Crossroads 2022 Strategic Plan

CROSSROADS YOUTH & FAMILY SERVICES STRATEGIC PLAN 2022

WWW.CROSSROADSYFS.ORG

"Home should be the starting place of love, hope, and dreams." Crossroads Youth & Family Services knows that home can also be the people that become little bricks in our own house that we build throughout our lifetime- a house filled with memories and skills to help secure us no matter the challenges that inevitably will come our way. All our programs and services are little bricks to help families, staff, children, and youth build their homes with the strongest of foundations.

Our 'Why' This plan outlines the overview of steps Crossroads YFS is implementing to create an environment that engages all employees, volunteers, and families with clear communication and technology utilization to help us all be a part of the same mission- building strong foundations. We work with community partners to help meet the needs of our growing organization and families.

Contents Vision & Mission Statements

4

About Crossroads Youth & Family Services Programs

5

SWOT Analysis Strengths Weaknesses Opportunities Threats

6

Goals

11

Goal 1- Improved Information Technology Communications by creating a clear structure for communication using a flowchart.

Goal 2- Improved Maintenance Infrastructure System Goal 3- Create an onboarding system for CERC, counseling, and Head Start/ Early Head Start Goal 4- Establishing Consistent Communication for the organization using different methods that reach all stakeholders.

Goal 5- identify and contact key partners to determine intentional connections for land expansion.

Goal 6- Building Teams and Programs in the Counseling Program.

Goal 7- Develop a stronger community presence.

Ongoing Corporate Goals

18

Program & Fiscal Goals Youth Services Head Start/ Early Head Start School Readiness Fiscal Goals

20

Vision We are committed to promoting achievement and success for the children and families whose lives we touch and who touch ours.

Mission The mission of Crossroads Youth & Family Services, Inc. is to support the healthy lifestyles and emotional wellbeing of children, youth, and families through the provision of effective community-based programs.

Our Programs Youth & Family Counseling The main goal of Crossroads' Youth and Family Counseling is to provide prevention, education, child and family support counseling services for children from birth through seventeen (17) and their family members in Cleveland County.

CERC

The main goal of the Crossroads' Emergency Resource Center (CERC) is to provide shortterm emergency shelter care and other vital resources for children five (5) to seventeen (17) in Oklahoma.

Head Start/ Early Head Start The main goal of Crossroads' Early Head Start and Head Start program is to provide quality, research-based early childhood education for children and families in Cleveland, Comanche, Lincoln, Pottawatomie, and Seminole Counties. by providing them with the learning experiences necessary to close the achievement gap and enhance the quality of their lives.

Strengths Head Start/ Early Head Start has quick decision-making and implementation process.

Mike Templeton- A strong Director of Facilities and Procurement overseeing several projects and renovations.

Strong Board of Directors support.

Adaptability and a community that fosters growth and change.

Funding exists to purchase computers and to address IT needs.

Buildings and playground equipment issues have been largely addressed in prior and current years.

Maintenance personnel is hired to address routine facility maintenance needs.

Contracted with BNB and plan of implementation is already underway.

Better security measures COVID funds helped update buildings Money is set aside for a new CSBI building Communication within teams is strong.

Website and newsletter updates cover the entire agency.

Executive Director involvement at the shelter.

The closeness of Lincoln/ Seminole team.

Shelter text messages

Weaknesses Lack of working equipment.

Speed of implementation of new technology.

Increased workloads IT Staff is unable to meet all the needs of each county.

Reliability of current technology infrastructure.

Paycom issues with onboarding.

Lack of communication reaching all stakeholders.

Staff is confused about who to contact with IT/ computer issues.

IT/ Increasing number of Smart Devices (Security, Telephones) has increased the number of issues that occur; therefore, increasing the need for staff/ consulting efforts to address such.

Lack or nonexistent IT training Internet accessibility & lower speeds at various locations.

Lack of land available for expansion in Norman.

Follow through with plans due to Staffing retention and acquisition City of Norman Lose applications to surrounding communities and public school systems.

Involved board Lack of name recognition in all counties.

Opportunities Partnerships with community organizations such as Quest Church or Local developers Early Head Start expansion Building a team Streamlined onboarding platforms secured with new technology potential Recruiting at colleges Executive Director and program director classroom visits (even via zoom) Word of mouth- Facebook Strengthen LEA partnership with child care centers Community Events Backup support for the Director of Shelter Services Hiring Specific Staff When we work with Lincoln/ Seminole Counties permanently Create a flowchart with steps to take for IT issues CSBI building purchase while funding exists.

