Our Lady of Mercy Strategic Plan 2014 by Kristen Young

OUR LADY OF MERCY COMMUNITY OUTREACH SERVICES

Blessings, Community, and Opportunities …….as we go forward

2014

THE STRATEGIC PLAN OF

OUR LADY OF MERCY COMMUNITY OUTREACH SERVICES, INC.

Prepared in Cooperation with the Strategic Planning Committee By Katherine Duffy, PhD And Kristen N. Young, MPA January 2014

Katherine Duffy and Associates 756 Clearview Drive Charleston, SC 29412 1

STRATEGIC PLANNING COMMITTEE Andy McKenna, Chairman Frank Cassidy Bert Hefke John Labriola James Ramich Sister Bridget Sullivan, OLM

2014 BOARD OF DIRECTORS OUR LADY OF MERCY COMMUNITY OUTREACH SERVICES Richard J. Albenesius Joan Avioli Ruth Baker Frank Cassidy, Vice-Chairperson Mary Dubois Alberta (Berta) Freeman, Secretary Linda Goodroe Bert Hefke Larry M. Iwan, Chairperson Harriette (Bunny) Kerr Gerry King John Labriola Arthur McFarland Andy McKenna James Ramich Tumiko Rucker Alysann Sieren Sister Bridget Sullivan, OLM William Wert

TABLE OF CONTENTS Table of Contents

EXECUTIVE SUMMARY

INTRODUCTION

COMMITTEES AND THE PLANNING PROCESS

Mission, Vision, and Values Committee

External Assessment Committee

 Community Overview

 Research Questions

Internal Assessment

 Services on Johns Island

 Services at Neighborhood House

Financial Capacity Committee

SETTING PRIORITIES

GOALS AND OBJECTIVES

RECOMMENDATIONS TO THE BOARD

APPENDIX

56 3

EXECUTIVE SUMMARY Strategic planning has as its primary goal, the improvement of governance by focusing on specific goals and objectives and on accountability. It is charting a course that you believe is wise then adjusting it as you gain more information and experience. A clear sense of mission and direction will guide future choices about what opportunities to pursue and which to avoid. Our Lady of Mercy Community Outreach Services, Inc. (OLMCOS) developed the 2014 strategic plan with the assistance of Katherine Duffy and Associates, Inc. A Strategic Planning Committee composed of board members met to develop the plan. What follows is the result of their efforts and of the extensive research that was carried out to present a clear picture of the community served by Our Lady of Mercy Community Outreach Services (OLMCOS) and a clear picture of the organization itself. Our Lady of Mercy Community Outreach Services, Inc. (OLMCOS) was established in 1989 as a sponsored ministry of the Sisters of Charity of Our Lady of Mercy. Initially serving the areas of Johns, James, and Wadmalaw Islands, the organization incorporated the Neighborhood House in Charleston, SC into its structure in 2005. The Our Lady of Mercy Community Outreach is rooted in the legacy of the Sisters of Charity of Our Lady of Mercy thus participating in Christâ&#x20AC;&#x2122;s mission of love and mercy in accordance with Gospel values and a commitment to systemic change. Our Mission To encourage and support self-sufficiency and self-worth for people in need in our community through education, wellness and outreach services.

Our Vision Sharing blessings, building community and providing opportunities for people to change their lives.

Our Values Compassion

Serving with a spirit of charity, love and understanding

Inclusiveness

Committing to ensure diversity and acceptance of all people

Dignity

Treating individual with respect and honesty in all situations

Empowerment

Achieving results through teamwork and partnership

Integrity

Conducting ourselves in a highly ethical manner and serving as good stewards of our resources

The OLMCOS strategic plan was based on extensive research that consisted of interviews with staff, volunteers, clients, and those involved with the organization. The heads of community organizations, donors, clients, and others in the community served by the organization comprised the list. As part of the research, focus groups were also conducted with staff and clients. Surveys of volunteers, staff, and board members were also part of the data gathering. A significant part of the research involved analysis of Census data to form a picture of the community served and changes over the last decade. A resource analysis determining the organizations serving the OLMCOS community and the services they provide was an important part of the picture. The following is a presentation of issues considered by the Committee as the plan was developed. The plan itself was shaped by the mission, vision, and values of the organization.

EXTERNAL ASSESSMENT Johns Island Campus The islands of James, Johns, and Wadmalaw were the service area for the original OLMCOS site on Johns Island. The Board believes that there are major aspects of their external environment that will have a significant impact on Our Lady of Mercy Community Outreach Services. According to the External Assessment Committee, â&#x20AC;&#x153;These islands are expected to experience continued growth in the future. New housing and commercial development are in the construction and planning stages. Most of such development will be housing for the middle to upper income households.â&#x20AC;? Some unresolved issues will probably continue to impact the population of the Islands. Immigration reform is being debated with the possibility of many differing outcomes. With a large Hispanic population (including both documented and undocumented individuals), this issue will have an impact on the clients and services of OLMCOS. Another issue is the extension of a major highway onto James and Johns islands. While increasing access to city services, the highway will also bring new residents and business to the area, but the result may be change to the rural nature so prized by so many. Another major impact could be changes in health care services by the Affordable Care Act. Health care services of OLMCOS are provided to low 5

income clients who lack health insurance. With the provision of insurance to those who previously lacked it, OLMCOS may need to reassess those services. In our data gathering process, some surprising facts were uncovered. The location and much of the focus of OLMCOS has been on the Johns Island area. That’s not to say that residents of the remaining service area (James and Wadmalaw Islands) don’t receive services, however, because of location, size, and sheer need, Johns Island residents are the primary clients. The surprising finding is the amount of need on James Island. There are more poor people on James Island than on Johns and Wadmalaw islands combined (See Community Overview, p.16). However, James Island with its large and affluent population tends to overwhelm the evidence of need, particularly when the below poverty percentage is used as an evidence indicator. This finding certainly has important implications for OLMCOS and its services.

Neighborhood House in the Upper Eastside of Charleston The Strategic Planning Committee identified “a gentrification trend evident in the environs of Neighborhood House.” This portends an interesting outlook for the Upper Eastside. As a result of the gentrification movement, many long-time residents may be forced to move. And businesses may be replacing residencies as businesses seek less costly locations. The current population of 3,828 is projected to decrease 3% by 2017. The racial mix is 17% white, 79% African-American, and 4% all others. There is high unemployment with 11% unemployed and an astounding 48% “not in the labor force.” This population is younger, less employed, and less white than the population of the service area of the Johns Island campus. The population served by Neighborhood House is characterized by extreme poverty and a large homeless population. According to the 2010 Census, the 29403 zip code area has an astounding poverty rate of 41%. This area extends from Calhoun Street northward to North Charleston. However, the immediate area surrounding Neighborhood House has an even higher poverty rate. It is a small but even poorer part of the area north of Calhoun, often called the Upper East Side. Community organizations that provide shelter and services to the homeless and the very poor are located there. The demand for Neighborhood House services is greatly affected by the array of services or termination of services other organizations provide to the homeless.

INTERNAL ASSESSMENT According to the Internal Assessment Committee, OLMCOS has highly capable staff and volunteers. As to facilities, some are new and have capacity for additional use; others are in 6

need of renovation. In addition, technology upgrades are sorely needed and could be considered a recurring expense. Providing quality services is done at significant cost and a cost that regularly exceeds revenue. This factor means that reserve and investment funds of Our Lady of Mercy Community Outreach Services must be used to cover the deficit. The Board of Directors has defined as a goal of its strategic planning process “reaching self-sufficiency.” This is further defined as operating without deficits. As part of this process, the committee defined the direct cost of each program operated by OLMCOS. Costs ranged from a high of over $300,000 for the Dental Clinic to the low cost Food Pantry and Clothing Center at the Johns Island campus to the Adult Education Program and the Food Pantry at Neighborhood House. The low cost programs benefit from the many volunteers that provide support for them. An important issue has been identified by the staff as “How do we know that what we’re doing is effective?” The staff further asserts “We want to do what is needed, not just what we want to do.” This has been a priority for several years. It is a difficult issue, because a small organization often cannot effect significant change in a community that is very poor. Yet there is a desire to be sure that the services that are being offered are making a difference. Evaluating programs will be a critical issue in the strategic plan.

Financial Capacity An important strategic task determined by the Financial Capacity Committee is how to achieve annual donation rates higher than those currently being achieved. To address this issue, the fund raising consulting firm, Corporate DevelopMint was hired to assess development issues for OLMCOS. The following issues were identified as significant factors in OLMCOS fundraising.    

Fund raising has been centered on special events, which is not the most effective. Most donors are residents of Kiawah or Seabrook islands. Neighborhood House in downtown Charleston could be a focus for attracting new donors. Previous analysis cited the lack of identification of potential donors and the lack of stewardship of existing donors as an impediment to growth of donor contributions. A lack of program data has hindered OLMCOS in development of a strong case for support.

Corporate DevelopMint also developed a fundraising plan for OLMCOS, which is outlined on page 44 of this document.

THE PLANNING PROCESS The consultants, expanded upon the work of the committees by doing in-depth research through interviews with key leaders, focus groups with clients and staff, and interviews with program managers. Internet surveys were also conducted with contacts and supporters of Our Lady of Mercy Community Outreach Services (OLMCOS) and agencies throughout the Charleston community. The research revealed many strengths of the organization as well as several opportunities and areas of concern. The primary finding was that OLMCOS is very well regarded and held in high respect, especially among the many ‘helping organizations’ in the community. Concerns were expressed about the financial situation and the threat of ‘trying to do too much’. The process also involved identifying significant needs in the communities served by Our Lady of Mercy Community Outreach Services. On the islands the primary needs identified are:  Substance abuse services  Transportation  Programs for teens  Domestic violence prevention  Home repairs and chores Research on the client population at Neighborhood House suggests the primary needs are:  More shelter space and services for the homeless  More housing options, including short term  Training and employment help  More financial assistance  One stop center to aid in getting needed services and documents

SETTING PRIORITIES Based on the research and situation analysis conducted by the Strategic Planning Committee, strategic goals were established. Prior to developing goals for the plan, committee and key staff held meetings to identify priorities among the programs, based on criteria established by the Strategic Planning Committee. Underlying the criteria below was the concept of “doing what’s needed and doing it the best we can.”   

