What is Futures II?

In 2007, Catholic Community Services and Catholic Housing Services of Western Washington conducted a dynamic planning process of significant organizational breadth and depth.  Through the process, we were able to develop an organizational-wide path into the future.

Futures II built on the success of our initial Futures process that occurred over a decade ago. During the Futures II process, we took the opportunity to reflect on our responses to many questions, issues, and concerns.  These ranged from the needs of an ever increasing immigrant population to building affordable permanent housing, and from our call to expand and enhance our connection and service delivery to communities of color to the development of a more comprehensive response to meet the needs of vulnerable adults.

Futures II provided CCS/CHS an opportunity to develop eight key insights that have become our organizational compass.  From each insight, system-wide implications have been identified, with specific actions steps that outline our strategic pathway to the future.

From Planning to Action

Since the completion of the Futures II process, CCS/CHS has moved from planning to action with the formation of insight groups, task forces and committees.  These groups are meant to be time-limited, working towards the completion of particular objectives related to specific insights.  In addition to the groups already formed, future groups may be convened as we continue to work on the implementation of Futures II insights throughout the organization. 

To read about the ongoing work of the insight groups, click on the links to the left under Insights for the Future.

Insights for the Future

Forming Leaders for the Future

INSIGHT I

Forming leaders in the tradition of Catholic Social Teaching and the Gospel call to service and justice is essential to the future of our organization…


IMPLICATIONS
Mission leaders who are capable and effective managers are essential to our organization’s ability to continue to successfully carry out our vision, mission and objectives.  Several of our key leaders have been with the organization in high-level positions for many years.  We anticipate the probable loss of a number of these individuals within the next 5 to 15 years.  These leaders hold the institutional mission, vision and knowledge that must be collected and passed on to our future leaders.  We must develop new leadership over the next several years to ensure a smooth transition between current and future leadership.

KEY ACTION STEPS

  • We will design and implement a Leadership Continuity Plan that will focus on the recruitment, formation, development and retention of leaders whose vision, style, talent and skills are consistent with that of our organization.  For example, this plan will recognize the importance of developing women and people of color to assume leadership positions.
  • We will develop a leadership mentoring program.
  • CCS University will offer mandatory educational and skill-building sessions consistent with our need to develop leaders for the future.
  • We will develop a program for those approaching retirement that offers them opportunities to contribute to the work of the agencies and support the capacity development of the next generation of leaders.

 

Long Term Goals

To research, evaluate, design and recommend a Leadership Continuity Plan comprised of a set of organization-wide processes and best practices.   The primary processes will include:

  1. Develop process for Talent Management
  2. Develop process for Succession Management
  3. Develop process for Performance Management
  4. Develop process to ensure good transition i.e. managerial underpinnings are sound and job orientation materials are developed

Current Activities/Priorities

  1. Identification of probable and imminent departures
  • Developing transition models for potential replication;
  • Implementing targeted selection/hire process where/when appropriate
  • Developing intentional mentorship opportunities

2.   Develop process with current leadership to assure that foundational underpinnings of
their areas of responsibility are in order.  These include but would not be limited to:

  • Departmental/service provision structures,
  • Processes for recruitment and selection of replacement staff
  • Processes for orientation and formal on the job training plan for newly hired and for newly promoted staff
  • Checks and balances in place for adherence to CCSWW Legal Protocol, contractual requirements, and internal financial and human resource policies and procedures

3.   Design and implementation of the “Succession Planning” phase of the Leadership
Continuity Plan.

  • “Succession Planning” concentrates on people development so that we will have a trained, competent and “ready” workforce to face the internal and external challenges, both foreseeable and unexpected.
  • Our “Succession Planning” will include:
  • Relevant demographic data of our current and future workforce,
  • A fundamental gap analysis of current and projected staffing and skill needs, and a plan to meet the gaps as they are identified.
  • An identified set of competencies [knowledge, skills, attitudes and abilities] that will be needed both now and in the future, particularly for individuals in positions that are critical to our mission and business functions.
    • It is our intent to run small focus groups of high performers in those key positions to assist in identifying these competencies.
    • We anticipate working and collaborating very closely with our HR staff to research, collect and analyze the necessary data in preparation for the gap analysis.
    • Once completed, we anticipate incorporating the identified competencies into job descriptions and our performance management system, including individualized development plans.
    • We will coordinate with CCS University to assist in providing learning opportunities to increase our knowledge, skills and abilities, now and into our future.

