UPDATE 2020-2021 UPDATE - Methodist Children's Home
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2020-2021 UPDATE
PRIORITY 1:
CONTINUUM OF CARE
GOAL 1: Develop a future program master plan to meet the demand for services and evolving needs of those in
our care.
KEY PERFORMANCE INDICATOR: Meeting the demand for services. TARGET: 4 Service Needs Assessments
ACTION STEPS TARGET DATE STATUS
Continue master plan for capital improvements in service locations. 2020-2021
Develop wrap-around strategies for Five-Star Service from initial contact to discharge. 2021-2022
Utilize technology to provide creative and inclusive services. 2021-2022
Expand services designed to prepare youth for adulthood. 2022-2023
Explore adding therapy or counseling in service locations. 2022-2023
GOAL 2: Increase effectiveness and efficiency of service delivery through all programs.
KEY PERFORMANCE INDICATOR: Increasing effectiveness of service delivery. TARGET: 4 Service Delivery Assessments
ACTION STEPS TARGET DATE STATUS
Develop systematic review of major incidents, employee injuries and containments
2020-2021
supported by training and prevention measures.
Assess the referral and admission process to engage the whole family unit in MCH services
2021-2022
and develop an ongoing assessment process for family engagement.
Ensure job descriptions, handbooks and training provide clear and consistent expectations
2021-2022
for roles and responsibilities across programs.
Incorporate evidence-based practices into the Transition Services Program. 2022-2023
Develop a plan for ongoing assessment of all programs to improve service delivery. 2022-2023
NOT STARTED IN PROGRESS COMPLETED COMPLETED AND SUBJECT TO ANNUAL REVIEW
2020-2023 STRATEGIC PLAN | 2020-2021 UPDATE 2
PRIORITY 2:
ORGANIZATIONAL CULTURE & COMMUNICATION
GOAL 1: Create a culture rooted in unified purpose, employee empowerment and agency-wide teamwork.
KEY PERFORMANCE INDICATOR: Creating a ONE MCH culture. TARGET: 95%
ACTION STEPS TARGET DATE STATUS
Foster a culture of valued mission-focused and mission-educated employees unified in
2020-2021
passion and purpose.
Strengthen orientation and ongoing training for the Board of Directors to support their
2020-2021
leadership roles and responsibilities.
Develop a culture committed to ONE MCH across all areas of the organization. 2021-2022
Develop processes and procedures that facilitate effective communication between
2021-2022
employees, teams, departments and service locations.
Implement best practices, procedures and initiatives to offer growth opportunities
2022-2023
for employees.
GOAL 2: Develop professional learning opportunities for employees, the organization and external partners.
KEY PERFORMANCE INDICATOR: Developing learning opportunities. TARGET: 8 Learning Opportunities
ACTION STEPS TARGET DATE STATUS
Increase organizational development and unity by fostering the sharing of knowledge,
2021-2022
ideas and employee resources.
Utilize community learning resources to enhance professional development
2021-2022
opportunities for employees.
Define and develop agency leadership by providing intentional experiences and paths to
2022-2023
strengthen employees’ skills, increase knowledge and build on their interests.
Collaborate with churches, providers and other community partners to host, lead or sponsor
2022-2023
workshops, trainings and conferences.
NOT STARTED IN PROGRESS COMPLETED COMPLETED AND SUBJECT TO ANNUAL REVIEW
2020-2023 STRATEGIC PLAN | 2020-2021 UPDATE 3PRIORITY 2:
ORGANIZATIONAL CULTURE & COMMUNICATION
GOAL 3: Increase accountability, reporting structures and performance measures throughout the organization.
KEY PERFORMANCE INDICATOR: Increasing accountability. TARGET: 8 Accountability Processes
ACTION STEPS TARGET DATE STATUS
Ensure effective use of outcome measures and Key Performance Indicators (KPI) in all areas of
2020-2021
the agency.
Incorporate the vision, mission, core values and ONE MCH into a shared language, processes and
2021-2022
expectations for the agency, departments and employees.
