Inter-Faith Community Services

Strategic Plan 2014-2016 Approved by the IFCS BOD September 23, 2014

This document is a 3-5 year road map for organizational development. Likely challenges and opportunities the organization might face over the next 3-5 years are outlined with identified timelines and outcomes. Table of Contents

Introduction------2

History------2

Organizational Goals------2

Trends------3

Assumptions------3

Review and Assessment------3-4

Summary of Goals and Objectives Goal #1------6

Goal #2------7

Goal #3------8-9

Goal #4------10

Goal #5------11

Appendix – IFCS Strategic Action Plan Provide effective advocacy on behalf of our clients Goal #1------Appendix Page 1

Improve Communications at IFCS Community Services Goal #2------Appendix Page 2-3

Ensure long-term fundraising viability and stability Goal #3------Appendix Page 4-6

Builds IFCS Infrastructure capacity to better serve our clients Goal #4------Appendix Page 7-8

Refine and Improve Program and Services Goal #5------Appendix Page 9-10

SWOT Analysis------Appendix Page 11

2 | P a g e Introduction The Board of Directors and Staff Integrated Family Community Services (IFCS) developed this strategic plan. It provides IFCS with a three-year roadmap for supporters, services and organization development. The Board of Directors and staff will review progress annually and review and update the plan as needed.

The plan was guided by the Strategic Planning Committee, consisting of the Executive Director, the President and the Director of Development as well as other board members. This committee assessed both the challenges and opportunities the organization is likely to face over the next three to five years and set the context for the choices reflected in this plan.

History In 1964 in response to growing community needs relating to serving the working-poor, indigent and home bound elderly in South Metro Denver, leaders from all segments of the community – led by Inter-Faith founder Maida Navis – came together in what was and is truly a community- based effort to form Inter-Faith Task Force for Community Services (now Integrated Family Community Services). Starting with simple programming designed to meet the basic human needs of food, clothing and shelter, Inter-Faith has grown into the largest emergency and continual support systems in South Metro Denver for low-income families, children, seniors and the homeless. IFCS is dedicated to providing services that bridge the gaps between crisis, survival and independence. In 1968 IFCS was designated the “official poverty organization” in its service area and together, with the board, staff, volunteers and community support, the organization has served numerous low- income persons since its inception. With the philosophy of a hand up, not a hand out the organization strives to support its clients in every phase of their climb to self-sufficiency and success. Mission Statement Integrated Family Community Services provides basic human services and enrichment programs to low-income people using community resources. Inter-Faith fosters self-sufficiency and respects the dignity of each client. Inter-Faith serves the people of Centennial, Englewood, Glendale, Highlands Ranch, Littleton, Lone Tree, Sheridan and unincorporated Arapahoe County.

Organizational Goals  Integrating services for the most benefit to clients  Helping Families get back on their feet by offering them a hand up, not a hand out  Recognizing Community support is essential to IFCS’ success  Providing a range of Services to meet clients’ needs

Trends 1. The working poor, families with two incomes but still below the poverty level, will continue to increase.

3 | P a g e 2. Clients paying off medical bills for catastrophic diseases will continue to access IFCS for programs and services.

3. The immigrant Latino population is growing fast in the U.S. and Colorado, as a result, the need for assistance for this group will increase the need for IFCS’ programs and services.

4. The number of children requiring IFCS Enrichment Programs (Ready, Set, School!, school supplies, and holidays) will continue to increase. Facility and infrastructure will limit growth in program.

5. Transitional housing supportive services has been cut by the government, as a result, the burden to provide these services will fall on IFCS.

6. With limited affordable housing in western Arapahoe and northern Douglas Counties, the need for homeless prevention services will continue to increase.

7. The number of older persons is growing fast, and those on a fixed income will continue to increase.

8. As natural disasters across the county occur and donations continue to be diverted to these causes, this will affect IFCS’ bottom line.

9. Smartphones are a much cheaper alternative than a laptop or computer for clients. The need to embrace mobile technology to communicate with clients will be important.

10. Donors are becoming savvier and more selective about their donations. Many are still giving, however, they are more selective, and some may not give as much because of economic confidence.

11. Although we are seeing a slight generational shift in donors, building a personal message and taking personal care is the key to maintaining long range donors.

12. Converting volunteers and small amount donors to continuous donors is key to increasing individual donations.

13. IFCS will continue to be perceived as a church or faith-based organization.

Assumptions

4 | P a g e 1. IFCS staff and Board will continuously evaluate client needs, existing programs and available IFCS resources to ensure the needs of clients are met successfully and effectively.

2. As IFCS’ service area population increases, IFCS will continue to service an increasing client workload and will stretch IFCS’ existing infrastructure to service as many clients as it can.

