MASONIC HOME FOR CHILDREN AT OXFORD

STRATEGIC PLAN2017-2021

TABLE OF CONTENTS

Executive Summary ..............................................................................................................................................Authorization ..............................................................................................................................................Mission, Vision, Quality, and Tagline.....................................................................................................................................Organizational Profile and History..........................................................................................................................................

History of MHCO ..............................................................................................................................................Description of Programs and Services........................................................................................................................Description of Service Population..............................................................................................................................

Organizational Mandates ..............................................................................................................................................Critical Issues and Challenges ..............................................................................................................................................Strategic Goals and Objectives ..............................................................................................................................................Appendices ..............................................................................................................................................

Description of Strategic Planning Process..................................................................................................................Assessment of Strengths, Weaknesses, Opportunities, and Threats ..........................................................................Gap Analysis ..............................................................................................................................................2017 Organizational Chart..........................................................................................................................................2017 Board Member List and Profiles........................................................................................................................2017-2018 Annual Plan ..............................................................................................................................................

Executive Summary

Building on the foundations of success, MHCO will use its strengths and opportunities for growth to fulfill our mission and reach toward our vision of the future. The strategic focus in 2017-2021 will be to demonstrate successful resident outcomes that will increase long term sustainability of MHCO. This Strategic Plan identifies the main strategies that MHCO will use in the next four years to increase sustainability, address challenges, and navigate threats to existence. The plan is based on an analysis of MHCO’s achievements to date, the strategic areas in which MHCO can have most impact in the future, and the organizational arrangements that best supports MHCO’s role and value as a residential child care provider. The Strategic Plan was developed through a collaborative process that included: interviews with key stakeholders, a survey to identify critical issues and core concepts of MHCO, internal and external literature reviews, and a retreat where 44 key stakeholders discussed the collected data and developed specific goals. During the strategic planning process, MHCO identified the main challenges facing families that utilize its services, issues involved in providing care, barriers to addressing these challenges, and key interventions that are needed. Over the next four years, MHCO will focus its work toward sustainability around three strategic priorities: utilization, community, and stewardship.

This document details many aspects of determining strategies to increase sustainability of MHCO. The first section details the mission, vision, and focus on quality. The next section provides an organizational profile to include the organization’s historical value, description of current programs and services, and a description of the current service population. Organizational mandates and critical issues and challenges are then outlined. Specific goals and objectives are detailed in the final section. Appendices contain a description of the strategic planning process, assessment of strengths, weaknesses, opportunities, and threats, gap analysis, the current organizational chart and board member profiles, and the first annual plan. Each year, MHCO will update the organizational annual plan to reach the main strategic goals. The annual plan will detail the responsibilities of each department and committee. Each employee’s annual professional development goals, work objectives, and performance appraisal will be based upon departmental annual plan objective achievement.

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Mission, Vision, Quality, and Tagline

Mission StatementProviding a safe, nurturing home for children in need with opportunities to maximize their potential.

Vision StatementMHCO is a haven where children in need develop and flourish here and beyond.

Quality StatementMHCO is committed to high quality care for children in need through:

highly qualified personnel, continuously evolving evidence informed model of care, and active engagement with community and stakeholders.

TaglineGrowing Hearts, Brighter Futures

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Organizational Profile and History

History of MHCOThe Masonic Home for Children at Oxford, Inc. (MHCO) is the oldest Masonic home for children in the country still in its original location and one of few left in operation. Since its founding in 1872, MHCO has offered distressed children a balanced home program of traditional values and morals. Originally opened as an orphanage in 1873, MHCO has gone through an evolutionary transition from orphanage to its present state as a residential child care facility offering a wide range of social services to children and their families. Over 10,000 children have been served by MHCO. Graduates of the former John Nichols School at MHCO and alumni can be found in every walk of life and in every profession. A large and active alumni association and Masons across the state contribute to the care and keeping of our large family.

Description of Programs and ServicesMHCO offers residential foster care services to North Carolinian children in need. Programs include:

Direct care individualized for children, pre-adolescents, and adolescents with assistance in the areas of reunification with birth families, socialization, behavioral change, preparation for adult living, academic remediation, and assisting the Department of Social Services with preparation for adoption.

