Council of the Southern Mountains

2008 STRATEGIC PLAN

2009 ASSESSMENT

OCTOBER 20, 2009

COUNCIL OF THE SOUTHERN MOUNTAINS

Strategic Plan

Table of Contents

Introduction ...........................................................................................................3

Core Operating Values ..........................................................................................4-5

Vision Statement....................................................................................................5

Mission Statement..............................................................................................5

Executive Summary...............................................................................................6

Background and History ........................................................................................6

CSM Program Areas and Overview......................................................6-8

Organization of the Strategic Plan..........................................................................8

Directions and Results.....................................................................8-9

Community Identified Needs............ ..................................................9-11

Agency Strategic Plan Goals:

Community Indentified Needs Goals-Section 1................................................12-26

Human Resources-Section 2..............................................................27-32

Financial Plans-Section 3.................................................................33-38

Agency and Community Development-Section 4.....................................39-48

Conclusion..................................................................................49-50

COUNCIL OF THE SOUTHERN MOUNTAINS

2008 Strategic Plan

Introduction

The Board of Directors and staff of the Council of the Southern Mountains developed this Strategic Plan as common stakeholders in the fulfillment of our mission to help others. It provides the Agency with a five-year roadmap for supports, services and organization development. The Board of Directors and staff will review and update the plan annually as necessary.

This plan was developed with broad involvement and guidance from the Board of

Directors and staff. Stakeholders in the development of this document met to guide the process for ultimate Board of Directors approval. These stakeholders reflected on the mission, vision, core operating values and assumptions underlying the organization's approach to its mission. These interactions set the stage for a work session of the full board on October 27, 2008 during which the organization's strategic direction was defined. The staff helped coordinate the planning process and provided important support and analysis to complete this plan.

A Community Needs Assessment was completed by this agency in August, 2008 that provided guidance on the direction of this plan to meet the stated deficiencies identified by the Assessment respondents and to also build on the stated strengths of our communities. In addition, an internal organization assessment we call the Modified

Q-STAR tool was conducted in 2007 that identified agency wide strengths and needs which also served to steer this document in the direction of guidance for our Board, staff, volunteers and community to meet our stated mission. Interviews with community stakeholders and a review of demographic data helped our agency assess the challenges and opportunities we are likely to face over the next five years and set our course to reach our ideal destination of providing dignity and opportunities to those we serve, as reflected in this plan.

Core Operating Values

Core Operating Values are the fundamental values or ideals at the heart of this

organization. They articulate ideals that the organization aspires to hold itself

accountable for and offer guidance about how the organization behaves in carrying out

its mission. The following core operating values influence the culture and public image of the Council of the Southern Mountains as an effective community-based organization serving a wide variety of individuals and families.

CSM Core Values

1. Caring Attitude – The Council of the Southern Mountains demonstrates compassionate support and concern for the people we serve. As a part of this caring attitude, we educate, inform and actively assist our consumers and their families achieve the dignity of self-sufficiency.

n and is not intended to refer to any particular organization.

2. Responsiveness – The Council finds solutions that meet the needs and

preferences of people with disabilities and their families through direct service or referrals to other providers.

3. Respectfulness – The Council honors the choices of people, encouraging each person to take control over his/her own life, and helps to shape these based on what is important to each consumer. We respect the role that families have in helping to shape these choices as well.

4. Individualized Support – The Council knows that people's needs vary

significantly and can change over time; we seek to understand the individual

consumer and co-create the right supports for each person's development.

5. Diversity – The Council understands that the people we serve are part

of all races, ethnicities, disabilities and religions; we seek to assist as many people as our financial resources support.

6. Integrity and Accountability – The Council has the highest level of

integrity in its administrative, service, and outreach activities; we tie these

activities directly to our mission, and we maintain and report our records

accurately.

7. State of the Art Practices –The Council aims for excellent, high quality, state-of the-art approaches that our consumers and their families can always count on to be there in their time of need.

8. Partnerships – The Council works with a wide variety of partners and

advocates for quality service by all stakeholders.

9. Advocacy – The Council educates the public and advocates for the long-term best interests of the people we serve and their families.

Vision Statement

The vision statement describes the organization in the future further than the five year plan. The idea of the statement is to push the thinking out far enough that it is not

constrained by the current environment and capacities.

Our Vision is for greater acceptance and full inclusion for those we serve through improved services and support and more prevalent and helpful technology. At the same time, because of population decline in our area, the aging of the population, and higher incidences of multiple health problems, the needs of the people we serve and their families will remain extensive and varied.

Finally, the people we serve will control more of the resources and decisions about who provides them with help and support. They will have many options in the future

from which to choose and the Council of the Southern Mountains will always strive to be their primary choice.

Vision Statement:

The Council will improve the quality of life in our communities and eradicate poverty by advocating for full participation in society and helping people to overcome barriers to success.

Mission Statement

An organization's mission statement is an opportunity to convey in a concise and

compelling way the difference the organization is aiming to make in the world. All Stakeholders must take a part of making the agency mission be fulfilled in order to leave this world a better place.

The Council of the Southern Mountains Mission Statement is:

The Council of the Southern Mountains strives to provide quality services and opportunities to help people achieve the dignity of self-sufficiency.

