Strategic Plan 2014

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Exceptional Children’s Foundation Strategic Plan Goals & Objectives July 1, 2014 – June 30, 2017

In the months preceding the start of fiscal year 2014, ECF conducted a variety of surveys and environmental analysis, including: program evaluations, employee opinion surveys internal review of staff, client demographics and trends, an extensive external analysis, a competitor analysis and a SWOT analysis. Information gleaned from these efforts has encouraged the establishment of service priorities and the following thee year strategic goals and objectives.

From July 1, 2014 – June 30, 2017, ECF will drive results in three key areas:

GOAL 1- Continue providing ECF’s unique lifespan continuum of services and increase the number of individuals participating in progressive, integrated settings by an aggregate of 5% (150+ individuals by June 2017)

CHILDREN’S PROGRAMS Objective 1- Increase the number of children served in the community by 3% from baseline (# served end of FY 6/30/14).

Responsible: VP of Children & Family Programs, Early Start Program Managers Action Items: a/ b/ c/

Respond to SCLARC RFP by August 2014 to increase therapeutic services to the South LA service area.

Develop a strategic partnership with USC Ostrow School of Dentistry to provide preventive dental care to the families of early start program participants by August 2014 Early Start managers to meet with Regional Centers’ CSCs no less than once per year to promote ECF’s community services.

Objective 2 - Expand the therapeutic services of ECF, funded by Regional Centers, insurance and private pay, to provide OT, PT, behavioral and Speech services to benefit early childhood and school age children.

Responsible: VP of Children and Family Programs, Head of School, Early Start Managers Action Items: a/ b/ c/

Hire a BCBA by November 2014 Contract with an insurance billing specialist to assist ECF’s efforts to become an eligible provider, funded by no less than 4 insurance agencies (baseline: 1).

Collaborate and partner with other organizations to increase the pool of children who can benefit from ECF’s therapeutic services.

EDUCATION AND COUNSELING SERVICES Objective 3 - ECF’s Kayne Eras Nonpublic School will participate in the California Inter-Scholastic Federation (CIF), an integrated athletic league by 2016.

Responsible: VP of Children and Family Programs, Head of School Action Items: a/ b/ c/

Complete the application to CIF by June 2015 CIF accepts ECF in to league and identifies approved participation levels Kayne Eras Nonpublic School begins full participation in the CIF by school year 2016.

Objective 4 - Demonstrate a minimum of two enrichment activities per quarter where students at the ECF Kayne Eras School are participating in inclusive activities with “typically-learning” students.

Responsible: VP of Children and Family Programs, Head of School Action Items: a/ b/

Prior to each school year, the Enrichment Coordinator submits a list of planned inclusive activities for the school year to the Head of School.

Quarterly, beginning November 2014, inclusive activity reports are submitted by the Enrichment Coordinator to the Head of School.

Objective 5 - Partner with other organizations to expand and enhance services offered to prepare students for viable, post secondary and career path options by June 2015.

Responsible: VP of Children and Family Programs, VP of Adult Programs, VP of Development and External Relations, Head of School Action Items: a/ b/

Identify and secure commitments from organizations that will work with ECF in these collaborative partnerships beginning August 2014.

Promote ECF services and partnerships via social media, in community forums and newsletters to encourage additional partnerships no less than annually beginning 2014.

RESIDENTIAL SERVICES Objective 6 - Sell ECF’s two-story “Keystone” residence in Culver City and acquire a one-story residence and license the residence as an Intermediate Care Facility for the existing (and future) resident population

by June 30, 2016.

Responsible: VP of Adult Programs, VP of Administrative Operations, Director of Residential Services Action Items: a/ b/ c/

Confirm the release of HUD convenants on Keystone property by November 2014.

Inform families of Keystone residents of plans to sell and replace the Keystone property by February 2015.