Implement consistent, mission-centered processes in all client documentation and interaction. 2021-2022
Implement consistent, mission-centered processes in all areas of employee relations. 2022-2023
NOT STARTED IN PROGRESS COMPLETED COMPLETED AND SUBJECT TO ANNUAL REVIEW
2020-2023 STRATEGIC PLAN | 2020-2021 UPDATE 4PRIORITY 3:
FUNDING, STEWARDSHIP & COLLABORATION
GOAL 1: Increase funding from a variety of sources.
KEY PERFORMANCE INDICATOR: Increasing funding from new donors. TARGET: 10%
ACTION STEPS TARGET DATE STATUS
Explore using more federal and state funding for services already in place. 2020-2021
Explore using more federal and state funding for emerging programs that could fit with MCH’s
2020-2021
goals to expand the continuum of care.
Increase online giving dollars through social media and electronic technology and campaigns. 2020-2021
Explore use of endowed designated fund and new strategic fundraising opportunities to support
2021-2022
capital projects and collaborations in outreach communities.
GOAL 2: Ensure highest and best use of current resources while increasing future capacity.
KEY PERFORMANCE INDICATORS: TARGET:
Ensuring effective stewardship of utilization. 10%
Ensuring effective stewardship of cost. 10%
Ensuring effective stewardship of administration. 15%
ACTION STEPS TARGET DATE STATUS
Proactively evaluate tools, information and trends available in technology to help build and
2021-2022
maintain systems that maximize human and financial resources.
Establish and nurture an organizational culture of philanthropy to support the advancement
2021-2022
of the MCH mission.
Assess the agency’s expertise in trauma-informed, evidence-based childcare and develop
2021-2022
strategies to match expertise with community needs.
Assess current capital resources and refine systems and strategies for updates, continual
2022-2023
maintenance, and expansion to ensure operational efficiency and maximize ministry impact.
Refine and build new marketing strategies to increase community engagement and collaboration. 2022-2023
NOT STARTED IN PROGRESS COMPLETED COMPLETED AND SUBJECT TO ANNUAL REVIEW
2020-2023 STRATEGIC PLAN | 2020-2021 UPDATE 5PRIORITY 3:
FUNDING, STEWARDSHIP & COLLABORATION
GOAL 3: Increase investment of resources in collaborations with like-minded, transformative organizations.
KEY PERFORMANCE INDICATOR: Increasing collaborations. TARGET: 10%
ACTION STEPS TARGET DATE STATUS
Evaluate and define criteria to establish collaborations and to measure the effectiveness of new
2020-2021
and existing relationships with other organizations.
Develop, evaluate and maintain a centralized list of current community collaborations in all
2020-2021
service locations.
Continue to develop and implement agency volunteer and mentor guidelines and procedures. 2020-2021
Identify new opportunities to invest agency resources in community collaborations. 2021-2022
NOT STARTED IN PROGRESS COMPLETED COMPLETED AND SUBJECT TO ANNUAL REVIEW
2020-2023 STRATEGIC PLAN | 2020-2021 UPDATE 62020-2021 UPDATE:
ACTIONS/ACCOMPLISHMENTS THAT SUPPORT
EACH GOAL
PRIORITY 1: CONTINUUM OF CARE
GOAL 1: Develop a future program master plan to meet the demand for services and evolving needs of those in
our care.
• Continued progress toward Phase 3 and 4A of the Building Hope capital campaign, including:
• Construction of four new residential homes on the Waco campus.
• Addition of the Legacy Garden designed to honor benefactors whose gifts helped build homes and
buildings on the Waco campus.
• Started extensive remodeling of the Harrell Memorial Chapel on the Waco campus to preserve and enhance
the interior and exterior.
• Continued progress in MCH Family Outreach to remodel and purchase facility space that allows more
resources to be designated to clients and programs.
• Expanded Outdoor Education program to include a new campground facility at the MCH Boys Ranch.
GOAL 2: Increase effectiveness and efficiency of service delivery through all programs.
• Coordinated efforts between Programs and Strategic Initiatives areas to create a new multidisciplinary
review system for major incidents, employee injuries and containments supported by training and
prevention measures.
• Conducted a comprehensive peer program review of Residential Services which included employee and
client interviews; evaluation of all print material including residential policies and procedures; client case
record review; and assessment of team dynamics, organizational structure, leadership practices, staff roles and
reporting systems, client rights, service delivery methods, and safety and ethical concerns.
