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Home My WebLink About2004-02-05 Council on Aging Packet - Work SessionKENA! SENIOR CENTER Helping People Age with Dignity CiTY OF KENA! January 23, 2004 Council of Aging Members' On February 5 at 10:00a.m. we will be having a work session conceming setting goals for the Council. I am sending you other Senior Center's Strategic Plans. Please feel free to read these and get your creative juices going and think about our Senior Center to see what kind of goals or direction you can visualize our Center providing. Then come to the work sessions with ideas and creative energies to move forward. Thank you. Sincerely, 361 SENIOR Court · KENAI, ALASKA 99611 TELEPHONE: (907) 283-4156 · Fax: (907) 283-3200 · E-mail: sonior@ci.kenai.ak.us involved in changing the locks and reissuing keys for the front door. Also, they were considering a sign-in sheet be used for visitors into the building. They were considering two keys per resident and then additional keys would need to be signed out. There was general agreement the re-keying and sign-in should be developed. ITEM 5' NEW BUSINESS Discussion -- Goals for 2002 Craig noted, the by4aws for the council require bi-monthly meetings. In order to be more active, at the last meeting they discussed monthly meetings. She noted, a change in the by-laws would be required. It was suggested a questionnaire be sent to local seniors asking if they are interested in developing an assisted living facility in the city, what their particular needs might be, what types of funding assistance they would have to use, if they were aware of others that might be interested in such a facility, etc. Suggested goals were' · Moving forward with finding funding and development of an assisted living facility. · Increasing participation at the Kenai Senior Center · Questioning seniors of other activities they would like to see available at the Center (could be done through a questionnaire). · Investigation were the need for covered parking at Vintage Pointe. Members Hollier and Osborn offered to compile a list of questionnaires to bring to the next meeting. ITEM 6: PERSONS WANTING TO BE HEARD A report was heard on the Common Ground Conference attended by Swarner, Craig and Jurgensen. It was suggested a Hospice representative provide information on care giving. Craig reported staff would be attending classes on CPR and first aid for seniors and it was suggested seniors may want to also take the class. Information will be included in the March newsletter and the class will be held in March or April. Members of the Kenai Fire Department would be giving the class. ITEM 7: ADJOURNMENT MOTION: Member Jurgensen MOVED to adjourn and Member Osbom SECONDED the motion. There were no objections. SO ORDERED. COUNCIL ON AGING MEETING FEBRUARY 7, 2002 PAGE 3 10/16/03 · "I~U 1,/'23 FAX: 9075673968 NINILCHIK SENIOR CENTER Nmmc.,< Cmz ss, Isc. PO Box 39422 Ninilchik, AK 99639-0422 scnio rs~pt i alaska, net (907) 56%3988 STRATEGIC PLAN Year 2001 + Research fimding possibilities to cover operating expenses + Hire a computer-literate employee for the office + Get funding for the garage + Strive to increase employee retention; goal is to reduce continually training new employees 4, Research possibilities of constructing Senior Housing in the future. · Strive for more commu~ volunteers and participation Year 2002 + The garage will be completed for the Meah-on-Wheels pro~ van. ~ will protect