Strategic Plan

 

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Executive Summary

 

Purpose of the Plan:

During the Board Strategic Planning Retreat on October 21, 2015, MIRCI’s previous three to five year plan developed in 2012, and the annual monitoring reports, were reviewed.  Progress on the plan was assessed, and the Board participated in a broad discussion of potential opportunities and priority issues of the organization.  The group then drafted 10 objectives – 5 organizational and 5 program objectives, strategies to meet the objectives, and measures to assess progress.

Plan Timeline:

MIRCI’s strategic plan for 2016 – 2018 was approved by the Board of Directors on January 13, 2016.  Implementation of the plan started concurrently with Board approval.  Each of the 10 objectives has strategies with specific timelines for completion. The objectives and related strategies will be implemented, measured and refined or adjusted over the next three years.

Mission Statement:

MIRCI is a nonprofit organization that assists individuals with mental illness to recover in the areas of their lives impacted by their illness through housing, behavioral healthcare, and assistance with obtaining and managing their disability income.

Objectives:

The overall goal of the Board of Directors is for MIRCI to be recognized as a leader in the provision of quality housing and services to vulnerable populations including people who have a serious mental illness, people who experience homeless and youth who are homeless. Listed below are the organizational and program objectives to reach this overall goal during the
2016 – 2018 plan:

  • MIRCI will work to rebuild its operating reserve and will set goals bi-annually of the amounts to be placed into the reserve.
  • Annually between 2016 and 2018, MIRCI will increase its visibility and fundraising due to increased visibility by 10% annually and raise $120,000 in 2018 (increase of $10,000 or 10% per year).
  • Ensure high functioning operations and facilities to support current programs and projected growth by June 2017.
  • By 2018, MIRCI will be recognized by employees and employment applicants as a high quality/desirable workplace.
  • MIRCI staff will be prepared for program growth and have the skills and credentials to provide services to new clients and clients with complex situations (e.g. youth in transition, behavioral health clients discharging from hospital, etc.)
  • Identify and implement effective and efficient strategies for serving 16-24 current clients of Friendship Center by March 2016.
  • Open a Drop-in Center for Youth ages 17 – 24 by August 2016
  • Develop transitional housing program for young men ages 17 – 24 by September 2016
  • By July 2016, determine if partnering with Palmetto health to provide CRCF services and facilities is an appropriate opportunity for MIRCI.
  • Identify and evaluate new strategies for developing additional supportive housing units or vouchers for MIRCI-served populations (homeless and SMI) by December 2018

Monitoring:

The implementation of the strategic plan will be monitored by the Officers of MIRCI – President, Secretary, and Treasurer; and progress will be reported to the MIRCI Board of Directors at least annually.

 Major Programs and Services:

  • REPRESENTATIVE PAYEE PROGRAM(Financial management for individuals in need of assistance in managing social security disability benefits.)
  • SUPPORTIVE HOUSING PROGRAM(Permanent housing program for individuals with mental illness, with on-site supportive and clinical services.).
  • BENEFITS ASSISTANCE(Provides assistance to individuals in applying for and maintaining disability benefits.)
  • SHELTER PLUS CARE PROGRAM(Housing program for homeless individuals and families who need intensive therapeutic services.)
  • HOMELESS OUTREACH PROGRAM(Provides access to behavioral healthcare and entry into Shelter Plus Care and SHP Homeless Housing Programs)
  • BEHAVIORAL HEALTHCARE, PSYCHIATRISTS and ACT TEAM SERVICES.

 

Description of Strategic Plan Development Process


Summary of Approach to Strategic Plan:
An “issues based” approach was used to develop an organization-wide strategic plan.  Using this approach, the first step was to review progress on the goals of the last Strategic Plan and determine what issues needed to carry forward for continuing attention. The 2012 Plan focused on organizational development, and the new plan created in 2015 focuses on continuing the organizational development and adding program issues facing the organization.  There was a broad discussion of the operation of current MIRCI programs, their benefits, costs, and which should be expanded.  Once the objectives were identified, strategies were developed to address the objectives, and measures created to assess progress.  These objectives were approved by the Board on January 13, 2016.

Overall Approach to Guiding MIRCI in the next three years:

The planning group considered a wide range of issues and opportunities including the operation of current programs and emerging program opportunities – i.e. youth housing, youth drop-in center and CRCFs.  An overview was given of the performance of each existing program of MIRCI.  Potential new programs were discussed in detail, including youth housing, youth drop-in center, and new adult housing components.  There was much attention to the physical needs of the agency, including the need to ensure space for all current programs and their expected growth.

While one of the objectives in the Strategic Plan includes having facilities to support current programs and projected growth by June 2017, there was a time sensitive potential property available and discussed in depth at the Board retreat.  A small committee of Board members and advisors was created to immediately assess whether the available property would meet the facility and program needs of MIRCI.  The committee assessed the current financial capacity and looked at the pros and cons of the property.  This committee determined pursuit of this property did not best meet the facility and program needs of the agency, nor did the agency have the immediate financial capacity to take on such a large property.  This committee recommended assessment of facility requirements including office, clinic, meeting and parking space; location, zoning etc.; and to assess the financial capacity to secure new facilities.

  Objectives, Strategies and Measurements

 

 Organizational Objectives

  1. Objective: Through December 2018, MIRCI will continue to grow its operating receive. As of December 31, 2015, the receive has $100,000.
  2. Objective: Annually between 2016 and 2018, MIRCI will increase its visibility and fundraising due to increased visibility by 10% annually and raise $120,000 in 2018 (10% or 10,000 increase per year).