3. IFCS will continue to increase revenue from fundraising events to balance client increase and declining resources. Nibbles and Sips, connect with more corporations and businesses. Mini-golf, engage more teams via service clubs, businesses and churches.

4. IFCS will continue to collaborate with other organizations and agencies in order to provide needed services for IFCS clients.

5. IFCS will maintain diversified funding sources to weather economic storms.

Review and Assessment Strategic Plan task deadlines will be reviewed by the directors on an annual basis with staff. Directors will report to the board of directors on an annual basis.

The strategic committee will report to the full board of directors the progress of the strategic plan on an annual basis also.

The full board of directors will review the entire strategic plan on an annual basis and make changes, as needed.

Current Funding Sources IFCS works to maintain a diverse funding base. Main sources of income are from individuals, foundations, businesses and churches. For the fiscal year 2014-2015 budget revenue is divided as follows:

 Individual Contributions $115,343  Foundations $150,000  Government Grants $310,254  Business Contributions $7,000  Church Contributions $35,000  Workplace Giving $12,500

Partnerships

5 | P a g e Collaborative partnerships and networking will best utilize limited resources within Arapahoe and Douglas County and will maximize self-sufficiency opportunities for IFCS clients. IFCS will continue to strengthen current partnerships with local businesses, corporations, counties and municipalities. In addition, IFCS seeks opportunities for positive partnerships with other human service providers, whether governmental or non-profit, when opportunities exist and they coincide with IFCS mission.

Important Communities This three-year strategic plan will allow for the IFCS to examine its outreach to populations throughout the counties and evaluate ways to better serve the entire county within the scope of our mission.

Summary of Goals and Objectives

6 | P a g e Goal #1: Provide effective advocacy on behalf of our clients.

OBJECTIVES 1. Develop a Public Policy Advocacy Program IFCS needs to educate and inform public policy makers, at all levels, about the issues that impact our client base and/or our ability to serve them. By doing so, policy makers on all level of government will be more aware of issues that impact populations served by IFCS. This includes county commissioners, state legislators representing Arapahoe and Douglas Counties as well as local and municipal officials.

Sub-Objective A: Meet with county and city leadership annually to develop closer relationships with policy makers.

Sub-Objective B: Monitor niche in community

Sub-Objective C: Educate and inform public makers at county and city level about issues that impact IFCS’ clients.

2. Increase IFCS advocacy effort to the public Opportunities exist to bring in partners from the general public. But, we have sub categories within our communities that can be cultivated and expanded. It is important to dedicate effort and resources to expand support levels within these groups in specific and the general public at large.

Sub-Objective A: Review the way policies are administered – inclusion and engaging those that are essential to IFCS’ mission.

Sub-Objective B: Reach out more to business/corporate community about mission/needs/issues.

Sub-Objective C: Reach out more to community groups about issues.

Sub-Objective D: Reach out more other non-profits about issues.

Goal #2: Improve Communications at IFCS

OBJECTIVES

7 | P a g e 1. Improve Internal Communications Providing a means by which volunteers, staff and board members are given timely and relevant information will support their role in advancing IFCS’ mission. Also, it is important to create better understanding among volunteers, staff and the board as to how organizational decisions are made, how their input was used, and how those decisions will affect their work. By doing so, volunteers, staff and the board can improve as communicators within the organization.

Sub-Objective A: Volunteers

Sub-Objective B: Staff

Sub-Objective C: Board of Directors

2. Improve External Communications IFCS can increase awareness of its mission and work in the metro area via greater visibility. Increased media coverage and consistent messaging, will allow the community to better understand what IFCS does and how they can become involved.

Sub-Objective A: Media Relations

Sub-Objective B: Donors (All Funding Sources)

Sub-Objective C: Marketing/Public Relations

3. Collateral Materials It is important to examine and update, when needed, all existing IFCS marketing pieces for relevant look and messaging.

4. Crisis Communications and Succession Plan It is essential that IFCS has a crisis management plan in place in the event that such an event was to occur. Such a plan will allow the organization to respond to circumstances instead of react.

5. Social Media & On-Line Communications With the advent of on-line technologies, IFCS can utilize them to communicate more effectively and timely with certain constituencies.

Sub-Objective A: Communicate more effectively with constituencies through email, blogs and social media.

Sub-Objective B: Website –Center of information and fundraising. Goal #3: Ensure long-term fundraising viability and stability OBJECTIVES

1. Strengthen the IFCS Board of Directors

8 | P a g e Diversity in skill sets, experience, expertise, and viewpoints and gender will make a stronger Board of Directors and will further the mission.