the van, with thc expectation that this will make thc van last longer. · Membership numbers will increase by :5%. Will achieve this by promoting thc Senior Ccmcr, spomorcd cvems, brochures, etc. · Meals-on-Wheels program will be serving 30 clients per weekday. · Research possble funding for senior housing to be built on the lot next to the Senior Center. Year 2003 + Meals-on-Wheels program will be serving 45 clients per weekday,. This could require two program vehicles. + Membership will increase by 5%. Will promote associate membership as well as full membership for every one of 55 years and older. + Apply for ~g to design a plan for Senior Housing, which will be built on the adjacent lot to the Senior Center. Year 2004 + Initial funding for the Senior Homing design will be available. Will request bid proposals for designing 'thc Senior Housing complex. + Begin planning to replace the current Meals-on-Wheeh van and how the funds cnn be raised to pay for it. + The membership will be increased by another 10% ::. FROM ' Soldotna Senior Center PHONE NO. ' 907 262 2147 San. 09 2004 89' 14AM P1 SOLDOTNA AREA SENIOR CITIZENS, INC. 197 W. PARK AVENUE SOLDOTNA, AK 99669 Phone: (907) 262-2322 Fax: (907) 262-2147 Email: solsrctr(~alaska.net Director: Jan Fena //'") Tetal pages.~nclu~ling cover sheet)' To:.__ · _ _ Fax: Organization Comments: From: F~OM ' Soldotna S~nlor C~nt~r PHONE NO. ' gS? 262 2147 ~an. Og 2004 Og'i~;AM P2 Soldotna Area Senior Citizens,Inc. 2000-2005 Strategic Plan · Goal #1 Finance .. De{i'nition" To maintain a compr.~_eher~sive balancecl budget,.t.o_~p.o~t .. i ACtivity: Chair'*"'! Start'l~a-'~-:' 1 Finance: -' ,R. I~rown 4/1/00] Establish Annual .......... ~ ' & each 4/11 .... e, ..__- ......... i~... ..ihr. ZO0~l .'- Establish Strategic "-*- R. B~;o-~n L .... .. -. ............... 5/f~0oI .. budget .... i ......... i ....... Re~/iew st~ff nee~ls ' R~ Brow'S' 3/1/00 !.CI wage.levels ...... " ' . ..... & ~c--~ .... Annual dues review for ., Brown needed increase. . I .. financial software "iR. B~own for SASC PC's ..... Review an, ' or R, BrOwn ~raffles activities Review Investment unities ,.! ..... ~eed~: ' ..... Date: ....... 5/1t200 FinanCe'Com~ittee & ea(~h 5/1 ~Direct~r. 'Note FY' thr..u, P-0~)5 .budge.!...is 7/1 .~hru 6/.,3.0 . ~ ~ Finance committee ...... · §/20/Ob i Oire'cto'r ....... __ 3/1'S/00 Financ~ com~itte..e .... & each"3/l~ Director thru 2005 ............ 8'/25/01 Finance Committee " Iii-rector & membe~hil~''- . , ./~/.o21Fi~,~,,~,, ~ommi~.'.e "- .Direct0.r Review off site bookkeeping IR. Brow'~ I ' Services & costs · Brown Annual Budget ~Adopt Strat. eg,ic Budet thor 2005't' ,., 1/10/02 3/30".'§/30,9/~'0 ..... 4/5- 7/~'- 10/5I ~inance '~ommitt~'--" .... "12/20")00 12'/30/o0/Director .......... & those dates - & tl~'0se date'st " '. .... ' ' .... ...... 7/'i/00 7/15/00 tFinance Cc;~mitlee ...... ~-i & eacl~':/-~'_~ ...... [ each ~/15 I Director .......... thru 2005j thru 20051 1/S~8~"~/15/001 1/10 & 6/20/00 FinanCe Comn~i'~ee .. , & t.hp. se datesi_.. -'& lhose dates Director thru 2005 thru 2005 .... , .............. .! ............. . . ......... . ......... .. t ..-~- iR, Brown ...... 6/15/00 ..... 6/30/(~'0 Board of Dire-~'tors .......... & each 6/15! & each 6/30 ........... ......... ~ 200,~'I thru :2005 ...... iR. Brown 6/30./.0. 7/1/00 B.o. ard of Directors i ,l~ ~ ] , , _ , i FROM ' SoIdotna Senior Center PHONE NO. ' 987 262 2147 Jan. 09 2004 09'15AM P3 Soldotna Area Senior Citizens, Inc. 2000-2005 Strategi= Plan ID--~iiion-~~.i heus.e... S~..' h--'~"~.