Juvenile Welfare Board

strategic plan update

2013-2016

●builds on strategic investments and 2006 JWB Strategic Plan accomplishments

strategic plan update

●stresses outcomes and reaffirms achieving results in the three focus areas adopted by the Board in 2006:

•school readiness•school success•prevention of child abuse and neglect

JWB’s role

JWB has multiple roles:

funder

convener/collaborator

innovator

JWB has multiple

roles:

JWB missionthe Juvenile Welfare

Board invests in partnerships, innovation

and advocacy to strengthen the children and families in Pinellas

County●

JWB valueswe value every childwe want them to be ready to learn, to be successful in school and to be healthy and happy every step of the way

we embrace collaborationwe work as a team with our community partners

we celebrate resultswe support long-term efforts to bring effective change by identifying areas where needs are not being met. then we find or create a community-based support network that can turn our investments into real help for young people throughout Pinellas County

we pursue innovationwe are not satisfied with the status quo. we use the latest

research and professional knowledge to address the needs of children and families in Pinellas County

key results areascollaboration

and partnerships

for community impact

funding for results through programs and

services

community awareness of JWB’s benefit

performance improvement

increasing organizational

capacity

guiding principlesdecision-making principles for JWB resource allocation, collaboration and innovation:

• prioritize intervention and prevention services for the most vulnerable

• strategically invest taxpayers’ resources in leading practices and evidence-based initiatives

• support accountability

• identify and respond to emerging needs impacting school readiness, school success and the prevention of abuse and neglect

• commit to quality work

• foster partnerships and collaborations that build robust and comprehensive services

programs and services—funding for results

• compelling research supports the criticality of early learning

• the need to continue to provide resources to prevent child abuse and neglect is clear. Pinellas County has one of the highest removal rates in Florida

• JWB has made significant progress in shifting its funding strategies to improve outcomes, moving from episodic services to a continuum of care delivering the right service in the right dosage at the right time

objective 1:initiate and fund programs and services that demonstrate results

Goal 1:1 fund evidence-based and promising practice programs and services

Goal 1:2 invest in innovative ideas and partnerships for programs and services

Goal 1:3 engage with providers and partners to design and deliver quality programs and services

performance improvement• need a robust ability to assess performance in order to:

-evaluate outcomes -implement a comprehensive system of -accountability -draw conclusions about effectiveness and ROI

• the investment in performance management and evaluation has enabled progress in program performance

• the updated plan recognizes the importance of informing and influencing other community investors and policy makers

objective 2:evaluate and analyze effectiveness and impact to inform decision-making and public policy

Goal 2:1 ensure that JWB funded interventions are targeted to and serving children appropriately

Goal 2:2 determine whether JWB funded interventions promote child well-being and demonstrate sustainable outcomes

Goal 2:3 use data to drive funding decisions and develop policy

Goal 2:4 assure system-wide communication of efforts to improve community-level outcomes

collaboration and partnerships for community impact

• use community indicators to mark progress:

-assess quality of life in a specific community or neighborhood-measure progress towards a desired benchmark

in Pinellas Countyvarious groups including JWB, Pinellas County Health and Human Services and the Administrative Forum have accepted the outcomes listed below:

every person has the opportunity to learn and

succeed

every person has stable and affordable housing

every person is physically and

mentally healthy

every person lives in a safe and sustainable

community

JWB adopted the Children’s Cabinet outcomes in June 2009

• every Florida child is healthy

• every Florida child is ready to learn and succeed

• every Florida child has a stable and nurturing family

• every Florida child lives in a safe and supportive community

JWB cannot make

progress by acting

in isolation

JWB will continue to

expand partnerships

and collaborations

relationships will maximize the

resources of all involved, and

will achieve greater results

together

improve the lives of children and families

objective 3:collaborate with other entities to improve the lives of children and families

Goal 3:1 facilitate relationships promoting collaboration and collective impact, that is, broad cross-sector engagement focused on achieving significant community change

Goal 3:2 facilitate systems for data-driven decision making

Goal 3:3 mobilize stakeholders to respond to emerging needs

increasing organizational capacity

• JWB must be accountable for stewardship of taxpayer resources and operate as an effective, efficient and evolving organization

• improve capacity in internal systems

objective 4:expand organizational capacity

Goal 4:1 ensure that staffing and resources match the needs of the organization to fulfill its mission

Goal 4:2 become a learning organization in order to effectively improve staff

performance, interpret information, adapt to emergent needs, and achieve outcomes

Goal 4:3 plan, utilize and maintain a deliberate approach to respond to organizational change and emerging internal and external challenges

public awareness of JWB’s benefit to the community• JWB is more than 65 years old and the first CSC, but is relatively unknown in the community

• in the past, it was sufficient for JWB to be understood and respected by Board Members, providers and governmental officials, but this is no longer the case

• in 2016, JWB will face a public referendum and must have more general public awareness and support of the role it plays in the community

objective 5:enhance perception of JWB as a valued resource

Goal 5:1 equip and engage staff to serve as ambassadors and advocates for JWB and the children and families of Pinellas County

Goal 5:2 reach out to a diverse and broad community audience with the JWB message

Goal 5:3 expand JWB’s sphere of influence