Executive Summary

The Council of the Southern Mountains will develop a stable, highly qualified and motivated workforce that actively delivers the organization's mission.

The overall purpose of this Strategic Plan is:

Achieving a full community life with dignity for the individuals and families we serve, one person, one day at a time.

Background and History

The Council of the Southern Mountains is a community action agency established in 1964 to help low-income individuals and families achieve economic, social and psychological self-sufficiency in southern West Virginia, especially McDowell County. The Council is a 501 c (3) nonprofit corporation governed by a volunteer tripartite Board of Directors. The Board is composed of individual from three areas: 1) low-income and minority, 2) elected officials and 3) community representatives. The agency serves people in the southern part of West Virginia with emphasis on McDowell County, an economically distressed area experiencing high unemployment and social disparities.

The Council of the Southern Mountains presently provides services for individuals and families to help them achieve self-sufficiency. The Council also provides programs for unemployed and underemployed individuals, high school drop-outs, unwed parents, parolees and TANF recipients as high need individuals that need CSM assistance in gaining meaningful community services that provide all measures of citizenship and dignity. CSM provides job training and other services for these individuals and strives to keep the agency functioning at a level that will provide meaningful interventions for the people targeted for help.

The agency specifically served 3,000 families in the Community Services Block Grant program this past year which provides food pantries, transportation, clothing, for eligible families, assistance to the elderly, energy assistance, housing referrals and free tax return filings for eligible citizens through the Volunteer Income Tax Assistance program.

CSM Program Areas Overview

The following are the present sources of funding to the agency:

Grants/Number of Staff Employed

Community Services Block Grant (CSBG)/ 3 Staff
Federal funded program administered through the
WV Governor's Office of Economic Opportunity
Annual Budget: $268,974

Family Day Care Feeding Program/1 Staff

Federally funded through the WV Dept. of Education

Annual Budget: $101,801

Foster Grandparent Program/2 Staff
Federal funded program administered through the
WV Office of the Corporation for National Service
Annual Budget: $317,910

Retired Senior Volunteer Program/2 Staff
Federal funded program administered through the
WV Office of the Corporation for National Service
Annual Budget: $107,581

Weatherization Assistance Program/4 Staff
Federal funded program administered through the
WV Governor's Office of Economic Opportunity
Annual Budget: $193,784

Mentoring Children of Incarcerated Parents/5 Staff
One year demonstration project funded through the
WV Attorney General's Office (includes one V.I.S.T.A)
Budget: $200,000

Volunteer Income Tax Assistance Program/ CSBG Staff
Provides free tax preparation and filing for low-income
individuals through the CSBG program

Youth Exposure Series/ CSBG Staff
Administered by our CSBG Program to provide
Meaningful educational and recreational experiences to
Area youth. Examples include: transporting African-
American Youth to WVU for a week long exposure to
engineering; Trips to the Clay Center; local minor league
baseball games, etc.

Title XIX Waiver and Right From The Start/25 Staff

Both programs are Medicaid fee-for-service.

Administered through the WV DHHR

Annual Budget: (projected)$400,000

Aged and Disabled Waiver Program/5 Staff

Medicaid fee-for-service

Annual Budget: (projected) $100,000

Administration/5Staff

The Agency is administered by an Executive Director with 30 years experience in nonprofit program operation. The finance office is under the supervision of a Director
of Finance with over 20 years experience. The agency maintains the MAS 90 accounting system and meets all generally acceptable accounting procedures. (A copy of the
latest agency audit is available for review on our website.) The agency
has an approved 13.3% indirect cost rate.

The annual budget for these programs is $1,588,249 and utilizing a 6 to 1 "roll-over" ratio of this amount shows an economic impact to this County and area of over 9 million dollars annually.

The Council of the Southern Mountains supports and services include: job placement and support, planned residential services and support, respite care, or relief for the caregivers of children and adults with disabilities, social activities, and vocational

training. The Council also offers information and referral services, and works to educate the community about available services through the agency for low-income individuals and families, including people with disabilities. It is widely recognized for its advocacy work in the county and the state to improve public policy and keep social service issues in the hearts and minds of decision-makers, donors and volunteers.

Organization of the Strategic Plan

As noted above, this strategic plan is intended to be a management tool for the Council of the Southern Mountains. This plan has two purposes. First, it presents the most comprehensive compilation of the plan and its component parts. It is a record of the strategic planning process and the decisions reached by the Board of Directors and staff. Second, it is a reference guide for the strategic planning implementation process. In the future CSM may choose to produce a summary version of the plan for distribution to its primary and supporting partners and other stakeholders.

Direction and Results

The strategic direction and goals included in this plan are the Council's

response to its understanding of what its consumers and stakeholders value most about the organization, and current opportunities and challenges for offering a high quality system of support in the community for low-income individuals, families, senior citizens and people with disabilities.

The five-year period of this strategic plan will be a time of assessing and deepening the agency's approaches to its work. Concurrently, the Council will strive to take a leadership role in working with a broader array of community resources, and it will explore actively engaging more stakeholders.

The Council of the Southern Mountains, after reviewing our Vision and Mission Statements, and conducting a comprehensive community needs assessment, will pursue the following strategic direction:

1. The Council will review and deepen its existing direct supports and

services over time to ensure that they are state-of-the art for working effectively with

our consumers.

