Sample Blueprint XYZ

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					                         Sample Blueprint for XYZ Organization

     Note: This is a sample of a blueprint for a fictional organization and is provided for
   illustration only. Each organization will find that its blueprint differs, based on its own
                      specific focus, needs, strengths, and weaknesses.

I. Introduction to XYZ Organization’s Inclusiveness Initiative Purpose:
XYZ Organization’s mission is to support low-income individuals and families in crisis in
XYZ county by providing emergency services and support to help families stabilize and
achieve self-sufficiency. Over the years, we have noticed an increase in the individuals we
serve who are monolingual Spanish or Vietnamese speakers, and we have also noticed the
population shifts in our community that affect our prospective clients, donors, and staff
members. Because of this, XYZ Organization felt it necessary to formally evaluate its
current strengths and weakness in terms of inclusiveness, and create and implement a plan
of action to address weaknesses and build on strengths.

      Focus: Because of limited resources and because of the changing demographics of
      our community, XYZ Organization focused this inclusiveness initiative on race and
      ethnicity. After examining the organization’s needs, XYZ Organization chose two
      focus areas: Personnel and Programs & Constituents.

      Definition of inclusiveness: an inclusive organization is a learning organization that
      strives to take into account the different needs and strengths of individuals from
      diverse backgrounds. XYZ Organization recognizes that inclusiveness is a process
      and an approach to doing business, rather than a set goal.

      Case statement on inclusiveness: For XYZ Organization, actively working on
      inclusiveness is imperative in order to improve client services, reach all available
      clients, and effectively meet our mission.

      Process used to create the inclusiveness blueprint: To create our inclusiveness
      blueprint, XYZ Organization formed an inclusiveness committee, lead by our
      executive director, composed of two board members and four staff members. The
      inclusiveness committee led the blueprint development process and gathered
      information about our organization and community. Then, the goals in each focus
      area were developed, primarily by the executive director and that focus area’s lead
      staff person (Program Director, Communications & Development Director, and Office
      Manager), with consultation from our Board Chair and the inclusiveness committee.
      The inclusiveness committee then compiled this document, which was approved by
      the executive director and board of directors.

II. Methodology
Overview of Methods Used to Gather Information
Category      Field-Wide     Community- Organization           Stakeholder
              Data           Wide Data    Data                 Data
Personnel;    Interviews     Accessed     Information          Anonymous
                             census                            staff
Board of      of 5 area                   about all
                             data                              survey;
Directors;    organizations               hires and            Anonymous
Volunteers    with a similar              promotions           Board
                mission;                    in past 5      Anonymous
                review of                   years;         volunteer
                articles                    Information    survey
                related to                  on Board
                our field
                                 Census                    Focus
Programs &      Interviews of               Internal
                                 data                      groups
Constituents;   5 area                      database       (current
Community       organizations               with           clients, past
Relations       with a similar              anonymous      clients,
and             mission;                    client         eligible
Marketing;      review of                   information;   individuals;
Fundraising     articles                    Materials      major
and             related to                  audit; Donor   donors)
Membership.     our field                   database

III. Key Findings from Information Gathered Pertaining to the Organization as a Whole
            XYZ Organization is generally perceived as an organization that cares about
              the community and all of the community’s members.
            XYZ Organization’s board of directors and management expressed
              commitment to inclusiveness. Our discussions with organizations in our field
              showed this is key.

         Many stakeholders expressed a concern that XYZ Organization’s
           inclusiveness initiative would not result in sustainable changes.
         XYZ Organization does not currently have the capacity, in staff or in materials,
           to communicate with all of its potential constituents.

IV. Key Findings from Information Gathered in Each Prioritized Category and a Plan
for Each Prioritized Category

A. Personnel

      Available Facts:
      In what ways is XYZ Organization more or less diverse than our community?