Independent living skill development for young adults. Referral services for families, other agencies, and the community at large. Coordination of medical, recreation, wellness, spiritual, educational, food, and clothing needs. Child and family advocacy at the local, state and national level. Aftercare services.

The MHCO Direct Care program philosophy is to provide a safe and nurturing environment for low to moderate risk youth. The program is designed for residents to live together in a home-like setting. MHCO is committed to providing emotional, physical, spiritual, and social development in a trauma informed and culturally competent manner. The program introduces and supports youth in normal, age-appropriate life activities such as attending public schools, participating in school and community activities, and gaining part-time employment. Criteria for admission to the MHCO Direct Care program includes youth in North Carolina from birth to nineteen (19) years old who need placement, have been determined to be low to moderate risk level, and are capable of functioning in the public-school setting. Youth over eighteen (18) years old are eligible for the Direct Care program if they are still in public school. Residents must attend public school while in care.

MHCO developed an Independent Living Program (ILP) to meet the needs of residents who age out of the Direct Care program and become adults without family supports at a critical transitional period in their lives, but continue to need a safe, stable environment to successfully transition to permanent independence. MHCO believes that these young adults need a chance to improve their independent living skills, obtain further education, and secure employment in order to achieve self-sufficiency for positive long term outcomes. ILP residents are required to be enrolled and participate in a GED program, college program, certificate program, or other vocational training to assist in gaining job skills. ILP residents are also required to have at least a part-time job while in the program to gain or enhance employment skills, learn responsibility, gain independence, and develop good work, money, and time management skills. Criteria for admission to ILP includes individuals in North Carolina from age eighteen (18) to twenty-two (22) years old who need placement and assistance in obtaining independent living skills. The target population for this program is youth who are in transition from previous placement or are homeless.

MHCO does not accept applicants who are perpetrators of violent crime, sex offenders, have a history of setting fires, actively using substances, pregnant or parenting teens, actively involved in the criminal

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justice system, or deemed a danger to themselves or others. MHCO does not discriminate based on race, creed, sex, disability, or religion. Accommodations are made for limited physical and mental impairment. MHCO is not capable of providing one-on-one care and supervision for special needs.

Description of Service PopulationIn the Direct Care program, there were 70 children served in 2016 to include 27 admissions, 26 discharges, and 2 deferrals. Most residents were in custody of their parents (70%) while 6% were in custody of adoptive parents, 12% were in custody of other relatives, and 13% were in DSS custody. The demographic profile for residents of the Direct Care program in 2016 include: 56% male, 44% female; 46% African-American, 34% Caucasian, 19% Multi-racial, and 1% Filipino; and 26% 0-5 years old, 24% 6-12 years old, 36% 13-17 years old, 14% 18 years and older. The average age was 11 years old and the average length of stay was 939 nights. English is the major language group for residents in 2016. A small portion (3%) of residents were bilingual and spoke Spanish. The religious affiliations of the residents served in 2016 were: 72% non-denominational, 24% Protestant, and 4% Catholic. Currently, there are 41 residents in the program. The campus average grade is 70, there are 9 residents on the honor roll, 22% of residents have an Individualized Education Plan, and 36 residents receive on campus tutoring services. There are 16 residents working on campus and 6 employed in community businesses out of the 13 residents eligible for outside employment.

In the Independent Living Program, there were 21 young adults served in 2016 to include 6 admissions, 5 discharges, and 0 deferrals. Most residents lived on campus (81%) while the remaining 19% lived on 4-year college campuses. The demographic profile for the residents of the Independent Living Program in 2016 include: 48% male, 52% female; 48% African-American, 33% Caucasian, 19% Multi-racial; and 33% 22 years old, 22% 19 years old, 17% 18 years old, 11% 20 years old, 11% 21 years old, 6% 23 years old. English is the major language for residents in 2016. No residents were bilingual in 2016. The religious affiliations of the residents served in 2016 include: 75% Christian, 20% nonreligious or not affiliated with any religion, and 5% chose not to report. Currently, there are 15 residents in the program. The are 10 residents in college and 1 in a GED program. There are 11 residents currently employed.

