Staff Strategic Work Sessions

Final Materials, including Core Values and SWOT Analysis

January 13 & 28, 2021

Staff Strategic Work Sessions | Agenda January 13 & 28, 2021

Pre-read: Why Designing Your Nonprofit Culture is Do or Die Outcomes: Provide staff voice into organization’s strategic planning Advance team collaboration and engagement January 13, 2021

Welcome | Introduction Kevin Otis 9:00 am

Agenda Review Lynne Garrison

9:10 am

Leadership & Communication (Game format experience)

All | Lynne 9:15 am

Break 10:45 am

Team Dynamics | Core Values (Small and large group work)

All | Lynne 11:00 am

Next Steps | Upcoming Session Lynne | Kevin 12:15 pm

Adjourn 12:30 pm January 28, 2021

Introduction & Agenda Review Kevin | Lynne

9:00 am

Team Dynamics | Core Values (continued)

All | Lynne 9:10 am

SWOT Analysis

All | Lynne 10:10 am

Break

11:10 am

Team Dynamics | Positive Change (Small and large group work)

All | Lynne 11:20 am

Next Steps | Wrap Up Lynne | Kevin 12:15 pm

Adjourn 12:30 pm

Background Notes & Detail

MHCO Strategic Work Sessions – January 2021

Participants:

Kevin Otis Dr. Samantha Coleman Don Steichen Al Hughes Amy Still Andy Newton Clarence O’Dell Gene Purvis Sheila Biggs Kevin & Regenia McCall Leigh Ann Adcock Linda Frederickson LuAnne Clark Thomas Boyd Tina Gilreath Victor Russell Winter Watson Liz Richardson

January 13, 2021

Leadership & Communication

(Game format experience: John Maxwell Leadership Game)

The Leadership Game is an interactive, team-building and collaboration experience that gives teams an opportunity to have conversations that often do not occur in the workplace. Throughout the game, opportunities exist for players to reward each other for meaningful observations. Al Hughes “won” the game, earning the most points from his peers in the game.

All participated actively, and offered the following key takeaways from the experience:

• Recognizing our peers is a great way to start a meeting or even a New Year. • Games like that are great because the variety of topics gives you a lot to think about. • Be a river, not a reservoir. • We are all a team. • We do a number of things well at MHCO. • Hearing the different aspects of what different individuals see that we do well as a

company and how we can improve. • Game is more than an ice breaker. It is actually productive work. • A shared purpose led to years of success. • Commit, reflect, listen, adapt • Everyone has value and when we put our gifts together, the residents benefit. • Be a river, not a reservoir.

Team Dynamics | Core Values

Following an introduction to Core Values by Lynne Garrison, participants worked in small groups to build a large list of potential core values for consideration. They then worked to narrow and streamline the list, also in small groups, culminating with the following potential list by the end of the session:

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Adaptable* Compassion* Dedicated* Honesty* Inspirational* Integrity* Optimistic* Respect* Responsibility* Trust* Child-centered Dependable Family Growth Teamwork Transparent Communication

* Potential core values developed by considering an “ideal” employee of the Home.

January 28, 2021

Team Dynamics | Core Values (continued)

Participants began the work session with a Zoom poll to narrow the potential list of core values further. Through a combination of polling and large group discussion, they identified these five Core Values for the organization:

• Compassion • Integrity • Adaptable • Child-centered • Teamwork

Participants next worked in small groups, with each group taking one core value, and

• Crafting a brief “definition” or description of what is meant by that value • Giving an example of how that value shows up in the day-to-day workings of the Home • Developing 1-2 interview questions that can be used in the hiring process to identify

candidates with that particular value.

(See separate documents with Core Values and detail developed in small groups)

After this small group work, participants “voted” in the chat box on which value should be at the top of the list. Compassion led in the voting, followed immediately by Child-centered, and then Integrity.

In large group discussion, they identified many ways to bring these Core Values to life at the Home, keeping them visible and embedded in the culture going forward.

