Early Learning Coalition of Alachua County

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					                       Community Outreach Plan

Community Outreach Plan Flag-Vol
Community Outreach 2008-2009
                                     Table of Contents

Part 1: Introduction to ELCFV Outreach
1.1 Background                                                    3
1.2 Mission                                                       3
1.3 Audiences                                                     3
1.4 Objectives                                                    3

Part 2: Marketing/Public Relations Objectives/Programs/Outcomes
2.1 Public Awareness of Early Childhood Development               4
2.2 Disseminate “Standing for Quality” Message                    4
2.3 Child Care Provider Recruitment                               5
        2.3.1 Recruiting the Right Providers                      5
        2.3.2 All Aboard Inclusion Pilot                          5
2.4 Resource Development and Fundraising                          6
2.5 Public Awareness of ELCFV Programs & Services                 7
2.6 Enhance Relations                                             8
2.7 Enhance ELCFV Image                                           9

Part 3: Marketing Tools (Advertising/Public Relations)
3.1 Advertising/PR Tools                                          10
3.2 VPK Marketing                                                 11
3.3 ELCFV Website                                                 11
3.4 Family Services                                               11
     3.4.1 Family Services Staff                                  12
     3.4.2 Family Services Office                                 12
3.5 Phone System                                                  12

Part 4: Crisis Communications
4.1 Communicating Before, During, and After Crisis                13
4.1.1 Prior to a Crisis                                           13
4.1.2 In the Event of a Crisis                                    13
4.1.2 Following a Crisis                                          13

Part 5: Internal Staff Communications
5.1 Internal Staff Communications                                 13
5.2 Staff Training                                                14
      5.2.1 Orientation for New Hires                             14
      5.2.2 Ongoing Training                                      14
      5.2.3 Reassigned/Promoted Employees                         14
      5.2.4 Family Support Services Employees                     14
      5.2.5 AWI Level II Competency                               14
      5.2.6 Customer Service Training                             14

Part 6: Board/Committee
6.1 Board/Committee Communications                                15

Part 1: Introduction
    1.1 Background
    In 2005, a merger between the School Readiness ELCFV of Flagler County and the School Readiness ELCFV
    of Volusia County created the Early Learning Coalition of Flagler & Volusia Counties (ELCFV). Two years
    later, in 2007, the ELCFV assumed all services previously contracted to Child Care Resource Network, moved
    all operations to 230 N. Beach Street in Daytona Beach, and opened satellite offices.

    In 2008, the ELCFV took a “Stand for Quality,” setting minimum score standards for child care providers on
    the Environmental Rating Scale and implementing a mentorship training program to help them achieve this

    1.2 ELCFV Mission
    In partnership with families, the Early Learning Coalition of Flagler and Volusia Counties will enhance
    readiness opportunities for children birth to kindergarten effectively utilizing community resources.

    To achieve its mission, the ELCFV must successfully obtain and/or maintain support of a variety of
    community representatives: child care providers and their employees, parents, community agencies serving
    children, corporations, local decision-makers and politicians, as well as the ELCFV’s Board of Directors and
    committee members.

    As of December 31, 2008, there were 1,393 Flagler and Volusia County children of working poor parents on
    the waiting list for School Readiness services. Supportive partnerships help the ELCFV meet the state-
    mandated requirement of 6% in local match funding, allowing it to access the maximum State and Federal
    funding and remove children from the waitlist.

    The push for quality child care requires that the ELCFV be recognized as not the entity to set setting quality
    standards, but as the source for support, training, and technical assistance required to meet the standards. The
    ELC must be the known source for School Readiness services, Voluntary Pre-K, provider assessment and
    professional development, family support services and initiatives, training & technical assistance, infant &
    toddler initiatives, health & developmental screenings, and Child Care Resource & Referral (CCR&R).

    Reaching the community with a message of quality, accountability, and success assures partners their support
    creates positive, long-term impact on children and families.