The program should meet critical community need The program should be unavailable elsewhere The program should help move people out of poverty 8

 

The program should have volunteer support The program should be cost efficient

In two priority setting sessions – with different groups of staff members and board members, the same priorities were identified, giving us assurance that the following should be the priorities for Our Lady of Mercy Outreach Services:    

Highest Priority – The Dental Program 2nd Priority – English as a Second Language (ESL) and GED 3rd Priority – Soup Kitchen at the Neighborhood House 4th Priority – Direct Services at both Locations

GOALS AND OBJECTIVES The Goals and Objectives of Our Lady of Mercy Community Outreach were chosen by the Strategic Planning Committee based on the research findings, chosen priorities, and the indicated principles of our vision as incorporated in systemic change. Goal 1 We will know our clients. Rationale: OLMCOS will develop and maintain an accurate data base and profile of its primary clients. Accurate data are needed to provide for funders and to develop appropriate plans and programs. Objectives:     

Identify and develop a policy outlining required client information for each service. Clarify and develop a policy outlining eligibility for each service, including financial eligibility. Identify software and technology needed to implement agency wide client service application and units of service. Develop agency wide protocol for client intake and referral. Develop protocol for tracking and analysis of data.

Goal 2 We will promote systemic change in our clients and programs. Rationale: The mission of OLMCOS is to encourage and support self-sufficiency and selfworth for people in need in our community through education, wellness and outreach services. Services will be delivered in a way that empowers clients to reach an increased level of sustainability. 9

Objectives:     

Review all services and assure alignment with Mission, Values, Vision and Founding principles. Develop a plan of correction for those services that do not promote empowerment of clients. Research and identify best practices for increasing client self-efficacy. Develop educational plan for staff volunteers and donors on service philosophy. Develop a marketing campaign highlighting success from participation in programs.

Goal 3 We will collaborate with other organizations in the community. Rationale: OLMCOS will collaborate with other organizations to provide needed and improved services. We will build on our existing collaborations with organizations and programs and our history of bringing organizations together. Objectives:    



Using the strategic plan as a foundation, facilitate a conversation with other organizations on the unmet needs of the service area. Develop a unified approach to unmet needs. Develop a plan of action to increase conversations among partner organizations including staff and board members. Identify group projects to be planned and implemented by partner organizations. ( for example join resources to organize and conduct a community needs assessment in 3 years, work together on a joint grant). Continue to provide leadership and support for the Sea Islands Interagency Committee. Identify similar opportunities for the downtown service area.

Goal 4 We will advocate for and on behalf of the community we serve. Rationale: The community has extensive needs and OLMCOS is in a position of being able to bring organizations together to advocate for the community. Objectives:     

Identify opportunities around advocacy for clients and/or community. Identify best practices on advocacy services. Develop an advocacy plan with input from clients and community Identify funding strategies for advocacy work. Clearly define the boundaries for advocacy services. 10

Goal 5 We will manage resources efficiently and effectively. Rationale: The ongoing constraints of the budget means that to continue to operate at a high level, programs must be managed in the most efficient way possible. Effective management means we will create measurable outcomes to determine the significance of programs in meeting the mission of OLMCOS. Objectives:           

For each service, identify outcome measures that indicate that movement towards positive goals is achieved. Develop customer satisfaction tools for each service. Identify or develop measurement tools for each service. Develop an implementation plan and timeline for collecting outcome measures. Develop plan to track and analyze outcome measures and customer satisfaction results. Assess services/programs annually to incorporate any enhancements needed as a result of analyzing outcome measures and customer feedback. Develop a strategy to review units cost of services and benchmark with similar programs. Periodically research and identify best practices for services and determine if appropriate and affordable to integrate into our current services and programs. Identify professional training needs for staff targeting improved efficiency and effectiveness and develop an implementation plan with outcome measures. Increase use of volunteers and interns as an extension of staff and to increase reach to clients. Develop and implement capital replacement plan and schedule for organization.

Goal 6 We will increase resources. Rationale: OLMCOS will focus on increasing its resources through a sustained program of development to promote and sustain OLMCOS. Objectives:    

   

Develop, implement and evaluate comprehensive annual marketing plan. Develop specific plans to increase in-kind donations for food programs as well as other services. Annual review to identify opportunities to reduce expenses. Develop and consistently implement plan to address suggested donations for services and programs.

Goal 7 We will develop an innovative volunteer program. Rationale: OLMCOS will develop an innovative, state of the art volunteer program to increase the number and roles of our volunteers and to promote their engagement with OLMCOS and its mission. Objectives:       

Research and Identify best practices to evaluate and incorporate into volunteer program Increase active volunteers by 5% each year Develop needed tools to support a high functioning volunteer program Develop and implement plan to provide for ongoing training for volunteers Identify opportunities for self-directed volunteer teams to engage in the work of the organization Develop a marketing campaign to increase visibility and to support recruitment of volunteer program Develop and implement an annual satisfaction survey to use for quality improvement purposes.

These goals and objectives reflect the organization and its sense of what it wishes to accomplish. The success of implementing this plan and meeting the outlined objectives will depend on the implementation strategy adopted and a necessary emphasis for a realistic timeline and fixing accountability to appropriate staff and/or programs. Guidance for adjustments to the set path will be provided by the organization’s mission, values, and vision. These are clearly stated and provide a sound direction for the future of Our Lady of Mercy Community Outreach Services.

Make ye no little plans, for they have no power to move men’s minds. Old Adage

INTRODUCTION Without a vision, the Book of Proverbs tells us, the people perish. With a vision, people and their social institutions thrive. Strategic planning is the process of building a vision and assembling the means to carry it out. A comprehensive strategic plan involves an examination of the broader society and the organization’s place within it. In this process, we examine the economic, social, and political environment that is becoming increasingly complicated, full of changing opportunities and unpredictable pressures. To function and succeed in this changing community, the organization must be prepared internally for its job. Strategic planning examines all aspects of an organization’s life: its programs and services, its clients and employees, and its finances and organization. Our Lady of Mercy Community Outreach Services, Inc. (OLMCOS) was established in 1989 as a sponsored ministry of the Sisters of Charity of Our Lady of Mercy. Initially serving the areas of Johns, James, and Wadmalaw Islands, the organization incorporated the Neighborhood House in Charleston, SC into its structure in 2005. The Our Lady of Mercy Community Outreach is rooted in the legacy of the Sisters of Charity of Our Lady of Mercy thus participating in Christ’s mission of love and mercy in accordance with Gospel values and a commitment to systemic change. Our Mission To encourage and support self-sufficiency and self-worth for people in need in our community through education, wellness and outreach services. Our Vision Sharing blessings, building community and providing opportunities for people to change their lives. Our Core Values Compassion………………..… serving with a spirit of charity, love and understanding Inclusiveness………………….committing to ensure diversity and acceptance of all people 13

Dignity……………………………treating individual with respect and honesty in all situations Empowerment……………….enabling individuals to develop additional skills and capabilities Collaboration……………….…achieving results through teamwork and partnership Integrity…………………………conducting ourselves in a highly ethical manner and serving as good stewards of our resources The organization is governed by an eighteen member Board of Directors and managed by Jill Jackson Ledford, Executive Director. The Sisters of Charity of Our Lady of Mercy retains some reserved powers over the organization and its management. While religious in its founding, all services of Our Lady of Mercy Community Outreach Services are provided on a non-sectarian basis.

COMMITTEES AND THE PLANNING PROCESS Our Lady of Mercy Community Outreach has defined the goal of its strategic planning process as “reaching self-sufficiency.” This definition evolved from an ad hoc committee of board members that identified key planning issues and outlined a general approach to planning. The first planning issue was to define current values and mission. This was the foundation for the organization’s focus for the future. The second planning issue addressed the external environment, including the issue of future client needs. The third planning issue was to assess the capacity and capabilities of the staff and volunteers of Our Lady of Mercy Community Outreach. The fourth planning issue was to evaluate the financial capacity and revenue potential of the organization. The process has moved the organization forward in its ability to concretely define its path to financial stability and program efficacy. Four planning groups were formed to address each planning issue. The chairmen of the committees formed the Strategic Planning Committee that oversaw the planning process under the leadership of Andy McKenna. Significant progress was made by each committee in meeting its objectives. Katherine Duffy, a local community consultant who had worked previously with Our Lady of Mercy in strategic plan development in 2005, was engaged to coordinate the work of the committees, conduct additional research, and develop the formal document.

Vision, Mission, and Values Committee

Vision, Mission and Values statements provide the foundation for the organization and focus for its direction. Bert Hefke, Chairman of the Values and Mission Committee conducted a review of past mission, vision, and value statements of the organization. Board and staff met to discuss vision, mission and values as a clear, succinct and meaningful statement of medium/long term goals and objectives, considering OLMCOS targets for the future. They reviewed best practices and created benchmarks from notable nonprofits, as well as surveying the board and staff. Representatives of the Sisters of Charity of Our Lady of Mercy, founders of the organization, were involved throughout the process. The final result, as in the introduction to this document, was reached as a unanimous conclusion on a new mission statement, grounded in encouragement and providing a path for individuals to self-sufficiency and selfworth. This was an inspirational experience for all involved.

