RCHF's Strategic Plan 2022-2025

2022-2025 Strategic Plan 1

Acknowledgements 2021 RCHF Strategic Planning Team (Insert Pictures) Dan Anderson – President, CEO Shené Bowie-Hussey – VP Health Strategies Ninfa Delgado – VP Operations Michael Matthews – Program Evaluator Larysha Green - Program Evaluation Assistant Stephanie Hernandez – Human Resources Director Anna Holbrook- Marketing and Development Sr Director Nicole Stovicek - Development Director Terri Akens -Community Wellness Programs Director Nelly De Jesus - Community Empowerment Programs Director Tiffany Hendrix - Health Strategies Sr Director Khyati Mehta - Sr. Director of Finance Pedro Payne - Community Settlement Association Sr Director BOD Members

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CEO Vision and Reflection I would like to see that RCHF be known as a leading organization that inspires a healthier and vibrant life among all residents within the Riverside City area by providing resources, support, and providing preventative health programs, that address the social determinants of health within the communities we serve. Within this role as a health leader, the foundation would continue building on our legacy of creating lasting health programs and initiatives with a focus on expanding our efforts with underserved populations to reduce health disparities.

RCHF mission to improve the health and well-being of our communities is accomplished through four strategic areas that keep us focused on the goals to be accomplished: Community Strategies: To build upon our work in community engagement through need assessments, focus groups and listening opportunities, which has created a connection and trusted relationship over the years that has enhanced our effectiveness with our strategy and has increased the sustainability of our efforts. These connection with the community needs to continue, especially with population groups experiencing health inequities.

Organizational Strategies: To be an organization that understands what is taking place in our communities. To examine multiple aspects of health in our community to get a clearer picture of health inequities. To be an organization that reviews the best possible available data to ensure that RCHF is investing resources and time in strategies that are most likely to have the intended impact. Develop key partnerships with those organizations that are addressing ways to advance health equity.

Internal Strategies: To formulate in writing RCHF’s ongoing focus and support for advancing health equity. To clarify RCHF’s commitment by writing health equity goals into critical documents such as mission statement, strategic plan and job descriptions to improve health equity practices within the foundation. The focus within the foundation is to build our capacity to address health inequities.

Financial Strategies: To be ethical, transparent, and accountable while ensuring financial viability. To focus on opportunities to raise funds and grant write to in-order-to maintain cost effective organization.

Reflections As I reflect on RCHF, we have been a foundation that has played a key role over the years in helping communities improve the place where they live, learn, work and play. Some of these improved because we were engaged with the community, we listened, identified needs, conducted surveys, developed partnerships, as well as implementing programs with interventions. Some of these interventions have potential to prevent and reduce health inequities, affect a large portion of a population, and may be leveraged to address root causes, ensuring the greatest possible health impact over time. Over the years, the strategy has been to hire staff that mirror the communities served, and those that might have the greatest impact on their lives. They may have the ability to connect. We have learned over the years that certain population groups may face 3

barriers to or negative unintended consequences from certain strategies. We have over the years looked for different strategies in order to provide another opportunity to reach those we need to reach.

As someone who reflected on what has taken place over the past 20-months with the Covid-19 Pandemic, this period has highlighted the health experiences by communities of color and low-income populations, these existing inequities, it reminds us that we need to continue to address the long-term issues that cause barriers to health equity. It is with this in mind, that we present our 2022-2025 strategic plan.