2. The Council will further assess consumer and community needs to

identify gaps or needed shifts in service delivery through our on-going Satisfaction Survey process. This assessment will serve as the basis for expanding or adding new services between formal strategic plan development and reassessment.

3. The Council will take a leadership role in working with a range of service

providers to identify and meet the needs of those we serve.

4. The Council will explore the feasibility of expanding the organization's

visibility in the community and making greater use of all stakeholders.

5. The Council will emphasize building its discretionary financial resources

to invest in providing quality services.

Community Identified Needs by Ranking from 2008 Needs Assessment

As based on a Community Needs Assessment instrument developed by the Council and distributed throughout the County, in addition to placement on the agency website and Survey Monkey, (copy of survey results are posted on the agency website) a listing of County needs follows:

Number One: Jobs paying a living wage. 65.8% of the survey

respondents listed this as the greatest need for this county.

Number Two: Jobs-Economic Development. 61.6% of respondents listed

this as one of the top five needs of McDowell County.

Number Three: Better Roads were listed third at 56.8%.

Number Four: Improved Educational System came in fourth at 54.1%.

Number Five: More after school/summer recreational programs for

children at 39%.

In order to identify the next major community needs, the next five categories by percentage of respondents are listed below:

Number Six: Better Childcare at 34.9%.

Number Seven: Better Recreational Facilities at 32.9%

Number Eight: Improved Infrastructure (Water/Sewage Disposal) at

29.5%

Number Nine: Better/Affordable Housing was next listed at 24.7%

Number Ten: Summer Feeding Program for Youth at 16.4%

The remaining identified needs, by highest percentage were:

Number Eleven: Community Programs to Decrease Teen Pregnancies at

15.1%

Number Twelve: More Post Secondary (College) Classes in the County at

10.3%

Number Thirteen: Improved Cell Phone Reception (For Economic

Development) at 7.5 %

Number Fourteen: Programs to Decrease High School Drop-Out Rate

at 4.8%

Number Fifteen: Tourism Initiatives at 2.7%

In regard to the five greatest needs of the individuals surveyed, the following were identified:

Number One: More Money to Help Support Family/Less Debt at 58.7%

Number Two: Better Health Care was answered by 56.6%

Number Three: A Better Job at 39.9%

Number Four: Better Public Transportation at 32.9%

Number Five: Personal Transportation (A Car) 32.2%

The next categories of personal identified needs include:

Number Six: Community Programs to Decrease Teen

Pregnancies at 15.1%

Number Seven: More Post-Secondary (College) Classes at 10.3%

Number Eight: Improved Cell Phone Reception for Economic

Development at 7.5%.

Number Nine: Programs to Decrease High School Drop-Out Rate at 4.8%

Number Ten: Tourism Initiatives for Economic Development at 2.7%.

This was the final category for individual needs measured.

The CSM Strategic Plan based on the 2008 Community Needs Assessments follows on the subsequent pages.

Community Needs Assessment Response Goals-Section 1

The following goals for Council over the next five years are the organization's response to the important issues identified in the Needs Assessment that was completed as part of the strategic planning process. These goals provide a roadmap for fulfilling the strategic direction.

Service Delivery-Section 1

Identified Need:

1. Jobs paying a living wage. (65.8% of the survey respondents listed

this as the greatest need for this county.)

Goal:

CSM will provide services and supports to allow people to achieve jobs that pay

a living wage. (The most recent living wage for McDowell County is based on

2007 statistics that require a wage of $8.27 for one person renting a one bedroom

apartment. (Even with this information, prices have risen dramatically in the

last year and this is now probably too low.)

Objective:

CSM will provide at least one training program (as funding allows) in critical needs areas for qualified consumers on an annual basis.

Timeline: On-going

Stakeholders Responsible: Ex. Director, Program Directors, Board of Directors

Outcome:

CSM will assist at least 10 people annually to achieve a higher paying job allowing for a living wage.

Year One Assessment: During the past year, CSM has hired 14 individuals making over $8.27 per hour, the standard for the basic living wage in McDowell County. Each one of these staff makes more than this amount. CSM has met this objective for year one.

Year Two Assessment:

Year Three Assessment:

Year Four Assessment:

Final Year Assessment:

2. Jobs-Economic Development. 61.6% of respondents listed this as

the second highest need of McDowell County.

Goal:

CSM will implement Economic Development strategies to provide opportunities for eligible consumers.

Objective:

CSM will create one Economic Development initiative annually.

Timeline: Annual goals with evaluation-On-going.

Outcome:

One new Economic Development initiative will be achieved annually that will result in opportunities for consumers and the community. Examples of initiatives include: Training classes for Certified Nursing Assistants; Job Fairs; one new CSM program initiation, etc.

Stakeholders Responsible: Ex. Director, Program Directors, Board, All staff

Year One Assessment: CSM has applied and had approved grants that will hire 15 individuals that were chronically unemployed through the Workforce WV NEG Flood Grant. CSM has also maintained our tourism website for economic development and explored the possibility of creating an Eastern McDowell County Economic Development group. Further, through American Recovery and Reinvestment Act dollars, the following training programs were initiated:

Commercial Driver's License, Certified Nursing Assistant, Pharmacy Technician, Emergency Medical Technician. Also, jobs were funded for economic development at: Stop the Hurt, Inc., War Memorial Building, Veterans and Visitors Center, WV GreenWorks, Inc. a nonprofit developed by CSM.