Changing the Organization

  1. This work will positively impact CCSWW now and into our future.
  2. Our size and complexity demands the formation of sophisticated, competent, flexible and creative leaders who are also personally and professionally aligned with the values we profess and who are infused with and committed to living out the traditions of Catholic Social Teaching.
  3. The development of these leaders is essential to building on and sustaining our organization’s nimble, creative, responsible and strategic response to our systemic challenges in service to the poor and communities of concern.

Insight Workgroup:
Mary Hatch, Director of Human Resources, CCSWW
Bridget Kubes, Program Manager, Women’s Wellness Center, CCS-KC
Jennifer Shin, Operations Manager, Office of Mission Resources, CCSWW
David Eiffert, Continuous QI Coordinator/IRIS Facilitator, CCS-KC
Karla Koon, Director of Special Project for Operations, CCSWW

Preserving Vital Family Services

INSIGHT II

Programmatically responsive and financially secure multi-service agencies are essential to the quality of life in our communities…


IMPLICATIONS

Each of our Family Centers has developed unique niches and core competencies in its region and communities.  Together Family Centers provide many essential services in numerous locations throughout Western Washington.  The current model of Family Centers is challenged by many complex and conflicting factors, including non-integrated service funding, the difficult reality of supervising and maintaining many small programs over vast distances, and the challenge of obtaining sufficient funding to sustain those services and adequately support necessary agency infrastructure.

KEY ACTION STEPS

  • We will examine our current Family Center model to ensure and enhance its programmatic and financial sustainability.
  • We will explore ways to maximize the integration of all our CCS/AHA services.
  • We will improve organization-wide awareness of, and support for, these essential services.

Long Term Goals

  1. Create and sustain multi-service centers
  2. Align and strengthen organizational structures and programs with the leadership and financial resources they need
  3. Create centers where individuals and families receive comprehensive and integrated services
  4. Group multi-service center programs around core competencies
  5. Enhance our responsiveness to community needs by developing and fully implementing the Family Centers as places where services and ideas are explored and tested,

Current Activities/Priorities

  1. Convening staff to identify ways to strengthen our centers
  2. Areas of service development or expansion include:
  • Basic needs/Emergency Services
  • Transportation Services
  • Shelter/Housing

Changing the Organization

  1. Centers will be more financially secure and better understand their role within the broader organization.
  2. Greater sense of connection and service integration among staff and programs.
  3. Services for families and individuals will build on essential services by expanding to include more focus on prevention and asset building.

Insight Workgroup:
Denny Hunthausen, Agency Director, CCS-SW
Bill Hallerman, Agency Director, CCS-KC
Vicki Howell, Regional Chief of Operations, CCS-Snohomish County
Rod Elin, Community Relations/Special Projects, CCS-Whatcom & Skagit Counties
Will Rice, Director of CD System Northwest and Associate Chief of Operations – Whatcom/Skagit Counties
Kathy McNaughton, CCSNW Regional Chief of Operations / Regional Clinical Director

Moving Beyond Racism

INSIGHT IV

We will move beyond racism…

IMPLICATIONS
As an agency, we adopted this insight during the first Futures process.  In reviewing our activities over the last ten (10) years, we acknowledge that we have not made the progress we envisioned would occur within our own organization.  We are deliberately recommitting ourselves to making our services, our agencies and our communities free of the divisive and dehumanizing ravages of racism.  Other insights in the Futures II process consistently call us to expand our connection with, and to enhance our service delivery to, communities of color.  Our effectiveness on those initiatives relies on our ability to acknowledge and leverage the rich diversity within our workplace and communities and to better understand and address issues of discrimination and racism within our agencies and society.

KEY ACTION STEPS
We will implement a specific process to evaluate our current position vis-à-vis this insight and determine the key action steps, approach and language that will be needed to implement this insight.  The process will include participation by our Board of Trustees as well as specific training for our board and leadership on eradicating racism.


Long Term Goals

  1. Create resources, activities and materials for use in orientations, trainings, supervision and the physical environment
  2. Develop effective strategies for successful recruitment and retention of a diverse staff
  3. Develop and implement projects and programs to celebrate diversity, foster better understanding and to address issues of discrimination and racism within the organization

Current Activities/Priorities

  1. Welcome and inclusion of new staff
  2. Institutionalize MAT as part of leadership on the review of new policies/procedures
  3. MAT sustainability and image
  4. Representation of people of color
  5. Training and upward mobility (mentoring) planning
  6. Meeting with all other Futures II Insight leaders to discuss ideas about collaboration and cooperation to enhance the implementation of all Futures II Insights.