    1.3 Audiences
      Parents
      General public
      Contracted child care providers
      Non-contracted child care providers
      Early education instructors
      Business community
      Elected officials
      Agencies serving families
      Flagler and Volusia County Library Systems
      ELC board and committee members
      ELC staff

    1.4 Marketing/Public Relations Objectives
    Objectives will be met using specific strategies as described in this plan

Part 2: Marketing/Public Relations Objectives/Programs/Outcomes
2.1 Public awareness/education of early childhood development


    Survey results from the Reading Makes Me Smile (RMMS) initiative indicate parents lack understanding
    regarding their value as their child’s first teacher and early childhood development. RMMS program outcomes
    indicate parents are willing to learn and use techniques to help their children learn to read and be school ready.

     Increase public/parent awareness of quality child care
     Communicate to parents the value of being child’s first teacher
     Educate parents and the public regarding early childhood development, learning through play, and early
     Expand marketing efforts
     Work proactively with the media
     Create partnerships with businesses

     PBS Broadcasting (WCEU) Television Show: Educational series, produced by the ELCFV in partnership
       with WCEU (Daytona State College station) with underwriting from supporting business partners, aired
       during prime time one time per month as well as other times as slots permit and directed to parents.

        The show will include a host and at least 2 guest experts. The typical half-hour show will feature a two to
        four minute produced video package, graphics, and may include B-roll and/or demonstrations. The types
        of topics covered will include: choosing quality child care, early brain development, family involvement
        activities, VPK, understanding education standards, learning through music, learning is child’s play, how to
        read to your child, developmental milestones, etc.

        Projected date for first broadcast is January, 2009.

        The show will allow multiple cross-promotion opportunities to include ELCFV calendars, signs, banners,
        posters, brochures, events, and website.

        Copies of the broadcasts, in DVD format, can be made available to libraries as parent/child care provider
        resource tools or used by the ELCFV or providers in parent training forums.

    Anticipated Outcomes:
     Increased public/parent awareness of quality child care as measured by parent surveys
     Increased parental understanding of early literacy, early childhood development, learning through play
        measured by parent surveys
     Expanded ELCFV marketing through cross-promotion opportunities
     Creation of underwriting partners who value early education
     Match funding

2.2 Disseminate the “Standing for Quality” Message

    The ELCFV has made “Standing for Quality” a focus for the 2008-2009 fiscal year with the Board of Directors
    putting into place minimum quality standards for ELCFV contracted child care providers and the with
    implementation of a Provider Mentoring Program initiative to help providers achieve needed standards.

     Disseminate the “Standing for Quality” message to parents
     Disseminate the “Standing for Quality” message to child care providers
     Disseminate the “Standing for Quality” message to general public, agencies, businesses

     Create an attractive, informative annual report highlighting the “Standing for Quality” message.
     Use tagline: “Standing for Quality Child Care” whenever possible in print/broadcast marketing materials.

       Utilize PBS series on WCEU to broadcast information regarding choosing quality child care and quality
        child care practices to parents
       Provide PBS series in DVD format to child care providers as a learning tool for teachers.
       Provide PBS series in DVD format to library branches for use in parent resource section.
       Provide PBS series promotional posters and flyers to child care providers and ask them to promote the
        series to parents as a tool for learning about early childhood development.

    Anticipated Outcomes:
     The “Standing for Quality” message is relayed throughout the community in a variety of media and

2.3 Child Care Provider Recruitment

    The ELCFV Provider Recruitment Plan was designed to provide a planned, systematic analysis of parent needs
    for child care and a systematic recruitment of providers to fill those needs. Due to the “Standing for Quality”
    initiative, the ELCFV may lose some contracted providers, permanently or temporarily, based on low
    performance relating to quality standards. An ongoing Provider Recruitment Plan will expand parental choice
    as well as assure that geographical and types-of-care gaps are met.