Year Two Assessment:

Year Three Assessment:

Year Four Assessment:

Final Year Assessment:

3. Better Roads were listed third at 56.8%.

Goal:

CSM will advocate for better roads and infrastructure for McDowell County.

Objective:

CSM will contact with legislators to advocate for better roads and infrastructure for the County and by attending the McDowell County Day at the WV Legislature annually.

Timeline: On-going

Outcome:

Within the next five years, CSM will advocate for completion of the Coalfield Expressway in McDowell County and other increased road funding through Press Releases, contacting State officials and community awareness programs.

Stakeholders Responsible: Ex. Director, Program Directors, Board, All Staff, Community Members

Year One Assessment: CSM E.D. has contact State legislators advocating for improved roads in McDowell County. The Agency also participates fully in annual McDowell County Day at the WV Legislature, again, advocating for improved infrastructure.

Year Two Assessment:

Year Three Assessment:

Year Four Assessment:

Final Year Assessment:

1. Improved Educational System came in fourth at 54.1%.

Goal:

CSM will advocate for an improved educational system in McDowell County.

Objective:

CSM will form collaboratives with the local Head Start program and Board of Education to contribute to the improvement of the educational system by:

1. Seeking grants to improve educational services and programs

2. Provide an annual scholarship through the Verano-Waldren Fund to one senior at each of the County high schools.

3. Advocating for improved funding for education.

Timeline: On-going

Outcome:

Improvements in the school system as evidenced by published student test results and an increase of County schools designated as Schools of Excellence.

Stakeholders Responsible: Ex. Director, Program Directors, Board, All Staff,

Community Members.

Year One Assessment: CSM works with the local school system through the Foster Grandparent Program, CSBG, and Mentoring Children of Prisoners Program. All programs are dedicated to improving the system and assisting in the Schools of Excellence program.

Year Two Assessment:

Year Three Assessment:

Year Four Assessment:

Final Year Assessment:

5. More after school/summer recreational programs for children at

39%.

Goal:

CSM will expand after school and summer recreational programs for children in McDowell County.

Objectives:

CSM will continue the Youth Exposure Series providing culturally enriching summer experiences for County youth.

CSM will, through coordination and collaboration with other community entities, develop new youth recreational programs in McDowell County.

Outcome:

CSM will maintain present youth program and contribute to at least one annual new (or improved) recreational program being created. Examples include: youth soccer, football, tennis, golf and archery.

Timeline: On-going over the next five years with annual evaluation.

Stakeholders Responsible: Ex. Director, Program Directors, Board, All Staff,

Community Members

Year One Assessment: CSM continues to operate the Youth Enrichment Series for local at-risk children, especially during the summer months. This program provides cultural enrichment activities for the children to help them have equal opportunities for advancement. CSM is working to initiate an indoor recreational facility for area residents which will provide after school programs. This initiative has already been funded and will be located in the City of Keystone Building.

Year Two Assessment:

Year Three Assessment:

Year Four Assessment:

Final Year Assessment:

6. Better Childcare at 34.9%.

Goal:

CSM will work to ensure the best possible childcare is available in McDowell County.

Objectives:

1. CSM will work to improve the quality of services in childcare centers by placing Foster Grandparents in the facilities to provide one-to-one attention/instruction.

Timeline: On-going

2. CSM will form collaboratives with each childcare entity that has a Memorandum of Understanding with the agency to provide assistance in quality of care services through a consumer Satisfaction Survey system.

Timeline: Within two years.

3. CSM will conduct a feasibility study to determine the need for additional childcare facilities and to identify the training needs of their respective staff.

Timeline: Within two years.

Outcome:

The quality of care provided by childcare facilities will be rated high by parents as based on Satisfaction Surveys.

Stakeholders Responsible: Ex. Director, Program Directors, Board, All Staff, Community Members

Year One Assessment: CSM, through the ARRA funds, is supplementing the

operating budget of the Wee Care Family Center in Keystone. This is the only

licensed day care facility in the entire eastern part of McDowell County.

Efforts continue on the feasibility study that should provide answers to the

problems faced by day care centers.

Year Two Assessment:

Year Three Assessment:

Year Four Assessment:

Final Year Assessment:

7. Better Recreational Facilities at 32.9%

Goal:

CSM will form collaboratives with community leaders to develop improved, accessible recreational facilities.

Objectives:

1. CSM will assist in the determination of the feasibility of a McDowell County Wellness Center with state-of-the-art equipment and facilities.

2. CSM will conduct a needs survey among recreational facilities' staff and patrons to determine the factors needed to improve those entities.

3. CSM will conduct a survey of all available recreational facilities in McDowell County and distribute the information throughout the community for better access.

Outcomes:

The feasibility and potential funding sources for a Wellness Center in McDowell County will be determined.

Timeline: Within the next five years.

Two completed surveys, one identifying present facilities for community awareness to enhance participation and one identifying the needs of present recreational facilities.

Timeline: Within the next two years.

