SPOKANE NEIGHBORHOOD ACTION PARTNERS

We want:

- To better collaborate and communicate with partners.

- To deliver core essential services.

- To measure client progress, incrementally and progressively.

- Resiliency to respond strategically to changing circumstances.

Strategic Goal One - We want to better collaborate and communicate with partners. To achieve this, we will:

A. Create opportunities to educate SNAP staff and partner agencies about each other's capabilities.

B. Develop a community engagement plan.

Strategic Goal Two - We want to deliver core essential services. To achieve this, we will:

A. Provide staff with more SNAP service-oriented training, using team-building whenever possible.

B. Create and implement a coordinated client intake process.

C. Identify gaps in our ability to reach outcomes and create a plan to fill gaps.


Strategic Goal Three - We want to measure client progress, incrementally and progressively. To achieve this, we will:

A. Measure client experience through regular feedback that incorporates quantitative and qualitative data.

B. Create and implement Story-Mapping to track client progress throughout the organization (if funding is secured).

C. Plan, implement and evaluate SNAP's overarching outcomes toward increasing client results.

Strategic Goal Four: We want resiliency to respond strategically to changing circumstances. To achieve this, we will:

A. Analyze client data and track trends for SNAP's communication, program design needs and supports grants management.

B. Enhance agency web telecommunications and technology for a better fit in the 21st century.

C. Increase capacity for proactive and responsive action by providing professional development and team-building for all staff.

D. Create an all-agency contingency plan.

E. Grow unrestricted funds.

Strategic Goal One - We want to better collaborate and communicate with partners. Some of the actions we will take include:

1. Share information with 40 partners annually.

2. Featuring SNAP partner services, monthly in the staff communication.

3. Leading tours for media, board, and partners.

4. Promoting an annual advocacy plan.

5. Interacting with partners via poverty simulations.

Strategic Goal Two - We want to deliver core essential services. Some of the actions we will take include:

1. Appointing Resource Team members to Staff Council.

2. Inviting Resource Team to present at Supervisory Committee, annually.

3. Facilitating SNAP program tours for staff.

4. Announcing changes and SNAP service updated to staff.

5. Implementing integrated phone system (509-456-SNAP).

6. Piloting a cross-training program for intake.

7. Developing and implementing coordinated intake.

8. Evaluating supervisor-to-staff ratio.

9. Performing barrier/gap analysis to better reach overarching agency outcomes.

Strategic Goal Three - We want to measure client progress, incrementally and progressively. Some of the actions we will take include:

1. Developing electronic feedback options to understand client experience.

2. Creating partial standardization of client surveys to include quantitative and qualitative assessments.

3. Cultivating a funder for the story-mapping project.

4. Securing a consultant to develop the story-mapping concept.

5. Applying ROMA-cycle techniques to each overarching outcome. (Results-Oriented Management & Accountability)

6. Setting up process to recruit volunteers who can perform client survey follow-up.

Strategic Goal Four: We want resiliency to respond strategically to changing circumstances. Some of the actions we will take include:

1. Interconnecting databases where possible.

2. Tracking collective long-term client trends to analyze results.

3. Developing intranet, moving agency to Windows 7, evaluating client database and implementing Virtual Private Network.

4. Consolidating and assessing servers, enhancing antivirus protection, establishing back-up printing plan for each office.

5. Integrating mobile devices, installing client videos in offices, developing long-range server replacement plan.

6. Story-mapping, revamping website, backing up server data at second office, standardizing electronic file storage.

7. Training in cultural leadership development.

8. Facilitating job shadows.

9. Conducting Staff training.

10. Providing multi-cultural training for staff to enhance communication.

11. Revising all-agency contingency plan.

12. Developing a cultivation and stewardship plan.

13. Implementing cultivation and stewardship plan.

14. Reaching 2014 goal of $550,000 in giving (increasing over time).

Through the decades, SNAP has continued to evolve and change as the needs of the community have changed. The broad support we receive from funders, partners and sound board leadership allows us to be ready and flexible in serving our clients. Many things have shifted at SNAP over the past 50 years, including the growing complexity of funding and regulations as well as our pursuit to understand and increase our impact through outcomes and data analysis. One thing has remained constant, however, and that is the unwavering compassion and commitment we have to the people we serve. It is that dedication that has made our community a stronger, more stable place.