• Made recommendations based on program review findings which supported the following management
decisions: expanded the Admissions Department to include “Family Engagement;” moved Transition
Services and the Independent Living Program under MCH Family Outreach; restructured the responsibilities,
expectations and accountability of leadership and case managers; developed various job specific trainings;
and, re-established the Student Advisory Board.
• Conducted program assessments across 13 MCH Family Outreach offices to assess the culture, safety and
dynamics of each team to strengthen accountability, communication and collaboration in all offices.
• Increased collaboration across all programs to offer multiple services to meet the individual needs of families.
• Made changes to the process for strategically placing youth in residential homes that best align with service
goals, age and conservator status.
• Created an agency case management workflow to develop consistency in work and documentation.
• Continued development and implementation of a new client management software system, “Apricot,” to meet
the data management needs of staff who serve clients through various programs.
• Tasked the Foster Care Quality Assurance Committee to assess and recommend changes to strengthen the
comprehensive licensing process for caregivers.
• Assessed needs of youth in the Day Student Program and their families to increase support provided by Family
Outreach and Transition Services.
• Created a work group to address safety gaps in residential services, including proper use and training for on-
call procedures and utilization of self-harm assessment tools.
2020-2023 STRATEGIC PLAN | 2020-2021 UPDATE 72020-2021 UPDATE:
ACTIONS/ACCOMPLISHMENTS THAT SUPPORT
EACH GOAL
• Collaborated with an external training provider to implement a technology safety curriculum called “Talk More
Tech Less” to establish healthy guidelines and practices for youth using cell phones and social media.
• Created adoption support groups to provide caregiver support and fellowship to families who have adopted
in the Waco community.
COVID-19 ACTIONS THAT SUPPORT “CONTINUUM OF CARE:”
• Developed extensive procedures and guidelines that met licensing and health regulations and
recommendations, enabling MCH to continuously provide 24-hour care for youth on the Waco campus and
Boys Ranch throughout the pandemic.
• Developed innovative safety plans and provided additional technology resources, including equipment and
the addition of the “Student Connect” webpage, to keep residential youth, staff and families engaged in all
aspects of school, athletics, spiritual development and other extracurricular activities during the pandemic.
• Increased collaboration between community partners across all MCH Family Outreach offices to help meet
needs of children and families throughout Texas and New Mexico.
• Increased availability of services in MCH Family Outreach by providing classes, hosting resource and
community fairs, informational meetings, recruitment events and pre-service trainings online in English and
Spanish to serve families during the pandemic, in addition to working with families in person through creative
social distancing measures.
• Provided virtual and in person visits with families during admissions intakes, parent visits for children and
youth in foster and residential care.
PRIORITY 2: ORGANIZATIONAL CULTURE & COMMUNICATION
GOAL 1: Create a culture rooted in unified purpose, employee empowerment and agency-wide teamwork.
• Developed a weekly communication initiative called “Let’s Talk” that was facilitated by the President and CEO
and provided agency education and engagement to internal and external stakeholders.
• Created a series of Five-Star Service appreciation bonuses for employees who demonstrated exemplary
service while providing the highest level of care to those served.
• Developed the Social Justice Work Group to identify opportunities for MCH to cultivate a culturally-sensitive
and relevant workplace in the approach to training, programs, services, operations and staffing.
• Implemented recommendations from the Benefits Committee to make changes to the MCH Retirement
Plan vesting schedule to include a non-elective employer contribution that allows all employees to build a
retirement account even if they are unable to contribute themselves.
• Implemented the MCH Helping Our People in Emergencies (HOPE) Bank to provide a giving opportunity for
employees to donate unused PTO and/or funds to fellow employees who have a current hardship that needs to
be addressed.
• Coordinated efforts between multiple Strategic Initiatives areas and the Office of the President to produce an MCH
promotional video for the Waco Chamber of Commerce “Spotlight Series” targeted at prospective employees.
• Reviewed Board membership requirements, skills and diversity needs.