Sincerely,

Daniel Anderson, M.Div Chief Executive Officer and President Riverside Community Health Foundation

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Table of Contents 1. Participating Organizations………………………………………………………………………..6 2. Organizational Background………………………………………………………………………..7 3. Strategic Planning Process Overview………………………………………………………….8 4. Updates to the Articles of Incorporation…………………………………………………….8 5. Vision, Mission, and Values………………………………………………………………………..9 6. 2022-2025 Strategies………………………………………………………………………………….10 7. 2022-2025 Strategy Goals and Objectives…………………………………………………..11 a. Stakeholder Engagement b. Environmental Consciousness c. Theory of Change d. Program Portfolio e. Business Model f. Organizational Capacity

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Participating Organizations

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Organizational Background Riverside Community Health Foundation (RCHF) is a 501 (c)(3) nonprofit public charity, with a mission to improve the health and well-being of our communities. We are a highly functional nonprofit with over 23 years of experience addressing the health needs of Riverside residents. Since inception in May 1997, RCHF established community-based health centers focusing on underserved population, and then complimenting the clinical services with community health education, programs, services and community health outreach workers that connect with families with resources within the communities they live. This focus is coupled with grantmaking strategies that support other nonprofit organizations that endeavor to improve the communities’ health.

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Strategic Planning Process Over the period of September of 2020 to August of 2021, more than 50 RCHF organization staff members and 40 external stakeholders were engaged in a guided process of feedback and decision-making. Simultaneously, the organization pursued a request to the CA Attorney General to increase the flexibility in how we serve the community. The combination of outcomes from both processes led to the completion of the 2022-2025 strategic plan.

Amendment to the RCHF Articles of Incorporation Request Justification: The amendment will allow RCHF to use and distribute its assets to a broader category of health and wellness community needs as the current Articles of Incorporation limit the use and distribution of its assets to direct medical care services.

Approved Distribution of Assets: This Corporation shall have no minimum annual expenditures Approved Amended Service Area: RCHF’s service area shall consist of the Greater Riverside Area defined by the city limits of the Cities of Jurupa Valley, Riverside, Moreno Valley, Corona, Norco, and Perris, including the following United States Postal Service Zone Improvement Plan (ZIP) codes: 92501; 92502; 92503; 92504; 92505; 92506; 92507; 92508; 92509, 92518; 92521; 92522; 92551; 92553; 92557; 92570; 92571; 91752; 92860; 92879; and 92881.

Required Integrated Planning Process: RCHF shall implement and maintain a public deliberative strategic planning process to identify and prioritize community health and wellness care needs at least once every four (4) years. As part of this process, RCHF shall evaluate and consider the success of its past programs and shall actively solicit input from non-profit organizations; federal, state, local, and tribal government organizations; other relevant stakeholders; and the public concerning identified needs and unmet needs and proposed priorities and program goals. RCHF shall use the results of this process to set program goals and specific targets for resource allocation.

Approved Expansion of the “Medical Care” Definition: Health, wellness, and/or medical care provided by a health care provider licensed, certified or accredited either by a governmental entity or agency of either a State or the United States or by an accrediting organization recognized as such by the health care industry, which health, wellness and/or medical care may include, but not be limited to, programs, activities, and services that address health, medical, and social determinants that address health and wellness 8

within the Service Area and/or to residents of the Service area to health and wellness services, expressly including, without limitation, the following: healthcare services; grants for needy individuals; homeless services; mental and physical health screening programs; prevention and treatment of obesity; respiratory illness; diabetes; tobacco cessation; behavioral health; alcohol and substance abuse; maternal health services; child and family healthcare and wellness services; eldercare services; and wellness services to promote opportunities for socialization and physical activity for senior citizens, persons with disabilities and persons suffering from chronic illness residing in the Service Area across all ages.

Vision, Mission, Values Vision: To inspire a healthier, happier, and more active community for generations to come.

Mission: To improve the health and wellbeing of the community Values: Integrity, Inclusiveness, Leadership, Community, Partnership, and Teamwork Consideration: What does it look like when the community’s health is improved – conversations with staff and board members

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Emerging themes: Whole person care, health and racial equity, social determinants of health, and community needs

2022-2025 Strategies: 1. Strong Partnerships – Organizational partnerships are developed and maintained to increase the collective impact on improving community health 2. Effective Programs and Services – Direct services provided through medical clinics, and health education and promotion programs are community driven and needs-based.