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Ways to Keep Core Values Visible and Embedded in the Culture:

Weekly/monthly newsletter – defining each month one of the core values

On the website’s Home-page, perhaps as a banner that rotates

In messaging in the Daily Memo, using the words, spotlighting their use, making them part of everyday language at the Home

Signage in the gym and other places on campus with visuals that keep them at the forefront of activities (collaborating with the Print Shop)

T-shirts

Computer screensaver

Include with the Code of Ethics and Mission Statement

Monthly award, recognizing someone who exemplified one of the core values in some way

Give real-life examples from the staff Annual goal included as part of the performance evaluation tool

Education – embed in activities for children and youth

External: Employee spotlight in Facebook

Letterhead redesign

Calendar

Signage in front of campus or on fence near the field; perhaps a different value each month

Banners on light posts

Team Dynamics | SWOT Analysis

Following an introduction to the SWOT analysis by Lynne Garrison, participants worked in small groups, culminating in large group discussion, on the strengths, weaknesses, opportunities, and threats facing the organization.

(see separate documents with analysis and summary)

Team Dynamics | Positive Change

Following the SWOT analysis work, participants worked in small groups to identify the top areas from the SWOT analysis that they believe to be the most important areas to be addressed first and that they commit to support.

Priority areas recommended to be addressed (no specific order of importance within these priorities):

• Expand/enhance programming to help more children, specifically high-need populations • Increase census of residents • Increase census through filling open capacity and expanded programming • Grow Independent Living Program • Add complimentary services/business such as Direct Care/School – a combination of

day care and school setting used by parents who work but have children in virtual schooling

• Enhancing project planning and communications/marketing

Our Core Values

Compassion Caring for others and ourselves. We have a strong sense of empathy and a willingness to see and understand things from others’ perspectives and experiences. Sincere and kind.

Child-Centered Understanding what the child needs to succeed and what it takes to address the child’s individual desires and circumstances. We develop and put in place individual service plans that address children’s needs based on the environment from which they have come and their individual needs, with goals reviewed every six months.

Integrity Being honest, straightforward, dedicated, and respectful. We do the right thing, even when no one’s looking.

Adaptable Being flexible, with the ability to adjust and change. We are open-minded to new ideas and show resiliency and versatility.

Teamwork Focusing on the same goals and desired outcomes, we collaborate to achieve success for those we serve and with those we partner.

Our Core Values

Compassion Caring for others and ourselves. We have a strong sense of empathy and a willingness to see and understand things from others’ perspectives and experiences. Sincere and kind. Can be seen in body language and tone.

Listening to others with an empathetic ear. Allowing others to present their opinions and comments completely. Asking questions for more understanding. Shown through actions and words. Comes up when working with kids/families and their situations. Comes up when we are doing all components of teamwork. Following up with others who are experiencing difficulties and asking how they are doing and if you can help. Random acts of kindness.

Sample interview questions:

• Tell me about a difficult work situation when you had to demonstrate kindness to another. What occurred? What did you do? What was the outcome?

• If you were a superhero, what would be your super-power and how would you use it?

Child-Centered Understanding what the child needs to succeed and what it takes to address the child’s individual desires and circumstances. We develop and put in place individual service plans that address children’s needs based on the environment from which they have come and their individual needs, with goals reviewed every six months.

Reinforcing accountability and responsibility that shows up daily. It’s as simple as doing laundry on that assigned day. Doing chores or schoolwork at the appropriate times. Keeping them focused on their goals. Reinforcing what they’re working toward. Helping them develop their goals (i.e., getting a car or a job).

Integrity Being honest, straightforward, dedicated, and respectful. We do the right thing, even when no one’s looking.

Being honest and respectful to each other as staff and to the residents and their families regardless of differences.

Sample interview questions:

• What does having integrity mean to you? • What do you do when you have made a mistake? Provide an example.

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Adaptable Being flexible, with the ability to adjust and change. We are open-minded to new ideas and show resiliency and versatility.

MHCO employees show adaptability in our attitude, communication, and flexibility. CCWs get new kids or kids leave, asked to do pop-in tours, asked to do school virtually and different protocol for COVID. Support staff may be asked to go in cottages, experience schedule changes, or complete tasks outside of our job descriptions.