Identify a realtor to sell the property and assist ECF in its search for a replacement facility by April 2015. (Purchase may need to include a lease-back period during licensing of the new residence)

d/ e/

Sell the Keystone property and purchase replacement residence and initiate licensing process by November 2015.

License replacement residence and move in residents by June 30, 2016.

FINE ARTS TRAINING PROGRAM Objective 7 - Through Amazon.com and high profile community events and exhibits, increase ECF’s annual art sales by 20% from $50,000 (baseline).

Responsible: VP of Adult Programs, Director of Developmental Programs, Art Center Director Action Items: a/ b/

c/

Transfer the framing and canvas stretching program to the Westside Art Center to increase service and sales’ capacity by August 2014.

Following an analysis of artwork sales, increase the number of pieces available for sale on Amazon.com every year beginning November 2014, and continue to promote the DAC/Amazon partnership.

Increase print making and mold making products to 50% and 20%, respectively, of all Art Center products available for sale by June 2015.

EMPLOYMENT PROGRAMS (SEP and PAR) Objective 8 - Form a Franchise Task Force to analyze the cost, risk, benefit of acquiring a franchise that would contribute to ECF’s financial health and provide integrated employment opportunities for ECF program participants, with recommendations to the Board by June 30, 2016. Pursuant to Task Force recommendations, and following ECF Board approval, develop the franchise(s) that meet ECF’s criteria

by June 30, 2017.

Responsible: VP of Administrative Operations, VP of Adult Programs, VP of Finance, Director of Work Activity Programs Action Items: a/ b/ c/ d/

Form the Franchise Task Force to include members of Board, staff and the community.

Identify and contract with a franchise development expert to develop the criteria and course of action needed to study franchise development opportunities by August 2015.

Study recommended franchise options, including risk, financial impact (short and long term), and mission benefit and make a recommendation to the ECF Board by May 2016.

Develop the franchise and launch operation by June 30, 2017.

Objective 9 - Increase the number of individuals receiving job placement and coaching from ECF’s Supported Employment Program from 100 to 120 by June 30, 2017.

Responsible: VP of Adult Programs, Director of Employment and QA, Job Developer Action Items: a/ b/ c/

Continue to cultivate Aerospace & Defense (A&D) job development options in LA vicinity.

With the VP of Development and External Relations, plan for and host an annual Employer Partnership event every fiscal year by June 2015.

Recruit, hire, train and retain sufficient job coaching staff to meet the employment needs of supported employment program eligible individuals.

Objective 10 - Procure packaging, assembly, rework and fulfillment contracts to support the development of an integrated workforce (10% without a developmental disability or higher) at PAR by June 30, 2016.

Responsible: VP of Adult Programs, Director of Work Activity Program Action Items: a/ b/ c/ d/

Potentiate the relationship with existing contractors to maximize work at both PAR Services (e.g., Dottie contract).

Work with Source America to diversify file folder products to increase market share by June 2015.

Plan for and execute the annual Employer Partnership event (mentioned above) to cultivate existing and procure new employment partners for PAR Services by June 2015.

Following the sale of 8740 Washington Boulevard, participate in the development of facility specification criteria to assist with the search and acquisition (or lease) of a replacement site for PAR West operations by mid-calendar year 2015. Promote location change and benefits to existing and potential partners concurrent with and post move.

DEVELOPMENTAL ACTIVITY PROGRAMS Objective 11 - Maintain the percentage of time DAC program participants engage in integrated and diversified community activities at 51% or above every year.

Responsible: VP of Adult Programs, Director of Development Programs, DAC Site Managers Action Items: a/ b/

c/

Identify at least two “new” community activity options in which program participants may engage every year beginning FY 2014-2015.

With the relocation of the DAC West program, plan for and engage in community outreach to introduce ECF to local businesses where volunteer or work opportunities may exist for program participants.

Maintain proper staffing quality and ratios to ensure that participants continue safe and enjoyable participation in the community.

GOAL 2- Through Board development, community partnerships, collaborations, marketing and advocacy, increase ECF’s participation and influence in the community.

