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2010-2014 Initiatives, Goals and Action Steps

2010-2014 Initiatives, Goals and Action Steps. STRATEGIC VISION 2002+. Strategic Vision 2002+. Draft Plan Developed – 2001 Staff Meetings and Board Retreat – 2002 Strategic Vision 2002+ Adopted – 2002. Strategic Vision 2002+ Accomplishments. Combined budget: $60,000,000

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2010-2014 Initiatives, Goals and Action Steps

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  1. 2010-2014 Initiatives, Goals and Action Steps STRATEGIC VISION 2002+

  2. Strategic Vision 2002+ • Draft Plan Developed – 2001 • Staff Meetings and Board Retreat – 2002 • Strategic Vision 2002+ Adopted – 2002

  3. Strategic Vision 2002+Accomplishments • Combined budget: $60,000,000 • Brand widely known for quality • Services/programs greatly expanded • All agencies financially stable and viable • Organizational infrastructure strong, effective and efficient

  4. Where do we go from here?

  5. 2010-2014 Strategic Initiatives • Governance • Program Development • Effectiveness/Efficiencies • Opportunities/Initiatives

  6. Initiative A: GovernanceGoals • Transparency • Accountability • Compliance • Financial Management • Development and Leadership

  7. Governance Nonprofits are founded for the public good and operate to accomplish a stated mission. Therefore, Board of Directors and management must: • Operate in an open, honest manner, and communicate with the public. • Be able to justify decisions and the actions it takes. • Be in strict compliance with all applicable laws, regulations and contracts. • Become and remain financially sound. • Build and maintain an effective Board and Management.

  8. Initiative B: Program DevelopmentGoals • Analysis • Enhancement • New Programs/Services • Programs/Services Growth

  9. Program Development The SPHS Mission:“...identify and provide for health and social service needs throughout the Southwestern Pennsylvania region...” To continue our purpose, the organization must: • Determine whether services and programs meet the needs of communities and clients. • Make changes to ensure services and programs are high quality, easily accessible and effective. • Continually seek new resources and opportunities. • Continually seek to increase the number of people who have access to services.

  10. Initiative C: Effectiveness/EfficienciesGoals • Internal Communications • Staff Recruitment and Retention • Compensation/Benefits • Branding/Marketing • Organizational Change • Technology • Relationships • Staff Development

  11. Effectiveness/Efficiencies Much has been done to enhance our effectiveness and efficiency. However, as we grow and take on new responsibilities, we must continue to pursue these goals: • Staff and Boards must understand the who, what, where, when and why of the SPHS System. • Maintaining qualified, competent, dedicated staff. • Remain competitive as an employer. • Continue to promote and maintain the Brand. • Continue to examine our structure and operations. • Use technology effectively. • Develop and maintain necessary community, business and political relationships. • Continually enhance the capabilities and skills of staff.

  12. Initiative D: Opportunities/InitiativesGoals • Property Management/Development • Opportunities • Fundraising • Other Initiatives

  13. Opportunities/Initiatives One of the roles of Senior Management is to continually scan the horizon, identifying both short-term/long-term trends and opportunities. SPHS has developed into an adaptive organization which can react to and, more importantly, plan for the future. A few areas that Senior Management will be looking at: • Enhancing the return on current properties while analyzing new opportunities. • Expanding access to SPHS Management Services to non-affiliated nonprofits. • The entire spectrum of fundraising options. • Engaging all staff in identifying initiatives, trends and potential new program or service opportunities. • Building adequate cash reserves for new services.

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