Stakeholders Responsible: Ex. Director, Program Directors, Board, All Staff,

Community Members

Year One Assessment: CSM is participating with WV REACH to develop exercise and walking areas in the county to provide accessible, safe fitness opportunities.

Year Two Assessment:

Year Three Assessment:

Year Four Assessment:

Final Year Assessment:

1. Improved Infrastructure (Water/Sewage Disposal) at 29.5%

Goal:

CSM will join coalitions to improve the quality of water and sewage disposal.

Objectives:

1. CSM will participate in the McDowell County Wastewater Coalition to develop wastewater treatment facilities and alternatives.

2. CSM will develop the Green West Virginia nonprofit organization to facilitate creation of environmentally safe and energy efficient utilization of resources to increase the quality of life for County residents.

Outcomes:

1. The percentage of County homes with a wastewater treatment means will increase by 20 percent to 60 percent of County residences.

Timeline: Within the next five years.

3. Incorporation and 501 (c) 3 tax exempt status for Green West Virginia, a nonprofit resource and development agency for energy efficient and environmentally safe building practices, contingent upon CSM Board approval and funding through a WV Governor's Office of Economic Opportunity discretionary grant.

Timeline: Within the next year

Stakeholders Responsible: Ex. Director, Program Directors, Board, All Staff, Community Members

Year One Assessment: CSM participates with the McDowell County Wastewater Coalition to bring about infrastructure improvements. CSM also participates and leads the effort in "green" activities through WV GreenWorks, Inc. This nonprofit has been incorporated and the federal 501 c 3 tax exempt status application has been filed. An Executive Director has been named through a one year grant.

Year Two Assessment:

Year Three Assessment:

Year Four Assessment:

Final Year Assessment:

9. Better/Affordable Housing was next listed at 24.7%

Goal:

CSM will provide consumers with information, access and referral to all available, improved and affordable housing alternatives.

Objectives:

1. CSM will form collaboratives with local, state and federal entities to provide the most current information on decent, affordable housing for County residents.

Timeline: Within the next two years.

1. CSM will maintain a current packet with housing information for access by eligible consumers and mail them on request.

Timeline: Current and on-going.

3. CSM will conduct a survey among local, state and federal entities to determine the number of substandard homes in McDowell County. U.S. Census Bureau statistics will also be utilized.

Outcome:

The number of County residents living in substandard housing will decrease by a as measured by CSM survey results and consumer self-reports.

Stakeholders Responsible: Ex. Director, Program Directors, Board, All Staff, Community Members

Year One Assessment: CSM has developed a Housing Analysis of McDowell County that is being updated through the Census Bureau and WV Housing Development Fund. CSM mails out Housing Packets that provides comprehensive information on low-income families obtaining housing improvement grants and low interest loans.

Year Two Assessment:

Year Three Assessment:

Year Four Assessment:

Final Year Assessment:

10. Summer Feeding Program for Youth at 16.4%

Goal:

CSM will determine feasibility of providing a summer feeding program for County youth.

Objectives:

1. CSM will conduct a self-determination review to evaluate the economic feasibility of providing a summer youth program by this agency.

Timeline: Within one year.

1. CSM will seek to start, through a collaborative agreement with other entities, faith-based primarily, a summer feeding program for County youth upon determination of economic viability.

Timeline: Within three years.

Outcome:

Low-income youth will be provided a nutritious, accessible meal during the summer months (when school lunches are not available).

Stakeholders Responsible: Ex. Director, Program Directors, Board, All Staff, Community Members

Year One Assessment: CSM met with Hands of Hope staff to determine the feasibility of a summer "faith based" feeding program. Staff continue to seek coalitions with local churches to get this program up and going. Dollars can be allocated through CSBG for this purpose. Presently, there is no summer feeding program in the eastern part of the county.

Year Two Assessment:

Year Three Assessment:

Year Four Assessment:

Final Year Assessment:

11. Community Programs to Decrease Teen Pregnancies at 15.1%

Goal:

CSM will develop initiatives to combat the high teen pregnancy rate in McDowell County.

Objectives:

1. CSM will develop a program to combat teen pregnancies by entering into an Alliance with the Abstinence Initiative through CASE WV.

Timeline: Within the first year.

Stakeholder Responsible:

Outcome:

CSM will conduct a review to determine feasible program models for this need.

The teen pregnancy rate will be reduced as measured by the rate statistics of "Kids Count."

Stakeholders Responsible: Ex. Director, Program Directors, Board, All Staff, Community Members

Year One Assessment: CSM staff have been assigned to contact CASE WV Alliance with the Abstinence Initiative to determine if it can be brought to McDowell County.

Year Two Assessment:

Year Three Assessment:

Year Four Assessment:

Final Year Assessment:

12. More Post Secondary (College) Classes in the County at 10.3%

Goal:

Additional post-secondary classes offered by accredited entities will be offered in McDowell County.

Objective:

CSM will initiate an awareness campaign to inform the local citizenry of internet classes offered and how to access these accredited courses.

Timeline: With the first three years.

Outcome:

An increase in college level courses will be accessed by County residents.

Stakeholders Responsible: Ex. Director, Program Directors, Board, All Staff, Community Members

Year One Assessment: CSM plans to implement an awareness campaign within the County to inform citizenry about the availability of on-line college classes. These opportunities will also be posted on the CSM website.

