STRATEGIC PLAN: 2008 – 2013

Table of Contents

Introduction

Overall Context for this Plan

Four Focused Goal Areas for the Next Five Years

Overall Guiding Principles

Decision-Making Criteria

• Questions of Fit
• Questions of Viability

Goal Area 1 Expanding Affordable Housing Opportunities

 Goal 1.1 Complete the physical development of Stadium Place.

 Goal 1.2 Develop additional affordable housing units.

 Goal 1.3 Expand GEDCO’s housing for people who are homeless.

 Goal 1.4 Revitalize GEDCO’s current stock of affordable housing outside of Stadium Place.

Goal Area 2  Alleviating Effects of Poverty

Goal 2.1  Increase the total number of people receiving financial assistance from CARES by 50% over 5 years, and improve the client experience.

Goal 2.2  Expand self-sufficiency options for people in poverty in GEDCO Communities by initiating at least one new service.

Goal Area 3  Supporting Seniors in Their Communities

Goal 3.1  Build a continuum of care for residents of Stadium Place and seniors in other GEDCO housing.         

Goal 3.2  Provide affordable services to seniors who live in GEDCO Communities, though not in GEDCO housing.

Goal Area 4  Strengthening Organizational Capacity

Goal 4.1  Revitalize the Membership program to provide mutual and sustainable expectations,   responsibilities, and benefits for Member Organizations and GEDCO.

Goal 4.2  Further develop a dynamic, satisfied, and productive workforce.

Goal 4.3  Provide the financial resources necessary to sustain and grow the organization and implement new strategies as part of a comprehensive resource development plan.

Goal 4.4  Increase public awareness of GEDCO.

Goal 4.5  Create multiple opportunities for meaningful volunteerism and utilize volunteers effectively.

Goal 4.6  Build a systematic leadership development program that fills all Committee positions and readies qualified candidates for the Board.

Goal 4.7  Optimize the use of technology.

Introduction

Twenty-one years ago, seven pastors of various faith communities in Govans joined together to create Epiphany House. Thus GEDCO began its history by acting on community needs that were perceived by these religious leaders. We have grown to count 33 churches and 14 community groups as supporting Members Organizations; we house and support over 400 individuals in our residences; and we experience more than 7,000 visits for assistance each year through our CARES program. As we approach the completion of Stadium Place, our largest endeavor to date, our organizational leadership recognized a need to pause, touch base and look for consensus among our stakeholders, and offer a vision for the five year future of the organization, as set forth in this Strategic Plan. 

We thank the Goldseker Foundation, the Abell Foundation, and the William G. Baker Memorial Fund for their financial support of this effort. Their support allowed us to retain Bob Greene of Berthoud/Greene Consultants LLC to provide professional guidance and facilitate our strategic planning process. During the course of this nine month process, led by a Strategic Planning Committee of nine, we utilized personal interviews, open discussion forums, focus groups, and on-line surveys to gather input from GEDCO’s residents and clients, volunteers, funders, partners, government officials, representatives of our supporting Members, Board members, and staff. Well over one hundred voices were heard. This was our attempt to make certain that GEDCO is still responding to the grassroots, faith based, mission in action needs of the communities we serve and that those needs are the foundation upon which this plan is built.

[Table of Contents]

Overall Context for this Plan

The data that was gathered, stakeholder discussion responses, and our experience operating the organization over the past several years suggest that GEDCO’s current mission in practice (what we are really all about) is:

• Providing housing and services, with foci on seniors, people who are homeless, and those with limited financial means.
• Focusing on the GEDCO Communities (a new term that we define as including the GEDCO residences and CARES program boundaries, the Govans and Stadium Place neighborhoods, as well as our Member Organizations.)
• Ecumenical/Interfaith cooperation motivated by the shared values of our faiths.
• Listening to and involving people in the GEDCO Communities.
• Working openly and skillfully with partners.
• Embodying the values of quality, experience, tenacity, caring, and compassion.