Sample interview questions:

• Tell us about a time when you had to change how you were doing something. What did you do to accommodate the changes, and how did you feel about that change?

• What are your feelings about change? How do you adjust to change? • CCW: You are used to the kids going out to school, and now you have been asked by

your supervisor to do school virtually with the 7 residents in your cottage. How do you respond?

• Support staff: You are asked by your supervisor to cover the phones and front desk for the rest of the day even though you have a full day of completing your own work. How do you respond?

Teamwork Focusing on the same goals and desired outcomes, we collaborate to achieve success for those we serve and with those we partner.

Teamwork is seen at MHCO in staff meetings and family team meetings, event planning, meetings and collaboration with community groups and other agencies.

Sample interview questions:

• Please share an experience in which you’ve been part of a team and how that experience played out.

• Please explain how you define an effective team. • Please share any experience you may have had with an ineffective team and why it was

ineffective.

SWOT Overview – MHCO – Staff Strategic Session

January 2021

Internal

Strengths Weaknesses

Child-centered; continuous caring with an enduring passion for children Strong academic, independent living supports Stability, opportunity for children, including those who might not be served elsewhere Experienced staff, with heart Diversity, culturally competent 150 years of service, going strong Strong history, connections with Masons and Alumni Strong relationships externally Family-centered model of care Strong financial oversight Fiscally responsible nonprofit, solely funded through donations Life skills, training for residents, staff Event planning with youth involvement Beautiful facilities, campus

Child-centric vs family-centric Capacity; low number of residents Functional silos: excellent work in different departments but not always coordinated Follow-through on disputed or controversial decisions Awareness; the best kept secret in North Carolina Misconception about services (orphanage vs children’s home) Marketing / outreach to community Effective communication, cohesiveness, consistency Lack of diversification in funding model Financial resources challenging to raise based on services offered Short-sighted view, focused on today sacrificing potential of tomorrow Dependence on outside resources, limited by COVID Updates to buildings and grounds Diversity, training and understanding to increase effectiveness Safety, risk management

External

Opportunities Threats

Family First Prevention Services Act Residential Academy Sustainable Ag program with VGCC Communications/Marketing COVID – increase in census resulting from community impact; additional trainings for similar threats Growth – ILP/TL; outreach/awareness of services available Partnerships with those offering complimentary services Outreach to other communities, school systems Before- and after-school programs Diversified learning atmosphere Youth sports Foster care, parenting Greater recognition and team-building for staff New avenues of fundraising

Family First Prevention Services Act Funding: low number of residents, dependent on planned giving, diminishing stakeholder groups, dependence on stock market Economic impacts, economic downturns Aging facilities COVID: economic threat, impact on physical and mental health, need for safety Perception of DSS, other agencies: viewed as an agency, group living, rather than family model Competition from other childcare facilities Technology: cybersecurity, modern practices Staffing: challenge to find compassionate childcare workers, competition with other employers

January 2021

SWOT Analysis – Staff Strategic Work Session The Masonic Home for Children at Oxford

Strengths (Internal)

Child-centered • Love and ongoing commitment to our kids • Strong academic and independent living development supports • Level of care • Stability and opportunities for children • Continuous caring with an enduring passion for children • Service to children who might not be served elsewhere • Service to children regardless of whether they are a good fit for our program (lack of

information at admission) • Service to children from across the state • Development of social skills with wide range of individuals and differing experiences • Diversity • Guardianship

Staff • Education, experience, heart • Diversity • Compassionate, well-equipped, dedicated childcare workers • Culturally competent • Child welfare expertise

History • 150 years of service; strong legacy still going strong

Relationships • Strong history and connections with Masons and Alumni • Strong relationships with external organizations • Relationships with the outside world, ensuring care after youth depart.