Year Two Assessment:

Year Three Assessment:

Year Four Assessment:

Final Year Assessment:

13. Improved Cell Phone Reception, for Economic Development at 7.5 %

Goal:

At least two additional cell phone towers will be constructed in McDowell to allow access by the majority of community residents to this economic development tool.

Objective:

CSM will contact all cellular telephone providers in the area and request a meeting to determine the feasibility of establishing new towers to increase consumer access.

Timeline: Within the first two years.

Outcome:

Cellular telephone service will be increased to rural consumers in McDowell County.

Stakeholders Responsible: Ex. Director, Program Directors, Board, All Staff, Community Members

Year One Assessment: CSM E.D. has contacted AT&T cell service provider advocating for additional towers in McDowell County. To date, none have been established. This continues to be a major initiative of the Council for economic growth and community safety.

Year Two Assessment:

Year Three Assessment:

Year Four Assessment:

Final Year Assessment:

14. Programs to Decrease High School Drop-Out Rate at 4.8%

Goal:

CSM will develop initiatives to combat the high rate of school drop-outs in McDowell County.

Objectives:

1. CSM will develop a program to combat high school drop out rates through the Foster Grandparent Program. (Special training will be provided to FGP volunteers to recognize the signs of students preparing to drop out and intervention techniques to combat this practice.)

Timeline: Within the first year.

1. CSM will initiate a community forum to develop collaborative with other entities to share strategies and interventions to prevent high school drop outs.

Timeline: Within the first two years.

Outcome:

The high school drop-out rate will be reduced as measured by the rate statistics of "Kids Count."

Stakeholders Responsibilities: Ex. Director, Program Directors, Board, All Staff, Community Members

Year One Assessment: CSM E.D. is working with the FGP Director to add this training to required monthly in-services for FGP volunteers. Work will continue until this training is added.

Year Two Assessment:

Year Three Assessment:

Year Four Assessment:

Final Year Assessment:

15. Tourism Initiatives at 2.7%

Goal:

CSM will develop annual initiatives to enhance tourism in McDowell and surrounding counties.

Objective:

1. CSM will maintain and routinely update the website: www.visitmcdowellcountywv.com. This site has had over 20,000 visitors in the first year of operation and this vital link to tourism must be continued.

Timeline: On-going

2. CSM will develop collaborative agreements with local civic and faith based groups to develop tourism events, especially in the eastern part of McDowell County.

Timeline: On-going

Outcome:

Increase tourism in McDowell County as evidenced by increased visitors to the visit McDowell County website and reports from local tourist attractions.

Stakeholders Responsible: Ex. Director, Program Directors, Board, All Staff, Community Members

Year One Assessment:

Year Two Assessment:

Year Three Assessment:

Year Four Assessment:

Final Year Assessment:

a sample plan and is not intended to refer to any particular organization.

Human Resources-Section 2

The Council of the Southern Mountains will be a highly visible, well-respected, nonprofit organization that attracts increased numbers of consumers and higher levels of community outreach to support operations.

Successful implementation of this strategic plan will result in more quality supports and services delivered to consumers, more consumers welcomed in the community and actively involved in community life, and a broader array of resources in the community valuing and supporting low-income individuals and families and people with disabilities.

The ultimate result the Council of the Southern Mountains aspires to achieve is far beyond high quality supports and services for people with disabilities. It is about changing community conditions that make full community life possible for every person.

2.1 Human Resources

Goal:

The Council of the Southern Mountains will develop a stable, highly qualified and motivated workforce that actively delivers the organization's mission.

Objectives:

Develop plans to increase computer literacy among staff by conducting quarterly computer/software training classes.

Outcome: Number of opportunities developed to enhance computer literacy.

Timeline: Quarterly sessions annually.

Stakeholders Responsible: Ex. Director, Program Directors, Board, All Staff,

Year One Assessment: At present, Program Directors are training staff on computer functions and software operations. A new accounting system is being purchased and this will require formal training for most staff.

Year Two Assessment:

Year Three Assessment:

Year Four Assessment:

Final Year Assessment:

2.2 Human Resources

Goal: Maintain equitable salaries for CSM staff.

Objective: Conduct an annual wage assessment among area providers of similar services to assess the comparability of CSM salaries.

Outcome: CSM staff will receive living wages, as determined from the website: www.universallivingwage.org (presently $8.27 per hour for a single person to rent a one bedroom apartment in McDowell County) and rank comparatively with other agencies in this geographic area providing similar services.

Timeline: Annual Wage Comparison Surveys

Stakeholders Responsible: Ex. Director, Program Directors, Board, All Staff, Community Members

Year One Assessment: The E.D. conducted a wage survey in the summer of comparable area providers. The results are maintained in the E.D. office and was approved by the Board.

Year Two Assessment:

Year Three Assessment:

Year Four Assessment:

Final Year Assessment:

2.3 Human Resources

Goal:

Provide development plans for each employee through learning opportunities and cross-training.

Objective: All employees will have a Personal Development Plan included in their annual Performance Appraisals. These plans will include learning experiences planned and schedules for cross training of other agency positions, as determined by the immediate supervisor.