~ap access vehic,es to "' a_.n~_~e.x..p.~.~(j' :.:,c'.~ ;.,d "0 Pro'"~~e'"'ehicl'`: 'A~~' ~"- .,. '" ch"~: ~" Sla~ Date: .... I Vehicle Shelter site ~nd ... ....... . M.'"Bmed ~ .R. O~.borne ..... Date: 6/l/001Facilitie's & Maim. '------'tcommittee, Director ArchitecturaI.Desi'gn Solicit C.,.ontract,..or Quot,e. s Searcl~ . , Site & Building Ap. ,p. roval .... Permits M. B'reed .... R. O~borne 'M. Breed R. Osborne , M. Breed ~ R Osborne i M. Breed .... I'~- R. Os....___b...o..,rne ,1_.~ Contractor Build ~/ehicle Shelter .,, ., , R.. Osborn. e ,1" M. Breed R. Osborne ~ ,~..,, , ~1.,~ .., 7115/01 10/30/01 F~M Co~mitte~~' ' Director Director of Soldotna Director Bo~:rd of Directors Director , jc -Fac o '~'j~(~'mittee I Direc~3~' FROM ' Soldotna Senior Center PHONE NO. ' 987 262 2147 Jan. 09 2004 09:15AM P4 · ***- Soldotna Area Senior Citizens, Inc. 2000-2005 Strategi; Plan · ~oal ~3; E.q. uipmen..t Repla,.cemen!,, , ] ...... g_ ...... Definition: To keep Center's e_guipme.n,.t.in'"exc, elt~nt condition i ........ -'~ ........ ~'~) all s~'~ices ~vill be c~3mpleteci on time, in a safe manner, and qUalilt~ ciients"rely up~' T° t;~.place ......~quipmenti ...... as .~'i " ' .,. ! ........ . .... ~ed to .m. aintain., SASC ~igh standards..." ' [ _.. ':' .... .~:,: ,.' "' :': ......... ' AC~ I Chair: } Start Date: .. Co11~ ,pletion.~ I '" Needs: ...... Da.t.e: ...... floplace kitClq~n co0'~wam "@. Whi~¢omb "'--~...' ...... ! , . ....... iDimctor .......... 0., Zimme. rma_...__~.n., i ' t ................ ':loplace Kit¢,,n cutl,r~ B. ~thit¢on:i'u-----~ .... .~ 7/lt, o~i " 0'~o/01 'Nu~riti-°..~ Com~it~ ..-~' .". _. ' ..... !J' 7immorm~"n "'" '-----'!"' ' ...... .~!r~or .... ReplaCe KitCl~en MiX~-~"-'~' Whitc~'mb "- 7/:1/00t" ' 6/3~"~1 NuOifion committee ......... ...... ~ '~ j,.I Zimmerma-.------~....~ i .i.. ' ' '". I' / Milk Shake Machine~ B. WhiiComb" '7t1/001 ,.. 6/30/01 N~'irit!,,°n ~°mmi~te-~-'"-- ........... ~1. Zimm~ma-"'~-"~ ,'.' ....... .. .~ ........ ". Dir,ect°r _" -.. "'--"~. . ,- .~ ,, .~ .... .. ~:jnd Fuhding ...... Br~wn ........ 7/1../001 '-" ':~/15/0:~ Oireci~r ~/VaSher [,Dryer ,,"~' .,.- M. Bre~l ............ 2/~..~0,..2" , 12/20../.0_.~2'-'--- F&M Coi~lm!,.ttee''' ...-.-- Repla..eement ..... R. O$~o rn.~..._~ ........, Director Find Fu~',.d. ing '"'. 'R. Brown ......... . ......'2/1.5/o'-~~,' .... ._ '_l-2/.3.0/0~tOi, rect°r '~mmercia~-stove ..... B. Whitcomb "'i] .... 1./1/0O'1 '- :12/~'.~ ~ommitt'~e ,_ Replacem .e, nt .... ... "J, Z_!.mme'r:man .... ,"' . ' ..... ..... /Directs' ........ Fi"'-~'Fundin.,,g, '" R. Brown - : ...... ~/15/03 ".. 7/15/03 Director Table & Chair ."Breed 8/1/03 7/15/04 F&M Co_m..,..mitlee ..~ ~eplacement I1~ ~s--~orne ! ..... .... " .... " Director .. . Find Funding ,.. R. Brown ....... 8/15/03 6/1/04 O~r_ector ..... ~ish & silverware B, Whitcom"~ .... ~'i)04 ...... ~/30/O5 Nutriti'~h Committee ..... ~oplacemen! ........ J. Zimme..r._m. an .... Dir.ector SASC vehicl;" M. I~;:;';d t ..... 1/1/O5 ~ ....... 7/1/05 Fg'l~'Committee ..~'~'-"'_ replacemsn! .... R. Osborne [ ................. Di,.r.,e..ctor ......... Find Funding., ' "R'i;"Br°wn ......... 1/1/05':/ ...... --5"/"l'/'O~"~3irect°r .... ' ....... ! . , FROM ' So]dotna S~n]or C~nt~r PHONE NO. ' 907 262 2147 Jan. 09 2004 09' 1GAM P5 Sotdotna Area Senior Citizens, Inc. 2000-2005 Strategic Plan Goal #4: Ma or Building Repair and Impr.ovem_,e,.nts: ~ , Oefinition; To maintain the Center's build.!ngs an.d gr°u'nds, in an.d expa,,nding t ~ .,1 '- ~"'""-"-"" "~'=-'=" ] ' . Chal:.._ ~ior,.