the maximum salary increase of 5%

2014 – 2017:  The Executive Committee has chosen to follow a Succession Plan based upon Strategic Leader Development.  Years 1 and 2 will be focused on readying the management staff and Board of the agency through evaluation and identifying leaders for further development.  Strategic leader development is an ongoing practice based on defining an agency’s strategic vision, identifying the leadership and managerial skills necessary to carry out that vision, and recruiting and maintaining talented individuals who have or who can develop those skills.  Years 3 through 5 continue this ongoing practice as established in years 1 and 2.


Detailed Action Plan 2014 Monitoring Report

 Action Strategies for Goal 1:  The Finance Committee and Marketing Committee will work together to retire the line of credit and to set long term goals with short term projections to reach the reserve of $400,000 in operating funds within the five years of this plan.  Finance Committee is restructuring its mortgages and line of credit to relieve the credit line debt in 2012.  As budgets are prepared and approved for each of years 2013 – 2017, projections for reserve funds will be included in the budgets.

2012:  Restructure mortgages and credit line to retire the line of credit and reduce monthly expense on mortgages.

Mortgages were restructured into one and line of credit was included.  New monthly mortgage expense is $2000 less than the previous combined expenses.

2013 – 2017:  Finance Committee will establish projections for reserve funds to be generated during each operating year.  Marketing Committee will work with Finance Committee to identify resources to build the reserve funds.

Finance Committee set a goal of $100,000 per year to achieve the $400,000 reserve goal by the end of 2017. 

 November 2013 – August 2014:  MIRCI’s 2013 Financial Audit documents $71,885 of net cash flow; short of $100,000 goal.  As of July 31, 2014, the net cash on the general ledger is $ 70,959 .

Action Strategies for Goal 2:  The Marketing Committee will be developed from the 52 Windows Committee to further develop and implement strategies for raising awareness and funds for MIRCI.

2012:  Marketing Committee appointed by the Board of Directors in April 2012.  Marketing Committee developed a 3 pronged approach to include:

  • 52 Windows as an ongoing signature event with members assigned to subcommittee – goal set to raise $100,000 in net profits for 2013 event
  • Ongoing fundraising to achieve reserve funds with members assigned to subcommittee
  • Ongoing Marketing to include social media efforts, public relations efforts, and creation of a new website with members assigned to subcommittee

 

2013 52 Windows had net profit of $56,000, falling $44,000 short of the goal.

 

2013 – 2017:  Marketing Committee and each of its subcommittees will set goals for each approach annually.

 

Marketing Committee will meet October to set plan for the 2014 52 Windows and will set fundraising goal at that time.

 

November 2013 – August 2014: Marketing Committee goal for 52 Windows in May 2014 was $80,000 profit.  Actual funds raised were $77,348. 

 

Action Strategies for Goal 3:  Ongoing Marketing Subcommittee of will increase visibility and recognition of MIRCI in the community, and will explore strategies for promoting the Homeless Recovery Center.

 

2012:  A new website will be developed, and social media efforts will be increased by the new Human Resources and Public Relations Coordinator.  Additional members will be added to the committee through the Board’s new Advisory Committee.

New website was developed.  Social media efforts have been increased and “followers” have increased as well.  Community volunteers have been added to the marketing committee as a part of the Advisory Committee to the Board.

 

2013 – 2017:  Ongoing Marketing Subcommittee will increase public relations efforts and increase the use of agency tours of the Homeless Recovery Center and housing programs to educate the community about issues of mental health and homelessness.

Publicity has been strong in 2013, with several major issues garnering numerous print and live media stories – i.e. relocation of the homeless services of MIRCI to Transitions; leadership role in addressing how best to serve those who are homeless in our community; and addressing and providing interpretation on the 2013 Point in Time Homeless Count.

       November 2013 – August 2014: Social media efforts have been increased; PR Coordinator is currently working on new/updated website. MIRCI has been involved throughout the timeframe as a leader on issues of homelessness and mental illness in our community.  Numerous print and live media interviews have been given.  Residents served by MIRCI have taken part in speaking on behalf of the Midlands Area Consortium for the Homeless and United Way of the Midlands.

 Action Strategies for Goal 4:  The Executive Committee will develop a succession plan using “Building Leaderful Organizations:  Succession Planning for Non-Profits” by the Annie E. Casey Foundation.