    Provider Recruitment Plan goals are two-fold: meeting the child care needs of parents allowing them to seek
    and maintain employment in order to increase their economic self-sufficiency; and by meeting the child care
    needs of parents, assuring continuity of care for children to help them become prepared for future school and
    lifelong success.

     The coalition will actively recruit providers to meet the needs of parents including: overnight care,
       evening care, weekend care, summer care, and non-school days care as evidenced through recruitment
       reports tied to Child Care Resource & Referral monthly reports. Audiences for the recruitment message
           o School Readiness providers not offering Voluntary Pre-Kindergarten
           o Voluntary Pre-Kindergarten providers not contracted for School Readiness
           o Child care providers not yet offering VPK or School Readiness
           o Former providers of VPK or School Readiness providers not currently contracted to offer services
           o Newly licensed providers
           o Corporations or agencies indentified as having an interest in beginning a child care facility within
                the company or agency
           o More providers offer quality inclusive programs; quality of programs is increased.


        2.3.1 Recruiting the right providers
         Geographical gap analysis: analysis to assess where parents are located vs. how many providers are
             available in those areas to serve child care needs.
         Parent child care needs analysis: analysis, utilizing CCR&R monthly reports, of the times child care is
             needed and the types of child care needed (24 hour, evening, school year, etc.) as well any special
             needs requirements (asthma, physical delay, developmental delay, mental disability or delay, speech or
             language delay).
         Program type-of-care gap analysis: analysis of the type of child care requested (center-based, family
             based, school age program, summer program or VPK) vs. availability of care.

        2.3.2 Inclusion:
        Phase II of the All Aboard inclusion project seeks to increase the number of providers offering quality
        inclusive care environments, to serve more children of varying abilities, and to raise the quality within
        these programs. The project timeframe will be expanded allowing more time for technical assistance,
        workshops, peer support and program improvement.

       Through promotion of available resources such as the Warm Line, Lending Library, and technical support,
       providers can become more comfortable in their role of offering inclusive child care programs.

    Program Process:
     Initial provider contact: recruitment correspondence mailed to providers including Provider Recruitment
     Secondary contact: follow-up by phone or in person with each provider who received initial contact.
     Utilize ELCFV website as a recruitment tool.
     Utilize press releases and public service announcements as recruitment tools.
     Utilize the One Voice “Community Connector” board and MyTopiaCafe.com to relay provider
       recruitment message within the Volusia/Flagler County area.
     Use marketing incentives as tools to recruit and maintain providers: Gold Seal provider mention in
       newspaper advertising, honors at Provider Appreciation Awards & Banquet.
     Use Provider Recruitment Toolkit, Kite Tales, and the ELCFV website to promote ELCFV commitment to
       provider success through phone or one-on-one contact, on-site visitation, technical support, professional
       development, and training.
     Child care providers receive inclusion-specific technical assistance and training.

    Anticipated Outcomes:
     The ELCFV will meet the child care needs of parents for overnight, evening, weekend, summer, and non-
        school day care, reducing or eliminating geographical and types-of-care gaps.
     The ELCFV will increase the number of providers in the 2008-2009 fiscal year offering overnight,
        evening, weekend, summer, and non-school day care.
     More quality child care providers are introduced to Flagler and Volusia Counties as a result of provider
     More providers offer quality inclusive care, providers serve as inclusion peer mentors.
     Through promotion of available resources such as the Warm Line, Lending Library, and technical
        support, providers become more comfortable in their role of offering inclusive child care programs.

    Outcome Analysis:
    Outcome analysis will include provider surveys to identify the following:
     Barriers or fears that kept providers from becoming contracted ELCFV providers.
     Identify provider recruitment tools that were most persuasive for those providers who chose to become
        contracted ELCFV providers.
     Assessment of specific provider needs that the ELCFV may help meet.