[Table of Contents]

Four Focused Goal Areas for the Next Five Years

From this strategic planning process, a consensus has emerged that calls for the focused attention of GEDCO in the following four goal areas, serving the GEDCO Communities, over the next five years:

• expanding affordable housing opportunities [Goal Area 1]
• alleviating effects of poverty [Goal Area 2]
• supporting seniors in their communities [Goal Area 3]
• strengthening the organizational capacity [Goal Area 4]

These goal areas also clarify the organization’s mission in action. An overview of each goal area and the overriding contextual conditions and rationale, which are the foundation for GEDCO’s focus in each of these areas, follows (with more specific goals for each area outlined in subsequent sections):

Expanding affordable housing opportunities: [Goal Area 1] Provide high quality, affordable housing for people in the GEDCO Communities who might otherwise be poorly sheltered or homeless.

Context/rationale for this goal area:

• Considerable need.
• GEDCO has demonstrated expertise in affordable housing development for vulnerable populations, which few other organizations can provide. This always has been our focus.
• Stadium Place attests to the ability of GEDCO to complete complex real estate development projects successfully.
• Strong support expressed by GEDCO stakeholders.
• GEDCO makes a unique contribution by providing broad support and permanent housing for people who formerly were homeless.
• Revitalization and maintenance of GEDCO’s existing affordable housing stock is imperative.

Alleviating Effects of Poverty: [Goal Area 2] Provide food, emergency financial assistance, and other services to those with limited financial means so that they can cope with immediate concerns and, when possible, build greater self-sufficiency.

Context/rationale for this goal area:

• Considerable need not being met by others.
• GEDCO has demonstrated expertise through CARES.
• Strong support expressed by GEDCO stakeholders.
• CARES is an active program engaging numerous volunteers.
• Relatively high recognition of CARES among GEDCO stakeholders.

Supporting Seniors in Their Communities: [Goal Area 3] Provide high quality, comprehensive housing and services to seniors in the GEDCO Communities.

Context/rationale for this goal area:

• Considerable and growing need.
• GEDCO has demonstrated expertise.
• Major, long-term commitment to initiatives already in Stadium Place.
• Significant opportunities for fund raising and volunteerism, and to serve the Member Organizations.
• Strong support expressed by GEDCO stakeholders.
• High public visibility for Stadium Place and opportunity to increase awareness.
• Stadium Place is a prominent asset that can be leveraged to do much more to support seniors.
• GEDCO makes a special and significant contribution.
• Partnerships are in place and can be built upon.

Strengthening Organizational Capacity: [Goal Area 4] Build, expand, and improve the organizational infrastructure to support GEDCO’s vital work long-term.

Context/rationale for this goal area:

• Even with GEDCO’s many accomplishments, the organization is still young. The emphasis has been primarily on programs and getting the work done, rather than organizational-building. Key components of long-term organizational stability of a mature nonprofit organization include strong policies, programs, and procedures, including: decision-making, human resources, resource development, communications, volunteer management, and leadership development. These areas were cited frequently as areas for improvement in the data-gathering.

[Table of Contents]

Overall Guiding Principles

Based on the data-gathering and discussions during the Strategic Planning process, the following principles have surfaced that should guide GEDCO’s decisions and actions over the next five years:

• Go “deep,” i.e. focus energies to make substantial contributions in selected geographic and programmatic areas. Build on GEDCO’s expertise and excellence, and use resources wisely rather than spreading efforts/resources too thinly.
• Encourage synergy/crossover between efforts, programs, clients, volunteers, and Member Organizations whenever and wherever possible.
• Create meaningful volunteer opportunities within all areas of GEDCO.
• Remain open to new opportunities that support or expand one of the four goal areas.
• Remain true to GEDCO’s faith-based nature.