 2012:  The focus of year 1 will be on the Readiness Checklist from the publication with a goal of completing the checklist in 6 to 8 months. Actions to be completed in year 1 are as follows:

  • Evaluation of Executive Director by Executive Committee – ED has submitted self evaluation to Chair and Vice-Chair
  • Review of MIRCI Organizational Chart – Organizational Chart has been updated and used in planning for staffing changes
  • Review Management Retention – Executive Committee and Finance Committee have discussed/reviewed retention of managers
  • Board members to receive training on responsibilities and to sign an explanation of expectations of Board members – Training provided by Gary Capps from Nelson Mullins; Board expectations agreement provided for member signatures
  • Executive Director to identify in writing who can carry out top management duties in emergencies – As a part of the August 2013 employee evaluations, ED and senior managers set goals for the upcoming evaluation timeframe to include areas for which managers will prepare to carry out duties in absence of ED
  • Board to complete a self evaluation – Process needs to be identified

2013:  Focus of year 2 will be on Leadership Development.  Performance reviews of management staff will include identifying leadership development activities.  Year 2 will also include examination of management salaries.
Annual evaluations of management staff in August included leadership development activities.  Examination of management salaries has not occurred, however managers did participate in the maximum salary increase of 5%

2014 – 2017:  The Executive Committee has chosen to follow a Succession Plan based upon Strategic Leader Development.  Years 1 and 2 will be focused on readying the management staff and Board of the agency through evaluation and identifying leaders for further development.  Strategic leader development is an ongoing practice based on defining an agency’s strategic vision, identifying the leadership and managerial skills necessary to carry out that vision, and recruiting and maintaining talented individuals who have or who can develop those skills.  Years 3 through 5 continue this ongoing practice as established in years 1 and 2.

November 2013 – August 2014:  Annual evaluations of management staff continue to include leadership development activities.  Examination of management salaries has not occurred, but is being suggested by President/Executive Director in conjunction with upcoming 2015 budget preparations.  Board evaluation tools being reviewed in September 2014 Board Retreat for selection and implementation in 2015 operating year.

 


Detailed Action Plan 2015 Monitoring Report

Action Strategies for Goal 1:  The Finance Committee and Marketing Committee will work together to retire the line of credit and to set long term goals with short term projections to reach the reserve of $400,000 in operating funds within the five years of this plan.  Finance Committee is restructuring its mortgages and line of credit to relieve the credit line debt in 2012.  As budgets are prepared and approved for each of years 2013 – 2017, projections for reserve funds will be included in the budgets.

2012:  Restructure mortgages and credit line to retire the line of credit and reduce monthly expense on mortgages.

Mortgages were restructured into one and line of credit was included.  New monthly mortgage expense is $2000 less than the previous combined expenses.

2013 – 2017:  Finance Committee will establish projections for reserve funds to be generated during each operating year.  Marketing Committee will work with Finance Committee to identify resources to build the reserve funds.

Finance Committee set a goal of $100,000 per year to achieve the $400,000 reserve goal by the end of 2017. 

 November 2013 – August 2014:  MIRCI’s 2013 Financial Audit documents $71,885 of net cash flow; short of $100,000 goal.  As of July 31, 2014, the net cash on the general ledger is $ 70,959 .

 2014 revised goal:  Increase individual and corporate giving via recruitment of Board members to assist with donor development.

September 2014 – September 2015:  Board recruitment has been successful in bringing new donor opportunities.  2015 had the highest ever ticket sales to 52 Windows as a result of new Board membership.  The 2014 Financial Audit documents $291,143 change in net assets; and the net cash on the September 2015 GL is $123,297.  An investment account for setting aside reserve funds has been established.

Action Strategies for Goal 2:  The Marketing Committee will be developed from the 52 Windows Committee to further develop and implement strategies for raising awareness and funds for MIRCI.

2012:  Marketing Committee appointed by the Board of Directors in April 2012. Marketing Committee developed a 3 pronged approach to include:

  • 52 Windows as an ongoing signature event with members assigned to subcommittee – goal set to raise $100,000 in net profits for 2013 event
  • Ongoing fundraising to achieve reserve funds with members assigned to subcommittee
  • Ongoing Marketing to include social media efforts, public relations efforts, and creation of a new website with members assigned to subcommittee

2013 52 Windows had net profit of $56,000, falling $44,000 short of the goal.

       2013 – 2017:  Marketing Committee and each of its subcommittees will set goals for each approach annually.

Marketing Committee will meet October to set plan for the 2014 52 Windows and will set fundraising goal at that time.

       November 2013 – August 2014: Marketing Committee goal for 52 Windows in May 2014 was $80,000 profit.  Actual funds raised were $77,348. 

September 2014 – September 2015:  For 2015, Marketing Committee set an internal goal of $80,000; only budgeted $75,000 for 52 Windows.  Event actually raised $89,318 in net cash; and received $5,066 of in-kind marketing services and advertising to support the event.

Action Strategies for Goal 3:  Ongoing Marketing Subcommittee of will increase visibility and recognition of MIRCI in the community, and will explore strategies for promoting the Homeless Recovery Center.