2.4 Resource Development & Fundraising

    Increase fund development, including state match funds, to permit the removal of more children from the
    ELCFV waiting list for School Readiness Services. As of June 30, 2008, nearly 1400 children remained on the
    waiting list

     Create more match support
     Promote Child Care Executive Partnership Program (CCEPP)
     Seek partnerships with community agencies serving children that could increase the likelihood and size of
       grant awards

     Involve more business support for the ELCFV
     The above-mentioned PBS educational series (see 2.1) will necessitate underwriting support through
       business partnerships. Additional opportunities include support for CCEPP, the Provider Appreciation
       Awards and Banquet, and the Discovering the Joy conference.

     Continue to seek support of agencies serving children by utilizing their presence on ELCFV committees.
      This will improve familiarity of ELCFV funding needs, increasing the likelihood community agencies will
      consider the ELCFV as a partner in grant funding opportunities.
     Increase participation in the Child Care Executive Partnership Program (CCEPP) Community Pool for
      child care funding.
                o Develop a CCEPP packet including CCEPP fact sheet, ELCFV annual report, specific
                     examples of cost to the employer (i.e., 10 children served = specific amount; 15 children
                     served = specific amount), commitment forms, and ELCFV’s CCEP staff contact
                o Contact employers; schedule brief meetings. Provide CCEP info; offer to provide a CCEPP
                     informational presentation at board and/or company executive/management meetings.
                o Place information about CCEPP in all Flagler and Volusia Chamber of Commerce
                o Write and distribute CCEPP feature story for business section of local newspapers
                o Create flyers for parents, distributed through providers, to inform them of the program and
                     suggest they encourage their employers to participate.
                o Ask the One-Stop Career Centers in Flagler and Volusia Counties to promote the program to
                     employers or arrange the presentation of the ELCFV message to employers.
                o Contact Society of Human Resource Managers (SHRM) Volusia/Flagler and request to
                     present CCEP as a meeting topic.

    Anticipated Outcomes:
     PBS programming is underwritten by businesses
     Amount of support from grant partnerships will increase over fiscal year 2007-2008
     Amount of CCEPP support from the business community will increase over fiscal year 2007-2008

2.5 Increase Public Awareness of ELCFV Programs & Services

    There is an ongoing need to educate the public about the ELCFV. As children are born and new families move
    to the area, parents need to know about ELCFV programs and services.

     Increase awareness of ELCFV programs and services

     Enhance relationships with entities that provide distribution channels for the ELCFV message:
                o Pediatricians’ offices
                o Pediatric dental offices
                o Orthodontics offices
                o Health Department
                o Public schools
                o Private schools
                o Contracted child care providers
                o Restaurants that cater to children
                o Public library system
                o United Way and other agencies serving families
                o Car dealership or Jiffy Lube waiting areas
     Distribute brochures, use corporate/agency newsletters, and utilize public relations in local media for event
       announcement and ELCFV news.
     Use ELCFV PowerPoint presentations for informational presentations to community and parent
       organizations. Contact Rotary, Kiwanis, SCORE, PTAs, Pilot, and other community service organizations
       with offer to present the ELCFV message as a meeting topic.

    Anticipated Outcome:
     The ELCFV programs/services message is distributed community-wide. Effective distribution channels
        identified through CCR&R tracking.

2.6 Enhance Relations
     Creating optimal relations with child care providers, parents, community agencies, elected officials, businesses,
     and the media helps improve service delivery, leads to fewer misunderstandings, and improves community
     support for the ELCFV.

      Enhance provider relations.
      Enhance parent relations.
      Enhance relations with community agencies.
      Enhance relations with businesses.
      Enhance relations with media.

     Provider relations:
          Continue “Discovering the Joy Conference” and the Provider Appreciation Awards & Banquet to
              help providers gain expertise and recognize their achievements.
          Distribute ELCFV monthly newsletter, Kite Tales, child care providers. Include ELCFV updates,
              professional development opportunities, policy changes, and informative features.
          Survey providers annually to determine needs regarding ELCFV services and training.
          Keep provider portion of ELCFV website current with ELCFV news and updates, resource links, and
              training calendar.
          Add provider accomplishments/achievements page to the ELCFV website.
          Create Early Education & Care Guide to be placed on the ELCFV website and distributed throughout
              community and list distribution channels.
          Return calls to providers promptly.
          Maintain Gold Seal Provider sign in our lobbies.