Completing a flowchart that will allow staff to follow when addressing an IT/ Computer issue (Contact info, etc.)

Threats Public Schools taking staff and changing superintendents Legislation that directly or indirectly affects our programs and services or the families we serve.

Aging facilities in the new counties acquired (Lincoln/ Seminole) Identify staff for leadership aging Office of Head Start Direction= pandemic grace is coming to an end.

Public Schools working with 3-year olds.

Leadership needed to run new programs.

Economy issues

Major Goals for FY22 Goal 1 Improved Information Technology Communications by creating a clear structure for communication using a flowchart.

The Strategy: Reimplementing IT Request system that can identify the personnel/contractor to perform said request.

Reimplementing Maintenance Request system.

Steps to Take: 1. Determining whom to delegate IT duties 2. Creating a Troubleshooting Tips Video/Card for computer issues. To be determined Key people/Departments To be determined

Major Goals for FY22 Goal 2 Improved Maintenance Infrastructure System The Strategy: Reimplementing IT Request system that can identify the personnel/contractor to perform said request.

Reimplementing Maintenance Request system.

Steps to Take: 1. Create a database to house requests.

2. Hire IT person for 3. Hire a tech to create the program.

4. Create a troubleshoot tips sheet Key people/Departments IT Techs Assistant Director of Facilities (Mike)

Major Goals for FY22 Goal 3 Create an onboarding system for CERC, counseling, and Head Start/ Early Head Start The Strategy: Organize the materials in a folder/ binder Create a timeline/ checklist for new materials Steps to Take: 1. Collecting Materials that we already have (make new, as needed) 2. Organize the materials in a folder/ binder/ digital version 3. Create a timeline/ checklist for new materials Key people/Departments Counseling- Jenn and Kaylee CERC- Ty Lewis Head Start- Content Area Specialist, Center Directors, Terrie

Major Goals for FY22 Goal 4 Establishing Consistent Communication for the organization using different methods that reach all stakeholders.

The Strategy: Get with teams to see what their preferences are for communication.

Team leaders decide if they want to do a weekly update via email or video.

Establish when we would like to have the quarterly meeting.

Steps to Take: Make an agenda for quarterly meetings.

Hit certain marks in our weekly updates Key people/Departments To be determined

Major Goals for FY22 Goal 5 Identify and contact key partners to determine intentional connections for land expansion.

The Strategy: Create a community partner plan to make connections for land acquisition.

Steps to Take: Contact Quest Church Meet with McFarland The Thrivent event in April County connections Key people/Departments To be determined

Major Goals for FY22 Goal 6 Building Teams and Programs in the Counseling Program.

The Strategy: Create a community partner plan to make connections for land acquisition.

Steps to Take: Identify potential new hires.

Bolster NPS groups and programs Reach out to the Exchange Club More Website Highlights for counseling services.

Departments of colleges for internships/ staff to communicate needs.

Key people/Departments Karlee (website) Jennifer Foster- Director of Counseling Services Direct contacts with colleges and universities (to be determined)

Major Goals for FY22 Goal 7 Develop a stronger community presence.

The Strategy: Increased advertising through pamphlets, billboards Working with the Exchange Club Steps to Take: 1. Restart Exchange Club 2. Look for event fairs and create a calendar to attend fairs that lead to increased community engagement.

Key people/Departments Communications, Human Resources, Community Partnerships, Executive Director, Leadership, Center Directors, and any staff interested in community development.

On-going Corporate Goals Cultural Competence & Diversity Goal: To ensure employees are knowledgeable of the issues surrounding serving culturally-diverse populations.

Objective: To provide professional development for staff on issues of cultural competence/ diversity as part of professional continuing education requirements.

Accessibility Goal: To address and remove any barrier to accessing services (architectural, environmental. attitudinal, financial, or employment related).

Objectives: (1) Ensure annual inspection of elevator at Main Street location; (2) Post notice of ADA compliance in all reception areas at a height and location accessible to those using mobility devices and in large print type; (3) Develop an accessibility plan for any Crossroads center or building that is not accessible.

On-going Corporate Goals Cont'd Risk Assessment & Management Goal: To assess, prevent, or resolve potential & actual risks to persons served, to the staff, and to the public.