External Assessment Committee An assessment of the community is essential to an organization dedicated to serving the people who live in that community. James Ramich and the external assessment committee began that process by examining the demographic changes that had taken place since the last strategic plan that was developed in 2005. They also surveyed organizations on the islands to see if there were recent assessments of community needs. In addition, the committee reviewed the work of other nonprofit organizations like Cincinnati Works, and the Sisters of Charity of Our Lady of Mercy Listening Survey with clients. The results of a brain storming session correlated closely with the needs of low income communities elsewhere. Many of the needs identified through this process are already important services of OLMCOS. Other community organizations offering similar health, education, or direct services in the service area of OLMCOS are outlined in the resource table in the Appendix. There were other needs identified for the broader community such as: substandard housing; job training and placement; legal assistance; and transportation. However, these demand a much broader community response, and they are not needs which OLMCOS can currently and adequately address. Demographically, it appeared that the islands would continue to experience significant growth, which could be fueled by immigration and the development of the 526 highway. The immediate service of the Neighborhood House, the upper peninsula of the East Side, may see decreased growth by 2017. Its population is poorer and less white than the population of the islands served by the James Island Campus. In this document, we often refer to downtown Charleston zip code 29403, which is a more extensive than the immediate Neighborhood House area, and comprises the population extending from Calhoun Street northward to North Charleston. 15

Demographic Population Statistics for the OLMCOS Service Area Johns Island (29455)

James Island (29412)

Wadmalaw (29487)

Downtown Charleston (29403)

20,478

35,850

2,725

20,818

1,841 (9%)

395 (1.1%)

72 (2.6%)

393 (1.8%)

Non-Hispanic White

13,943 (68.1%)

29,183 (81.4%)

1228 (45.1%)

9,046 (40.9%)

Non-Hispanic Black

5,025 (24.5%)

5,450 (15.8%)

1,428 (52.4%)

12,407 (56%)

44.2

37.7

48.5

27.7

88.2%

91.8%

85.2%

81.6%

Median Household Income

$57,196

$57,389

$50,263

$25,846

Individuals below poverty

15.2%

10.4%

12.4%

40.7%

Indicator

Population Hispanic

Median Age Percent HS Graduate or Higher

Significant Findings  



The population of James Island is part of the service area of the Outreach on Johns Island and has the largest population. The Hispanic population is most significant on Johns Island and is close to 10% of the Island’s population. While a significant percentage of that population may be undocumented, the Census still is supposed to include them, as all who reside in the United States must be counted. However, this means that the percentage may be greater as some undocumented individuals may still not be counted. Downtown Charleston, zip code 29403, has the largest African American population and the youngest population of the OLMCOS service area. It is also by far the poorest community in the service area.

COMMUNITY OVERVIEW The information outlined in this section examines important social indicators and demographic data from the OLMCOS service area. This area extends through James Island, 16

Wadmalaw, parts of peninsular Charleston (upper Eastside and zip code 29403), and Johns Island. The following data features changes that have occurred in the population from 2000 to 2010. The analysis is based primarily on data gathered from the decennial (2010) U.S. Census. The information presented forms a comprehensive picture of population statistics from the service area. The comparison stems from the 2005 Our Lady of Mercy Community Outreach Strategic Plan. There is a lack of comparable information from 2000 for downtown Charleston zip code 29403 as the Neighborhood House was not part of Our Lady of Mercy Community Outreach Services (OLMCOS) at the time. Charleston County experienced a 13% increase in population from 309,969 in 2000 to 350,209 in 2010. On Johns Island, the population increased 50% from 2000 to 2010. Wadmalaw saw an increase of 5%, and James Island increased 12.3%. However, the Charleston area comprising zip code 29403 saw a loss of 11% population in the same decade. A significant indicator of poverty is the number of female single parents with children under 18. Johns Island saw a significant increase of 76% for this indicator, from 222 in 2000 to 391 in 2010.

Number of Single Parent Households

Single Female Parents with Children Under 18 in OLMCOS Service Area 1200 1000 800 600 400 200 0 John's Island

James Island 2000

Wadmalaw

Charleston (29403)

2010

On James Island in 2000, there were 785 single female households (6% of the population); this number has decreased to 717 in 2010. Wadmalaw also experienced a slight decrease from 61 households (6.4% of the population) headed by a single female with children under 18 in 2000, to 57 in 2010. The Charleston area comprising zip code 29403 had 982 households with single female parents in 2010â&#x20AC;&#x201D; representing 10.8% of the population. 17

HOUSING The number of people on Johns Island living in mobile homes has increased significantly. In 2000, 967 families occupied mobile homes. This number has grown to 1,523 in 2010 representing a 57% increase. In 2000, 344 families on James Island lived in mobile homes, 355 on Wadmalaw. In 2010, these numbers have decreased to 329 and 284, respectively. The zip code 29403 area of Charleston had 97 families living in mobile homes on 2010. Median gross rent has increased on Johns Island, going from $548 in 2000, to $770 in 2010, a 41% increase. The median rent on James Island in 2000 was $748 and increased to $1,075 in 2010. Rent in Wadmalaw also increased in the past decade, rising from $595 to $771 on average per month. Charleston residents in 29403 had median gross rent of $771 per month in 2010.

Number of Single Parent Households

Change in Median Gross Rent in OLMCOS Service Area 1200 1000 800 600 400 200 0 John's Island

James Island 2000

Wadmalaw

Charleston (29403)

2010

INCOME Household income includes the income of the householder and all persons 15 years old and over in the home, whether related to the householder or not. Since many households consist of one person, average income is usually less than average family income. Family income is the combined income of all members 15 years old and over in a family, summed and treated as a single amount. Per capita income is the average income computed for every individual. The following table illustrates the income differences in the service area. 18

Per Capita Income in the OLMCOS Service Area Service Area

1999

2010

Percent Difference

Johnâ&#x20AC;&#x2122;s Island

$30,244

$37,656

24%

James Island

$26,767

$37,656

40%

Wadmalaw

$35,937

$30,197

-16%

Charleston (29403)

$19,110

Poverty-stricken households are those that earn less than $10,000 annually. On Johns Island, the number of households living in poverty has decreased from 458 in 2000 to 440 in 2010. The 2000 Census showed that there were 1200 households on James Island with an annual income less than $10,000 and 184 on Wadmalaw. In 2010 those numbers had decreased to 1,146 and 67, respectively. For the area of Charleston in zip code 29403 alone, there are 2,236 households in poverty. Households in the OLMCOS Service Area with <$10,000 Annual Income Service Area

2000

2010

Percent Difference

Johnâ&#x20AC;&#x2122;s Island

458

440

-4%

James Island

1,200

1,146

-5%

Wadmalaw

184

-64%

Charleston (29403)

2,236

Family income is also examined as a significant indicator of poverty level, as it is generally greater than household income. In 2010, 2.9% or 163 families in Johns Island had annual incomes less than $10,000. On James Island, 2.7% or 227 families live in poverty while in Wadmalaw, 1.3% (9 families) do. In Charleston zip code 29403, almost a fifth of families live in poverty, at 21.8% or 809 families. The median family income in the service area has generally increased across categories. In 2000, Johns Island had a median family income of $45,463. In 2010 that number increased to $70,096. James Island also increased significantly from $57,604 in 2000 to $76,250 in 2010. 19

Wadmalaw median family income also rose from $42,368 to $66,066. The median family income in the zip code area of Charleston is significantly less than all other service areas, at $29,375 in 2010. Change in Median Family Income in OLMCOS Service Area $90,000

Income in Dollars

$80,000 $70,000 $60,000 $50,000 $40,000 $30,000 $20,000 $10,000 $0 John's Island

James Island 2000

Wadmalaw

Charleston (29403)

2010

In 1999, 12.5% of the individuals comprising Johns Island population were living in poverty; in 2010 that number increased to 15.2%. James Island also experienced an increase in poverty level from 9% in 1999 to 10% in 2010. Wadmalaw saw a significant decrease from 20% in 1999 to 12% in 2010. The zip code area 29403 has an astounding rate of poverty incidence among individuals in 2010 at 41%. The entire City of Charleston experienced 20.7% of residents below the poverty level in 2009, while the whole state experienced poverty at 22.4% in the same year (see poverty maps that follow).

EDUCATION A significant education indicator is the number of individuals whose highest level of education is going to grades 9 through 12, but not receiving a diploma. Going through 12 grades of school, but not receiving a diploma is a significant predictor of decreased life chances. On Johns Island, 14.1% of the population or 1,362 individuals went to high school, but did not receive a diploma. In 1990, there were 1370 individuals in that category. In 2000, a dramatic decrease had occurred (close to 44%) with 770 in that group. On James Island, 2,055 individuals (6.4% of the population) attended high school but did not receive a diploma. That number was down less dramatically as it decreased from 2340 to 2055 (12%) than that on Johns Island. On Wadmalaw In 1990, there were 284 individuals and 297 in 2000 that attended high school, but did not receive a diploma. The following statistics illustrate the percentage of the population that attended high school – but did not receive a high school diploma: Service Area

Zip Code

Percent without HS diploma

Johns Island

29455

5.7%

Wadmalaw Island

29487

10.1%

James Island

29412

6.4%

Charleston (29403)

29403

13%

In our service area, only the Charleston area of 29403 has a higher level of population attending high school, but not receiving a diploma than is average for the state at 10.3%. Nationally, the average is 8.2%.

HISPANIC POPULATION On Johns Island, the variable “those who speak a language other than English at home” are assumed to be Spanish speaking. The following information describes those who sometimes or always speak Spanish at home. It does not include those who speak Spanish only at school or work, or those limited to a few expressions in Spanish. On Wadmalaw, Spanish is spoken in 3.8% of the households or 36 households. On James Island, 3.5 % of households are Spanish speaking, but that represents 471 households. The estimate for Johns Island is 383 households. In Charleston County, 3.1% of residents speak 22

Spanish at home. Of these, 55% speak English very well, 17% speak English well, 17% speak English not well, 11% don't speak English at all. Spanish Speaking Households in OLMCOS Service Area 8% 7% 6%

Percent

5% 4% 3% 2% 1% 0% John's Island

James Island

Wadmalaw

Charleston (29403)

A linguistically isolated household is one in which all members 14 years old and over have at least some difficulty with English. On Johns Island 37.6% of Spanish speaking households are linguistically isolated. Statistics show that there are 144 households in which all members 14 years old and over have difficulty with English. There are 16 linguistically isolated households on James Island and 2 on Wadmalaw. In the zip code 29403 area of Charleston, 3% of households are isolated (see map of Hispanic population that follows).