     Parent relations:
         Accurate, dependable information provided to parents by all reception and Family Support Services
         Offer useful information and resources to regarding VPK, parent involvement activities, and parent
             trainings via child care providers, the ELCFV website, community agencies, and public relations
             through media.
         Create Early Education and Care Guide to be placed on the ELCFV website and distributed throughout
             the community. Relay distribution channels through public relations through media and via the
             ELCFV website.
         Relay the “Standing for Quality” message to parents via public relations, PBS educational series,
             ELCFV website, and parent trainings.
         Return calls to parents promptly.

     Relations with community agencies:
          Maintain relationships with agencies serving children through attendance and participation.
          Notify agency executive or development directors of potential grant partnership opportunities. Ask
              them to reciprocate.
          Provide agencies with ELCFV fact sheets (for agency employees) and brochures (for public).
          Offer to provide ½ hour employee training sessions for case workers employed by agencies serving
              families to inform them of ELCFV programs and services.
          Devote web space to acknowledging agency partnerships.

     Relations with elected officials:
          Provide letter of introduction along with agency brochure and annual report via personal visit to
              elected officials’ office locations.
          Meet with local elected officials, at least once per year in person, to share ELCFV information and
          Visit key state elected officials in Tallahassee during Legislative Session.
          Invite elected officials to participate in provider appreciation and Children’s Week events.

       Utilize elected official’s input for press releases when appropriate.
       Maintain on-going e-mail contacts with local legislators.

Relations with businesses:
     Develop quality annual report, brochure, and information DVD; use when meeting with potential
         business partners.
     Create a list of businesses likely to support ELCFV programs and services; invite their support
         through personal contact and/or mailings.
     Contact Rotary, Kiwanis, Lions, SCORE, PTAs, Pilot, and other community service organizations
         and offer to present the ELCFV message as a meeting topic.
     Locate Employee Assistance Programs (EAPs) within the community and offer to provide ELCFV
         brochures and information to existing and new employees.

Relations with media:
     Develop positive relationships with local news, and especially early education, editors
     Provide ELCFV fact sheet to editors, reporters, and/or public service director
     Offer assistance to reporters on stories regarding early education or child care by providing
         interviews, information, or contacts
     Request editorial board meetings for stories that have a higher level of impact or importance.
     Provide timely press releases with sensitivity to deadlines
     Contact media to localize state or federal level stories when possible
     Contact media that do live or taped interviews and offer to arrange interviews for stories
     Keep web page for media updated at all times
     Utilize local media business listings to submit releases announcing business achievements of ELCFV
         staff and contracted providers such as implementation of special programs, accreditation, grant
         awards, etc
     Utilize print and broadcast media for press release/PSA announcements such as round-up dates and
     Write monthly column for Volusia-Flagler Family Living magazine beginning in January 2009

    NOTE: Obtain signed media release prior to providing photos/information regarding families, children,
   or providers to the media or placing online.

Anticipated Outcomes:
      Contracted providers express satisfaction with ELCFV provider communications based on yearly
      Parents express satisfaction with ELCFV communications and training based on parent survey.
      Community agencies understand and support ELCFV programs and services.
      Elected officials participate in ELCFV functions and understand ELCFV programs, services, and
      Media is responsive when asked to provide coverage of ELCFV news and events.

2.7 Enhance ELCFV Image

In order to attract grant dollars, business/agency partners, and high quality child care providers the ELCFV
must reinforce the “Standing for Quality” message through actions.

