Strategic Planning Session 3

1. Strategic Planning Session 3 Presented by: Jimmie R. Alford, Founder & Chair Emily Lohse-Busch, Client Service Associate

2. Strategic Planning Participants • Strategic Planning Taskforce (Board and Staff) • Staff • Advisory Committee

3. Strategic Planning

4. Mission, Vision, Values Why we exist, what we aspire to be, principles that guide our work More Permanent More Broad Organizational Objectives Large-scale goals defining what we want to achieve Strategic Directions Broad plans for how we will achieve our Objectives Action Plans Detailed descriptions of timelines and responsibilities for carrying out our Strategic Directions More Temporary/Adaptable More Specific

5. Strategic Planning FrameworkCompilation of Ideas from Strategic Planning Taskforce and H.O.M.E. Staff Retreat

6. Vision Statement for Consideration HOME is an innovative model, creating opportunities for low-income older adults to live with dignity in community.

7. S.W.O.T. Analysis (Internal) Strengths Weaknesses • Low visibility and brand awareness • Lack of understanding among broader population regarding complete array of service offerings • Limited and narrow resources • Historical reliance on bequests • Narrow program recognition (overly identified with 1 program) • Aging buildings with no reserve funds • Internal view of HOME • 25 year successful history • Unique array of focused service offerings • Experienced and dedicated staff and Board • Loyal donor base • Resilience • Entrepreneurial spirit

8. S.W.O.T. Analysis (External) Opportunities Threats • Expand service offerings to meet the needs of the growing aging population • Build capacity to increase client base • Increase market presence • Diversify funding opportunities • Strategic collaboration • Build and broaden resource base • Promote HOME model • Create alternative income streams (i.e. HOME model for other organizations) • Growing interest in geriatric service providers • Increased competition • Fragmented marketplace • Overdependence on a single funding source (i.e. government funding) • Economic downturn • Internal staffing structure (little opportunity for upward movement) • Lack of risk management (buildings, succession planning, disaster planning, business interruption) • Availability of service providers may be reduced (physicians, social workers, etc.)

9. S.T.E.P. Analysis Technological Social • The aging population is growing, and will continue to grow for the foreseeable future • Technological advancement increases seniors’ ability to remain independent • Because of lifesaving technology in medicine, people are living longer, and require care for a longer period of time • Online technological advances for older adults are not as applicable for low income older adults • Increased ability for preventative testing Political Economic • Recession economy is extremely impactful to seniors, and will increase the number of underserved people in the aging population • Economic downturn may lead to shrinking in overall philanthropic support • Health care policy is in flux, and will be especially impactful for this age demographic • Uncertainty around policy • Aging population has a great deal of political power

10. Organizational Objectives • Build, manage and secure physical and human resources • Build, manage and secure financial resources • Develop and implement a strategic marketing and communications plan • Identify and utilize strategic collaborations to maximize impact for clients • Deepen and broaden service offerings to maximize independent living with dignity in community

11. Organizational Objective 1: Build, manage and secure physical and human resources

12. Objective 1:Comments and Feedback from Advisory Committee • Use other organizations as benchmarks for HR best practices • Salvation Army • Sharing Connections • United Way

13. Organizational Objective 2: Build, manage and secure financial resources

14. Objective 2:Comments and Feedback from Advisory Committee • Look into endowing a program (maybe the moving program?) • Risk Management – look into engaging someone who may be able to assess the unique risks of HOME • More formal risk management analysis • Liability issues – injury, theft, etc.

15. Organizational Objective 3: Develop and implement a strategic marketing and communications plan

16. Objective 3:Comments and Feedback • Present this process at an American Society on Aging roundtable

17. Objective 4: Identify and utilize strategic collaborations to maximize impact for clients

18. Objective 4:Comments and Feedback from Advisory Committee • Build database of referrals and resources • Advisory group could transition to permanent Advisory Committee • Public policy and advocacy need to be considered • Seek engagement or affiliation with targeted collaborators (examples): • Chicago Rehab Network • Coalition for Homelessness • C.H.A. (Lewis from CHA) • Illinois Housing Development Authority • AASHA – services and housing Institute for Future of Aging Services • CLESE • Lakeview/Lincoln Park Village • Northwestern ABCD Institute • Interested funders • Need to define the specific criteria for collaborations • Public Policy and Advocacy side • Service delivery side (Direct Service) • Training

19. Objective 5: Deepen and broaden service offerings to maximize independent living with dignity in community

20. Objective 5:Comments and Feedback from Advisory Committee • Social worker supervisor could be shared with another organization • Look to collaborate with organizations where people move-in and downsize and may be wanting to donate furniture and appliances • ABT • The Admiral • Consider developing a web site for furniture matching • Take more of an intermediary role • Greenhouse concept – Particularly with low income • Explore in Illinois

21. Next Steps • Recommend that the Board of directors accept this strategic planning framework • Upon Board acceptance, begin implementation phase: • Recruit action leaders for each strategic direction • From staff and Board • Develop budget for FY ‘11, both with current resources and with additional resources

22. Strategic Planning Taskforce Participants • Jimmie Alford • Caren Arden-Tabani • Tony Augustine • Deborah Bass-Petranek • Kimberley Blanding • Maree Bullock • John Fischer • Pam Gecan • Marion Goldfinger • Utica Gray • Mary Beth Hardy • Kevin Horan-Bussey • Mike Laz • Emily Lohse-Busch • June McKoy, MD • Bruce Otto • Loretta Reed • Patty Rooney • Ray Rusnack • Dhiren Shah • Jennifer Shimp • Dennis Snipe • Janet Takehara

23. Staff Retreat Participants • Anastasia Jakubiak • Johnny Jefferson • Clement Lalor • Michael Laz • Lisa Leland • Mary Mirjana • Andy Nieves • Karen Okwu • Bruce Otto • Natalie Archie • Caren Arden-Tabani • Andre Barnes • Shirley Ellis • Judi Gootes • Utica Gray • Jesse Haley • Sarissas Harris • Kevin Horan-Bussey • Liz Paturzo   • Luis Perales • Avery Reed • Oscar Sanchez • Pascal St. Clair • Janet Takehara • Mary Willis

24. Advisory Committee Participants • Glenn Brichacek – President/CEO, The Admiral • Walter Burnett – City Alderman • Irene Frye – Executive Director, Retirement Research Foundation • Robyn Golden - Director of Older Adult Programs, Rush University Medical Center • Juanita Irizarry – Program Officer, Chicago Community Trust • Jon Lavin – AgeOptions • Steven McCullough – Executive Director, Bethel New Life • David McKnight – H.O.M.E. Client • Dennis Sonnenberg – Executive Director/CEO, British Home

25. Chicago 847.425.9800 Hartford 860.409.2560 Seattle 206.548.0451 Thank you for this opportunity!