HEALTH Lack of health care coverage presents particular risks for those who have no third party coverage. In general, they tend to use emergency room care when they become sick and they are usually sicker when they are seen. Certain emergency room visits are considered potentially preventable by appropriate outpatient care. These are called ambulatory care sensitive conditions (ACSC). They range from uncontrolled asthma, diabetes, and hypertension to pneumonia, severe urinary tract infections, and dehydration. A 2003 study of emergency room visits of area residentsâ&#x20AC;&#x2122; ages 18 to 64 revealed a community with significant differences among racial groups. An astounding statistic was that those in the â&#x20AC;&#x153;Hispanic and Otherâ&#x20AC;? category had 56% of their emergency room visits categorized as ambulatory sensitive. This suggests that they may have less access to ambulatory or primary care than other residents. The percentages were 19.5% for whites and 22.9% for African Americans. The average for Charleston County was 15.2%. A major finding was that Medicaid 24

patients tended to go to the emergency room for ambulatory sensitive conditions more frequently than those with other means of payment or no payer at all. Emergency Room & ACSC Visits for the OLMCOS Service Area, 2012 Fund Source

Johns #

None

James

% ACSC

Wadmalaw #

Charleston (29403)

% ACSC

%ACSC

229

1.8%

316

1.8%

689

2.0%

Medicare

0.7%

1.2%

149

1.0%

Medicaid

212

2.7%

294

3.0%

3.8%

870

3.3%

Insurance

182

1.4%

308

1.3%

0.9%

204

1.10%

Total

672

1.7%

1,004

1.6%

139

1.7%

1,912

2.0%

AFFORDABLE CARE IMPACT ON FREE AND INDIGENT CLINICS IN SC In March 2010, President Obama signed the Affordable Care Act (ACA) into law. It makes major changes in four basic areas; insurance company liability, lowering costs and improving quality, increasing access and choice, and patient rights and consumer protections. Many of its provisions intend to benefit individuals through preventative services coverage without cost sharing, Medicaid expansion, and insurance market reforms including no rating on heath or limits on age rating. Under the ACA, those who will remain uninsured are: 

Medicaid eligible and not enrolled



Undocumented immigrants



Naturalized citizens in the U.S. < 5 years



Those who choose to pay penalty rather than acquire insurance



Citizens without documentation 25

The percent of the uninsured population in Charleston County in 2010 was 19.8%, or almost a fifth of the population. Through ACA, many currently uninsured clients of free health clinics may need assistance to transition into a health exchange program. Even though South Carolina has chosen not to expand its Medicaid coverage, there remains a significant population that is currently eligible, but not enrolled.

Conclusion Statistical indicators are a great source of information about the population and the differences between and among various communities. The following document the primary findings from the research. These were used by the consultants to provide a base for further research on the needs in the community.

SIGNIFICANT FINDINGS FROM THE STATISTICAL RESEARCH 



  



The number of single female-headed households is increasing in the area. This suggests a growing problem for the community, as this indicator is a major predictor of poverty and family problems. The number of individuals whose highest level of educational attainment is going through the 12th grade, but not receiving a diploma has declined significantly on Johns Island since 1990. However, the low level of education remains a problem—particularly in zip code 29403 of downtown Charleston, which exceeds the average for the state and the nation. Access to appropriate health care is a significant problem for the Hispanic population and the elderly population. An examination of the data in this analysis, suggests that there are significant problems on James Island. These include poverty and single-female headed households. The degree of poverty in the population served by the Neighborhood House is extreme. While there are many providers serving that population, the need is greater than their ability to provide support. The percentage of the population with annual incomes less than $10,000 has declined significantly, particularly on Wadmalaw Island.

The Process The consultants expanded upon the work of the committees by doing in-depth research through interviews with key leaders, focus groups with clients and staff, and interviews with key staff. Internet surveys were also conducted with contacts and supporters of Our Lady of Mercy Community Outreach as well as agencies throughout the Charleston community. 26

SIGNIFICANT FINDINGS FROM COMMUNITY RESEARCH The development of a strategic plan includes an analysis of the strengths and weaknesses of an organization. This understanding helps identify the areas that can help or hinder the success of Our Lady of Mercy Community Outreach Services (OLMCOS) as it charts a course to achieve its vision. The research conducted by Katherine Duffy and Associates included input from employees and stakeholders as to perceptions of the strengths and weaknesses of OLMCOS. Strengths

Weaknesses

Excellent staff and volunteers

Financial Situation

Great reputation

Inconsistent volunteer help

Established donor base

Wide range of services could lead to loss of focus

Connection with Sisters of Charity of OLM

Diminished connection with Sisters of Charity

Well Managed

Physical Condition of Neighborhood House

Trusted by Hispanic Community and population of the Neighborhood House service area History of the Neighborhood House and its connection with the Catholic community

Analyzing the threats and opportunities that exist and can affect the OLMCOS is important in developing a vital strategic plan. The following are summaries of the opportunities and the threats –which can sometimes comprise opposite sides of the coin. 

Access Health; this is a program sponsored by the Duke Endowment in concert with the South Carolina Hospital Association and Roper Saint Francis Healthcare (RSFH). Its purpose is to coordinate health care providers and increase access to health care. As a provider of health services, the Wellness House on Johns Island is in a position to benefit from the increased coordination and – possibly – available grant funding.



RSFH and Population Health; hospital systems are undertaking community needs assessments, which also entail the obligation to improve aspects of the health of the 27

population. As part of RSFH’s community services, OLMCOS has an opportunity to build on its association with the hospital system and further develop its health care role. 

Possible collaboration with Barrier Islands Free Clinic; The Barrier Islands Clinic is located in close proximity to the Johns Island Campus and is also sponsored by RSFH. Both providers serve the same population, thus there is an important opportunity for collaboration. In addition, the Wellness House has a spacious facility, while Barrier Islands is frequently limited for space. This may present another opportunity for collaboration.



The Affordable Health Care Act is just being implemented. Its impact on health care provided by OLMCOS is not known, but a review of its implementation and the local outcome needs to be carefully followed.



Charleston County School District (CCSD); Adult Education in CCSD sponsors the GED program at the Johns Island Campus by providing the teacher and textbooks. CCSD also provides GED and English as a Second language (ESL) at other sites in the Charleston Community and provides a small stipend to OLMCOS for the ESL program on Johns Island. There may be a possibility to expand the role of CCSD in the ESL program at the Johns Island Campus



Immigration Reform; while legislation on immigration may or may not be enacted, the possibility to have a major role in immigration issues must certainly be considered by OLMCOS. The trust of the Hispanic community for Our Lady of Mercy Community Outreach Services means that the organization could play a primary role in a changing process.



Population growth; the population of Johns Island and peninsular Charleston is increasing, bringing people of means to the area. On peninsular Charleston, population growth in the service area of the Neighborhood House has the potential (through gentrification) of displacing the low income residents. On the positive side, the growth of higher incomes may also be an increasing means of support for both sites.

Needs Assessment The external assessment committee identified many community needs through its process. The consulting group identified needs through its research process targeting clients, residents, and agencies. The following emerged through a frequency analysis of comments throughout the process. Some were identified through a request for what was considered to be community needs. Clients at both locations were also asked to address their specific needs. 28

Needs in the Community

Needs of OLMCOS Clients

Substance Abuse Services Transportation Programs for Teens Domestic Violence Education Child Care for those Under 18 Months Home Repairs Health Education Socialization Activities for Adults Services for Those who are Homeless More Shelter Space Safety Lighting in the Park More Housing Options – Including Short Term Training and Employment Help More Financial Assistance One Stop Center Breakfast and Weekend Meals

Transportation Day Care for Other than ESL Students Exercise Classes Classes and Activities for Teens More Appointments at Barrier Island Clinic More Adult Enrichment Classes More Options and Flexibility for Class Times More Financial Assistance Showers for the Homeless More Clothes for Men Night Time GED Senior Care Chore Assistance Medicare Receptionist at Wellness House Case Manager for Neighborhood House Clients Social Worker for the Hispanic Population

The primary unmet needs that emerged for our community research in 2013 closely mirror those identified in the 2005 OLMCOS strategic plan. The similarity of community needs for almost a decade is striking and pertains solely to the islands served by OLMCOS in 2005. Neighborhood House was not part of that process at that time. Needs in 2005 Youth recreation services Addictions counseling Domestic violence prevention Job training Transportation Housing repair

Needs in 2013 Substance abuse services Transportation Programs for teens Domestic violence prevention Home repairs

Research on the client population at Neighborhood House suggests the primary needs are:  More shelter space and services for the homeless  More affordable housing options, including short term  Training and employment help  More financial assistance  One stop center to aid in getting needed services and documents 29

Domestic Violence The issue of domestic violence on the islands was prominently cited on surveys and in focus groups. It was also brought to the consultantâ&#x20AC;&#x2122;s attention by a city of Charleston policeman who identified it as a key concern; he was trying to bringing it to the attention of the community by having counselors from Charleston Center (substance abuse prevention) address the Hispanic community on the danger of substance abuse and the connection with domestic violence. According to the Lieutenant, when called to the scene of a domestic disturbance (usually fueled by alcohol) he arrests the perpetrator. If he is undocumented, he most likely will be deported, leaving behind a family without a provider. Research on the issue of domestic violence on Johns Island revealed some startling figures for the Johns Island community. The figures below were supplied by Charleston County Sherriffâ&#x20AC;&#x2122;s Department: Incident types