     The ELCFV is respected as the source for high quality child care services in Flagler and Volusia
     ELCFV contracted providers are respected as trained, informed, high quality early education


             ELCFV employs qualified personnel who can gain the respect of parents, child care providers and
              local agency, business and political leaders.
             Offer and promote training and professional development opportunities for employees and contracted
              child care providers.
             Recognize provider achievements through Provider Appreciation Awards & Banquet, ELCFV
              monthly Kite Tales newsletter, ELCFV website, local media when appropriate, and the ELCFV
              annual report.
             Encourage child-care providers to inform parents of staff achievements through their parent
              newsletters and flyers.

     Anticipated Outcomes:
           Parent surveys (by phone or as collected in pre-training surveys) reflect understanding of child care
             quality and ELCFV’s role in assuring quality care.

Part 3: Marketing Tools (Advertising/Public Relations)
3.1 Advertising/PR Tools

A variety of tools will be used for ELCFV Community Outreach efforts.

Utilization of any tools that effectively relay ELCFV messages. In general, the following tools are used.

Program Tools:
Advertising and public relations tools to be utilized in the coming year include:
     PBS educational series: half-hour show, aired monthly on WCEU and targeted to parents (see 2.1)
     Press releases and Public Service Announcements (new TV show, VPK information, ELCFV news, etc.)
     Bus shelters
     Banners
     Brochures
     Posters
     Website
     Van Signage
     Annual Report
     Kite Tales, ELCFV monthly newsletter targeted to providers
     Flyers announcing events and trainings
     Yellow page advertising
     Participation at community events
     Publicity related to ELCFV hosting of events: examples include Discovering the Joy conference and the
         Provider Appreciation Awards and Banquet.
     Gold Seal sign in Family Support Services lobby
     Signage in Flagler and Volusia County libraries

     Additional advertising that could be used if the budget permits includes:
      TV advertising at nonprofit rates
      Newspaper advertising nonprofit rates
      Radio advertising at nonprofit rates

     Opportunities to enhance marketing
      Utilize free newspaper/radio advertising for nonprofits when available


    The successful use of the above-listed tools is evaluated in a variety of ways (sometimes determined by the
    specific marketing effort) but can include written surveys, phone surveys, comment and response tracking, and
    website usage tracking.

3.2 VPK Marketing

    VPK Marketing has specific components that are separate from general ELCFV marketing. PBS series show
    devoted to VPK as program topic.

    Parents are aware of the VPK program and understand how to register and enroll their children.

     Posters.
     Post card mailings.
     Provider yard signs.
     Van Signage
     Volusia mall banner/sign/brochure
     Advertising in the Volusia-Flagler Kids’ Directory
     Advertising/editorial content in the Volusia/Flagler Family Living
     Booths at community events and/or library events when appropriate.
     Special events—possibly an annual fundraising event that could generate media coverage.
     Working cooperatively with neighboring coalitions to purchase advertising. This could work especially
       well with radio.

Anticipated Outcomes:
      Parents are aware of the VPK program and how to register and enroll their children based on number of
        children registered as compared to estimated number of children eligible.
      Marketing surveys, completed upon incoming VPK calls, show which marketing tools proved effective.

3.3 ELCFV Website

    In 2008, the ELCFV website (www.elcfv.org) underwent total transformation, becoming an easier-to-navigate
    and more useful tool for parents, child care providers, and the entire community. A schedule for site review
    and update has been implemented to assure maintenance of accurate, timely information.

    To maintain a website that is accurate, timely, and relevant to parents, providers and the community.

     Continuous updates to the site to reflect the wide range of ELCFV services, programs, and activities
       within specific web sections targeted to providers, parents, and the general community.
     Inclusion of a media section where press releases, public service announcements, and news articles can be
     Continuous VPK program updates, particularly important as providers, public school locations, roundup
       dates/times, and program start/end dates change several times per year.
     VPK policy updates for providers and parents placed in the provider and parent sections of the site.
     Encourage community agencies serving children to include their activities/events on the ELCFV calendar.
     Enhance list of resource links to help parents and providers access quality information regarding early
       education and child care.
     Devote a web page to ELCFV/community agency partnerships within the community section.
     Devote a web page to ELCFV/business partnerships within the community section.