      Census data shows that the area that we serve has the following breakdown: 55%
      white, 12% African American, 15% Latino/Hispanic, 10% Asian, 2% Native American,
      and 6% other (including those who identify as biracial or multiracial). The group
      categorized as “white” includes the increasing population of Russian immigrants. The
      primarily languages spoken in our service area, other than English, include Spanish,
      Russian, and Vietnamese.
Our ten full-time staff members breakdown as follows in terms of race and ethnicity:
60% white, 20% Latino, 10% Asian, and 10% biracial. As compared to the
community we serve, our staff is less representative of the African American and
Native American communities; also, we do not have any staff members who can
communicate with mono-lingual Vietnamese or Russian-speaking clients. We have
one staff member who is bilingual Spanish-speaking and two others who can speak
some Spanish, but are not fluent. We also have one staff member who is fluent in
French, which has been important in working with several recent immigrants from

In what ways is XYZ Organization’s staff more or less diverse than other
organizations in our field?
According to the information that we collected about our field, which we defined as
other social service agencies within the surrounding metro area, we are doing better
than many organizations in terms of staff diversity, but some others who have done
better than our organizations. Other organizations have been more successful at
recruiting and retaining African Americans as we have.

What trends can we identify related to personnel and inclusiveness?
Our staff has had a numerical increase in diversity over the past five years; in 2000,
our staff was 90% white.

An evaluation of our promotions in the last five years showed that, of the five
promotions that have occurred, four were for white individuals, and one was an
individual of color. We found that, over the last five years, 70% of white staff
members have stayed with our organization for two years or more, and 40% of
individuals of color have stayed with our organization for two years or more. This
data points to a trend that our organization has done better retaining white staff than
staff members of color.

We found that the organizations which excelled at recruiting and retaining staff
members of color in our field attributed their success to the following general factors:
active, targeted recruitment among communities of color; professional development
opportunities; and a supportive internal atmosphere. Targeted recruitment strategies
included placing job ads in publications serving communities of color, connecting with
leadership development programs for communities of color, connecting with student
alliances around race and ethnicity at local universities (one organization has had
success through their internship program), and developing strong peer-to-peer
networks to distribute job advertisements through current staff, board members, and

Several organizations that we talked to offered to help us to spread the word about
open positions, using their networks.

Professional development opportunities include having quarterly staff-wide training
opportunities on field issues and challenges; supporting staff members as they go to
school through tuition assistance and more flexible scheduling; and supporting staff
in leadership programs.

A supportive internal atmosphere was shown as key in staff retention. Organizations
stated that good benefits packages had been very important for retention,
teambuilding activities and/or inclusiveness training, a flexible approach to time off
for personal or family needs, and encouraging appropriate autonomy and individual
agency within positions.

Stakeholder Perceptions
What salient themes regarding personnel were identified by a majority of

Through anonymous surveys of our staff, we found that there is a perception that the
organization does not equally invest in the professional development of all staff, or
equally promote staff members of color as compared to white staff members. A
majority of staff members commented that they were very glad that our organization
is going through a process to become more fully inclusive.

In what ways is the culture of XYZ organization in terms of personnel perceived by
stakeholder groups to be welcoming, or unwelcoming, of people of color?

Most staff members, regardless of race and ethnicity, responded that XYZ
Organization has a healthy, supportive environment for all staff, and that our sense
of teamwork was strong. Staff members felt that our organization had improved its
environment and practices related to inclusiveness over the past five years, though
there is work still to be done.

Do stakeholders believe that the organization has a system for identifying and
recruiting prospective staff members of color? If so, is it effective?

Staff members had mixed reports on this item; many staff members did not believe
that there was a system in place for identifying and recruiting staff members, and that
it has been done in a random fashion.

Is there any additional information related to personnel that currently isn’t available
that you would like to collect in the future?

Action Plan Issue:
Our data shows that there are inequities in the recruitment and retention of
individuals of color as staff members versus white individuals.

We have two personnel goals:
1) Improve our retention of individuals of color as staff members.
2) Better recruit from communities of color.

1) Improve our retention of staff members of color.
Outcomes: Staff members of color will have retention rates that match or exceed
those of white staff members (currently 70% of white staff stay over two years).