• Participated in the United Methodist Association’s “Governance Series” that focused on trends, trainings and
best practices for nonprofit boards, attended by the President and CEO and several Board members.
2020-2023 STRATEGIC PLAN | 2020-2021 UPDATE 82020-2021 UPDATE:
ACTIONS/ACCOMPLISHMENTS THAT SUPPORT
EACH GOAL
• Began new efforts to increase knowledge and awareness of MCH’s vision, mission and ONE MCH commitments
during Board meetings. MCH leadership continues to collaborate with the Board to implement new strategies
to enhance education, training, mentoring, communication and efficiency and effectiveness of Board meetings.
• Received Board member participation for Let’s Talk to provide information to staff about the purpose and
various roles of the Board of Directors.
• Strengthened the process to identify, evaluate and nominate new Board members.
• Provided an employee wellness initiative called “Keeping Your Mind Healthy” to encourage employees to
focus on self-care and mental health. Several departments worked together to identify a community resource
with knowledge of MCH and the social service field to produce a wellness video and provide a gift card to
employees who viewed the video.
• Transitioned MCH Retirement Group Plan to Lincoln Financial and added new financial advisor Nurture Wealth
to strengthen financial advising services available to employees.
• Evaluated current and potential special emphases (holidays, events, causes or campaigns) that align
with organizational goals and values to raise awareness of issues that impact MCH ministries, strengthen
organizational culture and increase investment of resources with like-minded causes.
• Developed a strategy to begin using employee surveys to receive staff feedback on MCH’s efforts to
implement ONE MCH.
• Conducted an internal communication audit, which included employee feedback to gauge the strengths and
weaknesses of current agency information systems.
• Began researching new tools to streamline macro communications into a general agency newsletter that is
effective and user-friendly for staff.
GOAL 2: Develop professional learning opportunities for employees, the organization and external partners.
• Developed a foundational job training for case managers across the agency that included organizational
knowledge; program and service overviews and responsibilities; job roles, skills and expectations; best
practices and evidence-based model research; ethics; communication and documentation procedures; and,
new agency initiatives.
• Coordinated with a lawyer in the Waco community to develop a supervisor training focused on health-related
workplace laws, including Health Information Portability and Accountability Act (HIPPA), Americans with
Disabilities Act (ADA) and Family and Medical Leave Act (FMLA).
• Provided agency education through Let’s Talk on employee grievance procedures and benefit options.
GOAL 3: Increase accountability, reporting structures and performance measures throughout the organization.
• Developed Key Performance Indicators (KPI) definitions and methods for tracking strategic plan progress that
will be implemented in fiscal year 2021-2022.
• Expanded the Continuous Quality Improvement (CQI) plan agency-wide to enhance authentic accountability.
• Developed the Support Services CQI Committee as a result of the expanded CQI plan.
• Provided CQI education for staff through Let’s Talk on the purpose and general method of carrying out
organizational quality improvement functions.
• Developed the Foster Care Quality Assurance Committee to strengthen the quality of foster services in MCH
Family Outreach.
2020-2023 STRATEGIC PLAN | 2020-2021 UPDATE 92020-2021 UPDATE:
ACTIONS/ACCOMPLISHMENTS THAT SUPPORT
EACH GOAL
• Developed outcomes and benchmarks for every support service area and began tracking these measures in 2020.
• Developed an all-inclusive CQI evaluation plan to be conducted in fiscal year 2021-2022.
• Received the Platinum Seal of Transparency – the highest-level designation awarded by GuideStar for MCH’s
commitment to integrity, transparency and the pursuit of excellence.
• Strengthened communication and procedures regarding training completion, documentation and reporting.
• Began process to earn national reaccreditation through the Council on Accreditation (COA), which requires a
comprehensive review of agency policies, procedures and practices.
• Implemented a new accounts payable automation software to streamline the accounts payable process.
• Began conducting a comprehensive review of internal safety and emergency resources.
• Became a finalist for the 2020 Council on Accreditation (COA) Innovative Practices Award (IPA) competition for
the innovative solutions MCH developed during the COVID-19 pandemic.
• Provided ONE MCH, mission, vision and core values education through Let’s Talk.
• Started developing a marketing plan to integrate ONE MCH language and symbols into the workplace.