[Table of Contents]

Decision-Making Criteria

In an attempt to remain faithful to this plan, all current and potential goals, programs, and initiatives should be evaluated in the context of screening criteria in two critical areas: 1) Fit with GEDCO’s mission and guiding principles; and 2) Viability in terms of GEDCO’s ability to successfully implement. The following decision-making criteria are listed in priority order:

[Table of Contents]

Questions of Fit:

Does this proposed new goal, program, or initiative:

• Fit with GEDCO’s mission? (Mission Clarity)
• Provide GEDCO with an opportunity to make an important difference regarding an important issue? (Significance)
• Strengthen or expand GEDCO’s work in one of the four goal areas, or serve the GEDCO Communities? (Strategic Portfolio)
• Allow GEDCO to make a unique contribution, different from others working on the issue? (Uniqueness)

[Table of Contents]

Questions of Viability:

• Is there a high likelihood that GEDCO can successfully affect a positive change through the implementation of this goal, program, or initiative? How and when will success be measured? (Likelihood of Success)
• Is this new goal, program, or initiative financially viable? Do potential funding sources exist? Do the necessary staff resources currently exist or can they be recruited, or are there partnering opportunities to enhance GEDCO’s ability to implement? (Capability)
• How does this new goal, program, or initiative strengthen GEDCO’s organizational capacity? Will this develop or increase volunteers, Member Organizations, funding, or media attention? Will this encourage networking and relationship building? Can this help to build the funding base? (Organizational Strengthening)

[Table of Contents]

More detailed goals, with their specific context and strategies for implementation, follow. It is our hope and belief that the achievement of these goals will form a significant body of work best suited to GEDCO, which speaks to the needs of the GEDCO Communities, will inspire our supporters, and compel us all to work together to build more and better “caring and compassionate communities.”

Goal Area 1

Expanding Affordable Housing Opportunities

Goal 1.1

Complete the physical development of Stadium Place.

Context

• Creating a mixed income retirement community with a continuum of care and intergenerational opportunities has been a GEDCO goal that must be completed.
• Timeline for Stadium Place completion by 2012 is stipulated in the Land Development Agreement.
• There is a growing need for affordable housing for seniors.
• Resources and momentum are in place to complete the task.

Strategies

1.1.1     Create and implement a mixed use development plan for Lot 5.

1.1.2     Complete the development of Ednor Apartments II.

1.1.3     Facilitate the completion of the market-rate condominiums on Lot 2. (2008: Assist in marketing towards completion of first building.)

[Table of Contents]

Goal 1.2

Develop additional affordable housing units.

Context

• Stadium Place development will be completed within four years.
• Affordable housing needs abound in many Govans/Stadium Place neighborhoods and is a high priority for our stakeholders.
• There is considerable need for affordable and mixed income housing for families.
• GEDCO has extensive contacts, opportunities, and expertise that can be leveraged.
• Development of affordable housing is an income-generating activity that can help support the entire organization.

Strategies

1.2.1     Create a plan to develop new affordable housing units.

1.2.2     Identify affordable housing needs and opportunities in the Govans/Stadium Place neighborhoods. (2008: Identify one site. Could correspond to Strategy 1.3.1.)

1.2.3     Assemble public and private resources available to create more affordable housing.

1.2.4     Research and apply best practices used by local and national developers.

[Table of Contents]

Goal 1.3

Expand GEDCO’s housing for people who are homeless.

Context

• GEDCO has an established reputation in providing housing with services for people who are homeless.
• The need for housing for people who are homeless continues to expand.
• New trends in housing for people who are homeless include alternatives to construction or rehabilitation of buildings.
• Models of “Housing First” in other cities align with GEDCO’s housing development and service provision expertise.

Strategies

1.3.1     Explore a variety of ways to increase opportunities for housing people who are homeless. (Could correspond to strategy 1.2.2)

1.3.2     Research and apply the best practices used by local and national providers.

1.3.3     Investigate partnership opportunities with other service agencies.

1.3.4     Assemble public and private resources available to support housing and services for housing people who are homeless.

1.3.5     Maintain strong working relationship with the city’s Baltimore Homeless Services.

[Table of Contents]

Goal 1.4

Revitalize GEDCO’s current stock of affordable housing outside of Stadium Place.

a.     Preserve and improve the physical plant at Micah House, Harford House, Epiphany House and Gallagher Mansion.

b.     Identify and implement best use for Epiphany House.

c.    To focus our expertise and resources, pass on ownership of Ascension Homes to experts in the field of mental health care.

Context

1.4.a     Preserve and improve the physical plant at Micah House, Harford House, Epiphany House and Gallagher Mansion.