2012:  A new website will be developed, and social media efforts will be increased by the new Human Resources and Public Relations Coordinator.  Additional members will be added to the committee through the Board’s new Advisory Committee.

New website was developed.  Social media efforts have been increased and “followers” have increased as well.  Community volunteers have been added to the marketing committee as a part of the Advisory Committee to the Board.

2013 – 2017:  Ongoing Marketing Subcommittee will increase public relations efforts and increase the use of agency tours of the Homeless Recovery Center and housing programs to educate the community about issues of mental health and homelessness.

Publicity has been strong in 2013, with several major issues garnering numerous print and live media stories – i.e. relocation of the homeless services of MIRCI to Transitions; leadership role in addressing how best to serve those who are homeless in our community; and addressing and providing interpretation on the 2013 Point in Time Homeless Count.

November 2013 – August 2014: Social media efforts have been increased; PR Coordinator is currently working on new/updated website. MIRCI has been involved throughout the timeframe as a leader on issues of homelessness and mental illness in our community.  Numerous print and live media interviews have been given.  Residents served by MIRCI have taken part in speaking on behalf of the Midlands Area Consortium for the Homeless and United Way of the Midlands.

September 2014 – September 2015:  Social media activity continues to be strong.  The website hosting was changed; new format and updated website; and on-going updates to site. MIRCI continues to be a leader on issues of homelessness and mental illness in our community; with print and live media interviews having been given.  Residents and individuals assisted by MIRCI’s SOAR Benefit Specialists have been featured in local, state and national publications.

 Action Strategies for Goal 4:  The Executive Committee will develop a succession plan using “Building Leaderful Organizations:  Succession Planning for Non-Profits” by the Annie E. Casey Foundation.

            2012:  The focus of year 1 will be on the Readiness Checklist from the publication with a goal of completing the checklist in 6 to 8 months. Actions to be completed in year 1 are as follows:

  • Evaluation of Executive Director by Executive Committee – ED has submitted self evaluation to Chair and Vice-Chair
  • Review of MIRCI Organizational Chart – Organizational Chart has been updated and used in planning for staffing changes
  • Review Management Retention – Executive Committee and Finance Committee have discussed/reviewed retention of managers
  • Board members to receive training on responsibilities and to sign an explanation of expectations of Board members – Training provided by Gary Capps from Nelson Mullins; Board expectations agreement provided for member signatures
  • Executive Director to identify in writing who can carry out top management duties in emergencies – As a part of the August 2013 employee evaluations, ED and senior managers set goals for the upcoming evaluation timeframe to include areas for which managers will prepare to carry out duties in absence of ED
  • Board to complete a self evaluation – Process needs to be identified

2013:  Focus of year 2 will be on Leadership Development.  Performance reviews of management staff will include identifying leadership development activities.  Year 2 will also include examination of management salaries.

Annual evaluations of management staff in August included leadership development activities.  Examination of management salaries has not occurred, however managers did participate in the maximum salary increase of 5%

2014 – 2017:  The Executive Committee has chosen to follow a Succession Plan based upon Strategic Leader Development.  Years 1 and 2 will be focused on readying the management staff and Board of the agency through evaluation and identifying leaders for further development.  Strategic leader development is an ongoing practice based on defining an agency’s strategic vision, identifying the leadership and managerial skills necessary to carry out that vision, and recruiting and maintaining talented individuals who have or who can develop those skills.  Years 3 through 5 continue this ongoing practice as established in years 1 and 2.


November 2013 – August 2014: 
Annual evaluations of management staff continue to include leadership development activities.  Examination of management salaries has not occurred, but is being suggested by President/Executive Director in conjunction with upcoming 2015 budget preparations.  Board evaluation tools being reviewed in September 2014 Board Retreat for selection and implementation in 2015 operating year.

            2014 revised goal:  Conduct salary analysis using Guidestar salary publication.

           2014 revised goal:  Recruitment of a Finance Committee member from Central Carolina Community Foundation.

 September 2014 – September 2015: The processes for evaluations and leadership development activities for Senior Management of the agency continue as on-going practice in preparation for succession of President/Executive Director.  Recruitment of individuals with leadership abilities and relevant experience for managing programs/services of the agency is on-going.  Several newly recruited middle managers have the leadership strengths and skills with potential upward mobility within the agency.

 Board Members completed evaluations in late 2014; and will be completing the same tool later in 2015 or early 2016.

 Salary analysis was conducted prior to establishing the personnel section of the 2015 agency budget.

 MIRCI was not successful in recruiting a Finance Committee member from CCCF.  However, the partner of a local CPA firm joined the Board and is providing budget/financial oversight on the Finance Committee.