Programming • Strong academic supports • Independent Living Program is unique-format, age range, long-term care, continuous

structure • Family-centered model of care; flexibility in parenting style, family-centered • Life skills and training for residents and staff • Event planning with youth involvement • Social skills development through varied experiences

Funding/Resources • Strong financial oversight • Financially responsible, endowment, nonprofit solely funded through donations • Large, dedicated donor base made up of Alumni, Masons, community and more • Well-maintained, beautiful facilities and campus

2 January 2021

Weaknesses (Internal)

Child-centric versus family-centric • Families often distant, not involved • Reunification dependent on family connections and addressing root issues • Children need their families with them, supporting them • Children in some cases not a good fit for our programs due to lack of information given

at admission

Capacity • Low number of residents • Population growth and retention

Functional silos • Excellent work in different departments but not always in agreement or coordinated • Time constraints dependent on demands • Follow through on decisions that may be controversial or disputed • COVID staggered shifts

Communication / Marketing / Outreach • Awareness; the best kept secret in North Carolina • Misconception about services (e.g., orphanage vs children’s home) • Marketing to Masonic lodges and surrounding communities • Time constraints dependent on demands • Not always dealing with issues directly • Communication not always coordinated or pre-planned before sending • Communication between departments / staff / residents • Effective communication, cohesiveness/consistency, and follow through • Outreach to community via newsletters and mailings; may feel it’s more like junk mail

rather than personalized

Resources • Financial resources challenging to raise based on the type of services provided • Lack of diversification in funding model • Time constraints of what the job requires prevents best delivery of top-notch childcare • Short-sighted view of tackling today’s issues and sacrificing the potential of tomorrow • Dependence on outside resources (e.g., mental health); COVID has limited resources • Diversity, cultural training and understanding to increase effectiveness • Safety and risk management • Updates to buildings and grounds

3 January 2021

Opportunities (External)

Family First Prevention Services Act (FFPSA) • Funding focused on in-home programming

o Other children homes’ dependence on service fees significant; not MHCO • ILP/TLP can increase and include funding • In-home services • Family Resource Center – services for the community

Residential Academy • On-campus education for residents • Students come to MHCO for academy & other supports • Vocational education track • MHCO resident additional needs track • Scholarships already exist to support continued education

Sustainable Ag program with VGCC • Sustainable resources for our campus • Education; vocational education opportunities

Communications / Marketing • Use of social media and technology for awareness building, communications • Increasing awareness of what’s changing

COVID • Additional trainings for new threats like COVID • Increase in census resulting from impact of COVID (e.g., layoffs)

Growth • Ability to meet needs through Independent Living Program and Transitional Living • Grow Independent Living Program leading to more of our community understanding the

value and benefits MHCO can offer • Exploit our Mission and Value by getting the word out that we can help • Look out for other businesses/organizations that offer complimentary services (e.g., day

care, tutoring) for potential partnership • Enhanced or contract staff available to meet the mental health needs of residents • Finding ways to be more inclusive in other communities, school systems, etc. • Before- and after-school programs • Diversified learning atmosphere • Youth sports • Exploring foster care, parenting

Staff • Recognition • Team-building

Fundraising • Online funding opportunities; new avenues of fundraising • Funding through corporations

4 January 2021

Threats (External)

Family First Prevention Services Act (FFPSA) • Risk to all residential programs related to licensing constraints/expectations • Congregate care includes MHCO even though we are unique

Funding • Low number of residents affects fundraising • Dependent on planned gifts • Diminishing stakeholder groups (e.g., Masons, Alumni) • Time constraints to market • Dependence on stock market • Economic impacts; economic downturns

Aging Facilities • Cottages and buildings need repairs and remodeling • Underground water pipes and sewer

COVID • Highlights health, economic and social issues in our society • Economic threat • Need for safety • Lack of normal socializing can cause physical and mental illness

Perception of DSS and other agencies • View Home as an agency; prefer to place children in different settings • Perception of group living contradicts the image of a family model

Competition • Other childcare facilities (e.g., location, employee benefits) • Movement in childcare away from residential

Technology • Unwillingness to embrace modern practices / technology • Cybersecurity concerns

Staffing • Challenge to find compassionate and loving childcare workers • Competition with other childcare facilities