2011

2012

2013

Domestic calls

113

305

Domestic reports written

145

In response to the escalating number of domestic violence reports in the city and county of Charleston each year, local officials instituted the Charleston County Criminal Domestic Violence Court. The court is responsible for handling all incidents of domestic violence specifically within Charleston County, and its development was largely done to speed the conviction and punishment of those who had taken violent action against a spouse or other loved one. The court has seen domestic violence rates rise during the time that has ensued since its creation, with roughly 70 more cases year over year over the past three years. That's a significant number of new cases, especially in a county where domestic violence offenders can be specifically tried and punished by a court dedicated to the crime. Local officials are hoping that the court's swift action against offenders will, over a longer period of time, help to push the trend down and reverse the escalating number of cases each year. The figures for Johns Island certainly reveal the significance of the problem in the community. And the special case of domestic violence for undocumented Hispanics shows how the situation with resulting deportation can cause a crisis in the family and community. 30

RESEARCH QUESTIONS Specific questions were posed to the consultant requiring further analysis and were subsequently addressed by Katherine Duffy and Associates: 1. Is the availability of affordable day care a major constraint for our client base to find appropriate employment? Thus, is there a need? And is that need filled elsewhere? Child care is an important aspect of poverty relief in the Johns Island Campus service area, because many parents find themselves in low-income positions or working long hours, and have trouble affording quality child care. However, there are 92 child care facilities in the Charleston area (including John’s Island, James Island, Wadmalaw, and City of Charleston) approved by the South Carolina Office of Child Care Services; many of these facilities also offer reduced or affordable fees for child care. Further, the South Carolina Department of Social Services has initiated the ABC Child Care Program, which is a statewide system of delivering child care services under federal grants. The program works on vouchers, where those struggling to afford child care under the poverty line can obtain vouchers for payments to providers so parents can work. The ABC program also works to improve programs throughout the state, to make them more available and affordable to low-income families. Cost of Child Care in South Carolina Types of Care

Expense

Average annual fees for full-time care in a center 

Infant

$5,855



4-year old

$5,455



School Age Child

$2,995

Affordability (cost of full-time child care as a percent of median income) 

Infant in center, percent income for Married Couples



Infant in center, percent income for Single Mothers

28%

While the need for child care in South Carolina is an important social indicator, especially for low-income families, there are a great number of centers and child care opportunities in the Charleston area that are approved by the state and can potentially be utilized by clients of the Outreach services through referral. There also could be an opportunity for an individual to open an in-home child care service for a small number of children. These home care services are not subject to the same regulations and requirements as providers to the general public. 2. Is there a need for an after school program in our service area? Thus, are other programs available? If so, do they meet the needs of our client base? On Johns Island, St. John’s Community Education provides ‘Kaleidoscope’, an after school day learning program. While there is a charge for the program, there are scholarships available for those in need. On peninsular Charleston, CCSD offers after school programs through neighborhood schools. They operate on the same basis as the Johns Island schools. Through the school system there are a myriad of after school programs. In addition, St. Matthews Lutheran Church also offers enrichment after school programs for youth in downtown Charleston. While there are many programs available, the majority charge a fee – although scholarships are available. Thus, a major advantage of the program on the Johns Island Campus is that there is no charge (this was expressed in an interview with a client as a major factor). Further, the faith-based foundation of the organization adds uniqueness to its programs and services for youth. 3. Is there a need for expanded GED education? Thus, what other programs are available in our service area and how do they meet the community need? The GED program on the Johns Island Campus is the only one on the islands. There may be a need for an evening program; however, CCSD Office of Adult Education provides funding for GED preparation. Currently, there are no funds available for an additional program. Downtown Charleston has many GED programs available. These include Trident Literacy, St. Matthews Lutheran Church, programs in the elementary schools, Crisis Ministries, and St. Julian Devine Community Center. There is also an evening program available in West Ashley. 4. How much demand is there for additional dental service for the poor of the island community? Thus, do we need to extend hours to meet unmet need? There are about 4 to 6 people a month who cannot receive emergency dental care at the clinic. The emergency clinic is open to all, regardless of residence or financial status. Regular care is provided by appointments and the demand seems to be met in this area. 32

There is a walk-in clinic at MUSC Dental School that could provide emergency care to those not in the service area of the Johns Island site. There is a nominal charge for those services. Thus, if dental care were to be limited to the service area, there may not be a need to turn away patients for the emergency clinic. 5. Is there a need for older adult services in the existing service area? Thus, what services are currently available? Are they full and is there an unmet need? In the service area for Neighborhood House and the Johns Island Campus, there is a high percentage of older adults, and they often have a myriad of needs. According to a needs assessment by the Trident Area on Aging, seniors need medical and general transport, senior center activities, help with home repairs, fitness program, meals, and supervision. The agency also reports that South Carolina ranks 2nd in the nation for hunger in the senior population. On Johns Island, Sea Island Comprehensive Health Care Corporation offers a variety of services. These include adult day care and a â&#x20AC;&#x2DC;Caring at Homeâ&#x20AC;&#x2122; program for individuals unable to perform daily activities. They also provide daily activities for seniors. Currently, they have about 20 individuals enrolled in their senior program, and they could care for 45. Funding for the programs is provided through Medicaid, grant funds, and Community Long Term Care. Wadmalaw Community Center has a senior care program and special events for the elderly. There is also a Sea Islands Meals on Wheels program. The Charleston Area Senior Citizens Center (CASC) serves downtown Charleston as well as the islands. The Center provides a food pantry, benefit bank and commodity box program, and assists homeless and poor seniors. It also has an economic security center for those 55+ and there are no income guidelines. Meals on Wheels is run by the Center (CASC). In 201, 123,600 meals were delivered in the area; 10,295 were served at the Center and 10 meals delivered to the Johns Island and Wadmalaw area. In its last report there were over 200 names on the waiting list for delivered meals. St. Julian Devine Community Center also provides exercise and enrichment classes for senior citizens. Respite care (support for caretakers) is provided at St. Mathews Lutheran Church. There is a fee of $25 that includes breakfast, a snack, lunch, and activities. Considering that South Carolina is ranked 2nd for hunger in the senior population, also that there is a waiting list for area Meals on Wheels programs, and that community assistance to the elderly population has been constrained by the focus on children, there appears to be a real need for assistance in providing meals for the elderly. 6. Should we expand our ESL program? Who else in our community provides such a service? Is there an unmet need? 33

On Johns Island, the ESL program appears to meet current demand for English instruction. There is further demand for services from the Ravenel/Hollywood area who want to attend classes at the Johns Island Center (5-6 people per trimester). Also, there may be a need for increased child care for the evening program, as sometimes clients arenâ&#x20AC;&#x2122;t able to attend class because the child care program is at capacity. In the city of Charleston, St. Mathews Lutheran Church appears able to meet the demand for ESL classes. 7. At the current time, based on proposed immigration legislation, can we reach any conclusions about the likely impact on any clients that may be undocumented? While there is no current immigration legislation, we can assume that if laws are passed, it is likely that one requirement will be that the immigrant must learn English. Thus we could expect an increased demand for our ESL program. There may also be a greater burden on the teachers as their assistance is sought on navigating issues raised by the law. In the Charleston area there is a lack of accessible immigration attorneys. Catholic Charities currently has one bilingual immigration attorney and the demand is so high that it is often impossible for people to get appointments. As a result of this high demand, many people, often posing as lawyers, have had the opportunity to take advantage of immigrants and capitalize on their desire for legal status. Even when someone is eligible for a program such as DACA, their inability to pay the exorbitant legal fees often leaves them unable to take advantage of their rights. As a result, immigration assistance has become inaccessible to immigrants of low socioeconomic status. There is an overwhelming need for high quality, low cost, trustworthy legal aid for immigrants in the Charleston area. The following are issues commonly faced by immigrants â&#x20AC;&#x201C; including undocumented immigrants â&#x20AC;&#x201C; in our community: Legal immigrants in SC get government benefits if they meet income requirements and have a green card proving their lawful permanent status for five years. Otherwise they must fall into one of the following groups: refugees /those with asylum status; Cubans or Haitians who meet certain rules; domestic violence victims with a Violence against Women Act application pending; or certified victims of human trafficking. Undocumented Immigrants can get benefits for a child who is a US citizen. Non-applicants do not have to give information about their immigration status when applying for benefits for their child. These are: SNAP, Medicaid, TANF, SSI, and housing benefits. Work Issues Undocumented workers are vulnerable and often exploited. They are often victims of unpaid wage, dangerous conditions, discrimination, and labor law violations. Commonly they are denied minimum wage and overtime protection, the right to health or work benefits, workers compensation, and discrimination. 34

Driving Issues In South Carolina, undocumented are denied drivers licenses with the exception of DACA (Deferred Action Childhood Arrivals) which allows immigrants under 30, with certain restrictions, to get a license. In SC, a police officer can ask for proof of legal documentation if they have â&#x20AC;&#x153;reasonable suspicionâ&#x20AC;? that the driver is in the country illegally. This could lead to deportation.

INTERNAL ASSESSMENT COMMITTEE An assessment of the capabilities and available resources is essential to charting a course for the future of Our Lady of Mercy Community Outreach Services. Under the leadership of Frank Cassidy, the Capacity and Capabilities Committee and Katherine Duffy and Associates addressed this issue by summarizing the capabilities and resources in use by program area. The primary entrance into OLMCOS is through the provision of emergency help, providing monetary and other support for those in need. In addition to emergency help, at Neighborhood House, services are often sought after receiving a meal at the Soup Kitchen.