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Organizational Mandates

MHCO must follow mandates of North Carolina state licensure for residential child-care (10A NCAC 70I) and standards of accreditation by the Council on Accreditation. The Board of Directors mandates organizational policies and procedures. MHCO is mandated by comply with corporation bylaws and articles of incorporation, file and pay Social Security, maintain worker's compensation insurance, and fulfill employer responsibilities of the Family and Medical Leave Act, Americans with Disabilities Act, Health Insurance Portability and Accountability Act, Equal Employment Opportunity Commission, Rehabilitation Act, Sarbanes-Oxley Act, NC False Claims Act, American Psychological Association Code of Ethics, American Counseling Association Code of Ethics, and Electronic Communication Privacy Act.

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Critical Issues and Challenges

Critical issues identified through the situational analysis include:• Identifying referral sources for prospective service recipients that do not qualify for other existing

services• Accessing locations that open other resources from widespread community-market image,

recruitment, communication, diversity• Determining how societal changes and current model of care affect MHCO-working, marriage,

family, religion, legislation, technology• Employee turnover/retention• Need for an updated and implemented communications plan• Screening needs for appropriateness for the program• Enforcement of existing standards• Maintaining capacity

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Strategic Goals and Objectives

Objective 1A Establish methods of reducing risk and minimizing liability

Objective 1B Access and incorporate advancements in technology in operations

Objective 1C Explore methods of utilizing and preserving buildings and land

Objective 2A Explore and fulfill programming needs

Initiative 2AI Fully staff all Direct Care residential cottages with trained and engaged employees at all times

Initiative 2AII Offer life skill mentorships to residents to develop independent living skills and foster relationships

Objective 2B Provide staff with exemplary benefits and resources to enable them to deliver quality services

Objective 2C Explore, examine, and promote a trauma and evidence informed model of care that best fits resident needs

Initiative 2CI Ensure and implement aftercare plan as part of model of care

Initiative 2CII Examine and institute transition plan in and out of residency as part of model of care

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Goal 1Maximize utilization of existing resources and facilities to preserve foundations of success

Goal 2Define and develop successful resident outcomes

Objective 3A Cease reaching into the endowment for operating expenses

Initiative 3AI Increase annual giving by 40% to reduce reliance on planned gifts

Initiative 3AII Increase in-kind gift donations and target donors who can provide services to decrease spending for operating expenses

Objective 3B Explore avenues for fundraising that increase community and resident involvement and awareness

Objective 4A Communicate with other residential child care facilities about best practices

Objective 4B Access and utilize community resources for education and vocational training

Objective 4C Examine viability and develop a Family Resource Center

Initiative 4CI Explore avenues to providing evidence informed, family oriented education with community partners

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Goal 3Foster the MHCO mission through stewardship of resources

Goal 4Partner with community resources to build relationships and services

Appendix ADescription of Strategic Planning Process

Stakeholder open houses were conducted in Fall 2016 to gather feedback from a Master Plan of proposed infrastructure projects to incorporate and discuss in the strategic planning process. Management staff reviewed previous strategic initiatives and objectives. A survey was sent to MHCO stakeholders to determine critical issues of the organization and further developed the SWOT analysis and organizational profile. The survey gave stakeholders an opportunity to discuss initial direction for strategic goals and main mission and vision concepts. The Resident Advisory Council, employees, and other stakeholders were asked for tag line recommendations. The SWOT analysis, organizational profile, gap analysis were finalized by management staff and prepared for the Strategic Planning Retreat.

A Strategic Planning Retreat was held March 24 and 25, 2017 with 12 personnel, 7 board members, 7 alumni, and 12 community partners in attendance. Friday evening’s activities included reflecting on MHCO’s past, sharing resident and staff experiences, discussing the current organizational profile, and analyzing where MHCO stands currently including internal strengths and weaknesses and external threats and opportunities for growth. Saturday’s activities included envisioning the future and strategizing how to close the gap between MHCO’s operations in 2017 and vision for 2021. Breakout groups revised the mission, vision, and quality statements and developed a new tagline. Goals, objectives, and initiatives were developed to enhance the sustainability of MHCO including utilization and stewardship of resources, community partnerships, and recruitment and retention of employees.