COVID-19 ACTIONS THAT SUPPORT “ORGANIZATIONAL CULTURE AND COMMUNICATION:”
• Created a “Year of Innovation” appreciation bonus for the special efforts and work ethic employees
demonstrated throughout the pandemic.
• Designated specific staff to monitor updates and directives from national, state and local authorities
and other sources to remain current on changes that impacted procedures and practices throughout
the pandemic.
• Created various staff support and safety measures during the pandemic, including: Furloughed staff at
100% pay; extended “COVID-19 Support Pay” for staff service providers and foster parents; extended flexible
remote working options for eligible employees; developed detailed health and safety protocols, procedures
and training to continue operations across the agency; increased access to and utilization of technology
and learning resources by expanding the cell phone stipend to all staff and providing additional equipment
to staff, clients and MCH Board members; shared real-time resources, tools, procedures, actions plans and
updates through various internal resource platforms.
• Increased collaboration and utilization of staff, technology and financial resources throughout the agency to
continue to serve children, youth and families during the pandemic in all locations.
• Developed the Staff on Standby (SOS) program in response to COVID-19 for employees who do not serve in
direct childcare roles to provide support with short-term projects and other childcare needs.
PRIORITY 3: FUNDING, STEWARDSHIP & COLLABORATION
GOAL 1: Increase Funding from a variety of sources.
• Explored the option of securing a grant issued by DFPS to participate in the Healthy Outcomes through
Prevention and Early Support (HOPES) program.
• Increased donor participation and funds raised through the addition of new online solicitation pages and
campaigns, virtual visit options, social media promotion and text-to-donate capabilities through MobileCause.
Campaigns that were impacted include Giving Tuesday, Christmas 2020 campaign, the new online Season of
Joy church campaign, and $500K Day.
2020-2023 STRATEGIC PLAN | 2020-2021 UPDATE 102020-2021 UPDATE:
ACTIONS/ACCOMPLISHMENTS THAT SUPPORT
EACH GOAL
GOAL 2: Ensure highest and best use of current resources while increasing future capacity.
• Conducted virtual Commissioners Meetings to equip these volunteers with education and resources needed
to advocate for MCH and raise funds.
• Increased staff education on cybersecurity through Let’s Talk and email phishing campaigns.
GOAL 3: Increase investment of resources in collaborations with like-minded, transformative organizations.
• Created criteria for various agency affiliations and networks and developed a vetting process for short-term
collaborations.
• Launched the pilot collaboration for One Heart Project, an evidence-based mentoring program for youth in
residential services and independent living programs.
• Developed Mentor Orientation materials for One Heart Project that includes MCH education, requirements
and guidelines to become a mentor.
• Expanded our collective impact by creating a four-part video series based on TBRI and Nurturing Parenting
principles for MCH Waco Family Outreach clients serving vulnerable populations in Cuba.
• Received the TBRI Ambassador Organization Distinction from the Karyn Purvis Institute of Child Development
(KPICD) at Texas Christian University for MCH’s experience in the trauma-informed field.
• Provided emergency behavior intervention training for staff at The COVE-Heart of Texas Inc., a homeless shelter
for teens in Waco. The COVE utilizes facility space in the Waco Family Outreach Center to operate their services.
• Expanded permanency plan review to include all children in care and strengthen the involvement of parents
and caregivers in the lives of those served.
• Family Outreach offices established many collaborations with local partners to serve diverse needs in their
communities.
2020-2023 STRATEGIC PLAN | 2020-2021 UPDATE 112020-2021 UPDATE:
KEY PERFORMANCE INDICATORS (KPI)
PRIORITY 1: CONTINUUM OF CARE
Goal: Develop a future program master plan to meet the demand for services and evolving needs of those in
our care.
KPI: Meeting the demand for services.
TARGET: 4 Service Needs Assessments
DEFINITION: Service needs assessments are defined as a comprehensive review of client and/or community needs that
guide the development, deployment, and enhancement of services. Each assessment includes priority needs, current
service delivery as related to priority needs, and a proposed implementation plan to meet the demand for services
moving forward. Each assessment is provided to the Vice President for Programs to determine next steps and counted
towards the KPI target. Additional KPI may be developed to measure implementation progress.