Timeline: Within the first year. On-going.

Stakeholders Responsible: Ex. Director, Program Directors, Board, All Staff, Community Members

Year One Assessment: Cross training is in the process of being developed due to the purchase of a new accounting system.

Year Two Assessment:

Year Three Assessment:

Year Four Assessment:

Final Year Assessment:

2.4 Human Resources

Goal:

Explore improving staff benefit package.

Objective:

CSM will seek methods to provide or improve healthcare plans for employees by contacting at least two other providers and seeking quotes on group insurance premiums.

Timeline: Within the first year. On-going.

Outcome: Possible methods of providing comprehensive benefits packages to all staff.

Stakeholders Responsible: Ex. Director, Program Directors, Board, All Staff, Community Members

Year One Assessment: The E.D. has conducted inquiries into alternate healthcare plans but each has requirements we cannot meet or are too expensive. Work will continue on this initiative.

Year Two Assessment:

Year Three Assessment:

Year Four Assessment:

Final Year Assessment:

2.5 Human Resources

Goal:

Provide training programs that impacts the needs of the work force and promotes employment in demand occupations for agency consumers.

Objective:

1. CSM will conduct training programs through the Workforce Investment Board Individual Training Account system. These trainings will be in "high demand" job categories and is dependent on available funding. (At the time of this writing, funding is frozen through this source.)

2. CSM will develop at least one training program in a high demand employment field, i.e., Certified Nursing Assistant (C.N.A.) through alternative funding methods.

Timelines: Objective 1. On-going with monthly contacts to determine when funding is

restored.

Objective 2. Alternative funding source training program within the first

three years.

Stakeholders Responsible: Ex. Director, Program Directors, Board, All Staff, Community Members

Year One Assessment: Staff continue to determine if Workforce funds are available for training. CSM did obtain a Workforce NEG Flood Grant for training the unemployed and is utilizing ARRA funds to provide trainings as outlined above.

Year Two Assessment:

Year Three Assessment:

Year Four Assessment:

Final Year Assessment:

Financial Plans-Section 3

Financial Planning for Sustainability –The Council of the Southern Mountains believes its work as an advocate and service provider will be needed for many years into the future. Therefore, we strive to deliver on our mission with thoughtful strategic choices that ensure we have sufficient financial resources.

The Agency also wants to demonstrate our openness of financial matters and comply with all funding source requirements and acceptable accounting practices.

Financial Plan

Goal:

Strengthen financial management.

Objective 1.:

Section 300, Finances and Administration, of the CSM Policies and Procedures Manual will be updated annually to reflect changes in personnel, operating procedures and regulatory compliance factors.

Timeline: On-going.

Objective 2.:

Monthly (or more often as needed) Finance Office meetings will be conducted to monitor the financial status of the agency and to enhance operations.

Timeline: On-going.

Objective 3.:

A Finance Office Operations Manual will be developed to provide guidance to agency personnel in an unexpected absence of the Director of Finance. This position is considered critical to the agency and operational procedures must be in place for the organization to function in the event the Finance Director is unavailable.

Timeline: Must be completed within 3 months of the first year.

Outcome: CSM will receive audits with no major deficiencies and continue efficient operations in the absence of the Director of Finance.

Stakeholders Responsible: Ex. Director, Program Directors, Board,

Year One Assessment: The first two objectives have been met during the first year and the Director of Finance is working on an Operations Manual. This will be delayed due to the overwhelming additional work required to initiate a new accounting system.

Year Two Assessment:

Year Three Assessment:

Year Four Assessment:

Final Year Assessment:

3.2 Financial Plan

Goal:

CSM will improve practices that foster productivity and/or self-sufficiency

among consumers.

Objective 1.:

Fully implement an agency wide technology driven client intake process with the

WVFACSPRO software system.

Timeline: Within the first year.

Objective 2.:

Utilization of the Consumer Assessment Tool developed by the agency to determine

the entire needs of all consumers will be utilized consistently at intake and updates as

needed and reduce the cost to the agency through efficient, cost effective

management.

Timeline: Within the first year.

Outcome: On-going efforts to fully implement the software consumer tracking

system called WVFACSPRO will reduce wasteful or redundant practices and assess

consumers for their need of agency wide services, not just single services.

Stakeholders Responsible: Ex. Director, Program Directors, Board, All Staff,

Year One Assessment: WV FACS PRO has been fully implemented within the

agency and its satellite offices. In addition, Weatherization and ARRA programs are

now utilizing the software reporting system.

Year Two Assessment:

Year Three Assessment:

Year Four Assessment:

Final Year Assessment:

3.3 Financial Plan

Goal:

Improve the segregation of duties and accountability of finance procedures.

Objective:

CSM will utilize a member of the Board of Directors, preferably the Treasurer, to open all bank statements for review of the reports and to determine if any abnormalities exist.

Timelines: Within the first year. (Limited compliance with this objective at writing)

Objective:

A segregation of duties plan will be implemented and updated annually.

Timeline: Within the first year. On-going.

Outcome: The agency will comply with acceptable accounting procedures and regulations regarding the segregation of duties of finance office staff to safeguard against improper procedures.