The ideas gathered from the retreat were compiled and discussed for feasibility and implementation at various board committee meetings in early May 2017. The Board of Directors approved the current version of the Strategic Plan on May 12, 2017. Organizational and departmental annual plans will be developed annually before budget decisions for the following year are discussed. Annual employee work plans and performance appraisals will incorporate strategic goals developed from each departmental annual plan.

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Appendix BAssessment of Strengths, Weaknesses, Opportunities, and Threats

Strengths• Financial stability-does not charge for services, no competition for funding, nonprofit status• Strong community partnerships and support network-Masons of North Carolina, Oxford

Orphanage Alumni Association, Order of the Eastern Star, Granville County Schools, Vance Granville Community College, Granville County Tourism, Granville County Sheriff’s Department, Oxford Policy Department, Oxford Fire Department, Wheels4Hope, Granville County Government, Oxford City Government

• Facilities, infrastructure, location, and activities-large campus with historic value, recently built or renovated facilities, underutilized land, access to technology

• Direct care staff have 24-hour access to support-on call supervision• Licensed and accredited-NC Department of Health and Human Services, Council on

Accreditation• Skilled workforce-educated, experienced, and highly trained personnel • Hands on advisory groups-Board of Directors, committees

Weaknesses• Employee turnover-61 full-time staff with 31 in direct care service, 8 part-time staff, average

tenure 87 months• Market image-referral sources and recruitment• Aging workforce-5 staff over the age of 62 with long tenure• Communication-improve communication between personnel and with community partners• Diversity-should reflect cultural background of service population• Organization and scheduling-residents have differing, complex, and busy schedules of activities

Opportunities• Competitors may struggle with increased regulations of residential child care and funding• Increased demand for services for clients that do not qualify for other existing services• High cost of living and economy underperforming expectations may increase referrals for

residents and recruitment for CCWs• Technology access may increase ability to market or improve communication

Threats• Families First Prevention Services Act pending legislation may lessen ability of residential child

care facilities to provide care• New political leadership may be unpredictable as to new legislation• Increased need for higher level of care or more complex needs in community for current model of

care• Competition for direct care staff by competitors offering higher salaries • Similar organizations have widespread locations and access to more referral sources• Declining membership in support organizations such as the Masons of North Carolina• Low unemployment rate – 5.5% implies a decreased need for residential child care services by

unemployed parents and ability to recruit direct care staff• Changing values of society – working, marriage, family, religion

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Appendix CGap Analysis

After performing the organizational profile and SWOT analysis, the following gaps were identified that became the basis for strategic planning goals:

• Referral sources for children and young adults that do not qualify for other existing services• Resources from the widespread community and market image, recruitment, communication,

diversity• Societal changes and current model of care-working, marriage, family, religion, legislation,

technology

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Appendix D2017 Organizational Chart

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Appendix E2017 Board Member List and Profiles

Mr. Dewey R. Preslar, Jr. Board Chair Executive Committee Chair Serves on Finance Committee Consultant, Preslar Risk Services, Inc.

Mr. Don Steichen Board Vice Chair Vision Committee Chair Serves on Finance Committee and Executive Committee Financial Advisor, Edward Jones Special interest in marketing and promotion, fundraising, and planned giving

Mrs. Melissa Hogan Board Treasurer Serves on Program Planning Committee and Executive Committee Accountant, Carolina Meadows

Mrs. Nicki Perry Finance Committee Chair Serves on Policy and Personnel Committee, Program Planning Committee, and Marketing

Committee Director of Social Services, Franklin County Department of Social Services Special interest in personnel, local and state government, and licensure issues

Mrs. Kathy Johnson Program Planning Committee Chair Serves on Vision Committee Trainer/Professor, UNC Chapel Hill Special interest in child welfare issues, policy and procedure development, and program

development

Mr. Gene Cobb Serves on Financial Development Committee and Executive Committee Pastor, St. Luke United Methodist Church Special interest in teaching and administration Grand Master Mason of North Carolina

Dr. Deirdre S. Christy Serves on Policy and Personnel Committee and Program Planning Committee Psychologist Special interest in education and child development