VICE PRESIDENT: Traci Wagner
Goal: Increase effectiveness and efficiency of service delivery through all programs.
KPI: Increasing effectiveness of service delivery
TARGET: 4 Service Delivery Assessments
DEFINITION: Service delivery assessments are defined as a comprehensive review of policies, procedures, or
practices that guide the development, deployment, and enhancement of services. Each assessment includes
findings, methods of determining effectiveness and efficiency of service delivery, and a proposed implementation
plan to increase effectiveness and efficiency of service delivery. Each assessment is provided to the Vice President for
Programs to determine next steps and counted towards the KPI target. Additional KPI may be developed to measure
implementation progress.
VICE PRESIDENT: Traci Wagner
PRIORITY 2: ORGANIZATIONAL CULTURE & COMMUNICATION
Goal: Create a culture rooted in unified purpose, employee empowerment and agency-wide teamwork.
KPI: Creating a ONE MCH culture.
TARGET: 70%
DEFINITION: ONE MCH culture unifies staff in purpose, empowers employees and provides opportunities for agency-
wide teamwork. Staff are asked survey questions and results are used to monitor staff perception of MCH’s commitment
to ONE MCH. The totals from the survey are used to calculate the KPI percentage.
VICE PRESIDENT: Bryan Mize
Goal: Develop professional learning opportunities for employees, the organization and external partners.
KPI: Developing learning opportunities.
TARGET: 8 Learning Opportunities
DEFINITION: Learning opportunities are significant internal or external initiatives that increase knowledge and
resource sharing. Each learning opportunity launched by the Executive Leadership Team is counted towards the
KPI target.
VICE PRESIDENTS: Lyle Mason, Julie Mitchell, Bryan Mize, and Traci Wagner
KPI TRACKING WILL BEGIN JULY 2021
2020-2023 STRATEGIC PLAN | 2020-2021 UPDATE 122020-2021 UPDATE:
KEY PERFORMANCE INDICATORS (KPI)
Goal: Increase accountability, reporting structures and performance measures throughout the organization.
KPI: Increasing accountability.
TARGET: 8 Accountability Processes
DEFINITION: Accountability processes are formal and consistent processes that enhance organizational effectiveness
and efficiency. Each new accountability process created or current process evaluated, including recommendations, is
provided to the applicable Vice President and counted towards the KPI target.
VICE PRESIDENTS: Lyle Mason, Julie Mitchell, Bryan Mize, and Traci Wagner
PRIORITY 3: FUNDING, STEWARDSHIP & COLLABORATION
Goal: Increase funding from a variety of sources.
KPI: Increasing funding from new donors.
TARGET: 10%
DEFINITION: The current funding is the baseline and any change in funding from new sources is used to calculate the
KPI percentage.
VICE PRESIDENTS: Lyle Mason and Julie Mitchell
Goal: Ensure highest and best use of current resources while increasing future capacity.
KPI: Ensuring effective stewardship of utilization.
TARGET: 10%
DEFINITION: Effective stewardship of utilization incorporates budgeted census, actual census and actual expenses and
are used to calculate the KPI percentage.
VICE PRESIDENT: Julie Mitchell
KPI: Ensuring effective stewardship of cost.
TARGET: 10%
DEFINITION: Effective stewardship of expenses incorporates actual and budgeted census, expenses, and income and
are used to calculate the KPI percentage.
VICE PRESIDENT: Julie Mitchell
KPI: Ensuring effective stewardship of administration.
TARGET: 15%
DEFINITION: Effective stewardship of administration incorporates program and administrative expenses and are used
to calculate the KPI percentage.
VICE PRESIDENT: Julie Mitchell
Goal: Increase investment of resources in collaborations with like-minded, transformative organizations.
KPI: Increasing collaborations.
TARGET: 10%
DEFINITION: The current list of collaborations is the baseline and any change in the number of collaborations is used
to calculate the KPI percentage.
VICE PRESIDENT: Traci Wagner
KPI TRACKING WILL BEGIN JULY 2021
2020-2023 STRATEGIC PLAN | 2020-2021 UPDATE 13You can also read