Changing the Organization

  1. That the community is truly welcomed at our various sites.
  2. We provide bilingual staff, language services and programs geared toward the unique challenges of people of color.
  3. We will develop deliberate processes to encourage and prepare staff for career advancement and management opportunities.

Insight Workgroup:
Margaret Boddie, Program Manager, African American Elders Program
Jose Uriarte, Finance Director, CCS-SW
Josephine Tamayo Murray, Public Policy, CCSWW
Ellen Hegenauer, Division Director, CCS-KC
Courtney Smith, Property Accounting Manager, CHS
Dave Beke, Operations Manager, Family Preservation System
Al Green, FPS Manager, Family Preservation System
Quilla Copeland, HRIS Supervisor, CCS-SW
Shanika Parker, Lead Supervisor, Long Term Care System

Supporting Vulnerable Elders

INSIGHT V

We will focus our many agency capacities to further expand a more comprehensive response to meet the needs of our vulnerable elders…

IMPLICATIONS
We are at the beginning of a 25 year period during which we will see the number of elders 85 years of age and older double.  More than 80% of elders over the age of 85 need assistance with activities of daily living; this means we will see a dramatic increase in the number who need assistance.  A variety of programs assist elders in remaining independent and connected to the community.  These programs are always evolving, and we must be ready for both the dramatic increase in the number of elders and necessary changes in our services to meet the desires of the population and funders.

KEY ACTION STEPS

  • We will develop continuums of services clustered together in different areas to meet the needs of the aging community.  These will include Adult Day Care, Nutrition Programs, Volunteer Chore, Foster Grandparents, Senior Centers, Independent Living, Housing, Home Care and Assisted Living.
  • Included in our efforts will be a focus on specific communities of color to ensure that these populations have access to necessary services, despite the historic racism and poverty that many have experienced.  These efforts will include expansion of our successful outreach program to the African American communities especially in King and Pierce counties and the development of an outreach program to the Latino community throughout Western Washington, especially in the Northwest and Southwest areas.
  • We will develop specific strategies to increase and develop our workforce, which will need to expand considerably to meet the future need.  Strategies will include an expanded professional development program and the formation of a “Care for the Caregivers” program.
  • We will continue to enhance our advocacy efforts in this area advocating for public policy and funding which will meet the needs of our elders both now and in the future.

Long Term Goals

  1. Establish an in-home mental health component
  2. Expand services to ensure a continuum of services in all service areas
  3. Improve as Employer of Choice

Current Activities/Priorities

  1. Was awarded contract to provide home care in Olympic Peninsula
  2. Opened three new offices – Bellevue, Raymond, and Aberdeen
  3. Took over Ethnic Korean Mealsite in Everett
  4. Took over a variety of Senior Services in Lewis County
  5. Took part in Future of Home Care Forum w/ Statewide Policy Makers
  6. Expanded training sites to 22

Changing the Organization

  1. Management Team has been expanded and strengthened with the hope to improve upon our good employer of choice image by finding efficiencies so that funding resources can be redirected back into the program.
  2. Seniors will be assured of high-quality mission-driven services in all parts of Western Washington.
  3. Seniors will have for the first time a much needed mental health component to accompany the physical support programs currently offered.

Insight Workgroup:

Peter Nazzal, Director, Long Term Care System
Dawn Clark, Service Director, Long Term Care System
Joe Contris, Assistant Director Pierce County, Long Term Care System
Margaret Boddie, Program Manager, African American Elders Program
Melissa Hill, Assistant Director Lewis County, Long Term Care System
Carol Krula, Assistant Director for Homecare, Long Term Care System

Affordable Permanent Housing

INSIGHT VI

Affordable permanent housing should be available to everyone….

IMPLICATIONS
We are a leading private human service agency confronting the causes and effects of poverty in Western Washington.  Housing is a critical issue that must be addressed to end poverty, and access to housing must be distributed more equitably to persons and communities of color.  As a major provider of affordable housing in Western Washington, we have a unique role in  (1) developing and managing housing that meets the needs of poor and vulnerable persons; (2) advocating for policies and resources to ensure the continued availability of community resources to meet housing needs; and (3) convening and organizing other faith-based groups, non-profits, government agencies and the business community to enlist their help in making housing for all a priority.