Objective: (1)To make available to persons served, to staff, and to the public Health & Safety Handbooks outlining all health & safety procedures; (2) Conduct regular practice drills for fires and workplace threats, including those related to active shooters, utility failures, medical emergencies, evacuations, & natural disasters; (3) Conduct regular health & safety inspections of all facilities of the organization, in order to identify areas for improvement; (4) Provide a written analysis of all critical incidents that identifies causes, trends, and actions for improvement to reduce the health & safety risk to staff, persons served, and the public.

FY 2022

PROGRAM AND FISCAL GOALS YOUTH SERVICES HEAD START SCHOOL READINESS FINANCIAL PLAN

COMMUNITY-BASED YOUTH SERVICES PROGRAMS BEHAVIORAL HEALTH OUTPATIENT OBJECTIVE

GOAL I:

INDICATOR

APPLICATION

TARGET PERFORMANCE

Provide individual screening, evaluation and assessment to consumers who seek behavioral health services from Crossroads YFS.

To provide a minimum of 150 consumers with screening, assessment, and intake sessions by June 30, 2022 GOAL2:

150 consumers will be screened, assessed and/or evaluated for counseling services by June 30, 2022

At least 300 hours of screening assessment and intake will be tracked by number and type of client referrals and documented monthly

Write a Treatment Plan for each client who receives behavioral health services from Crossroads YFS.

To provide a minimum of 75 treatment planning hours by June 30, 2022

GOAL3:

Consumers will receive a two-hour screening, assessment, or intake evaluation.

Consumers will work with their counselor to write a Treatment Plan for identified problem behaviors

Staff will provide consumers with a total of 75 hours of Treatment Planning to develop goals to address problem identified behaviors by June 30, 2022

75 treatment plan hours will be provided to consumers who receive Crossroads YFS behavioral health services as documented in client files

Increase the level of individual and family functioning, stability, and communication through behavioral health services.

To provide 100 consumers with family counseling by June 30, 2022

Consumers will receive family counseling sessions as needed and

To provide 140 children, youth, and adults with individual counseling sessions for by June 30, 2022 To provide a minimum of 4 truancy education groups by June 30, 2022

100 consumers will receive family counseling services as indicated in their treatment plans by June 30, 2022

Families will show an increase of at least 1 point on the Progress Toward Treatment ten-point Likert Scale ranging from "-3" (" Significant Deterioration") to "+ 3" (Significant Improvement)

Consumers will receive as many individual counseling sessions as indicated in each Treatment Plan

140 children, youth and adults will receive individual counseling services as indicated in their Treatment Plans by June 30, 2022

Individual consumerswill show an increase of at least 1 point on the Progress Toward Treatment tenpoint Likert Scale ranging from" 3" ("Significant Deterioration") to "+3" (Significant Improvement)

Each consumer will complete the 8 hours of truancy prevention education as required by the court

A minimum of 4 truancy groups will be conducted as needed by June 30, 2022

Each client who completes Truancy Education will show an average rating of "4" (Useful) on a Liker Scale of " 1" (Not useful at all) to "5" (Very useful) across five (5) skill areas by June 30, 2022

indicated in their treatment plan

1

OBJECTIVE

INDICATOR

To provide 10 consumers with truancy education

by June 30, 2022

Each consumer will complete the 8 hours of truancy prevention education

To provide 100 adult consumers with divorce education/parenting skill groups by June 30, 2022

Consumers will complete a four (4) hour class which will provide skills to transition their children from a 2-parent household to a 1 parent household due to divorce

APPLICATION

Classes will be provided in person or via a HIPAA approved online platform over a period of 2 days for a total of 8 hours Classes will occur approx. twice each month. One four (4) hour class must be attended for certification of completion. Classes will be provided in person or via a HIPAA approved online platform

Up to 10 children and/or youth will participate in one-hour groups approximately two hours per week by June 30, 2022

Consumers will receive 100 groups will be provided to shelter residents community-based to provide independent prevention services living skills, sexual while admitted as education, and pro-social residents of the skills by June 30, 2022 emergency resource center

TARGET PERFORMANCE

Number of consumers served in group sessions will be documented monthly

Number of consumers served in group sessions will be documented following each class. Evaluations will also be required to improve quality of services

Number of residents receiving residential services will be eligible for group services and total number of hours will be documented monthly.