Direct Services on Johns Island OLMCOS assistance services are provided in three areas (food, clothing, and financial assistance) both on Johns Island and at Neighborhood House. Food Pantry The Food Pantry is staffed primarily by volunteers, with employees doing the purchasing and providing direction. The program appears to be adequately funded after consideration of direct donations, and the space appears to be adequate to the need. The most recent annual figure for the Food Pantry shows that 792 families were served. Clients can come for help at the Pantry once every 3 months. The federal government-funded senior food box program requires a couple of volunteers one afternoon per month, and is supplemented with donated food beyond what is provided by the government. The federal program (US Department of Agriculture) does not require eligibility beyond age. In July, 2013, 70 seniors came for the USDA food boxes; in August, 74, in September 70 seniors. Direct budget cost for all the food programs is $12,755. Within the service area, there are several churches that have food pantries: Hebron Zion; Rural Mission; Stono Baptist (home deliveries); Promise Land Episcopal; Rockville Presbyterian (meals on wheels). There may well be other food support programs on Johns and Wadmalaw 35

islands. On James Island – within the service area – James Island Outreach provides food support. The organization is supported through funds and volunteers from churches on the Island. Clothing The Clothing Room is also staffed primarily by volunteers. Space is limited to the extent that donations must be confined to seasonally appropriate items. However, the facility and clothing donations are adequately sized to the needs of clients. There are few requirements for access to the Clothing Room, and they always have a good supply of clothing. Clients can come every month for clothes. The Clothing Room is an avenue for residents to get to know the Johns Island Campus. Also, some clients volunteer their time at the Clothing Room. Recent figures show that 1,170 families were served in the 2012-2013 fiscal year. Goodwill on Johns Island has a clothing store, but there is a cost. Vouchers are available for those who can’t afford to pay personally. There is also a Goodwill store on James Island as well as a free clothing assistance store, Closet Treasures Thrift Store that sells or donates clothes and furniture to people in need. Financial Assistance Assistance consists of direct dollar payments to agencies on behalf of clients for basic needs. While utility payments are the largest category, payments are also made for a host of other needs including rent, transportation, and funerals . This program has limited funding; however, the Johns Island site does not have to turn people away because of a lack of funds. In FY 2012/2013, direct assistance vouchers totaled $35,763. Utility payments are usually the greatest need for assistance. FEMA funds are also available on a limited basis for rental assistance. Under this program, the rent is paid for the full month. Clients receiving funds are required to take a budgeting class. This is a one hour class that has as its objective, helping clients budget their funds so they won’t have to continue to seek financial help. Utility payments are usually the greatest need for assistance. In July, the profile of households requesting help included: 218 females, 132 males; 227 were African Americans, 79 whites, 42 Hispanics. Benefit Bank is a program used to determine benefits for which clients may be eligible. Charity Tracker is a software program widely used among non-profits that tracks the benefits clients may have obtained from the various organizations. This program also helps the organization maintain a data base on its clients and provides an assist in referring them to other organizations. The James Island Campus also provides limited utility and rent assistance. 36

Education Services on Johns Island English as a Second Language (ESL) ESL classes are held for four mornings a week and for 2 hours two evenings a week (Monday-Wednesday or Tuesday-Thursday). Child care is available for those attending. Evening classes are limited by the needs for child care. Volunteers provide babysitting services for a defined number of children. If there are more than 15 children being cared for, parents are not able to take classes if their children must accompany them. Morning classes are oriented to child development and the issue of child care is not a problem. The ESL teachers often find that they function as social workers to the primarily Hispanic population that often seek help in everyday living issues as well as legal issues that sometimes occur. For the legal issues, the teachers refer the students to lawyers who can help Hispanic clients with issues they often face. The ESL program at the Johns Island Campus is the largest in the area with a track record of success. Classes are taught in a trimester schedule by 2 certified teachers, supplemented with volunteer support, to a primarily Hispanic population. Generally, the ESL program has 140 unduplicated clients. They report that they are able to meet student demand. Direct cost for the program is $105, 895. The expense for the Child Learning Center, which is intrinsic to ESL is $32,608. That makes the total ESL expense $138,503. While there is no cost for the program, a donation of $20 is expected from each student that helps cover the cost of the class. Monitoring of the ESL program is done by the Charleston County School District (CCSD) Adult Education and reported to the National Reporting System for Adult Education. All testing, program, and criteria are federal. The Johns Island ESL program meets and generally exceeds state standards. Local standards are higher than those of the state, and OLM usually meets or exceeds those also. According to the Director of CCSD Adult Education, Our Lady of Mercy community Outreach Services has made a commitment to â&#x20AC;&#x2DC;quality programming.â&#x20AC;&#x2122; St. Matthews Lutheran Church located downtown has the closest ESL program to that of the Johns Island site. The program provides child care and costs range from $80 (day) to $90 (evening). General Education Diploma (GED) GED classes are CCSD Adult Education programs, with OLMCOS providing facilities and supplies. Classes are held Monday and Wednesday from 9 to noon. During the 2012/2013 37

program year, 23 students enrolled and were pre-and post-tested (a standard for reporting). As of 2013, 13 students have received their GED. ‘ In January 2014, the test and the test taking process will change. The test will be changed with content based on standards in the Common Core curriculum, and it’s expected to be more difficult. In addition for the first time, all testing will be done on line. Again, this is expected to make getting a GED more difficult. GED classes are widely available – but not on the islands. Downtown they are available at the Outreach Learning Center (St. Matthews Lutheran Church) and other locations in peninsular Charleston. Yes, I Can (After School Program) The After School Program provides homework assistance from 3:30 to 4:30 during the school year. The program is fully funded by grants. For the most recent program year, 33 children participated. Consideration is being given to expanding the hours and including arts and crafts as part of the program. CCSD has Kaleidoscope, an after school program. There is a charge, but scholarships are available. Head Start is also available through CCSD. Sea Island Comprehensive Health Care Corporation is beginning a partnership with the First Steps Program for young children. It’s an early childhood development program for 2 and 3 year olds in Johns Island and Wadmalaw Island. It includes a Parents as Teachers program. CCSD Migrant Education initiative has several programs targeting kindergarten through grade 8 and a Home Literacy program that offers instructional services in reading, math, ESL, life skills, health education, and safety. There is also a program for Out of School Youth offered during evenings and weekends for young people who are not in school and do not have a diploma. Yes I Can (Summer Program) This program is a one week program in July conducted by volunteers (and in the past by both volunteers and staff) at a cost of $8,751, which was used mostly for supplies. The capacity for the program is 26 children. The CCSD Community School also has a summer camp that runs from June through August. It is available for ch8ildren ages 5 through 12. Campers can come for a week or all summer. Educational activities are also included. While there is a charge of $50, there are scholarships available for low income parents. Other Education Programs

The following are classified as enrichment programs. There is limited direct cost associated with these programs. 

Quilting Lives meets on Thursday mornings – conducted by volunteers – with an attendance of about 15 quilters. This program feeds the social need of the participants, with some coming from Hollywood and Mt. Pleasant. It is currently at capacity.



Budgeting is a program conducted on Tuesdays from 9 to 10 am. Those who receive financial assistance from OLMCOS must attend a session. For program year 2012/2013, 275 clients attended.



Financial Peace is a multi-week financial management program conducted several times during the year. There is a charge for the program and supplies. Forty nine clients (49) participated in 2012/2013.



Parenting is a part of the ESL and GED programs. The program is conducted twice a month in conjunction with the programs.



Yoga is conducted on Tuesdays from 9 to 10 am. Monday classes are also offered from 4:30-5:30pm to partners at local agencies in order to encourage building relationships. The ultimate objective of the program. Its objective is to get professionals and others who work on the islands to work out together and, hopefully, begin to network and learn about each other’s programs and initiatives.

Wellness Programs on Johns Island Dental Dental services are provided through a free clinic utilizing paid and volunteer professional dentists and ancillary care providers. The goal of the clinic is to relieve pain and educate patients on the importance of good dental care. In the beginning of the clinic, most of the care was to relieve pain. Currently, it seems that much of the care is now more in the tradition of routine dental care. Weekday visits are by appointment, with emergency visits seen the in the evenings on Tuesdays. These are limited and on a first come basis. Services are available only to those residing in the service area, except in the emergency clinic, which is open to those from other areas.

Visits to the dental clinic have increased almost 62% since 2008. Currently there are 4156 visits to the clinic (approximately 16 visits per day, for 252 service days per year). About twice a month, the emergency dental clinic reaches a capacity of 10 with 2 or 3 unable to be seen, so 4 to 6 patients a month are not able to be seen. The direct cost for dental services is $306,524 for 2014. Proving high quality dental care is costly – usually due to equipment. Computers were updated in June and July of 2013 but there is a need for a new panoramic x-ray. New drills are needed at a cost of $100,000. Most dental equipment needs to be updated and replaced on a regular basis; most equipment has a 6-8 year life span. A computation of costs for replacement over 20 years suggests total capital costs of $540,000. This equates to an annual capital cost of $27,000 for maintenance at current capital needs for professional services at current levels and at current cost (Patterson Dental; Dr. John Howard; Griff Hogan; Dr. Gerry King). OLMCOS Client Profile 2008-09

2012-13

Black

823

1520

Hispanic

1264

1362

White

459

1254

Other

There are 5 free dental clinics in the Charleston metropolitan area, but none in downtown Charleston. However, the Medical University of South Carolina (MUSC) has an emergency walkin clinic and a regular clinic by appointment. Services are by dental students, supervised by professional dentists. Fees are $13 to $46. About 40 to 50 clients are screened for the clinic, with most accepted. Women’s Services Obstetric (OB) and Women’ Healthcare (GYN) care are available at the Wellness Center. Roper Saint Francis Healthcare (RSFH) is a partner and sponsor of women’s services, providing staff, tests, and supplies. Equipment is also maintained by RSFH. All OB patients are screened for the dental program. The direct cost of women’s services is $85, 764. 40

The primary population receiving OB services is the Hispanic population. While services are supposed to be for those without insurance who live in the area, there is some concern that patients are coming from outside the service area. This may be the result of the Johns Island Center not charging for care. However, the number of prenatal clients has declined significantly. In 2008/2009, there were 100 new OB patients; in 2012/2013 there were 44. The reason for the decline in OB services is difficult to explain. An examination of DHEC (Department of Health and Environmental Control) statistics in the Johns Island zip code showed no increase in the number of women having babies without prenatal care. Thus, the assumption may be that the population of young Hispanic women in the area has declined. In the women’s health program (GYN), Hispanic patients declined from 1184 in 2008/2009 to [718 in 2012/2013 – a decline of 39%. White patients and African American patients remained relatively stable. Women’s Health Program Visits

2008-09

2009-10

2010-11

2011-12

2012-13

Hispanic

1184

1337

940

615

718

African American

White

Women’s health care is available at the Barrier Islands Free Clinic, but not prenatal care. And while women’s health care is available for those without insurance at other facilities, there is a nominal charge. The Franklin Fetter Family Health Center (Federally Qualified Health Center) and MUSC Northwoods may be able to provide care for the undocumented population.