3. Organizational Viability – Organizational practices support a strong business model and supportive staff development

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2022-2025 Strategic Plan Goals and Objectives Stakeholder Engagement Strategy – Strong Partnerships Objective 1: By December 2022, RCHF will work together to create a plan to improve internal and external communication focused on implementing culturally relevant, impactful organizational and grants-based programming with clear direction and extensive evaluation tools.

Activities and Expected Outcomes: • Revisit and complete the organizational outreach and communications plan • Engage in effective conversations at all organizational levels to promote impactful internal and external communication • Increase population-specific programming specifically for the African American, Asian, and disabled communities • Develop a targeted marketing strategy that includes staff training and stakeholder input Objective 2: Increase collaboration with partner organizations to strengthen internal programs and collective impact Activities and Expected Outcomes: • • • •

Seek out organizations that share the mission and vision to create collective impact results through effective grant making.

Strengthen collaboration with clinic partner to ensure that clinical services are patient-centered and impactful Strengthen the grantmaking process to support and increase capacity to serve the community in a way that aligns with the vision and mission of the foundation.

Develop and maintain an accountability process to meet the requirements of stakeholder engagement for the Office of the Attorney General 11

Environmental Consciousness Strategy – Effective Programs and Services Objective: Within the next four years, RCHF will improve and maintain its competitive position by leveraging opportunities and managing threats through strategic investments, partnerships, and communications.

Activities and Expected Outcomes: • Research and invest in tools and trainings that increase ability to report data consistently • Increase opportunities for staff development • Maximize individual and team potential • Ensure that RCHF continues to be agile and able to adapt to future external threats and opportunities, specifically in regard to economic changes, changes in community needs and changes to demographics

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Theory of Change Strategy – Effective Programs and Services

The RCHF theory of change consists of three critical area of service – Direct programming, effective grantmaking, and clinical services. As a result of these area outcomes, the foundation expects to impact community behavior, social norms, and organizational policies and behaviors that ultimately lead to an improvement in community health and wellbeing.

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Program Portfolio Strategy – Effective Programs and Services Expected outcomes from the planning committee: • • • • • •

Maintain overall current portfolio – Direct Service Programming, Grantmaking, Clinic Services Strengthen referral processes among stakeholder organizations Maintain virtual programming where appropriate Increase grant revenue for each department Position organization to reimbursement for services Develop and implement quality information and improvement plan with clinic partner

Objective: By June 2025, increase access to and participation in health and wellness services of residents in current and expanded service areas.

Activities and Expected Outcomes:

Organization-wide • • • • •

Increased RCHF storytelling to maintain strong reputation and increase awareness about impact and adaptability of RCHF programs/services internally and externally Create and implement inclusive population-specific programming Conduct extensive assessment of community needs to inform program planning Create efficient processes to achieve better results Focus on quality over quantity when it comes to programming with specific intent to avoid staff burnout and promote worklife balance.

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Community Wellness Department Goal - To improve the quality of life for individuals and families impacted by health conditions in the foundation service area.

Activities and Expected Outcomes: • • • • • • •

Grow chronic disease management and prevention programs and begin to offer lifestyle coaching.

Grow maternal wellness Program- offering childbirth education and lactation consulting Maintain senior health and physical activity at their current level Reduce the number of seminars to reduce cost per year by alternating years for different seminars.

Focus on strengthening impactful programs and reducing non-impactful and non-efficient programming Conduct community needs assessment to adhere to the new service area expansion Develop and implement annual department scope of work

Pink Ribbon Place Resource Center Goal - To improve the quality of life for individuals and families impacted by cancer.

Activities and Expected Outcomes: • • • • • •

Maintain and strengthen programming in the current service categories Increase strategic outreach and partnerships to engage populations most severely impacted by cancer Grow volunteer program Strengthen existing revenue streams Use experience with virtual services to decrease program costs Develop and implement annual department scope of work

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Community Empowerment Department Goal: To develop a thriving and self-sustaining community to enhance the well-being of individuals in the foundation service area.