• Rents in these facilities are regulated by the city or HUD and do not allow enough money to be set aside for the maintenance and renovation necessary to keep the buildings safe and structurally sound.
• Capital Needs Assessments have been completed, including priority setting.

Strategies

1.4.a.1     Engage residents and staff in a meaningful process to solicit their input for other capital improvement needs and desires.

1.4.a.2     Tie capital campaign for funding to other GEDCO development projects.

1.4.a.3     Identify and obtain funding for completion of projects.

1.4.a.4     Decide best method for contracting out and supervising work.

Context

1.4.b     Identify and implement best use for Epiphany House.

• Traditional housing for seniors is less marketable at this site given other area alternatives.
• Expanding the population to serve those over 55 with disabilities has created a need for intensive services for which adequate funding has not been found.
• Part-time Service Coordinator funding is set to expire in June 2008.

Strategies

1.4.b.1     Restructure financing for Epiphany House to reduce operating costs.

1.4.b.2     Explore alternative building uses that are faithful to GEDCO’s mission and the property’s financing.

1.4.b.3     If use of building will change, develop plan to ease transition for residents currently being served at Epiphany House.

1.4.b.4     Obtain funding for continuous staffing for current or new use.

Context     

1.4.c    To focus our expertise and resources, pass on ownership of Ascension Homes to specialists in the field of mental health care.

• GEDCO should focus energies in areas of greatest expertise.
• Of all current programs, this has least awareness and support among stakeholders.
• GEDCO holds the property but provides minimal services for the residents, as both management and services are contracted to People Encouraging People (PEP).
• PEP previously indicated that they would continue the service without GEDCO.
• The Ascension Homes buildings are in need of costly major repairs; new financing would free up cash to cover some of the costs.
• GEDCO remains committed to assisting clients and residents with mental illnesses in any of its programs through linkages to appropriate professionals and agencies.

Strategies

1.4.c.1     Pass on ownership in a way that is responsible to those being served and to the surrounding neighborhoods.

[Table of Contents]

Goal Area 2

Alleviating Effects of Poverty

Goal 2.1

Increase the total number of people receiving financial assistance from CARES by 50% over 5 years, and improve the client experience.

Context

• Increasing need in the city for this assistance as utility costs increase, rents rise, and the gap widens between those who are poor and those with financial wealth.
• GEDCO has a demonstrated track record of being able to obtain and distribute resources.
• Stakeholder and volunteer support is strong and broad-based.
• Clients expressed a desire for reduced waiting times for service.

Strategies

2.1.1     Add days of the week and/or hours each day that CARES is open to serve clients.

2.1.2     Obtain more space and/or find creative ways to use existing space.

2.1.3     Recruit and train additional volunteers.

2.1.4     Develop additional resources for funding.

2.1.5     Increase staff hours to allow for more hours open.

2.1.6     Initiate summer food drive to ensure that food stock does not become too low to serve increased number of clients.

[Table of Contents]

Goal 2.2

Expand self-sufficiency options for people in poverty in GEDCO Communities by initiating at least one new service.

Context

• To help clients reduce the need to depend on assistance programs, provide the tools and skills to work towards self reliance, independence and self sufficiency.
• Funding and partnership opportunities exist to support self sufficiency programs.
• Volunteers have expressed an interest in participating in efforts toward this end.

Strategies

2.2.1     Explore initiating new services such as:  (2008: Formulate/initiate the program)

• Employment program / job referrals / vocational training
• Resources to help clients with energy efficiency
• Financial literacy skills program

2.2.2     Forge partnerships to ensure best use of program resources.

[Table of Contents]

Strategies

4.2.1     Create a standardized, inspirational, and engaging employee orientation.

4.2.2     Conduct a comprehensive review of current staffing patterns and capacity and future staffing needs.

4.2.3     Consider creating a management position focused on day-to-day internal operations.

4.2.4     Review and revise the employee handbook as needed, with staff input.

4.2.5     Facilitate a team-building process to improve internal communication and build a collaborative staff-management partnership.