    Evaluate professional development opportunities currently offered.
       (Management Team, within 3 months)
    Create a professional development policy that applies to all staff members
       equally. (Management Team, within 6 months)
    Institute a formal exit-interview process (Management Team, within 2 months)
           Review current evaluation process and implement measurements for working
            effectively with diverse communities (Administrative Director, within 4 months)
           Continue to monitor and compare retention rates on a yearly basis.
            (Inclusiveness Committee, ongoing)
           Success Indicator: At least 90% of staff members will report that our
            environment strives to be inclusive of all members’ needs and that we are
            supportive of all staff members.

         Provide quarterly team-building activities, e.g. staff-wide lunches, family and
            partner picnics, and annual staff scavenger hunts. (ED and Office Manager,
         Evaluate current vacation and sick day policy, including its application to care
            of partners and children. (Management Team, within 6 months)
         Create a feedback mechanism for staff complaints and needs, and address
            these needs among the management team, as appropriate. (Management
            Team, within six months and ongoing)
         In two years, conduct a survey of staff about the internal environment.
            (Inclusiveness Committee, in two years)

     2) Better recruit staff members of color.
     Outcomes: More qualified individuals of color will apply for open positions.
         Host a one-time nominating committee meeting with current and past board
            members, staff and volunteers with strong ties to communities of color
            (Executive Director, 6 months)
         Complete a review of all job descriptions and ensure “working with diverse
            communities” is included as a requirement for all jobs (Management Team, 12
         Develop a comprehensive plan for advertising all positions that utilizes
            informal and formal community networks, email lists, etc with strong ties with
            communities of color (Director of Administration, 12 months)
         Institute a policy that all positions will first be posted internally (3 months)

     Our staff will better represent the make-up of the community we serve, in both race
     and ethnicity and languages spoken.
         Create standardized procedures for filling positions (Director of Administration,
            3 months)
         Explore creating an internship or more volunteer opportunities for high school
            or college students, or those involved with work force development
            programs.(Director of Programs, 12 months)
         In five years, re-assess the racial and ethnic make-up of our service area.

B. Programs and Constituents

     Available facts
     In what ways are XYZ Organization’s programs and constituents more or less
     diverse than our community?
Compared to the census data about those individuals in our community eligible for
our services (defined as low-income by federal government standards), we are
reaching fewer clients of Asian and Hispanic/Latino descent.

In what ways are XYZ Organization’s programs and constituents more or less
diverse and inclusive than our field?
Our informal telephone interviews found that other organizations in our field have
been reaching more monolingual Vietnamese speakers; these organizations have
worked on being more culturally competent in relating to this community and one has
partnered with a local church in the Vietnamese community to provide services.
Another organization that, like the XYZ Organization, is located in a traditionally white
part of town, has partnered with a local health clinic located in a majority
Hispanic/Latino neighborhood to reach out to clients.

What best practices from the field regarding programs and constituents are relevant
to our organization?
Our literature review found the following best practices:
Communicate in culturally competent ways
Offer services during evening and weekend hours
Find an accessible location
Be sensitive to different levels of literacy when asking clients to fill out paperwork.

What trends can XYZ Organization identify regarding programs and constituents that
are relevant to our inclusiveness initiative?
There are several best practices in the field that our organization can explore further
to improve our programs.
XYZ Organization is not reaching many eligible families and individuals in our service

Stakeholder Perspectives
What salient themes regarding XYZ Organization’s programs were identified by a
majority of stakeholders?
Our current clients reported a relatively high level of satisfaction with XYZ’s
programs, but most clients expressed a concern about our location and our hours of
Most individuals who were eligible for our services, but who had not accessed
services, did not know about our organization.

In what ways is the culture of XYZ Organization’s programs perceived by different
groups to be welcoming, or unwelcoming, of people of color?
XYZ Organization’s staff members generally perceived our programs’ culture to be
welcoming, with the notable exception of XYZ Organization’s lack of any written
materials in Vietnamese. Clients generally felt that our programs were welcoming to
all racial and ethnic groups, citing the helpfulness of staff, but did note that the
paperwork can be intimidating, especially to those who are not fluent in English.