Strategies

  • Grow 52 Windows revenue by 10% annually to $120,000 by 201
  • MIRCI will continue current grant writing and seek additional grant sources.
  • MIRCI will seek to increase revenue through existing service contracts.
  • Board members will continue financial commitments.
  • Finance and Fundraising/PR Committees will review progress on objectives at least bi-annually and update goals/measures to increase the reserve fund based on actual achievement.
  • MIRCI will be recognized for expertise and quality service and housing to people who have a serious mental illness and for people who are homeless.

Measures 

  • 10% or $10,000 increase in 52 Windows fundraising goal for each year.
  • Actual increases in contract revenues.
  • Actual new grants secured.
  • Bi-Annual review of progress by Finance and Fundraising/PR Committees.
  • Amount raised and placed in reserve account will be determined at least bi-annually following review by Finance and Fundraising/PR Committees.
  • # of articles in popular media
  • # of trainings provided
  • # of policy briefings/presentations to policymakers (elected or regulatory) or professional organizations (conferences)
  1. Objective: Ensure high functioning operations and facilities to support current programs and projected growth by June 2017.

Strategies:

  • Restore/create new position to support administrative and reception functions.
  • Review administrative costs and funding sources to ensure sufficient unrestricted funding to support administrative needs.
  • Assess facility requirements including office, meeting and parking space; location, zoning, etc.
  • Assess financial capacity to secure new facilities.
  • Develop financing strategies.
  • Secure expertise to identify appropriate properties

Measures:

  • New administrative support staff
  • Plan to relocate administrative offices
  1. Objective: By 2018, MIRCI will be recognized by employees and employment applicants as a high quality/desirable workplace.
  2. Objective: MIRCI staff will be prepared for program growth and have the skills and credentials to provide services to new clients and clients with complex situations (e.g. youth in transition, behavioral health clients discharging from hospital, etc.)

Strategies:

  • Recruit staff with experience serving complex special needs populations.
  • Develop criteria and strategies for recruiting and retaining staff for MIRCI programs serving clients with complex needs (DDSN, SMI and YIT).
  • Continue to review salary benefits package and develop strategies and resources to be industry competitive.
  • Work toward standards for Best Places to Work. Begin with initial survey to be developed based on tools shared by SCHA and Longs Drugs.
  • Form a focus group of employees to work on areas identified through the survey. Procedure and responsibilities will be based on information shared by Longs Drugs.
  • In 2016 the initial survey and focus group will be implemented. The sub-committee and management will then set goals for 2017 and 2018 based upon the measured results from 2016.
  • Beginning in 2016, management/leadership will make regular visits to outlying program areas, including the MIRCI Group Homes with the purpose of being inclusive and giving staff thanks and encouragement.

Measures:

  • Employees reporting satisfaction on surveys.
  • Retention of employees.
  • Mix of staff credentials and qualifications, meeting licensing and credential requirements of CARF and SC Dept. of Health and Human Services for clinical staff.

Program Objectives

  1. Objective: Identify and implement effective and efficient strategies for serving 16-24 current clients of Friendship Center by January 2016.

Strategies:

  • Clarify benefit to clients through review of progress on care plans, review of records, client surveys and focus groups/investigation led by Mr. Andersen and/or other client representatives on the Board.
  • Based on needs/desires of clients, explore best practice community based strategies including housing based strategies, for meeting needs.
  • Identify funding sources/strategies to support selected program/s
  • Scan stakeholders if necessary to determine “value” of Friendship Center beyond direct services (e.g. to MIRCI brand)

Measures:

  • Client satisfaction with services
  • Break even funding for program

 

  1. Objective: Open a Drop-in Center for Youth ages 17-24 by August 2016.

Strategies:

  • Investigate best practices/quality programs for youth drop in-centers
  • Assess Gregg Street property for utility as youth drop in center including any upgrades
  • Develop staffing plan and budget based on best practice programs
  • Identify partners to support programming at Drop-in center
  • Develop plan including staffing and funding for outreach to youth
  • Investigate and create timeline for applications for private and public funding
  • Develop evaluation plan

Measures:

  • Opening date
  • # youth served
  • #youth successfully referred to services and housing
  1. Objective: Develop transitional housing program for young men ages 17-24 by September 2016.

Strategies:

  • Investigate best practices/quality programs for youth housing
  • Develop staffing plan and budget based on best practice programs
  • Implement advocacy strategies for securing BOZA approval for Hampton Street property
  • Investigate and create timeline for applications for private and public funding
  • Secure cost estimates, develop timeline for renovation, etc.
  • Develop evaluation plan
  • Develop staffing plan and budget based on best practice programs
  • Investigate and create timeline for applications for private and public funding

Measures:

  • First placement of youth in housing
  • # served
  • Long term housing, education or employment outcomes for youth
  1. Objective: Decide by July 2016 partnering with Palmetto Health to provide CRCF services and facilities is an appropriate opportunity for MIRCI.

Strategies:

  • Meet with Palmetto Health to get clarity regarding PH needs and contract expectations.
  • Assess staffing needs
  • Identify property/facility and funding/financing requirements
  • Based on data—finalize decision and if necessary develop plan.

Measures:

  • Decision about whether to develop a CRCF program.
  1. Objective: Identify and evaluate new strategies for developing additional supportive housing units or vouchers for MIRCI-served populations (homeless and SMI). December 2018

Strategies:

  • Scan federal state and local resources for funding opportunities
  • Identify potential partners in development

Measures:

  • Decision to develop new housing with alternative funding models
  • Additional units/people housed