Activities and Expected Outcomes: • • • •

Expand healthy eating and active living strategies to neighborhoods external to Eastside Strengthen partnerships and school-based programming in Teen FACTS Develop programmatic and budgetary efficiencies for the Miles of Smiles program Develop and implement annual department scope of work

Community Settlement Association Objective: By December 2022, Community Settlement Association board and staff members will engage in a strategic planning process conducive to the needs of the organization and community it serves.

Evaluation Objective: By December 2022, strengthen evaluation and accountability tracking process to ensure program and service quality and effectiveness.

Activities and Expected Outcomes: •

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Establish a comprehensive understanding of the various types and settings in which we are doing planning and evaluation -from strategic planning to department planning to individual performance.

House program evaluation data in a single cloud-based database.

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• • • •

Establish ongoing evaluation process for all programs to assess program results, quality of services, and our ability to address the needs of level of service to our participants and the community.

Establish and maintain protocols for data collection, data entry, and outcome evaluation.

Develop and maintain a communication process to meet the strategic planning requirements of the Office of the Attorney General Develop and maintain an accountability process to meet the stakeholder engagement requirements of the Office of the Attorney General

Business Model Strategy – Organizational Viability Objective: By December 2024, acquire stable, broad-based, financial, and nonfinancial resources to support the programs and growth envisioned in the strategic plan.

Activities and Expected Outcomes: • • • • • • • • • • • • •

Review overall business strategy – Budget and cashflow oriented vs investment oriented Decision-making process for the budget needs to be done in conjunction with the Trust Uses Committee Create an annual budget that reflects our strategic priorities, and programmatic goals Increase small/medium donor opportunities -- higher volume, small quantities.

Research and establish billing service opportunities and insurance billing opportunities for applicable programs.

Increase the amount of grant applications submitted to grow/sustain each program and enable RCHF to serve outside service area.

Increase revenue for self-sustainability.

Increase board engagement in board recruitment and all aspects of fundraising.

Expand and maintain a realistic and intentional fund development plan (i.e., monthly giving, donor pipeline, recognition program, etc.)

Align organizational budget and expenses to spending policy.

Update and maintain accounting system capable of producing detailed and accurate reports for both internal and external stakeholder Establish electronic payment system for contractors.

Assess organization’s internal controls annually to ensure adequate safeguard of all resources.

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• • • • •

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Increase communication and transparency of finances and operating budget.

Provide training for understanding operational budgets.

Increase new funding and maintain existing funding, increase donor base and grant opportunities, to increase board members’ awareness and board members’ ability to “give or get”.

Establish and maintain an efficient productivity tracking for return on investment Establish effective outcomes for investment managers – o Active management o develop performance measures as for manager comparisons o quarterly meetings o expect market and performance overview for both managers Develop and maintain an effective liquidation strategy

Organizational Capacity Strategy – Organizational Viability Goal: To maximize organizational success through uniform implementation of strategic initiatives and synchronized operations that align with RCHF mission.

HUMAN RESOURCES Objective: By June 2024, increase the capacity of the department to provide efficient and solution-focused services for staff, while focusing on attracting, developing, rewarding, and retaining a talented and diverse workforce that support the foundation’s mission.

Activities and Expected Outcomes • Assess overall salary structure and benefit strategy to develop, and implement a plan to increase staff salaries, and offer competitive benefits package.

• Review/update personnel policies annually to ensure equity across the organization and develop an RCHF employee handbook.

• Establish and maintain individual and organizational development programs to help develop and retain our workforce to help them meet current workload needs and provide professional growth opportunities.

• Serve as a strategic thought partner and advisor to all programs on all areas of HR. 18

• • • • • • • •

Transition off TriNet into a new PEO with a more comprehensive HRIS system.

Implement a succession plan for key positions.

Work with HRET to identify and implement DEI initiatives that build an understanding of diversity and foster empathy.