4.2.6     Create an effective, efficient, and easy to use employee expectation and performance appraisal system.

4.2.7     Offer ongoing professional development, focused on internal opportunities for promotions.

4.2.8     Seek funding for tuition reimbursement and develop a disbursement policy and plan.

[Table of Contents]

Goal 4.3

Provide the financial resources necessary to sustain and grow the organization and implement new strategies as part of a comprehensive resource development plan.

Context

• GEDCO is funded primarily by real estate development fees, program implementation grants, and foundation grants. Many of these funds are restricted as to their use.
• Raising unrestricted funds to cover overhead and administrative costs is the biggest funding challenge. Donations from individuals and Member Organizations are the primary potential source of these funds, and these sources need to be expanded.

Strategies

4.3.1     Create and implement a five year strategic resource development plan that diversifies funding and supports each of GEDCO’s programs and services.

4.3.2     Establish and begin funding an endowment.

4.3.3     Expand the base of major donors as well as annual fund donors.

4.3.4     Strengthen corporate ties.

[Table of Contents]

Goal 4.4

Increase public awareness of GEDCO.

Context

• The data gathered during this strategic planning process indicated that GEDCO is not well known, although specific programs are, especially Stadium Place and CARES.
• GEDCO does not have an identifiable logo or consistent “brand” that is associated with the organization.
• Numerous stakeholders noted a need for improved communications from GEDCO.

Strategies

4.4.1     Develop and implement a comprehensive public relations/communications plan.

4.4.2     Create an excellent “brand” for GEDCO.

4.4.3     Further develop and nurture relationships with political leaders.

4.4.4     Seek increased media exposure.

4.4.5     Better utilize technology for communications with stakeholders and the public. 

[Table of Contents]

Goal 4.5

Create multiple opportunities for meaningful volunteerism and utilize volunteers effectively.

Context

• Across the board, people surveyed said that volunteers are essential to GEDCO and that more volunteer opportunities are needed.
• GEDCO has a strong base of volunteers upon which to build.
• Serving those in need was overwhelmingly stated as a prime motivation for GEDCO volunteers, and GEDCO offers substantive opportunities.
• Areas of most interest to volunteers were services to seniors and emergency assistance (CARES).

Strategies

4.5.1     Identify areas of volunteer needs and opportunities.

4.5.2     Review and implement best practices in volunteer management.

4.5.3     Design and follow a comprehensive volunteer management plan that includes improved communications.

4.5.4     Consider creating a staff position focused on volunteers and Member Organization relations.    

4.5.5     Determine volunteer interest in increased interaction opportunities with one another, and facilitate this interaction as appropriate.

4.5.6     Use the social capital network beyond Stadium Place.

[Table of Contents]

Goal 4.6

Build a systematic leadership development program that fills all Committee positions and readies qualified candidates for the Board.

Context

• Initial pastoral leadership in a small organization has evolved into a larger, more complex organization with professional staff and more diffuse lay leadership.
• Leadership changes will accelerate with the adoption of term limits on Board members and aging of current leadership.
• The Boards represent the voice of the stakeholders and strong Board members need to be recruited and trained.

Strategies

4.6.1     Review and implement best practices in Board development.

4.6.2     Clarify role expectations and requirements for Board and Committee members.

4.6.3     Focus year-round on identifying potential Committee and Board members, especially from volunteers and Member Organizations.

4.6.4     Conduct annual Board and Committee self-assessments.

4.6.5     Consider holding an annual Board retreat.

4.6.6     Strengthen communication with the Board and leaders throughout the organization.

4.6.7     Create emergency and longer-term leadership succession plans.

[Table of Contents]

Goal 4.7

Optimize the use of technology.

Context

• Data from Member Organizations indicated a need for improved communication.
• The GEDCO web site is in need of substantial improvements.
• Staff productivity and satisfaction is related to having the tools to work efficiently.
• Innovative technology exists that could assist GEDCO in meeting other goals.

Strategies

4.7.1     Design and implement a plan to keep GEDCO in the technological forefront of nonprofit organizations.

4.7.2     Better utilize technology resources for communication with stakeholders and the public.

4.7.3     Maintain technology resources to support the efficient and effective work of staff and volunteers.

4.7.4     Explore technology resources that could add value to GEDCO housing and services, as well as best serve current and future residents and clients.

[Table of Contents]