@.rogra.ms & s.e ~/ices .... ' . ,. Start Da.~.__te: ....C?.mpi .. · . ~8ir: Cracked Wall in Kitchen · Stain Exterior of Bldg ..... Lot: '$olicit Repair Qu,.otes Find Funding · ,ir Cracks i~" ...Parking !.0t M'. Bree~ '" R. Osborne ., M. Br.e;~d ...... 1 .... Showers in both restrooms ... Enclose' Patio Find Fund!n9 , . room Find Funding ,;~)vements as needed Wi foot .... .-' ~/.~/6o/ Needs Date: . t ......... ' ~5/1/01 tOriginal C~)ntra~or "-- " 5/i/01 tF&M Commi~tee" ~t~r .............. ': .. ~1 Bre%' .... 5/1/01 Director"-- · 4/~/0~, .., R.B~'0wn ..... ., ':,' 5/~"/-~ _..__._:.. 7/'l'./01[D(.r.°ct°r ....... _. ~ M'Breed .......... 7/i/011' "8/IS/01tF'&M C(~mmitte; ..... ~. Osborne' .... "..._-----., "~/c°ntr~¢t°r .... · '. ~ .... .-'":..~ ,.. I .........."' 1~';~;" ~'~1. Breed ......... 9/1/6~ ' " I'il/02[F&M Commi.tt. ee ~.-- R. Osl~'orne ; ' ........... IV°Iu~lteers ...... '" ~. Osborn-~-~' ...... ' ...i"" . ":. "' Direct;r_ ", .... '"'-- ~):1'/02 .... 6/1/02 I~irector R:-Brown M. Breed ...... 1/1/031. 12730i03 F&M '~,'(~_m...rnittee .... ,,_ Director R. Osborne ...... q ..... I ...... _ ..... ' ........ . .... 7/1/03 R. I~'~"own ......... 1/1/03 ...... !: B r'~:~'~' il.. ........ 7)1'031 .... 7'1/O5 F& ~__(~ommittee Osb~i~e Directo~' ..... . ....... ,! .... :.::,.:: ! ..... :,- ...;.-- ,, FROM ' Soldotna Senior Center PHONE NO. ' 987 262 2147 Jan. Og 2084 09:17AM PG Soldotna Area Senior Citizens, inc. - 2000-2005 Strategic Plan [~al #6: Fu "Definition: FUn'd raiserS) h;t ~upport senior rograms and , I I'oe' .. ~ P ......... P .................. , .................. !-~rv',ces, C~~ the Endowment Fund goal of $100,000.00 and .... I ............. r__ais~ funds f~r fut,,urf~'expa..n. Sion add i'~npr_ove~en.t.s.: ..... .-'~__. ' ..... ,." _ , ......... 1 ' Aciivity= ...... t .... ch~*~r.~_~~"-sta'~tDate; .... 'bompletion 'I "NeecJ=. '-'~ ~,";'____ '"_ [."' ..." 1.1 .... _--_.: ...... '~-"."'-:...' l.,' ..... ---.,',,,. Fundraising i ' - ......... ~-~tablish e~nual ...... ]Richard B'~o--~'--'n ' 7~0 - " 7/15/00 Fundraising Committee !undrai$i.n_g activit!..es i Director .., =.iiiiii... .... ~" ., L~ ....... Estal~iish bUdget fo-~-'-l[Richard .Brow' n. ' -" ~,,.7/15/00 *~ev!.ew"for,.eac~...Fur{~lra. ising '~°.mmiti'ee _ ~'ach ........ fund'~aiser ........ I-" '" . I .... ' ' .!.ev, ent..t, hru. 200,5, .Dir...ector .... ' ......... t 7/25/00 ll~eview f;3r each Fund~;~ising C~_mmitlee_ .... =Establish number of Ric~'l~ard Brown ~, .......... · ......... ' .... ' ~ I " ......... --" ... event thru 2005 iDirector volunteers needed for .............. , ...... i ........ eac. h event ............ ] .............. ! ...... ........... 8i:liOO R~view Qu~rted t Fund ra~si ng cO'~mittee" RecrUit~-needed'~/oluntee';~' Richard Brown - '- thru 2005 Volunteers . Research lard*er revenu'~ Richard Brov;n .... 8/15/00 R'eview Quarterl~ Direc't'o..r. ......... fund raisers ...... I ,., ". .... '" i" ... '" . ..~thr~ 200, S '"'~--'." .. .. '~ecogniz~ voluntee'~'~'']l~'~ch,,.ard B~'Own I .......... ;I/5/001 ....... 1/30/O~)IActiviti;e$ C°m~ittee -" ~'(~l~nteer Awards Ban~l'uet~ ... - .... . &'"~ach.!,./56/2..7/051ihru. k & e~(~h' 1~10 thrUlll~i'rect°r"' S~aff . ' .... -.. ~ ..... ... 2ooisI .... ....... J .o. FROM ' So]dotna Senior Center PHONE NO. ' 987 262 2147 Jan. OD 2004 09' 1?AM P? Soldotna Area Senior Citizens, Inc. 2000.2005 Strategic Plan Goal #5: Expand S...enior P.r.0grarns.