Direct Services at Neighborhood House Food The Soup Kitchen at Neighborhood House serves lunch 5 days a week. It is staffed by 1 employee and about 90 volunteers per month. During the most recent program year, 47, 618 meals were served. There are no eligibility requirements. However, there are access issues with 41

clients that have mobility problems being served outside. In addition, the equipment is outdating and needs upgrading. This is a ‘legacy’ program with strong connections to ‘old time Catholics’ in Charleston. The budget for direct costs for 2014 is $89, 373. There was a survey conducted in June 2010 of 52 soup kitchen clients. The majority (32) were male. The significant findings were:     

41 or 78% come for lunch 3 to 5 times a week 7 go to the clothing center 3 to 5 times a week Most have lived in the community(30) 10 or more years; (17) 2 to 10 years 13 said they were homeless 37 or 71% said they had at least a high school diploma or more; 7 said they were college graduates.

Neighborhood House Pantry is staffed primarily by volunteers. During 2011/13, 2,156 bags of groceries were provided. A grant program funds 125 to 175 bags ‘weekend bags’ each week. The budget for 2014 is $17,050. There are various food pantry services in the Charleston area. Many of the sites are located in churches or partner with local and national food banks and assistance agencies. Some well knew providers include St Matthews Community Center, Episcopal Church of the Holy Communion, Charleston Senior Citizens, and Help of Charleston, which is a tele-service that arranges for delivery. Clothing The Neighborhood House clothing center is supported by volunteers and one part time employee. In program year 2012/13, there were 1297 visits to the clothing center with 150 people served monthly. It was estimated that between 50 and 100 of the center’s visitors were people who were homeless. A program connected with Neighborhood House is a laundry program with a nearby Laundromat, where every 2 weeks clients can wash and dry clothes. Financial Assistance Assistance consists of payments to agencies on behalf of clients for basic needs. While utility payments are the largest category, payments are also made for a host of other needs including rent, transportation, and funerals. Clients are seen by appointment, with about 1 or 2 individuals seen daily. In 2012/13, vouchers in the amount of $26, 842 were paid. For 2014, the direct cost of the program is budgeted at $89, 475.

Like the Johns Island Campus, financial assistance clients at Neighborhood House are required to take a budgeting class. Benefit Bank and Charity Tracker are also used by the staff for referrals and maintaining program data.

Education Services at Neighborhood House The education programs at Neighborhood House are informal and oriented toward one-onone tutoring. There are no charges for education programs. Subjects include GED preparation, computer literacy, sewing, art, and the Front Porch Library. Scheduled courses also include:    

Senior Citizens programs, 1st and 3rd Wednesdays of the month Parenting Classes, 1st and 3rd Tuesdays Crocheting on Mondays Book Club on Wednesdays

There is one manager (stipend provided by a third party) for the education programs. Approximately 18 volunteers support the programs, and monthly there is an average of 21 students. There are many education programs in the city that target low income residents. Trident Literacy is close to Neighborhood House and provides GED preparation. It is a self-paced program (like Neighborhood House) and charges $5 a month. Work Keys, a program that evaluates student preparation for certain types of work, is part of the Trident Literacy program. St. Matthews Lutheran Church, Sanders Clyde elementary school, and Crisis Ministries all have GED preparation programs with Work Keys as part of the programs. St. Julian Devin Community Center is a city of Charleston center close to the Neighborhood House area. It has many enrichment programs, but some have a small fee. GED classes are also offered there with the Work Keys component.

FINANCIAL CAPACITY COMMITTEE Assessing the financial capacity of an organization is one of the best tools available to understand the fundraising strengths of an organization and the challenges it faces as it strives to continue its mission and to reach its vision. Under the leadership of John Labriola, the Financial Capacity Committee worked with Corporate DevelopMint, a consulting firm that serves nonprofits, to develop a fundraising plan to help Our Lady of Mercy Community Outreach reach its goals.

During this Assessment, Corporate DevelopMint reviewed in-depth financial data that summarized fundraising progress in FY 2013. A board survey was conducted that included the Board’s view of the fundraising operation and their role in it. Corporate DevelopMint conducted individual interviews with the Executive Director and the members of the Board’s Development Committee. The review and research provided a wealth of information about the fundraising program’s successes, its challenges, and its internal procedures. The Following is taken from the Corporate DevelopMint Report to Our Lady of Mercy Community Outreach: Given what have in fact been a comparatively inactive major gift and a very limited annual gift fundraising program, Our Lady of Mercy has nonetheless consistently secured significant levels of support. That support underscores current donor commitment to the organization. Those fundraising venues that have the most potential to produce significant results (Annual Giving, Major Gifts, and Planned Gifts) have been only marginally active, with more energy being devoted to that venue that is least cost effective (Special Events). Program impact data is limited primarily to number of people served by each program. While that data is important, it represents only the most basic form of evaluation. With donors continuing to be very focused on meaningful impact as a deciding factor in their giving decisions, that lack of more advanced data hinders the ability of OLMCOS to make the strongest possible case. Programmatically, there has been a disconnect between the programs that occur on John’s Island and those that occur at Neighborhood House in downtown Charleston. For a variety of reasons, the John’s Island programs are much better known and the majority of donors focus on these programs (and reside on Kiawah and Seabrook.) Obviously, the challenge will be to expand the number of donors by attracting new donors to Neighborhood House rather than cannibalize the current donor pool that begins to split their giving focus. At present, the fundraising efforts for OLMCOS tend to be driven by Special Events, at least in the eyes of the volunteers (and, historically, the staff). While these events produce consistent support, they also have the lowest current and potential R.O.I, an almost universal difficulty with this fundraising approach. A special events-driven fundraising program is destined to be inefficient and ineffective in terms of total dollars raised.

Fundraising Plan of Action: Key Recommendations 44

A philanthropy plan is designed to secure the resources necessary for execution of an organization’s strategic plan. The evaluation of the impact of existing programs and the clear explanation of the potential impact of new programs can directly affect the ability of an organization to raise money. Donors want to know an organization’s plans for the future as well as its current R.O.I. before investing. 1. Review and revise the organizations Case for Support to incorporate, first, current programs, and, subsequently the programmatic goals outlined in the Strategic Planning process currently underway. 2. Over time, OLMCOS should grow its fundraising staff. Research continually shows a direct relationship between the sizes of an organization’s fundraising staff and the amount of money that is raised - provided they are focused on activities and assignments that raise significant money. 

First, as soon as possible, the fundraising staff should be immediately increased to provide: A full time Director of Development position. Their work should follow the duties described in the new job description

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Add a second full time staff member who will be 50% devoted to building a greater presence for OLMCOS among business and industry donors and 50% focused on identifying and securing grants from non-corporate foundations.

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Then as soon as increased revenues make it possible, the following additional positions should be added: One full-time Planned Giving Officer

3. Because of current limitations of time and workload on the small fundraising staff, the Board Development Committee and the Board of Directors as a whole must take a more active role in raising money for OLMCOS. Other interested volunteers are welcome as well. The following steps are recommended: 

Invite and conduct training of the Board in key fundraising principles and techniques. This effort will send an important message that each member of these leadership groups has an important role to play in fundraising.

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Each Board member should be responsible for accompanying a staff member on at least five cultivation or solicitation calls on prospects over the course of a year. Obviously, some members will be well suited for both types of visits while others will be most effective during cultivation or discovery visits. What is key, however, is direct 45

involvement by Board members in establishing relationships with prospective donors. In addition each Board member should introduce five new individuals or entities to the work of OLMCOS. This introduction should include a site visit and brief meetings with the Executive Director. ď&#x201A;ˇ

The entire Board should convene monthly for a period of six months to review lists of prospects and establish strategy to approach the top ones

4. Through peer review by the Board, data mining of the existing database, and recommendations by staff- lists of the top 10, 25, and 50 prospects for OLMCOS should be created as soon as possible. In collaboration with appropriate Board members, staff will design strategies to move these prospects through the process of cultivation, solicitation, and stewardship. 5. Two key areas of philanthropy currently existing but underutilized at OLMCOS are grants and corporate support. For the near term, both of these duties could be handled by one staff person. Besides staff involvement, volunteers - both on and off the Board can be extremely helpful in opening these doors and deepening the engagement. ď&#x201A;ˇ

The organization should move forward immediately on establishing a donor-centric planned giving program. In the depths of the past economic recession, the sector of giving that has kept growing is planned giving. Donors find that this form of giving requires no cash now but a much larger financial gift to their nonprofits of choice later. Only after significant gift traffic occurs would OLMCOS need to hire a full-time Planned Giving Officer.

6. OLMCOS should establish naming opportunities for various programs and components of its physical plant. These are excellent incentives for transformational gifts. The Development Committee should establish a draft list of naming opportunities that require substantial gifts. 7. OLMCOS should highlight donor profiles in all digital and print communications. In essence, these testimonials provide stories of how the gift benefitted the recipient as well as the donor. Their testimonials should also be used in direct mail appeals and on face to face calls to donor prospects. 8. If possible, economic impact data should be gathered that stresses the critical role of migrant workers on the Lowcountry farming industry. Since many of the service recipients of OLMCOS are employed as farm workers, the role of the organization in helping improve the health and quality of life of those workers is an important one. 46

9. OLMCOS should prepare a Guide to Giving that summarizes the many ways gifts can be made to the organization. This professional, quality publication will serve as a leave behind piece for visits with donor prospects. 10. In collaboration with the Executive Director and the Board’s Development Committee, the Director of Development should create a comprehensive, month by month advancement calendar for the year that describes all activity advancing philanthropy. 11. The Executive Director should assign a portfolio of prospects to all advancement staff members ranging from a minimum of twenty-five to a maximum of one hundred. This portfolio should consist of a mix of new prospects and current donors. Substantive contact with a prospect, either by phone, e-mail or in person, should trigger a contact report to be filed in the prospect’s database record. An important finding from previous analysis is that OLMCOS “should have the ability to achieve annual donation rates higher than currently achieved.” Essential to the plan is the establishment of expectations for annual revenue projections of the major sources of fund raising. Also, essential is the necessity of having full and active engagement of the Board of Directors in the fund raising plan.