Do stakeholders believe that the XYZ Organization currently has a system for
identifying and recruiting eligible clients of color? If so, is it effective?
Both clients in focus groups and staff members noted that clients are either referred
to XYZ Organization, or seek XYZ Organization out. Beyond networking with other
agencies in our community, XYZ Organization does not currently actively reach out
to potential clients of color.
Are there any significant inconsistencies in perspectives among groups of
stakeholders regarding XYZ Organization’s programs?
When staff members were asked if the location of services or service hours would
prevent clients from accessing services, they reported that such considerations
would not. However, both clients and potential clients reported that the hours and
location were obstacles.

What trends can you identify regarding programs and constituents based on the
perspectives of stakeholders?
Current clients of color are generally pleased with our services.
XYZ Organization is not doing as well as it could reaching out to eligible clients.
Our location, hours, paperwork, and languages spoken are all areas in which we can

Action plan Issue:
XYZ Organization is not reaching many potential clients of color and is not providing
the best services that it can to current clients.

Goals: We have two programs-related goals.
1) Improve our communications with potential clients of color to result in an increase
in eligible clients of color accessing our services.
2) Improve our services so that they are more inclusive of the needs of our clients.
1) Improve our communications with potential clients of color to result in an increase
in eligible clients of color accessing our services.

Outcomes: Eligible individuals of color will report a higher level of awareness of XYZ
Organization in two years.

    Translate brochures into Spanish (Program department, six months)
    Place materials in community centers and schools within communities of color
       (Program department, six months to one year)
    Hold an open house and encourage current clients to attend and bring friends,
       neighbors, and relatives (Program department, one year)
    Explore translating materials into Vietnamese (dependent upon having staff or
       regular volunteers who speak Vietnamese) (Program department, 18 months)
    Identify and meet with Latino and Vietnamese community leaders to share
       background information on our programs and services (Executive Director, 12
    Expand the outreach program into predominantly Latino and Vietnamese
       communities (Program department, 18 months)
    Explore ways to partner with organizations that primarily serve communities of
       color (Program department, one year)

2) Improve our services so that they are more inclusive of the needs of our clients.
Outcomes: At least 80% of current clients will report improved services in two years.

    Transition to have one late evening and one weekend morning for services
       (Program department, one year).
    Complete an audit of paperwork requirements to lessen the amount of work
       required (Program department, 3 months)
             Train staff on how to provide culturally competent assistance with paperwork,
              particularly for non-English speakers(Program department, six weeks).
             Rates of individuals of color accessing our programs will improve.

             Tasks:
             Explore partnering with community centers and schools to offer services.
              (Program Department, 12 months).
             Reimburse bus tokens or gas vouchers for low-income clients (if funds
              available). (Program Department, 12 months).

V. Accountability Plan
XYZ Organization’s inclusiveness committee and executive director will monitor progress
toward meeting the action items in the blueprint.

The inclusiveness committee will review progress toward each objective quarterly. Quarterly
reports will be made verbally at board meetings and staff meetings.

Twice per year, the inclusiveness committee will evaluate whether action plans should be
adjusted. Database figures for clients will be evaluated every six months, as will figures
related to hiring and promotions.

In two years, XYZ Organization will formally evaluate its progress toward the action items by
conducting another anonymous staff survey and client focus groups. At this point, XYZ
Organization’s executive director and board will determine if XYZ Organization should
expand its inclusiveness initiative to focus on other areas, including communications,
volunteers, and fundraising.

VI. Conclusion
XYZ Organization looks forward to implementing its action plan. In addition to creating the
blueprint, XYZ Organization has engaged in one day-long inclusiveness training session,
and plans to continue to have a minimum of one day-long session per year (depending on
resources). Also, the inclusiveness committee at XYZ Organization will be hosting four
brown bag lunches per year to discuss the organization’s journey toward becoming more
fully inclusive.

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