Nome Community Center Inc

STRONG GOVERNANCE
9. Review Bylaws and consider revisions to include consideration of a smaller board size
10. Schedule annual board training sessions/retreat depending on the board’s training needs at the time – board roles and responsibilities, financial literacy, effective meetings, etc.
11. Board to review and discuss annual findings from the Board Self-Assessment
12. Board to establish an annual E.D. Evaluation process:
• Identifying performance objectives in line with the strategic plan
• Develop a Performance Contract
13. Incorporate a formal practice of completing Compensation Review every three years for all staff positions (Executive Director or Business Manager)

ENGAGED EXECUTIVE LEADERSHIP
14. Complete Executive Leadership Succession
• Form Ad-Hoc Committee to oversee ED Search
• Create/post advertisements locally and within the state for six weeks
o If necessary, expand search nationally
• Review applicants, make recommendations for interviews
• Create timeline and operational plan with and without successor ED

SOLID FINANCIAL FOUNDATION
15. Maintain monthly program report format as part of sharing financial statements (Executive Director, Accountant, Treasurer)
16. Focus on attracting significant, unrestricted, non-state income sources to grow NCC’s revenue diversity
17. Create a Business Plan to prepare NCC for long-term sustainability
18. Establish Operating Reserve Policy covering the accumulation and spending of reserve funds, investment, and long-term savings

STRATEGIC OPERATING PRIORITIES (2022 – 2024)
(with Objectives and Implementations Details)

PRIORITY – Culturally-Connected: NCC is focused on offering programs and services with demonstrated community need, positive impact, and that most importantly align closely with the priorities of united Women in Faith and the legacy of serving elders, families and youth.

1. Explore the possibility of sponsorship or ownership for management of certain programs/services
2. Complete the process of internal program evaluation – determine categories:
• Nurture, expand
• Maintain
• Let go
3. Establish formal criteria for new NCC programming, considering the following
• Does it fit within NCC’s mission?
• Is it a duplication of existing programs/services within an existing agency?
• Likelihood of long-term sustainability

PRIORITY – Mission-Driven: Contributing to Nome’s safety net translates to addressing current community challenges today such as services focused on elders, youth programs, substance misuse, and housing and homelessness, acknowledging that future development in Nome will bring potential safety net challenges.

4. Staff to complete, and board to discuss, a “Cost-Benefit Sustainability Analysis” for each program
5. Explore the potential for a shift from the current residential model for youth, to a group home model
• Investigate funding options for construction of a new building
6. Establish priorities for housing and homeless initiatives
• HomePlate Nome, LLC – complete project and consider having a management company take over
• Evaluate options for new housing programs to support chronic homelessness
• Maintain scattered permanent supportive housing sites

PRIORITY – Community Partnership-Based: As a recognized catalyst for positive change, NCC is a convener and facilitator in building support for the formation of meaningful partnerships with the community, government, nonprofits and tribal entities.

7. Board/staff to assess current NCC partnerships, determining which to grow, stop, renew and/or start
8. Board/staff to work to increase partner engagement by convening and facilitating discussions with tribal organizations, potentially establishing formal MOA-type partnerships

PRIORITY – Sustainably-Supported: NCC continues to thrive, working to enhance its governance foundation, strengthen new executive leadership, and build a solid financial foundation for the future.

Grants Management
Transparent management of the funding resources is a sacred trust, not just for accountability and strengthening partnerships with our donors, but more importantly because of our calling to respond to the needs of community members and to fill service gaps not supplied by other agencies in Nome. One of our top priorities is to be the trusted partner of choice, in the non-profit sector, leveraging our financial resources for positive and lasting impact.
Our partnership with The Foraker Group provides support for financial and internal control following guidelines on grants management and expenditure based on Generally Acceptable Accounting Principles (GAAPs). Combined with our experience in Alaska with government funding, institutional donors and supporting corporate partners, NCC is strategically positioned as an organization with strong financial management, donor compliance, ensuring the highest levels of accountability and risk management.