Objective 12 - Using ECF’s Governance Charter, recruit and attract additional Board members, and retain a diverse, multi-talented Board composition of 21 – 25 members by June 30, 2015.

Responsible: Board Chair, Governance Committee Chair, President and CEO, VP of Development and External Relations Action Items: a/

b/ c/

Board and Governance Committee Chair will keep Board members apprised of the talent needed on the ECF Board and request each member be alert to potential Board candidates to introduce to ECF. Board Chair will appoint 2-3 members of the Board to work with the President and CEO to identify and recruit potential Board members for nomination.

The President and CEO and VP of Development and External Relations will orient all new Board members to ECF once membership has been approved by the Board.

Objective 13 - Support the development of an agency-wide “Culture of Philanthropy” that engages Board members and employees in: authentic story-telling of the mission, actively pursuing new opportunities to further support and fulfill ECF’s mission, and sharing program and client outcomes.

Responsible: Board Chair, Development Committee Chair, President and CEO, VP of Development and External Relations, Director of Marketing and Communications.

Action Items: a/

b/

Through regular communications with Board members (Board meetings, Development Committee meetings, new Board member orientations, emails, and one on one meetings), further engage and educate the Board about their role as ECF ambassadors, and promote strategies to strengthen their skills as fundraisers beginning July 2014.

Through regular communications with staff (emails, staff meetings and training, and individual consultations), further engage and educate the staff about the importance of their role as ECF ambassadors, including the use of story-telling, and marketing strategies that can support their efforts to engage their respective networks beginning September 2014.

Objective 14 - Implement ECF’s Communication Plan to include: social media, brand consistency, media outreach, donor engagement and recognition, legislative outreach and advocacy, and service promotion.

Responsible: VP of Development and External Relations, Director of Marketing and Communications Action Items: a/ b/ c/ d/ e/

Develop and implement ECF marketing brand consistency to include a tagline, an agency-wide brochure, and language used for internal and external communications by June 2015.

Secure media coverage of ECF activities, post on social media, pitch ECF service “experts,” and conduct site visits.

Include elected officials, community leaders, and current and potential business partners in ECF’s internal and external events beginning July 2014.

Engage prospective and existing donors in fundraising events, program activities and through the use of cause-related marketing and social media.

Complete and launch the redesigned ECF website by September 2014.

Objective 15 - Following the sale and lease-back of ECF’s headquarters building at 8740 Washington Boulevard in Culver City, promote ECF’s new program and office sites by December 2015.

Responsible: VP of Development and External Relations, VP of Administrative Operations, VP of Children and Family Programs, VP of Finance, Program Directors, Director of Marketing and Communications Action Items: a/

b/

c/

Once ECF has identified new program and office locations, the President and CEO, VP of Administrative Operations, VP of Adult Programs, the VP of Development and External Relations, VP of Finance, Director of Marketing & Communications will convene to discuss the pertinent information to be promoted to the ECF community.

The VP of Development and External Relations will work with appropriate personnel and members of the Development Committee to generate the materials, communications and strategies to be used to promote ECF’s new service locations.

The VP of Development and External Relations will oversee the implementation of the plan and manage the resources to promote ECF’s new program and office sites.

Objective 16 - Host events annually to highlight and promote ECF’s leadership position in the community beginning with FY 14-15.

Responsible: VP of Development and External Relations, VP of Children and Family Programs, VP of Adult Programs, Director of Marketing and Communications Action Items: a/

b/ c/

ECF to host a Business Partnership Recognition event annually to further cultivate and strengthen relationships with Supported Employment and PAR business partners, as well as corporate funders and other business partners, beginning in 2015.

Plan and host Open Houses to celebrate the relocations of ECF’s headquarters and day and work activity programs in 2015.

Through collaborations and partnerships, ECF will host, co-host or sponsor events in the community that promote the ECF mission and the people who benefit from ECF programs.