& Serv_.ic. es~_. Definition. Toprovide programs that are vital to the I~ealth an~, we;; beino~..'0t Ata'~kan se'niors, and to keep thorn. ~ctivei~.' ......... involved in their...cornr~u.n.!ty.' "' ..., '._ ..[ ............ .... i '.." ' - ..... Start .Dat._....[_e .... I '_. '" ._Acfl~i.ty: ........ Nutrii:,on, Tra~nsportat'io-'~'- 'Support'Services'. :~rea..Se~ior $,u. r~e¥ ne.e~s I o., Increase NUtriiion, ' ' :i'ransP0~tation & ~pP0~i-"~. Semices B. WJ~itcomb" ' !J. Zimmerman ~J. Zimmerman' ' . I~crease (~'(~ntacts t~"'~'" D. Estevez . ~. , ....... , ~..-.--..-..---.--,. homebound seniors ! A,..McCall..n, eY I . Incr"ese seni~)r ' 'O.' Esteve~; ...... companions from..2 to 3 ,,. A. McCa,.rtney ........... ~ncreas~:'Medical & EdUC. ational .P.r. esentatio..ns to 2 times a month Plan more ac~iviti~s to includ~"children ior ;inte~'action ~ith senio]'s Cor~,lplete bO~)',k.. &~J~ict u r'~ .."~ ,.. histo~!..o.f Center s.,ewices~, and accomplishments to share with co, mmunity .... M. Adolf M. Adolf D. Estevez A, McCartne¥ P. Burton M. Adolf '~,.nlarge kit-c.,.h, enaire ba,..n, d with more volunteers to_ira, prove dex,..terit¥ and,.. for gro.u~ involvement D. Estevez P. Bur~on C.,.or~plet!on~ Date Needs ....... " 7/1/00 .... 8/30)00 Nut'Mtion .C.~mmi,.ee & ea~:~'~'7:~ ]' ' & each 8/30 Diremor .. 9(a/01j Re;~iew Ouarter!yjNutrilion'cOmmittee .... "'. '" 9/1.10C).I I~eview C~uarterl¥ Outreach c°mrnittee "- t. Thru 2005 Director ltS/0~'i '". 6i30/01 d'utreac~, ComMittee .... '~' . ..... 2Yelunteers . . Director .. . ...... .Director;.. Volunleers~ .... .......10/1/02 12/20102 Activities Cor~m!ttee---~---. ..... area volunteers Director ...... 1/15/03 ......... 4/14/0~ Outreach Comr~ittee '~ -" Director, Volumeem .... . ........ D.!rect~)r' V, oluni~er.s. I ......... [ ....... co mm i,t~tees ......... ~ j ...... .D.. ire. ct° r~ ..... FROH ' Soldotna Senior Center PHONE NO. ' 907 2152 2147 Jan. 09 2004 09'18AM PB Soldotna Area Senior Citizens, Inc. 2000-2005 Strategi; Plan I ActiVity: " I'" ' 1 In--'dependent Se.nior"._ I .. _H. ousin~g: ..... ~hair: Feasibility"StudY'- ,." . . Grounds & Site Location ,, at SASC ~r~perty ,, M, Breed ' ' R. Osborne .... Start Dai~.-~'-"' com. pl®tl~.n Date: , ,, , , . , 6/1/03 Needs: FaCilities ~'"M,. air~ien, ar{~~. COmmittee, Director,..__._ .Contracted Service ,.. , , ,, ,. .* ,,......-. ..... lDirector ' .------- ' ' IA~hite~! .... ..._ ! ~,...r, chitectural Design .... Site.;& Build!~' APP~'°val '' !$oiicit ~;ontract(~'r Ouote~ ' .----.., , ,.- .... ~ Select Contractor Build HOusing Review & select applica.__.~n_ts Add staff'l~'r~n to ,, ,man_a,.ge housin~i M. Breed Osborne 'IM. Br~ecl R, Osborne M. Breed R. Osborno .R' Br~w,.n ~_ M. Breed Rj C~sborne i~i~ Breed Osborne D, Estevez A. McCart,.n.e.y' ..... R, Brown . 4/1/04 6/1104' 1/15/05~ ! 7../.) $,03_.~~__..! ~,30,,03 ] Co,.n. ,:act,..d ~ervic~'-- .--.''' "L i oi- .. 4/1/04.1 ".5/ /04 .. ~' 1F &M Committee ,. : DireCtor ..... 6/-7~t~&M C(~mmitt~ "--' ~' 12/20/04 D~~t'or ...... ~t~')o$ ~OD" IArchii~, contractor' '~Dire~or ..... 12l_1. ,05 JO~:reach committ'~'; 12/30/05i ,v l,~ ..,. i BeD, Director STERLING AREA SENIOR CITIZENS, INC. COMPREHENSIVE PI.~~ A COMMUNITY-BASED FIVE YEAR PLAN Prepared wi th the Assistance JD ' S PROFESSIONAL A~SISTA/qCE P. O. Box 1736 Kenai, Alaska 996.11 of' Date: April 1! 