GOAL4: Provide community education and community development activities to Cleveland County residents

To provide 20 community education and development hours by June 30, 2022

Community residents or social services agencies will receive community education and community development activities when requested

A minimum of 20 community education and development hours will be provided to community residents or social service agencies

Number of community education and development hours will be documented monthly and reported quarterly

FIRST TIME OFFENDER PROGRAM AND COMMUNITY AT RISK SERVICES (CARS) OBJECTIVE

GOAL 1:

INDICATOR

A PPLICATION

TARGET PERFORMANCE

Decrease continued risk for juvenile delinquency in pre-delinquent youth or first-time offenders in Cleveland County

To provide 25 family assessments for adolescents and their parents

Consumers will receive an appointment time for a family assessments upon referral to FTOP

To provide 10 pro-social Families will attend six skills training groups for (6) classes to learn adolescents and their several pro-social skills parents by June 30, 2022 to assist in decision making and healthy communication among family

All referrals will be offered interviews and screenings to determine eligibility and appropriateness for the FTOP Program Full participation and completion of all assignments will be required for 12 hours of class before a certificate of completion will be granted

Once appropriateness for the FTOP program has been determined, participants will be provided days/times for classes Total number of participants will be documented and reported on a quarterly basis

2

O BJECTIVE

INDICATOR

APPLICATION

T ARGET P ERFORMANCE

To achieve an 85% successful completion rate of all enrolled adolescents and their parents in FTOP by June 30, 2022

Participants must attend all 12 Classes will be provided in 85% of all enrolled FTOP adolescents hours of class and fully person or via a HIPAA and their parents will successfully participate in all class approved online platform complete the program by June 30, assignments to obtain a over a period of 3 weeks 2022 certificate of completion GOAL2: Decrease continued risk for juvenile delinquency in pre-delinquent or high-risk youth in Cleveland County Each client will take part in the development To provide 45 family assessments for 45 family assessments Consumers will receive of a treatment plan which will document will be conducted for family assessments upon adolescents and their parents referred goals and objectives that will be achieved referred consumers by referral to CARS or when to CARS by June 30, 2022 before the termination of therapy June 30, 2022 necessary To provide 350 Direct Families will receive a 350 direct service hours Number of direct services will be Services Hours to high-risk youth and comprehensive array of Provided to high-risk documented monthly by June 30, 2022 their families in Cleveland County by youth and their families services based off needs and 85% of all enrolled CARS June 30, 2022 based off needs identified during consumers will successfully complete the expressed during program assessment and the counseling assessment treatment plan and treatment plan development sessions sessions

EMERGENCY YOUTH SHELTER O BJECTIVE

INDICATOR

A PPLICAT ION

T ARGET P ERFORMANCE

GOAL I:

Provide a safe non-threatening environment of 24-hour care to meet the immediate physical and emotional needs of children experiencing crisis.

Shelter residents' feel welcomed in the Shelter Program by demonstrating an Shelter residents will feel welcomed average score of "4" on a Likert Scale of in the Emergency Youth Shelter “1" being "strongly agree" to "5" being Program "strongly disagree" on the Shelter Effectiveness Survey through FY 2022 Shelter residents will show an improved quality of life while in the Shelter Program 180 children will receive Shelter residents will show an To provide 180 children with by demonstrating an average score of "4" Shelter services to meet emergency Shelter care by improved quality of life by the end of on a Likert Scale of" 1" being "strongly their physical and emotional June 30, 2022 their stay at the Shelter agree" to "5" being "strongly disagree" on needs while waiting the Shelter Effectiveness Survey through permanent placement in FY 2022 homes Shelter residents feel safe in the Shelter Program by demonstrating an average Shelter residents will feel safe during score of "4" on a Likert Scale of" 1" their stay in the Emergency Youth being " strongly agree" to "5" being Shelter "strongly disagree" on the Shelter Effectiveness Survey through FY 2022 To provide 2,020 childcare Shelter residents will stay in the Residents will receive a Number of childcare days will be Shelter for up to 30 days or longer, if minimum of 2,020 days to children in crisis by documented daily and reported quarterly needed June 30, 2022 childcare days

by June 30, 2022 during FY 2022 To provide a minimum of Consumers will receive communityNumber of sessions will be Sessions will be provided 100 one-hour groups for documented weekly as stated under by counseling staff as based prevention services while Shelter residents by June counseling statistics Goal 4 documented under admitted as residents of the 30, 2022 counseling statistics Goal 4 emergency resource center

3

Provide recreational, volunteer, and other structured activities for Shelter residents.