GOAL 3- Strengthen ECF’s financial position to meet the changing and emerging needs of communities served.

Objective 17 - Execute the sale of ECF’s real estate at 8740 Washington Boulevard in Culver City by October 2014. Invest up to $10 million of the sale proceeds in ECF’s endowment to augment annual operational revenue (at 5% level annually).

Responsible: Board Chair, Board Investment Committee Chair, Board Treasurer, President and CEO, VP of Administrative Operations and VP of Finance.

Action Items: a/

b/

c/

The Board-approved Real Estate Task Force will work with President and CEO and VP of Administrative Operations and CBRE to sell ECF’s building at 8740 Washington Boulevard with terms acceptable to the ECF Board by October 2014.

Net sale proceeds will be used to: 1/ reduce or eliminate ECF’s balances on the lines of credit, 2/ invest up to $10 million in ECF’s endowment (as approved by the ECF Investment Committee), and 3/ invest in leased and/or acquisition of replacement sites for ECF programs (PAR West, DAC West, Work Readiness and Westside Art Center), and administrative operations (October 2014 – June 2015) Using ECF’s investment guidelines, the ECF Investment Committee will continue to oversee the responsible investment of endowment and reserves through the supervision of ECF’s investment managers.

Objective 18 - Through a well-coordinated, multi-faceted effort, fundraise annually for operations and capital needs by executing grant proposals, events, donor relationship cultivation, and campaigns to sufficiently augment program and service revenue.

Responsible: Board Chair, Development Committee Chair, President and CEO, VP of Development and External Relations, Director of Foundation and Corporate Giving, Major Gifts Officer

Action Items: a/

b/

The VP of Development and External Relations will convene the Board’s Development Committee at least annually to identify the strategies and resources ECF will employ to raise the funds needed for fiscal year operations. Funds will be raised through grant development, special events, campaigns, and individual donor engagement, cultivation, solicitation and stewardship activities.

ECF will expand its fundraising network of support through: funder and donor cultivation activities, Board development, and increased community involvement. Engagement will be monitored and reported quarterly beginning August 2014.

Objective 19 - Annually, explore and pursue opportunities to re-vendor, negotiate and increase current funding rates for services provided by ECF programs.

Responsible: VP of Children and Family Programs, VP of Adult Programs, Program Directors.

Action Items: a/

b/

c/

With the planned relocation of ECF’s headquarters, ECF representatives will meet with officials of the Regional Centers to review and potentially negotiate a current rate of reimbursement for services provided by ECF’s PAR Services, Canvas-stretching/framing, DAC and work-readiness.

The meetings will take place through June 2015.

ECF will meet with Regional Centers to review and attempt to negotiate higher rates of reimbursement for professional therapeutic services provided. The meetings will take place through October 2014.

As part of the annual budget process beginning in 2015, ECF will review current rates and service designs and, where appropriate, arrange for meetings with funding agencies to negotiate rates with current expenditures properly considered.

Objective 20 - Meet or exceed the Board-approved annual operating budget.

Responsible: President and CEO, VP of Finance, VP of Development and External Relations, VP of Administrative Operations, VP of Children and Family Programs, VP of Adult Programs.

Action Items: a/

b/

c/

The VP of Finance will work closely with the President and CEO, VPs, Directors and site managers to project revenue and expenses needed to generate realistic annual operating and capital budgets. These budgets will be presented to and approved by the B&F Committee of the Board by the end of May 2015, 2016 and 2017. The ECF Board will approve the budgets at the Annual Board Dinner meetings in June.

Beginning July 2014, the VP of Finance will present monthly department and consolidated statement of financial activities with variance reports to the President and CEO, VPs, B&F Committee and Board of Directors.

Beginning July 2014, the VP of Finance will meet regularly (monthly – quarterly) with Program Directors and Department Heads to monitor and, if necessary, make adjustments necessary to adhere to Board-approved revenue and expense projections.