1998 Phone 907-283-8051 E-mail jdonahue~alaska.net TABLE OF CONTENTS I, TEM PAGE TABLE OF CONTENTS ............................................... i EXECUTIVE SUMMARY .............................................. i i INTRODUCTION ..................................................... ~ Purpose .................................................... 1 The Organizational History ................................. 1 Planning History ........................................... 2 PLANNING PROCESS ................................................ ~ Establishing the Baseline .................................. 2 Needs ...................................................... 4 tLFuturing" and Visioning ................................... '5 Vision ..................................................... 5 Long Term Planning ........................................ 6 Mission .................................................... 7 Strategies ................................................. 7 Goal Setting ............................................... 8 Short Term Goals ........................................... 8 PROJECT PLANS .......................... ~Goal Services ....... Goal #2 - Goal #3 - Goal #4 - Goal #5 - Goal #6 - Goal #7 - Goal #8 - Goal #9 - ...... Financial P Transportat Exterior Im Building Re Salmon Clas Community Touri Lot U #1 - Member .................... 11 lan .................. ' ................ 13 ion Plan ............................. 15 provements ........................... 17 modeling ............................. 19~ Sic .................................. 21 Relations ............................. 23 sm Services ................................ 25 tilization ................................. 27 · IMPLEMENTATION ................................................. 29 Implementation ~teate~ie$ ................................. 3fl Teainin~ .................................................. ~ ~undin~ (Sud~g) .......................................... ~ Annual Operating Plan ..................................... 32 E VALUAT I ON ................. · .................................... 32 Pr°gross .................................................. 33 Timeliness ................................................ 33 R~sour¢~s ................................................ 33 R~$ult$ ....................... ' ......................... ' .33 MODIFICATION ................................................... 34 Expansion and Reduction ................................... 34 Flexibility ............................................... 35 IMPLEMENTATION SCHEDULE ........................................ 36 EXECUTIVE SUMMARY Introduction This. Comprehensive Plan is a road map for the Sterling Area Senior Citizens, Inc. (SASCI) to follo~ in the next three to five years. A two day planning effort on ~ebruary 9-10 and a Needs Assessment survey conducted during the first two ~eek$ of February, and a review on March 25th, led to the completion of this Comprehensive Plan for meeting the need~ of the senior~ of the Sterling Area and their community. While this Comprehensive Plan includes the highlights o? those sessions & documents, more detail can be ~ound in the Planning Summary and Survey Summary prepared from those sessions and available at the SASCI office. Process A strategic planning process with maximum stakeholder participation ~as used in the development of this Plan. The current status and baseline information on the organization and the Center ~as reviewed. The participant~ looked at the future and expected