Establish organizational goals and KPIs that are mutually agreed upon by leadership and understood by all staff, communicated clearly and regularly internally and externally.

Implement a performance management system with merit-based pay increases.

Create a positive experience and support employee work-life balance through engagement and wellness.

Research and implement well-being services that promote healthy living, improve overall employee engagement, and/or assist employees in effectively managing work-life demands and responsibilities.

Create and implement an injury and illness prevention plan to demonstrate compliance with state law, while protecting RCHF assets and creating a safe and healthy work environment.

ORGANIZATIONAL STRUCTURE & CULTURE Objective: By June 2025, strengthen and sustain an organizational structure and culture that supports clear lines of communication and a culture reflective of RCHF values.

Activities and Expected Outcomes • • • • • • • • •

Review current organization chart and ensure that structure supports clarity of decision making, accountability, and provides autonomy.

Evaluate the need to transition from a top-heavy leadership style to a more inclusive approach that involves middle management in major organizational decisions.

Clarify responsibilities for all levels of management to staff. ncourage all levels of staff to be open to new and different ways of doing things (breaking away from the “we have always done it this way”) and acknowledge the evolving workforce.

Increase number of collaboration meetings with the entire leadership team for budget planning and program planning to increase transparency and cohesion.

Create a change management system in which those being impacted by decisions are given the opportunity to be heard and establish a process for following up on employee concerns/feedback, prior to implementing change.

Reassess values, to ensure they shape RCHF culture, and specify how they can be embodied by staff.

Continue and build upon remote/virtual programs for community members to have easier access.

Provide regular and effective cultural sensitivity/humility, equity and diversity training.

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Provide executive leadership coaching for executive team to increase unity among executive team and increase effectiveness.

Establish a uniformed vision of what leadership needs to be at RCHF and provide training to ensure all RCHF staff understand and function in alignment. Adopt a more agile leadership and management structure that is open minded, adaptable, creative.

EXTERNAL COMMUNICATIONS Objective: By December 2023, Increase the visibility and community awareness of RCHF and function to support engagement of our constituencies, through social media, participation in our work, and fund development.

Activities and Expected Outcomes: • • • •

Provide adequate training for Marketing and Development team on Public Health marketing versus general marketing.

Build public awareness of RCHF in the community through increased media coverage and public service announcements.

Align marketing strategies with programmatic needs and target populations. stablish clear guidelines regarding marketing’s role in the decision-making process for print and online communications, and Program irector’s roles and communicate to all staff.

INFORMATION TECHNOLOGY Objective: By December 2024, Enhance the access, usability, security, and utilization of data resources to advance program evaluation/execution, operations, and decision making.

Expected Outcomes: • • • • • • •

Research, evaluate, select, and implement an electronic payment tool for contracted staff.

Migrate server to Microsoft Atcher.

Work with SystemsGo to improve system security.

Replace all workstations below Windows 10.

Coordinate training from SystemsGo for all staff on utilization of current applications/resources.

Evaluate the need to Migrate/Integrate S Drive items to SharePoint.

Build a consistent and sustainable organizational technological infrastructure.

FACILITIES & EQUIPMENT 20

Objective: By December of 2024, ensure that the foundation operates with up-to-date facilities and equipment for increased efficiency and effectiveness of staff and program delivery.

Expected Outcomes: • • • • •

Ensure all facilities are sufficient for staff needs.

Replace old/nonfunctional equipment with new fully functioning equipment.

Ensure there is sufficient equipment for hybrid environment.

Continuously assess technology needs and update computers and other technology as needed.

Assess storage space, and increase storage capacity through adequate storage maintenance, and evaluate the need for additional storage options.

LEADERSHIP Objective: By June 2023, implement a leadership development plan that enhances the leadership skills of foundation staff, and addresses succession planning.

• • • •

Assess leadership development needs Create a leadership development plan Enhance leadership capacity and communication, with consideration for multiple leadership styles Develop an operational plan to ensure implementation of four-year strategic plans

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