2014 Performance Metrics
It is with great excitment that I offer MDC's scorecard of key measurement areas for 2014. In our 51st year as Tacoma’s Community Action Agency, MDC has a long history of helping people change their lives for the better, from those experiencing short-term crisis to those who need support to be able to work to reach their long-term goals. MDC continues to strengthen our community through Homeless Prevention Services, Community Development, Education, Employment, and Healthcare. 2014 was a year of major expansion in health care, which grew to become 38 percent of revenue with the opening of the 16-bed Evaluation and Treatment Center to provide inpatient mental health services in October, and expansion of our capacity to provide treatment for co-occurring disorders. MDC also celebrated the opening of the Randall Townsend Apartments in 2014, with 35 new Housing First units to serve individuals who were chronically homeless. MDC shifted the way we view our work with individuals and community in 2014, with a focus on Exiting Poverty: A Theory of Change, the Community Success Model and looking at our work through the lens of the Social Determinants of Health. To that end, we restructured the organization in 2015 to include Care Coordination, to better coordinate the services provided to our clients. This scorecard is organized using MDC’s MDC focus areas: Personal Well Being, Community Well Being, Learning and Growth, Internal Processes and Governance, and Finance. Of the 24 measures in the scorecard, the organization improved in 17 measures, held steady in 6 measures and saw a decrease in 1 measure. The voice of our clients and stakeholders in our community were included for the first time by use of data from a stakeholder survey. This information is reflected in the improved metrics in the Community Well Being dimension of the scorecard. We continue to strive to make data-driven decisions that support the MDC mission – To support and manage innovative programs that promote self-sufficiency and remove individuals and families from poverty.
P. Mark Pereboom MDC President & CEO
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Personal Well Being MDC provides quality client services that build on individual and family strengths and promote self-sufficiency.
Improved Financial Resources 175 clients achieved employment and 121 retained their jobs for at least 90 days in 2014. Fifty-eight percent of those in a green jobs program achieved employment in 2014.
58 housing clients exited MDC housing to permanent housing in 2014, a rate of 85 percent. An additional 374 veterans were assisted with housing exits for a rate of 76 percent of clients served.
Improved Health
Increased Education
1181 patients completed treatment in either Detox, the Center for Substance Abuse Treatment or Co-occurring Disorder in 2014. Detox exceeded its target with a successful treatment rate of 71 percent, while the Center for Substance Abuse Treatment achieved a 45 percent success rate, just below its target. The Evaluation and Treatment Center opened in October 2014 and had 52 discharges, none of which were held for further treatment at Western State Hospital.
926 students moved to the next high school grade in 2014, and 246 students graduated from high school for a success rate of 95 percent.
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community well being MDC advances strong relationships that engage and align the community to improve the vitality of our neighborhoods.
Community Capacity The number of safe and affordable housing units increased from 361 units at the beginning of 2014 to 396 units by the end of the year. MDC also opened a 16-bed Evaluation and Treatment Center and expanded capacity for co-occurring treatment.
Quality of Services The 2014 Stakeholder Survey showed that 85 percent of responders were “promoters” or “passives” who would recommend MDC to a friend or colleague. Fifteen percent of respondents considered themselves to be “detractors.”
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Inclusion and service relevancy On a scale of 1 to 5 with 5 being the highest, participants in the 2014 Stakeholder Survey rated MDC a 4.22 for inclusion and service relevancy. This was the first year for this measure.
Brand Recognition The attendance at the Share Breakfasts has risen from 350 people in 2012 to 534 people in 2013 and then to 552 people in 2014. In addition, respondents to the 2014 Stakeholder Survey rated MDC at 3.88 out of 5 as a "recognizable service provider in our community." MDC was also recognized as 2014 Best Tacoma Nonprofit, and received the Pierce County Affordable Housing Consortium Innovation in Housing Award for the Randall Townsend Apartments.
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Learning and growth The objective is to foster a climate of integrity and respect in an environment that supports inclusion, varied opinions, and an ability to acknowledge mistakes while aspiring to continue learning and growing. It is also to recruit and develop staff with competencies to best serve our clients and communities.
Employee Engagement Employees rated "My Job" dimension in the 2014 Internal Climate Survey a 3.8 out of a possible 5 - a slight drop from 3.9 in the 2013 survey. In another measure in this area, 16 employees were involved in quick results improvements in 2014, up from 15 employees in 2013.
Employee Trust
Professional Development
The employee trust measure from the 2014 Internal Climate Survey rose to 3.8 out of a possible 5 - a jump from a 3.5 rating in the 2013 survey of employees. This measure was rated at 3.9 in the 2012 survey.
Ratings of the "Professional Development" dimension from the 2014 Internal Climate Survey rose to 3.7 from a score of 3.4 in 2013. Meanwhile, employees engaged in 5,024 hours of training in 2014 against a target of 5,349 hours. This was an increase from 3,944 hours of employee training in 2013.
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Inclusion and diversity The rating for inclusion and diversity in the 2014 Internal Climate Survey rose to 3.8 from a 3.6 in 2013. It was also rated a 3.8 in 2012.
Agency Values The question, “I know MDC’s values” rated 4.4 in the 2014 Internal Climate Survey, held steady from the same rating in 2013. A related question in the 2014 survey – “I use MDC values to guide my decision making” – dropped to a 4.1 from a 4.2 in the 2013 survey.
CuLtural competency MDC’s goal is for every employee to take cultural competency training once every three years. In 2014, 30 employees completed this training, following the 92 employees who took the training in 2013.
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Internal processes/Governance The internal processes objective is to promote a culture of process improvement that empowers staff to try new approaches, develop problem solving skills, and hold all staff members accountable for improvement efforts.
Process Improvement The number of process improvement projects undertaken in 2014 improved to 17 projects from 5 projects in 2013.
The goverance focus is to excel at strategy development, systems improvements and creating internal structures that support top-notch service delivery.
Ethics Training 131 staff went through ethics training in 2014 - up from 51 employees who took the training in 2013.
Board membership The MDC board reflects a tripartite membership that includes community representation, local governmental representation and representation of those served. We continue to work to meet this standard. In 2014, the board sought and engaged additional members with health care experience, and increased members to 11.
Policies and procedures
Board development
This measure refers to the policies and procedures that the Board of Directors follows to ensure that appropriate governance is in place. This includes, the strategic plan, agency priorities, financial policies and others.
This measure includes the number of Board members that received training. All Board members received advocacy training and Board member orientation in early 2015.
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Finance The objective is to develop, implement and maintain financial policies and plans that optimize fiscal health and maintain MDC's ability to adapt to changing economic conditions.
Assets and Liquidity The current assets and liquidity ratio for 2014 was 3.3, against a target of 2. The ratio decreased from 4.01 in 2013 and 3.35 in 2012. The average days of cash on hand in 2014 was 27.6 against a target of 45 days. The number of days fell from 30.85 days in 2013 and 39 days in 2012. This reflects two significant capital projects built in 2014: the Evaluation and Treatment Center and Randall Townsend apartments. Liquidity remains well above target.
Overhead The indirect cost rate held steady at 16 percent in 2014, at the same level as during 2013. The indirect cost rate was 16.6 percent in 2012.
Cost to raise $1 The total of private donations in 2014 were $155,935, and the cost to raise $1 was $1.47. As a comparison, private donations in 2013 totaled $236,255 with a cost to raise $1 of $0.86. In 2013, a large one-time gift was received from a foundation.
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