changes, developed a vision and long term goals. Then, using the Needs Assessment re~ult~ and self-generated needs lists, a series of five year short term goals/projects with some subsidiary goals or- objectives ~ere developed, refined and prioritized. Action plans were then written for each. The following are the key elements of this Plan. Vision The Sterling Area Senior Citizens, Sterling seniors assisting members & Inc. -- Friendly the community Long Term Goals -1. -2. Member Well-Being. Provide for the well-being of members by assisting in meeting their needs, satisfying their common ~oals, promoting their interests, and ~iving care. Sustained Organization. Provide a sustained organization by protecting and enhancing assets and providing for an efficient, successful Center operation -3. Community Relations. Promote good community relations by providing an efficient successful Center operation, available for community use. -4. Recreation & Relaxation · recreation, relaxation, social activities, and fun. Provide member opportunities, -5. Visitor Information- Provide traveler information, referral and assistance. and visitor Mission The Sterling Area Senior Citizens, Inc. is an organization of friendly Sterling seniors assisting members & the community by- providing for the well- being of members; providing a sustained organization; providing recreation and relaxation opportunities; promoting good community relations; and providing visitor information and referral. Short Term Goals 1. ) Member Services 2.) Financial Plan 3.) Transportation Plan 4. ) Exterior Improvements 5.) Building Remodeling 6.) Salmon Classic 7. ) Community Relations 8. ) Tourism Services 9.) Lot Utilization Impl ementa ti on Long and short term strategies have been developed for accomplishing this Comprehensive Plan. Individual Project plan~ with assignments of responsibility, deadlines, action steps, strategies, and funding are developed for each of the above goals. Provisions for evaluation, reporting, training, and operations are also included. Board responsibilities and monitoring with provisions for modification if necessary are included. This Plan ends ~ith the Implementation Schedule. Adop ti on This Comprehensive Plan meeting, quarterly meeting on was approved by the Board at its and adopted by the membership at the · INTRODUCTION Purpose The purpose of this entire strategic planning effort is to consolidate our vision, goals, objectives or project~ and the activities necessary to accomplish them. This Comprehensive Plan provides a road map for the Sterling Area Senior Citizens, Inc. (SASCI) to follow in project accomplishment for the next three to five years, ~ith a t~enty-five year, long term vision. The~e highest priority projects were developed through an open community-~ide participatory strategic planning process to meet the perceived needs of the seniors and the community. The Comprehensive Plan is written for the SASCI, entire Sterling area. Throughout the Plan, community is used, (unless specific communities it is intended to encompass the entire Sterling area in an inclusive way. This includes the non-member resident visitors to the area and neighbors. However, emphasizes projects of the greatest concern to the part plan This dupl icipants, and the members of SASCI as perceived ning participants. Plan and the projects i~n it are not intended to icate or interfere with any other planning group, and memb or n this P plann by th but