KEY ACTION STEPS

  • We will expand our impact on affordable housing needs by growing our own housing portfolio and partnering with underserved communities to build their own housing capacity. We will work to improve our capacity to develop and manage housing for our portfolio and for our community partners.
  • We will advocate for policies and resources that promote a financially sustainable model to build housing for poor and vulnerable people in a way that creates sustainable assets for all affected poor communities, especially communities of color. We will reach out to faith-based and other non-profit organizations, affected communities, government agencies and the business community to educate them and enlist their help in making housing a priority for economic development that meets housing needs in a just and proportionate way.
  • We will work to better integrate services needed by poor and vulnerable people.  Our services for accessing housing, resident support and special needs, employment and asset building will be provided in a more integrated, efficient and community appropriate manner.
  • We will design strategies to ensure that housing is accessible to all affected persons and communities, and that our practices honor the cultural diversity of our residents, employees and partners.

 Long Term Goals

  1. Grow our own affordable housing portfolio to serve people in our priority populations
  2. Partner with underserved communities to expand their capacity to provide housing for their own constituents
  3. Improve our own practices and capacity to sustain our portfolio
  4. Advocate for policies to sustain affordable housing, prioritize communities of concern and educate other about housing issues
  5. Improve service integration within CCS/CHS and with community organizations with complementary expertise

Current Activities/Priorities

  1. Bakhita and Aloha redevelopment (Homeless)
  2. Ives and Harrison, San Juan Bautista (Farm Worker)
  3. Forks (Vets and homeless)
  4. Spring Street (Vets)
  5. Pierce Co 202 (Seniors)
  6. Monica’s Village (African American)
  7. SeaMar-Cesar Chavez Apts. and International Blvd. (Hispanic)
  8. Seattle Indian Health Board, Seattle-First Nations Clean and Sober, Seattle-Ft. Lawton, Tacoma-Tahoma Indian Center (Native American), First Place School Housing
  9. Housing Operations Team to finalize policies across all systems; MacArthur Grant for building asset management capacity.  We have delivered new reporting formats, made presentations on portfolio preservation to the King County Housing Development Consortium and the Washington State Housing Conference and are developing the prototype of an Asset Management Database.
  10. Successful Communities of Concern set aside in Housing Trust Fund; Department of Commerce Policy Advisory Team; Housing Development Consortium Cost Efficiency Group;
  • Seeking additional funding in 2011 communities of concern
  • Advocating on behalf of communities of concern for representation with housing policy setting agencies
  • Partnering with state agencies to advocate for additional federal funding for veteran housing
  1. Anti-poverty capacity building grants in Skagit and Everett
    12.   Primary partner in Vets Housing Summit on June 2, 2010

Changing the Organization

  1. Focusing increased efforts toward specific housing that leverages our current core competencies
  2. Positively impacting quality and quantity of housing for communities impacted disproportionally by poverty due to systemic racism and other barriers will transform our own organization’s culture toward appropriateness of services and development of a diverse, more effective staff, based on Catholic Social Teaching
  3. Improve implementation of best practices
  4. Increase our impact on poverty reduction

Insight Workgroup:
John Hickman, Director of Finance and Operations, CHS

Collaborative Relationships and Partnerships

INSIGHT VII

Mutually beneficial collaborative relationships and partnerships extend our capacity to serve, reduce competition and improve quality for the common good…

IMPLICATIONS
Collaborative relationships and partnerships with Catholic parishes, private grantors, community organizations, other service providers, governments, and programs within our own family of agencies create and support an environment of positive change and creativity.  Strong, flexible and creative relationships and partnerships are constitutive elements of exceptional service delivery and contribute significantly to effective advocacy and community change.

KEY ACTION STEPS

  •  We will build on our history of effective partnerships.  We will increase efforts to develop and enhance high quality partnerships in all areas of agency activity, with particular focus on our relationships with the communities we serve and the agencies and programs within our family of services. 
  • We will expand and diversify the level of external partnerships. We acknowledge that many other non-profits have expertise greater than ours in many areas.  Our goal is to support these partners and play a subordinate role in our collaborations with them.
  • Our vision for local non-profit, community-based agencies will be increased effectiveness, flexibility and diversity.  We will sharpen our focus on providing more shared training and technical assistance, where appropriate, and on providing financial support where feasible.  Strategically coordinated legislative advocacy will become a priority activity in our partnerships with community.