Partnerships
Nome Community Center supports non-profit coordination networks and civic coalitions in Nome region and Statewide level partnerships and alliances to make its actions more rights based, effective, collaborative, and sustainable. At the community, tribe, City, Borough, Region and State level of action we practice a high commitment to State and donor regulations, coordination mechanisms among community of action groups and coalitions of advocacies allowing us to serve the best interest for all Alaskans. NCC is licensed with the state for the operation of our residential home for children. We are accredited through CARF (Commission on Accreditation of Rehabilitation Facilities) for quality performance improvement. We are members of the Association of Homes for Children and members of several coalitions in the region.
Nome Community Center has been able to establish and nurture good relationships with key donors to strengthen the grants portfolio. In spite of a difficult funding environment, NCC was able to attract funding of an estimated $13 million, and reaching hundreds of beneficiaries between 2020-2023. Major funders include the following with many additional financial supporters with smaller contributions:
1. State of Alaska
2. USDA- United States Department of Agriculture
3. AHFC- Alaska Housing Finance Corporation
4. City of Nome
5. Food Bank of Alaska
6. US Department of Housing & Urban Development
7. NSHC- Norton Sound Health Corporation
8. NSEDC- Norton Sound Economic Development Corporation
9. BSNC- Bering Straits Native Corporation
10. SNC- Sitnasuak Native Corporation
11. UWF- United Women in Faith
12. Alaska Mental Health Trust
13. Rasmuson Foundation
14. Alaska Department of Transportation
15. RuralCap
16. Alaska Children’s Trust

(NEST) Nome Emergency Shelter Team
NEST began in response to several freezing deaths on the streets of Nome. Creating a shelter was a community grassroots effort to prevent exposure related death by providing a warm, safe place to sleep for anyone in need. With no operating funds and donated space in a local church; an entirely volunteer staff, NEST opened its doors on nights when the weather was predicted to reach -10 F, or wind-chill of -10, the temperature zone of highest risk of exposure-related death. Funded through State and federal grants, local donations and community support, the shelter located at the Karmun Center of Nazarene Church, now operates for six of the coldest months of the year. Local churches provide hot soups each night to provide a warm meal to our shelter guests.
This homeless program is a “wet shelter” for chronically unhoused, many of whom are dependent upon substance use to cope with mental and physical health challenges, repeated trauma and poverty. The shelter serves an average of 40-45 individuals each night with nearly 250 unique individuals among those who use the shelter during the season.
Family Services
Family Services is an agency referral program that assists parents and families. Family Service Coordinators work directly with the Alaska Office of Children’s Services to assist families who are at risk of separation from their children. Parenting support groups are a major focus of our work in identifying what is strong, not wrong. We believe that we all have within us the wisdom and cultural competency to manage even the most difficult challenges that confronts families. With the support and encouragement found in these groups, we can tap into a deep knowledge reservoir to help us discover practical applications to grow and strengthen the most important to us - our families.
Parenting workshops offer practical application to help individual men, women and couples develop skills. These workshops are modular and can be adapted to large groups, small groups and one-on-one. Sessions have been held at the state correctional facility, domestic violence shelter, half-way house and for those in the community who want to strengthen their competence as parents.
The caseload of at-risk families averages 30 each year. In addition, parenting workshops are attended by over 50 parents each year impacting more than 100 children.
(Extra Years of Zest) XYZ Senior Center
The XYZ Senior Center functions to offer much-needed services to our community’s elders. These services include meals, transportation, shower facilities, and laundry facilities. Occasionally, special services such as vaccination clinics and nutrition seminars are also offered. Activities are available during the day, with staff supervision, including falls prevention and strength exercising, outings, cultural activities, nutritional and health monitoring in partnership with Norton Sound Health Corporation, fishing, and berry picking.