Sub-Objective A: Recruitment Requirements and Retention

Sub-Objective B: Strategic Planning

Sub-Objective C: Organizational Depth

Sub-Objective D: Develop Understanding of Nonprofit Management

2. IFCS will ensure long-term sustainability in regards to non-profit business development.

Build IFCS’ Business Development Committee Strengthening the Business Development Committee will allow us to build individual and corporate relationships to strengthen the financial health of IFCS. Currently, only 50% of the budget of IFCS comes from corporate, individual church and service groups. Resurrect committee made up of individuals, corporate leaders and others that will help introduce IFCS’ mission and vision to potential “charitable investors” that can help IFCS grow in the next 3-5 years. The objectives for this committee will be maintaining a growing and diverse funding base for programs and operations.

Sub-Objective A: IFCS will increase support from businesses and corporations.

Sub-Objective B: IFCS will increase support from individuals. IFCS needs to increase individual donor support through the following strategies: adding new donors and diversifying the individual donor base.

Sub-Objective C: IFCS will increase support from foundations, particularly outside of Colorado.

Sub-Objective D: IFCS will seek out new funding opportunities from Arapahoe and Douglas Counties and cities within service area.

Sub-Objective E: Assess the organization’s capacity to run a capital campaign IFCS ability to run a successful capital campaign is a key component to its long-term sustainability. Key to a successful campaign is assessing organization’s ability and the community’s readiness to handle that commitment.

Sub-Objective F: IFCS needs a Planned Giving Program for long-term sustainability. IFCS needs a Planned Giving Program that includes a purpose statement, policies and procedures, promotional materials and an implementation plan.

9 | P a g e Sub-Objective G: IFCS needs a comprehensive Endowment Program for long-term sustainability. IFCS currently has policies and procedures for planned gifts. IFCS needs to develop a plan that includes a purpose statement vision for the endowment and a plan for growth.

3. IFCS name change In order to grow, it is essential that IFCS change its name in order to more accurately reflect its mission. The communications plan must reflect this change and manage the internal as well as external fallout regarding this important step.

IFCS needs to make sure that all development messaging is coordinated with the communications plan regarding the upcoming name change. The corporate, foundation, individual constituencies need to be personally attended to regarding this important step in IFCS’ future.

Goal #4: Build IFCS Infrastructure capacity to better serve our clients

OBJECTIVES 1. Develop the human resources capacity to meet the goals and objectives of IFCS’ Strategic Plan

10 | P a g e Sub-Objective A: Workforce Planning Ensure the ability of the workforce to successfully implement IFCS’ short and long-term objectives

Sub-Objective B: Diversity Promote and sustain a quality, diverse work force with the skills needed to achieve our mission.

Sub-Objective C: Employee Training Invest in human capital to improve effectiveness of the workforce

Sub-Objective D: Performance Management Review performance management system to maximize retention and motivation of staff by ensuring effective management systems are in place and integrated into organization

Sub-Objective E: Organizational Development Ensure an organizational culture that cultivates innovation, enhances the working environment, and is client centered

2. Develop technology capacity to meet the goals and objectives of IFCS

Sub-Objective A: Explore new technology for Enrichment Programs and existing programs and services

Sub-Objective B: In-kind Donation Systems and Procedures Review current in-kind procedures and make appropriate changes to meet IFCS’ current and future needs.

3. Build the organization’s financial infrastructure capacity

Develop a comprehensive Risk Management program Sub-objective A: Risk Management

Sub-objective B: Safety program

Goal #5: REFINE AND IMPROVE PROGRAM SERVICES

OBJECTIVES 1. Enhance Current Client Services: By reviewing and assessing appropriateness of all client programs, we can assess program effectiveness and outcomes. On-going adjustments can be made to insure continued quality service, by monitoring economic conditions and issues that could impact client conditions.

11 | P a g e Sub-objective A: Program Evaluation Food Bank, Clothing Bank, Rent/Mortgage/Utility Assistance, Ready, Set, School!, Holiday Programs, Transportation, Prescription, Case Management, and Special Events

2. Assess New Client Service programs Explore new program development will increase a client’s prospect of attaining self-sufficiency.

3. Increase collaborations, partnerships and networking for Program Services. Collaborative partnerships and networking will best utilize limited resources within Arapahoe and Douglas Counties and will maximize the self-sufficiency opportunities for clients.

Sub-objective A: Positive Partnerships Continue developing positive partnerships with Arapahoe and Douglas County Human Services, Arapahoe and Douglas County Workforce Centers, as well as other human service providers when opportunities exist and they coincide with IFCS mission.

4. Enhance Volunteer Program In order to provide the services and activities conducted by IFCS the services of many volunteers are needed annually.

Sub-objective A: Volunteer Recruitment

Sub-objective B: Volunteer Recognition

Sub-objective C: Volunteer Retention

12 | P a g e