 


Long Term Goals

  1. Make a positive impact on government policy and behavior regarding their commitment to and involvement with communities of concern
  2. Assist in the successful demonstration that communities of concern are the best at caring for their own communities
  3. Create new momentum towards the distribution of resources to communities of concern

Current Activities/Priorities

  1. Advocacy efforts both locally and at the state level
  2. Community development technical assistance to agencies representing communities of concern
  3. Master contracting process in which we will be able to subcontract with agencies serving communities of concern

Changing the Organization

  1. We hope to impact the way others including government and other agencies, partner with and redistribute resources to communities of concern.

Insight Workgroup:
CCSWW Director’s Group

Creative and Flexible Programming

INSIGHT VIII

Providing creative and flexible programming for populations with significant needs will continue to be a hallmark of our agency… 

IMPLICATIONS
We have a history of successfully developing and implementing creative and flexible services to meet the needs of individuals and communities in the areas in which we serve.  We have played a major role in forming creative services and developing resources for expanded service delivery for families and children, elders, homeless individuals and their families.  As the needs of disenfranchised and poor communities and individuals evolve, we will continue to search out ways to (1) develop and provide creative and flexible services (2) advocate for resources to meet the need, and (3) engage Church, community and other partners in collaborative relationships to respond to changing needs and dynamics.

We are an agency that is recognized as having a great deal of capacity in many different areas.  We will continue to share our gifts of expertise and experience with other agencies located not only in this community but throughout the country, understanding that this allows us to more fully live out our Gospel call to service and justice.  

KEY ACTION STEPS

  • We will continue to be a catalyst and activist agency for change in the communities we serve.  To this end we will continue to develop new and creative programming, focusing some of our efforts on veterans and those recently released from prison and their families.  We will continue to develop models of advocacy and education which will enhance our voice in the community on behalf of those we serve.
  • We will develop a streamlined process whereby staff can contribute ideas about other communities and populations we might serve.

Long Term Goals

  1. Serving veterans is a primary focus of the organization
  2. We are seen in the community as a primary partner for other agencies, including federal, state and local, in developing and delivering services for veterans.
  3. We are a community catalyst in improving the services provided to veterans in the community

Current Activities/Priorities

  1. Sheltering Veterans: To meet the demand the increasing numbers of homeless veterans on the streets many of our shelter programs set-aside emergency shelter beds.
  2. Permanent Supportive Housing: Many CHS and CCS housing programs provide a supportive environment to vulnerable, homeless Veterans.  For example, the Ozanam House in Seattle and Drexel House in Thurston County have set-aside units held for homeless Veterans.
  3. Prevention: CCS offers a wide-range of programs that help Veterans stay in their homes. Programs like Emergency Assistance, Housing Stability Program, Legal Action Center and Phoenix Housing Network provide resources to keep Veterans housed. In Snohomish County, the Volunteer Transportation program helps Veterans who live in rural communities get to doctors appointments and other services.
  4. Access to Benefits: Case Managers in all Family Centers regularly connect Veterans to VA health care and disability programs, education, employment supports, financial products, life insurance and benefits for dependents.  CCS has also created local “Benefit Fairs”, designed to bring State and VA benefit specialists to the places Veterans spend time.
  5. New Initiatives:  Local, State and Federal funders agree that CCS positioned to successfully support homeless and at-risk veterans and their families. Recently, CHS was awarded $1.1 million to open an 18 bed homeless Veteran’s transitional housing project in Seattle and CCS was selected to manage a $2 million award to expand homeless prevention services to at-risk veterans in Pierce, Thurston, Kitsap and King Counties.
  6. Systems Change: We know that we have to make changes at the local, State and Federal levels to meet the needs of Veterans.  To that end, CCS partnered with the WDVA to create a Washington State Veteran’s Housing Plan to respond to Secretary Shinseki’s plan to end Veteran’s Homelessness in 5 years. The Veteran’s Plan will work in conjunction with all counties 10-year plans and will significantly increase our ability to respond to the unmet needs of veterans and their families.

Changing the Organization

  1. We will be a major provider of vets services in Western Washington.
  2. We will have good relationships with government agencies (on all levels) working with vets.
  3. We will be a catalyst for agencies (both government and private) working together to serve vets with creative and flexible programming.

Insight Workgroup:
Irene Ward, Chief of Operations, CCSWW
Lisa Gustaveson, Director of Major Grant Initiatives, CCSWW