Mr. Jon Welborn Audit Committee Chair Serves on Policy and Personnel Committee Lawyer, Welborn Law Firm, PLLC

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Dr. Tony Cozart Serves on Nomination Committee and Audit Committee Educator, Franklin-Granville-Vance Smart Start Special interest in early childhood education

Dr. Carla Emerson Serves on Nomination Committee and Program Planning Committee Clinical Program Manager/Counselor, Wake Forest University

Mr. Speed Hallman Nomination Committee Chair Serves on Financial Development Committee Special interest in communications, fundraising, and community relations

Mr. Mack Sigmon Serves on Finance Committee and Marketing Committee Special interest in marketing and sales

Mr. Michael Sterling Serves on Nomination Committee Financial Consultant CEO

Mr. Anthony Sessoms Serves on Nomination Committee CPA, Denning, Herring, Sessoms & Company, PA, CPAs

Mrs. Maria Lowder Serves on Finance Committee and Vision Committee Executive Director, North Hills Christian School

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Appendix F2017-2018 Annual Plan

Objective 1A Establish methods of reducing risk and minimizing liability Safety committee, campus security

Objective 1B Access and incorporate advancements in technology in operations

Objective 1C Explore methods of utilizing and preserving buildings and land Identify building and land use Expand preventative maintenance Tree project

Objective 2A Explore and fulfill programming needs Examine cottage and campus scheduling to balance activities, recreation, satellite ILP programs

Initiative 2AI Fully staff all Direct Care residential cottages with trained and engaged employees at all times

Schedule 20.5/10.5, pets, biological child limit, relocation costs, 1 working outside of cottage, logistics, assess climate of marriage, burnout-schedule, number of residents, vacation

Initiative 2AII Offer life skill mentorships to residents to develop independent living skills and foster relationships

alumni, masons, ambassadors, community members, staff, scouts, civic organizations, boys/girls club

basic life skills (home setting)-vehicle maintenance, cooking classes, home ec, home maintenance, arts and crafts, horticulture, basic finances, basic design, mindfulness, first aid/CPR, trade/job skills-welding, plumbing, carpentry, electric, masonry/tile work, soft skills-cosmetology, personal care, outdoor culinary, teach the child to teach the child

Objective 2B Provide staff with exemplary benefits and resources to enable them to deliver quality services

Burnout, training study pay and benefits for direct care personnel (do we compete? 75% rule)

Objective 2C Explore, examine, and promote a trauma and evidence informed model of care that best fits resident needs

Initiative 2CI Ensure and implement aftercare plan as part of model of care

Initiative 2CII Examine and institute transition plan in and out of residency as part of model of care

transition cottage, acclimation, safety

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Goal 1Maximize utilization of existing resources and facilities to preserve foundations of success

Goal 2Define and develop successful resident outcomes

Objective 3A Cease reaching into the endowment for operating expenses

Initiative 3AI Increase annual giving by 40% to reduce reliance on planned gifts campaign-“sponsor a child for $10 a month”, seed packet , commercial, NC Mason, FB, website,

DDGM, Ambassadors, postcards (2 direct mailings) target appendant bodies (OES, Scottish rite, York rite, shrine)-immediately-1 year

Initiative 3AII Increase in-kind gift donations and target donors who can provide services to decrease spending for operating expenses

Objective 3B Explore avenues for fundraising that increase community and resident involvement and awareness

on site thrift store, sq ft gardening to sell at farmer’s market solar farm, wells instead of city water, sell properties not contiguous to campus, cell tower

research potential collaborations, identify appropriate partners,

Objective 4A Communicate with other residential child care facilities about best practices

Objective 4B Access and utilize community resources for education and vocational training speech/language: rite care kiosk, tutoring: brain balance, GEMS, Huntington, peer tutoring, 0-5:

smart start, head start, enrichment, camp

Objective 4C Examine viability and develop a Family Resource Center

Initiative 4CI Explore avenues to providing evidence informed, family oriented education with community partners

mother to mother, parenting education, parents as teachers

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Goal 3Foster the MHCO mission through stewardship of resources

Goal 4Partner with community resources to build relationships and services