        Use the website to promote ELCFV successes (grant awards, success stories, provider achievements, etc)
         within the community section.
        Announce conferences for providers/parents with links to registration/location information within the
         parent and provider sections.
        Provide a means for parents and providers to ask questions that will be answered on the television
         program on by e-mail.

    Anticipated Outcomes:
     The ELCFV website is accurate and contains up-to-date information.
     Suggested improvements to the site are tracked and considered for implementation.

    NOTE: Obtain signed media release prior to placing photos/information regarding families, children, or
    providers on the ELCFV website.

3.4 Family Services

    Family Services department staff members are effective marketing tools for the ELCFV and should be utilized
    to their full potential.

    Family services staff are trained and prepared to answer questions regarding the ELCFV and its services and

        3.4.1 Family Services Staff
        Directly impacts the community perception of the ELCFV and staff should be aware of this at all
        Must receive comprehensive training so they provide the most accurate information available. (see
            Section 5.2).
        Receptionist should receive comprehensive customer service training as well as training to be certain
            she/he is providing accurate information within the realm of the position. (see Section 5.2).

         3.4.2 Family Services Office
          Must be neat, clean, and inviting to parents and children.
          Lobby can serve as an area to exhibit provider achievements through displays of photos, letters,
              certificates, or plaques (such as Gold Seal provider sign).

    Anticipated Outcomes:
         Parent and provider questions are answered in an informed and efficient manner.
         Questions that cannot be answered immediately are researched and provided at the earliest possible

3.5 Phone System

    The ELCFV phone system offers opportunities to market the ELCFV as a friendly, efficient, knowledgeable

    The phone system is utilized effectively as a marketing tool.

     The system provides a brief menu that accurately reflects current staff positions and their extensions.
     The system provides an easy way to leave messages with a particular staff member.

      The system always offers the option of talking to a receptionist.

     Outcomes Evaluation:
     Receptionists/staff members track complaints regarding the phone system.

Part 4: Crisis Communications
4.1 Communication Before, During and After Crisis

     Crisis communications are utilized when an incident or emergency requires the ELCFV to respond quickly and
     carefully. The goal is to prevent misinformation from being relayed while assuring the community that the
     ELCFV is aware of the situation, working to resolve it, and will keep the community informed in the
     meantime. Crisis communications will be coordinated with the Department of Children and Families (DCF)
     and other pertinent agencies.

      Create a plan for crisis communications.
      Create Emergency Preparedness Guide for distribution to all ELCFV child care providers

     4.1.1 Prior to a Crisis
     The Chair of the Board and/or the Executive Director are the official spokespersons for the coalition. Vice
         Chair and Deputy Director are designated as backup.
     Decide where, if needed, a press conference could be held and where one would be held after business
         hours (i.e., office lobby). Make sure the room has adequate electrical outlets and room for seating.
     Maintain a current media list.

     4.1.2 In the Event of a Crisis
     All available members of Executive Committee and Board of Directors along with committee chairs meet
         with ELC Executive Director, Deputy Director, and other key staff to determine nature of situation.
     Input from legal counsel is sought if necessary.
     Determination regarding response is made.
     ELCFV staff is informed of the situation, instructed how the ELCFV will respond, and informed who will
         serve as spokesperson; staff is instructed to politely direct media inquiries to those designated to respond.
         Staff not assigned to discuss the crisis with media will refrain from doing so.
     Responses to media inquires are made quickly and are as complete as available current information and
         legal counsel allow.
     Plan when, where, and at what intervals the media will receive updates.

     NOTE: In the event of a disaster requiring relocation of offices and disruption of services, refer to the
     ELCFV’s COOP plan for procedures and news release templates.

4.1.3 Following a Crisis-Outcomes Evaluation:
      Review implementation and follow-through of the plan shortly after the crisis has passed.
      Determine effectiveness of communications.
      Determine improvements to be made in crisis communications efforts.