Stakeholders Responsible: Ex. Director, Program Directors, Board, All Staff,

Year One Assessment: The agency Board Treasurer opens bank statements at random times. The E.D. alternates opening the documents with the Board Treasurer to ensure segregation of duties.

Year Two Assessment:

Year Three Assessment:

Year Four Assessment:

Final Year Assessment

3.4 Financial Plan

Goal:

Increase Finance Office staff to ensure efficient operations of the agency's business requirements as the agency grows.

Objective:

CSM will hire two additional staff for the Finance Office to provide assistance in Accounts Payable, grant compliance issues that include OMB Circular 1-133 requirements, as funds permit.

Timeline: One person within the first year. One person within the first three years.

Outcome:

The finance office will perform in an efficient manner to meet the ends of the agency.

Stakeholders Responsible: Ex. Director, Program Directors, Board, All Staff,

Year One Assessment: One new administrative staff person has been hired within the last year with the possibility of a second individual being brought on board.

Year Two Assessment:

Year Three Assessment:

Year Four Assessment:

Final Year Assessment:

3.5 Financial Plan

Goal:

Recruit the services of a professional fundraiser/fundraising company.

Objective:

CSM Management staff will contact professional fundraisers to ascertain the feasibility of conducting fundraising through their auspices with them receiving a percentage to provide discretionary funds for the agency.

Timeline: By the end of the First Year of this Plan with annual reassessment.

Outcome: The recruitment of an experienced individual or company will provide a means of fundraising that will not directly involve grant related staff who are restricted from this activity yet allow the agency to generate much needed additional revenues.

Stakeholders Responsible: Ex. Director, Program Directors, Board, All Staff, Community Members

Year One Assessment: Professional fundraisers have not been contacted to this point due to the E.D. determining the feasibility. The E.D. continues to seek funding through public grants and private foundation awards. A total of $35,000 has been donated to the agency within the past year.

Year Two Assessment:

Year Three Assessment:

Year Four Assessment:

Final Year Assessment:

Agency and Community Development-Section 4

CSM must be a leader in identifying needs and bringing together all kinds of resources and services for those we serve to support long-term aspirations for self-sufficiency,

community inclusion and equal participation.

Specifically CSM will:

• Work in coordination with a collaboration of providers and community organizations and programs in the county and from surrounding areas, as appropriate, in identifying needs and gaps in services;

• Directly provide cutting-edge, model services that meet identified gaps.

• Collaborates with and makes referrals to other high-quality service providers; and

• Leads many advocacy efforts to ensure services are provided either by CSM or other providers.

• Facilitates financial planning to help create long-term financial security for the people

we serve.

CSM must also play a leadership role in advocating at all levels of government, and with the private sector and the public at large for full inclusion and participation in the community by those we serve.

4.1 Agency and Community Development

Goal:

CSM will conduct an organizational assessment and identify strengths and deficiencies in the organizational structure.

Objective 1:

The Modified Q-STAR Agency Self Assessment Tool will be utilized to evaluate the agency and to follow up on the last assessment held in 2007 following that format.

Timeline: By the end of 2010, the third year since the last self evaluation.

Objective 2:

Specific programs will have self-assessments completed as required by funding source guidelines to assure grant compliance. The assessments will involve this agency's governing body, the Board of Directors.

Timeline: By the end of Year One. On-going.

Stakeholders Responsible: Ex. Director, Program Directors, Board, All Staff, Community Members

Year One Assessment: The Q-Star Assessment is reviewed on an on-going basis to ensure agency compliance with funding source and government regulations. In addition, the agency just completed a self evaluation tool required by the WV Governor's Office of Economic Opportunity. The agency staff will continue to prepare for the three year Q-Star evaluation.

Year Two Assessment:

Year Three Assessment:

Year Four Assessment:

Final Year Assessment:

4.2 Agency and Community Development

Goal:

Improve and strengthen the knowledge and involvement of the Board of Directors as the governing body of the agency.

Objective 1:

All CSM Board members will receive an orientation and orientation package upon selection to the Board.

Timeline: On-going.

Objective 2:

All new Board members will be provided a Board Mentor to assist them in becoming knowledgeable of the agency and its operations, according to agency Policy.

Timeline: On-going.

Objective 3:

All CSM Board members will receive training appropriate for members of a governing body for a nonprofit, 501 (c) 3 tax exempt agency at each Board meeting, annual retreats and outside instruction at workshops or seminars as funds permit.

Timeline: On-going.

Outcome:

The result of this goal is to improve the governing skills of the agency Board of Directors and to comply with the tripartite concept of governance. In addition, the Board will be able to determine agency compliance with regulatory guidelines and community effectiveness as their knowledge of Board responsibilities increase as measured by Board member survey results.

Stakeholders Responsible: Ex. Director, Program Directors, Board, All Staff, Community Members

Year One Assessment: Board members receive an Orientation Package and a Board member is assigned as a Mentor. Training is scheduled at each Board meeting appropriate for non-profit governance.

Year Two Assessment:

Year Three Assessment:

Year Four Assessment:

Final Year Assessment:

4.3 Agency and Community Development

Goal:

The Council of the Southern Mountains will increase citizen participation in self-sufficiency initiatives.

Objectives:

Acquire funds to support at least three new community involvement, health improvement and social justice programs by agency consumers.