ANDERSON INTERFAITH MINISTRIES INC

• Infrastructure development: Strengthen infrastructure systems, policies, and procedures as a foundation for growth and increased impact.
• Increased internal connectivity: Create and strengthen program connectivity to increase client services and staff collaboration.
• Data-driven decision making: apricot software platform to generate data for organizational decisions.
• Program expansion: workforce: Leverage opportunities for partnership and funding to expand workforce development programs.
• Program clarification: housing: Housing rehabilitation allows families to maintain self-sufficiency.

• Budget and program planning that diversifies funding streams
• Infrastructure enhancements that prepare the organization for sustainable growth
• Expanded connectivity among and between programs
• External and internal marketing and communication plan
• Apricot operational and used for decision making
• Program evaluation and program decision systems
• Capital needs plan that prioritizes based on program impact
• Realigned responsibilities to increase program connectivity, staff development, and client impact
• Increase effective use of volunteers

AIM's leadership comes from professional positions in community and workforce development. The Executive Director built AIM from an organization that paid utility bills, provided food, and had an annual budget of $40,000 to an organization that has a continuum of services that builds self-sufficiency and has a more than $3 million total budget. The VP of Programs has worked with AIM for nearly 5 years and ran the hunger ministries which has more than a $1.5 million budget and numerous human resources to manage.
AIM's staff consists of 5 professional program directors that meet monthly to review programs and ways to improve the processes for helping clients be successful. We also have three development staff to help raise funds to ensure program activities can take place. There are several other staff members and AmeriCorps VISTA service members who help with serving clients and building capacity for the organization.
AIM's dedicated board of directors supports our work at 100% giving, for a total board gift of $33,786 in 2018.

• All departments have created high-level process and procedure manuals and are continuing to drill down on each of their programs.
• We modified our organizational chart and refer back to it for dealing with issues of chain of command.
• A new website development that is more user-friendly and makes online giving easier was launched.
• Implemented Mobile Cause to attract millennial giving and are integrating it with QuickBooks and Donor Perfect for a system of checks and balances.
• We wrote and were awarded, an AmeriCorps VISTA grant that allows for six FT capacity building service workers.
• Apricot software implemented for two program areas, Charity Tracker software for basic needs services, QuickBooks for financial management, and Donor Perfect and Grant Hub for funder and deadline management.
• Refrigerated truck acquired and regular routes established for food rescue. Excess food that is perishable is shared with other local non-profits to make sure that as little food as possible goes to waste.
• In the process of completing a new, safe entryway for the semis and refrigerated trucks to access the loading dock for deliveries.
• Installed energy efficient LED lighting in the majority of our six buildings.
• Program directors work together to provide referrals for services and to make sure that participants have the holistic supports needed for success.
• A centralized intake developed that allows more connectivity to all internal programs for which clients qualify, and referrals to sources outside of the agency to meet needs we don't serve.
• Program directors using SMART goals with tracking to ensure clients are served through all relevant program areas.
• Since our Riley Institute study, we hired an Impact Specialist to develop best practices for evaluation to create results-based programs.
• We have continued to build upon our relationship with the local community college to accomplish mutually beneficial outcomes.
• We have a reverse referral process with the local Workforce Investment Opportunity Act (WIOA) entity.
• We are partnering with the Anderson County Economic Development Office and Vocational Rehab to help build the needed workforce and partnerships for success.
• We are working to develop a workforce program with local employers for retention of 'at-risk' employees. This year has been successful with the first two projects.
• AIM also advocates for public/private partnerships.
• We have clarified that housing rehabilitation plays an integral role at AIM.
• It was determined that AIM's Housing Rehab program is critical to helping move families to self-sufficiency.
• We are in the process of working with government entities to build capacity so we may leverage more money to improve the housing stock in Anderson County.
• It was decided to bring in an AmeriCorps VISTA to build capacity in the housing programs.