1. Board Presentation Crime Victim Services Bowling Green State University Executive MOD Cohort 2011 September 19, 2011

2. Executive Summary “They help smooth the process so that the victim does not feel victimized again by the legal system.” “Provide a human or should I say a humane element in the brutal judicial system. They really care about the victim as well as the perpetrator.” “ They are genuine. They care.” “David -he’s just an excellent person, he’s very passionate, he isn’t doing it for a paycheck.” CVS is…

3. Executive Summary Introduction Themes Focal Areas Key Takeaways Next Steps Agenda

4. Funding HRD Board2Awareness4 Metrics Board Awareness Themes

5. Funding Needs more money to do more good (fund raising activity) Need to sustain programs that start with grants Funding

6. Executive Summary “The Staff spends 50% of their time dealing with financial issues, when they should be spending 10% of their time dealing with Financial issues- So they can spend 90% of their time doing what they do well- helping victims”. “Too much time worrying about financial issues. They need to diversify the revenue generation for the agency.” “To be able to service all victims of crime.”

7. Board of Directors Board Definition and alignment of roles and responsibilities

8. Executive Summary What specific expertise is missing (if any) from the board? (Legal, Financial,Marketing, etc.) “…additional board members should be connected with education…. high schools, or colleges…they are missing out on a huge opportunity. They don’t have anyone from the educational system.” “Marketing, trauma services, ministry. Take away term limits currently limiting experience.” “They let the Director do his thing. They trust that he knows what he’s doing.”

9. Human Resource Development HRD External focused organization-need to balance out attention Need cross training, professional development, empowerment/trust Involvement/inclusion in strategic processes to gain alignment Performance feedback clarify roles responsibilities

10. “I’m really not sure [how the long term goals are communicated]. I think the same goals for 5 years is the same for 6 months.” “You’re given tasks that aren’t really in your area – there may be a better way to figure out how to assign tasks. It gets overwhelming and very stressful. There’s not much opportunity to say no to these additional tasks. You can get stuck with it even if you speak up and you don’t want to do it.”

11. Awareness Need to grow community awareness of Crime Victim Services (CVS)

12. Executive Summary “They are frequently shown in the media and in the court system, however they are seldom identified.” “They are in the back of pictures in the newspaper, on television and in the courtrooms. But there is no identification as to who they are.” “I wonder how we are reaching people, are we using things such as the social media?”

13. Metrics Metrics Personal feedback from victims more meaningful to staff than current Dashboard metrics Make more relevant, personable, actionable

14. Executive Summary How do you know that you are successful? “The surveys (sort of). The respondents are anonymous, so it’s less helpful to me because it’s blind (can’t see specifically what could have been done differently or better in a particular case).How victims treat me at the end of the case lets me know if I did well.” “Surveys let me know, they are shared every month” [ when asked about the response rate to the surveys…] “Response rate is OK”. “Our outcomes are pretty good. Everyone doesn’t buy in or understand them.”[When asked about whether the outcomes are integrated into performance reviews…] “The outcomes measures are not integrated into performance reviews.”

15. Funding HRD Board2Awareness4 Metrics Board Awareness4 Interconnected Themes

16. Funding1 HRD3 Metrics5 Board2 Awareness4 Need more $ to help more people >> more staff, training, etc. Grant Process (Opaque) Grants run out New programs take away from serving current clients Stress

17. Funding1 HRD3 Metrics5 Board2 Awareness4 Need more $ to help more people >> more staff, training, etc. Grant Process (Opaque) Grants run out New programs take away from serving current clients Stress Help Raise $ ? Alignment of roles & responsibilities Help grow awareness

18. Funding1 HRD3 Metrics5 Board2 Awareness4 Need more $ to help more people >> more staff, training, etc. Grant Process (Opaque) Grants run out New programs take away from serving current clients Stress Help Raise $ ? Alignment of roles & responsibilities Help grow awareness Staff Motivation Helping Victims Desire ------ -------

19. Funding1 HRD3 Metrics5 Board2 Awareness4 Need more $ to help more people >> more staff, training, etc. Grant Process (Opaque) Grants run out New programs take away from serving current clients Stress Help Raise $ ? Alignment of roles & responsibilities Help grow awareness Staff Motivation Helping Victims Desire ------ ------- Issue: Growing Community Awareness >> more victims >> more $

20. Funding1 HRD3 Metrics5 Board2 Awareness4 Need more $ to help more people >> more staff, training, etc. Grant Process (Opaque) Grants run out New programs take away from serving current clients Stress Help Raise $ ? Alignment of roles & responsibilities Help grow awareness Staff Motivation Helping Victims Desire ------ ------- Issue: Growing Community Awareness >> more victims >> more $ ------- --------------------

21. Executive Summary

22. Themes -> Focal Areas Strategic Planning Dashboard Board Development

23. The What and the Why of a Strategic Plan A broadly-defined plan aimed at creating a desired future state through identification of long-term goals supported by short-term objectives. Enhance sustainability of CVS as an organization. Provide a process to remain an independent non-profit devoted to serving the community.

24. Funding1 HRD3 Board2Awareness4 Metrics5 Board2 Awareness4 Strategic Plan Supports Drives grant selection Sustains existing programs Prioritizes program Identifies alternative avenues of funding Increases board involvement Clarifies roles and responsibilities Identifies future programs and clarifies selection process Engages staff Communicates to staff Aligns roles and responsibilities Provides performance measures and feedback Drives the marketing for community outreach Aligns day to day operations with the mission/ vision

25. Strategic Plan provides…

26. Key questions to be addressed… Where are we now? How did we get there? Where are we going? Where should we be going? How will we get there? What are the implications of actions?

27. Ongoing Review Communicate & Implement Review the Feedback Planning Team Gather Information Decision - Making Draft the Plan Steps to Planning People support what they help create.

28. Dashboard The current dashboard has information that is useful on a year-to-year basis for the organization and should be referred to as a statistical tool. This tool is recommended for external focus and as currently structured is not designed to drive internal goals or behaviors. Current external quality measures: Access - Can victims find us? Structure - Are services what victims need? Process - Are victims treated correctly? Outcomes - Are victim’s lives improved with safety, healing, justice and restitution?

29. Dashboard To ensure alignment between outcomes and internal behaviors an ongoing strategic planning process is essential.

30. A dashboard should be created using goals directly derived from the strategic plan. A dashboard process consists of standardized visual control maps used to monitor department progress.

33. Dashboard Each department will update their visual controls and report progress to the rest of the organization monthly. Once department governance, goals, and action plans have been established, a method to tie individual performance appraisals to department goals will need to be established.

34. Board Alignment Ownership Involvement Roles & Responsibilities Planning Security Revenue opportunity Marketing Community outreach Client expansion Branding Competencies Recruitment & retention strategies By-Laws

35. Key Take-aways CVS is an effective organization that is recognized by key stakeholders as professional, caring, and dedicated More focus and adherence to formal and intentional internal processes will promote greater organizational development, cohesion and consistency David is not alone – lean on others more to help move the organization forward People support what they help to create Need to build organizational capacity and sustainability Need alignment on where the organization is going and how it will get there Need a Strategic Plan

36. Next Steps We are inspired by the mission of CVS and are grateful for the time and effort individuals within the organization have invested in this project. Moving forward with his project requires identification of the next steps required of both CVS and the EMOD cohort: o √ Obtain feedback from executive director on our initial findings and final report o Obtain mutual agreement on how to move forward and what BGSU EMOD can continue to do to assist