SETTING PRIORITIES In a time of concern about the finances of the organization, it is essential for the leadership of Our Lady of Mercy Community Outreach to establish priorities for the services provided. The priority setting process began with an-in-depth review of the founding principles of OLMCOS and it mission and vision. Contingent with that vision is the concept of ‘systemic change.’ A review of what that means (The United Nations, systemic Change and the Vincentian Family) revealed the following ten principles, which we applied to our priority setting and to our Goals and Objectives:       

Vision: Where do we want to go?” Participation: Invite everyone to the table who has a stake in the outcome. Gather Data: Invite broad input to provide a clear picture. Identify Root Causes: Look for the causes of the problem(s). Network: Collaborate and engage in coalition building. Capacity Building: Provide training and resources. Design: Design a program or project that will meet the identified needs. 47

  

Implement: Put the project or program into action involving all stakeholders. Evaluate: Set up measurement criteria as an ongoing evaluation strategy. Foster Transparency: Invite participation.

THE PRIORITY SETTING PROCESS The Strategic Planning committee established the priorities for evaluating the programs and setting priorities. Underlying the criteria was the concept of ‘doing what’s needed and doing it the best we can.’ 

The program should meet critical community need There should be great demand, it should be a critical service, and there should be data to support it.

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The program should be unavailable elsewhere It should not be available in the service area or readily accessible to the population. If it is available in the area, it should be limited.

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The program should help move people out of poverty It is most significant if movement out of poverty is a primary objective of the program. If not, it should be an incidental objective.

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The program should have volunteer support It is most significant if the program is run by volunteers, if not, it should have substantial volunteer support.

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The program should be cost efficient Each program was rated as high, moderate, or low cost depending on direct budget expense for the program, excluding indirect cost to the program. Programs on Johns Island

Cost

ESL and GED

Moderate - $146,500

Yes, I Can

Low – $10,500

Direct Services

Moderate - $109,563 48

Food Pantry/ Clothing

Low - $12,755

Dental program

High - $306.824

Women’s Health

Moderate - $85,764

Programs at Neighborhood House

Cost

Adult Education

Low *

Direct Services

Moderate - $89,475

Food Pantry

Low - $17,050

Soup Kitchen

Moderate - $89,173

Clothing Center

Low *

* Operate at virtually no direct budget cost Two meetings were held to establish priorities for the programs offered by the Johns Island site. A priority setting exercise was followed by each group. Group 1 was comprised of the members of the Strategic Planning Committee Group 2 was comprised of key staff and several members of the Board of Directors. The results in each case were the same, which gave us assurance that the chosen priorities reflected the opinions of the majority of board, committee, and staff stakeholders.  Highest Priority – The Dental Program  2nd Priority – English as a Second Language (ESL) and GED  3rd Priority – Soup Kitchen at Neighborhood House  4th Priority – Direct Services at both locations

GOALS AND OBJECTIVES The Goals and Objectives of Our Lady of Mercy Community Outreach were chosen by the 49

Strategic Planning Committee based on the research findings, chosen priorities, and the principles of our vision as incorporated in systemic change. Goal 1 We will know our clients. Rationale: OLMCOS will develop and maintain an accurate data base and profile of its primary clients. Accurate data are needed to provide for funders and to develop appropriate plans and programs. Objectives:     

Review all services and assure alignment with Mission, Values, Vision and Founding principles Develop a plan of correction for those services that do not promote empowerment of clients. Research and identify best practices for increasing client self-efficacy. Develop educational plan for staff volunteers and donors on service philosophy. Develop a marketing campaign highlighting success from participation in programs.

Goal 3 We will collaborate with other organizations in the community.

Rationale: OLMCOS will collaborate with other organizations to provide needed and improved services. We will build on our existing collaborations with organizations and programs and our history of bringing organizations together. Objectives:    

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Using the strategic plan as a foundation, facilitate a conversation with other organizations on the unmet needs of the service area. Develop a unified approach to unmet needs Develop a plan of action to increase conversations among partner organizations including staff and board members. Identify group projects to be planned and implemented by partner organizations. (for example join resources to organize and conduct a community needs assessment in 3 years, work together on a joint grant) Continue to provide leadership and support for the Sea Islands Interagency Committee. Identify similar opportunities for the downtown service area.

For each service, identify outcome measures that indicate that movement towards positive goals is achieved. Develop customer satisfaction tools for each service Identify or develop measurement tools for each service 51

       

Develop an implementation plan and timeline for collecting outcome measures Develop plan to track and analyze outcome measures and customer satisfaction results. Assess services/programs annually to incorporate any enhancements needed as a result of analyzing outcome measures and customer feedback. Develop a strategy to review units cost of services and benchmark with similar programs. Periodically research and identify best practices for services and determine if appropriate and affordable to integrate into our current services and programs. Identify professional training needs for staff targeting improved efficiency and effectiveness and develop an implementation plan with outcome measures. Increase use of volunteers and interns as an extension of staff and to increase reach to clients. Develop and implement capital replacement plan and schedule for organization

Goal 6 We will increase resources. Rationale: OLMCOS will focus on increasing its resources through a sustained program of development to promote and sustain services. Objectives:        

Develop a comprehensive annual development plan for each fiscal year including strategies, milestones and evaluation criteria. Develop, implement and measure a planned giving program Develop and implement protocol for development committee to conduct an annual assessment and review of the development activities. Identify and set specific financial goals for each development activity Develop, implement and evaluate comprehensive annual marketing plan Develop specific plans to increase in-kind donations for food programs as well as other services Annual review to identify opportunities to reduce expenses Develop and consistently implement plan to address suggested donations for services and programs

Objectives:       

RECOMMENDATIONS Throughout the strategic planning process, the consultants have both gathered information to present to the Strategic Planning Committee and based on their experience, used the information to develop the following recommendations for the Board of Directors. A major comment we frequently heard was that “OLMCOS is being taken for granted.” Clients should not always expect that they there is ‘no charge.’ Those that can’t pay should ‘give back’ in some way. These comments are those like them were heard from all quarters. It may be that the principles underlying the concept of mission and what it means should be evaluated, especially in light of the vision of ‘systemic change’ and budget constraints. Neighborhood House, its service area, its history, and its volunteers are distinctly different from the traditional Johns Island Campus. Combining the two organizations together in a positive way can be expected to be a challenge. Our recommendation is to build a very strong 53

advisory council that will represent services of wellness, education, outreach, and direct assistance for both the Johns Island Campus and Neighborhood House, and challenge it to recruit even more volunteers and supporters; particularly, supporters who would be active financial donors. With its history and its current volunteers, there is a strong base to build upon and to help the Neighborhood House efficiently and effectively provide its services to the very needy population of its neighborhood while retaining the image it has in the community. The vision of systemic change presents a challenge to organizations to be very effective in supporting individuals as they seek self-sufficiency. Entrepreneurship is the traditional American way of achieving that goal. Many of the newly arrived come with that goal, and many of the existing residents have strived to achieve this goal throughout the history of the service area. Drawing on the obvious expertise of the Board of Directors, OLMCOS might consider ways to help develop a program that would help clients start their own businesses. In home child care, transportation providers, micro farms, special crafts are all areas that might be considered. The Barrier Islands Free Clinic and the Wellness House are in many ways sister organizations. They have the same requirements for its clients, are supported by the same organization (Roper St. Francis Health Care), and are located in close proximity. At this time, Wellness House has underutilized physical space and Barrier Islands has the need for additional space, and this presents an opportunity for collaboration. Our Lady of Mercy Community Outreach Services is justifiably recognized for its ability to collaborate with other organizations. While it is striking how many of the communityâ&#x20AC;&#x2122;s needs (on the sea islands) that existed in 2005 remain its primary needs today, the possibility of OLMCOS bringing other organizations together in a concerted effort might help address some of them. And one of the most significant community issues concerns substance abuse and the often resulting issue of domestic violence. The completion of the strategic plan is not the conclusion of the task. It must be implemented, evaluated, and periodically reviewed. The plan is flexible, so the entire plan should be reviewed for changes or additions on an annual basis. It must also be monitored on an ongoing basis. It is up to the Board to select the most feasible method. Whether there is an individual monitor or an ad-hoc committee charged with the responsibility, it should be reviewed for compliance with the tasks and timeline and to ensure that it meets or is on the path to meet its measurable objectives. The Our Lady of Mercy Community Outreach Services

staff also has responsibility for implementing the plan, however the ultimate responsibility belongs with the Board of Directors. Strategic planning also assumes that an organization will be responsive to a dynamic, changing environment. A common assumption in the nonprofit sector is that the environment is indeed changeable, often in unpredictable ways. This plan is geared toward a vision of 3 or more years, but with full acknowledgement that external forces may necessitate a change in direction and vision. Thus a strong recommendation is that Our Lady of Mercy Outreach Services periodically, perhaps every other year, review the plan for its ongoing relevance to the broader community and its needs, and make adjustments to ensure its continued relevance and utility. Strategic planning stresses the importance of making decisions that will ensure the organizationâ&#x20AC;&#x2122;s ability to successfully respond to changes and move forward toward its vision of the future. We believe the Board of Directors and the staff will implement and wisely monitor the strategic plan.

APPENDIX 1. Resource Chart 2. Internet Survey Form 3. Committees and Their Charges