Part 5: Staff
5.1 Internal Staff Communications

     It is important that staff members understand the challenges other departments within the organization face in
     order to minimize stress and eliminate duplication of work. Staff should feel part of the entire team.

       Staff members have understanding of ELCFV framework
       In given situations, staff members know what employees to reach and how to reach them based

       Management meetings: regular meetings of ELCFV managers to discuss current needs and issues.
       Department meetings: held when necessary to discuss departmental needs issues.
       Employee updates:          brief email newsletter (possibly sent to employees weekly) following
         management/department meetings, or to update staff on current ELCFV activities, events, policies, etc.
       Staff recognition: can be in staff meetings or in the Employee Update. Simple recognition for work well
         done, innovative ideas, etc.
       New employee information including email address, phone extension, and duties should be relayed to all
         ELCFV employees ASAP.
       Employee reassignments and/or changes in office location, phone number, phone extension, or email
         address should be relayed to all ELCFV employees ASAP.

      Anticipated Outcomes:
      Employees are comfortable with internal communications based on a survey given to staff yearly to determine
      effectiveness of communication.

5.2   Staff Training

      Staff training is critical beginning at time of hire and continuing throughout ELCFV employment.

      ELCFV staff is well-trained and knowledgeable regarding the ELCFV and its programs and services.

          5.2.1 Orientation for New Hires
          Orientation is held as soon as possible following hiring and should include:
          ELCFV background and mission.
          ELCFV structure.
          ELCFV services and programs.
          ELCFV policies and procedures.
          Copies of required forms: travel, time sheets, purchase orders, etc.
          Guide to computer use: using the shared drive, when backups are performed, when to use local drive,
          Guide to office equipment use: creating/changing phone messages, and using copy, fax, and other
             office equipment.

          5.2.2 Ongoing Training
          Ongoing training is offered to employees when possible through attendance at seminars, meetings, and
          functions that would enhance relevant skills.

          5.2.3 Reassigned/Promoted Employees
          Training is provided for employees reassigned or promoted to new positions. Ideally, training would be
          provided prior to the position being vacated.

          5.2.4 Family Services Employees
          Staff is trained in the ELCFV’s services, resource & referral information, and eligibility requirements and
          processes. Because these employees work one-on-one with parents and children, they directly impact the
          community perception of the ELCFV. Their positions require knowledge, patience, and sensitivity.

          5.2.5 AWI Level II Competency
          All CCR&R staff maintains Level II of the AEI/OEL CCR&R Standard Levels of Service.

          5.2.6 Customer Service Training

        All ELCFV staff working directly with the public or providers by phone or in person receives additional
        customer service training to include:
           Phone skills
           Listening skills
           Dealing with difficult clients
           Problem solving
           Client/provider follow-up

    Anticipated Outcomes:
          All ELCFV employees receive orientation/training upon hire.
          ELCFV employees are knowledgeable about the ELCFV and its programs and services.

Part 6: Board/Committee
6.1 Board/Committee Communications

    ELCFV board and committee members must receive training/orientation to optimally serve the ELCFV.

    All board members are knowledgeable regarding the duties and responsibilities of their positions.

        All new Board and committee members are provided in a timely manner with a comprehensive
        Board/committee members receive minutes and agendas prior to all meetings.
        Board/committee chairs are notified of any situation and/or event that would impact their service area.
        Board/committee chairs receive a copy of monthly ELCFV Kite Tales newsletter.
        Board/committee chairs are notified immediately in the event of the need for crisis communications.
        Maintain current Board and committee lists on ELCFV website.
        Distribute copy of Annual Report to each Board and committee member.
        Recognize Board and committee members by way of handwritten cards of appreciation at least one
          time per year.
        An annual Board Retreat is held to re-examine organizational goals & objectives.
        A survey is given to Board members annually to assess their involvement on the Board.
        An annual Board Meeting is held to present our Annual Report and to give Board members “A Year-In
          Review” update.

         Board members are comfortable with their positions based on orientation/training received.


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