Activities will include preShelter residents will receive five (5) hours of structured activities per week planned activities such as arts & crafts, gardening, and sports activities 30, 2022 To provide at least two (2) Shelter residents will receive at least Staff-supervise d outings staff-supervised outings per two (2) outings per month will include activities such G0 AL 2:

To provide five (5) hours of structured activities per week in the Shelter by June

month for shelter residents

by June 30, 2022

G0 AL 3:

Number of hours of structured activities will be documented monthly Number of outings will be documented monthly

as visits to the zoo, science museums, movie theaters, local farms, bowling centers, etc.

Provide a Shelter-based educational program, staffed by a certified Norman Public School teacher, for Shelter residents.

To provide 860 hours of classroom time for schoolaged Shelter residents during the 2021 - 2022 school year

School-aged shelter residents will receive classroom instruction based on their individual levels and abilities during their stay in the shelter

860 hours of classroom

95% of all school-aged shelter residents

instruction will be provided to Shelter residents

will receive daily classroom instruction based on their individual levels and abilities during the 2021- 2022 school year

Practicum/Mentorship PROGRAM INDICATOR

APPLICATION

TARGET PERFORMANCE

OBJECTIVE GOA L 1:

Offer structured and supervised volunteer opportunities within Crossroads YFS

To recruit, train, and supervise 50 practicum students/mentors to support all programs/services within the agency byJune 30, 2022

50 students/mentors will be recruited from the community to assist with agency programming

Students/mentors will be recruited from the local community and surrounding universities; They will be provided orientation and ongoing training to assist residents, clients, and head start & early head start children in meeting goals for each program

Number of volunteers and volunteer hours will be documented monthly

4

FINANCIAL PLAN FY 2022

C

rossroads Youth & Family Services, Inc. is governed by a Board of Directors. Additionally, in compliance with Federal Head Stat1 and Early Head Stat1 Performance Standards, the Crossroads Head Start and Early Head Start Program includes the Head Start/Early Head Start Policy Council, which has federally-required administrative functions including approval and oversight of the Head Start/Early Head Start budget.

ANNUAL BUDGET: The fiscal year of both Crossroads Youth & Family Services, Inc. and Cleveland County Youth and Family Services, Inc. is from July 1 through June 30. The budgeting process works in coordination with the ongoing planning process beginning with the Community Assessment in May. As the Administrative Team collects information and data concerning the program and service needs of the communities served, the fiscal staff begin preparing proposed budgets based on the projected revenue of the following fiscal year. Together, the fiscal staff and the Program Directors ensure that the budget planning process sufficiently supports the established goals, objectives and outcomes for the persons served in the approved Strategic Organizational Plan for Performance Improvement as well as the organizational short­ term goals and long-term goals where feasible.

Each year, the budgeting cycle begins in April when the first proposal for funding for the new fiscal year through the Community-Based Youth Services Unit of the Office of Juvenile Affairs is due. A proposed budget for the new fiscal year, taking into account all known and assumed funding sources, is prepared by Fiscal Staff in consultation with the Crossroads YFS Administrative Staff, the Head Start/Early Head Start Management Team, and the Policy Council. It is then submitted to the Crossroads YFS Board of Directors for review and approval in May or June.

A revised budget is typically submitted to the Board of Directors at regularly scheduled meeting(s) through October. The budget is revised as each funding source, contract, and/or grant is finalized and revenue is determined. All state grants are dependent upon the end of the legislative session, which is the last Friday in May, for final revenue allocations and/or appropriations. Any revision to the approved budget is submitted to the Crossroads YFS Board of Directors for review and approval. The budget is considered final when the Board of Directors have given their approval to the October revised budget.

The contract year for the federal Head Start/Early Head Stm1 program is February 1 through January 31 of each year. The annual refunding application is due by November 1 of each year for the subsequent contract year. The annual organizational budget, therefore, contains percentages of two federal contract years' allocations. The Head Start/Early Head Stat1 Policy Council assists in the preparation of the refunding application, approves the refunding application, and approves and provides oversight to the program budget and expenditure of funds.

A mid-year budget revision is conducted by Fiscal Staff in consultation with the Executive Director in January and/or February and submitted to the Board of Directors and the Head Start/Early Head Start Policy Council for their review and approval. When the mid-year budget adjustment or any budget revision results in changes to any contract or grant budgets, a budget revision for those affected contracts or grant budgets will be prepared by Fiscal Staff, approved by the Executive Director, and submitted for final approval to the contracting agency.