1. 2010-2014 Initiatives, Goals and Action Steps STRATEGIC VISION 2002+

2. Strategic Vision 2002+ Draft Plan Developed – 2001 Draft Plan Developed – 2001 Staff Meetings and Board Retreat – 2002 Staff Meetings and Board Retreat – 2002 Strategic Vision 2002+ Adopted – 2002 Strategic Vision 2002+ Adopted – 2002

3. Strategic Vision 2002+ Accomplishments Combined budget: $60,000,000 Combined budget: $60,000,000 Brand widely known for quality Brand widely known for quality Services/programs greatly expanded Services/programs greatly expanded All agencies financially stable and viable All agencies financially stable and viable Organizational infrastructure strong, Organizational infrastructure strong, effective and efficient effective and efficient

4. Where do we go from here?

5. 2010-2014 Strategic Initiatives Governance Governance Program Development Program Development Effectiveness/Efficiencies Effectiveness/Efficiencies Opportunities/Initiatives Opportunities/Initiatives

6. Initiative A: Governance Goals Transparency Transparency Accountability Accountability Compliance Compliance Financial Management Financial Management Development and Leadership Development and Leadership

7. Governance Nonprofits are founded for the public good and operate to accomplish a stated mission. Therefore, Board of Directors and management must: Operate in an open, honest manner, and communicate Operate in an open, honest manner, and communicate with the public. with the public. Be able to justify decisions and the actions it takes. Be able to justify decisions and the actions it takes. Be in strict compliance with all applicable laws, Be in strict compliance with all applicable laws, regulations and contracts. regulations and contracts. Become and remain financially sound. Become and remain financially sound. Build and maintain an effective Board and Management. Build and maintain an effective Board and Management.

8. Initiative B: Program Development Goals Analysis Analysis Enhancement Enhancement New Programs/Services New Programs/Services Programs/Services Growth Programs/Services Growth

9. Program Development The SPHS Mission:“...identify and provide for health and social service needs throughout the Southwestern Pennsylvania region...” To continue our purpose, the organization must: Determine whether services and programs meet the needs of communities and clients. Determine whether services and programs meet the needs of communities and clients. Make changes to ensure services and programs are high quality, easily accessible and effective. Make changes to ensure services and programs are high quality, easily accessible and effective. Continually seek new resources and opportunities. Continually seek new resources and opportunities. Continually seek to increase the number of people who have access to services. Continually seek to increase the number of people who have access to services.

10. Initiative C: Effectiveness/Efficiencies Goals Internal Communications Internal Communications Staff Recruitment and Retention Staff Recruitment and Retention Compensation/Benefits Compensation/Benefits Branding/Marketing Branding/Marketing Organizational Change Organizational Change Technology Technology Relationships Relationships Staff Development Staff Development

11. Effectiveness/Efficiencies Much has been done to enhance our effectiveness and efficiency. However, as we grow and take on new responsibilities, we must continue to pursue these goals: Staff and Boards must understand the who, what, where, when and why of the SPHS System. Staff and Boards must understand the who, what, where, when and why of the SPHS System. Maintaining qualified, competent, dedicated staff. Maintaining qualified, competent, dedicated staff. Remain competitive as an employer. Remain competitive as an employer. Continue to promote and maintain the Brand. Continue to promote and maintain the Brand. Continue to examine our structure and operations. Continue to examine our structure and operations. Use technology effectively. Use technology effectively. Develop and maintain necessary community, business and political relationships. Develop and maintain necessary community, business and political relationships. Continually enhance the capabilities and skills of staff. Continually enhance the capabilities and skills of staff.

12. Initiative D: Opportunities/Initiatives Goals Property Management/Development Property Management/Development Opportunities Opportunities Fundraising Fundraising Other Initiatives Other Initiatives

13. Opportunities/Initiatives One of the roles of Senior Management is to continually scan the horizon, identifying both short-term/long-term trends and opportunities. SPHS has developed into an adaptive organization which can react to and, more importantly, plan for the future. A few areas that Senior Management will be looking at: Enhancing the return on current properties while analyzing new opportunities. Enhancing the return on current properties while analyzing new opportunities. Expanding access to SPHS Management Services to non-affiliated nonprofits. Expanding access to SPHS Management Services to non-affiliated nonprofits. The entire spectrum of fundraising options. The entire spectrum of fundraising options. Engaging all staff in identifying initiatives, trends and potential new program or service opportunities. Engaging all staff in identifying initiatives, trends and potential new program or service opportunities. Building adequate cash reserves for new services. Building adequate cash reserves for new services.