serves the when the term are mentioned), ers on- lan ing ose replace, interest group, organization or agency with related responsibilities or interests. The SASCI functions as a federal, state, and Kenai Peninsula Borough provider of some services and plans to continue to do so. The Senior Center operated by SASCI is a community gathering place, and is used for youth, Church, education, and visitor activities and opportunities. SASCI is also willing to provide a location for facilitating community involvement in cooperative consensus decision making for the area. The Organizational History The first meeting of the Sterling Seniors was November 19.87 at the Abundant Life Assembly Church in Sterling. Other locations were used and 1988, culminating in permission to use Fire Hall in November 1988. The Incorporation were approved and filed with December initia-lly modified, A policy 1997. held in of God in 1987 the Sterling Articles of the state in By-Laws were revised and. 1988 and remain in effect. adopted and have since been with the last version adopted in May of 1997. on use of the building was adopted in January The current buildin~ was obtained usin~ a legislative ~rant from 1989, and a ~reat deal of volunteer work and ~rant funds were used to brin~ it to the current condition. The kitchen was approved by DEC for use in 1992 and has been used regularly since that time. In 1995, the two adj oinin~ lots were purchased for parking, expansion, or other uses of the Sterlin~ .Area Senior Citizens, Inc. SASCI has received financial support from private individuals, members, the state of Alaska, the Kenai Peninsula Borough, Alaska Commission on A~ing, the Kenai Peninsula United Way, and some corporations (e. ~. Homer Electric Association and Unocal ) . Lunches are served Monday, Wednesday, and Friday soup and sandwiches on Tuesdays and Thursdays. is Bingo on Tuesdays, a crafts area on Thursdays, every Thursday evening, and care-~ivers support once a month. An exercise ~roup meets at 10-30 Monday, Wednesday and Friday. Education ~roups, schoolers, Churche s, times. with There cards ~roup am on home Cub Scouts, Homemakers, American Le~ion, and other ~roups use the buildin~ at various Planning History Reco~nizin~ the need Comprehensive Plan, the received a reimbursable A~i~ for plannin~ purposes. USin~ these funds, Request for Proposals and subsequently entered with JD's Professional Assistance, a local emphasizes strategic planning processes, to planning effort. This Comprehensive Plan result of that effort. for a clear focus and a · Board of SASCI, applied for and ~rant from the Alaska Commission on SASCI~put out a into a contract business that facilitate that is the final PLANNING PROCESS The Sterlin~ Area Senior Citizens, Inc. held a strategic Plannin~ session on February 9 and 10. Prior to the plannin~ session, a two pa~e survey of needs was provided to all members and the results were used in the plannin~ process. This process ~enerally followed a plannin~ workbook provided by JD's Professional Assistance. A total of 26 Sterlin~ Area Senior Citizens and community members participated in the plannin~ session over the two days. Ail people attendin~ participated and consensus was reached on almost all issues. Each participant introduced themselves and explained why they were participatin~ and what they felt was needed from the SASCI organization. This information set the sta~e for, and was used throughout, the plannin~ effort. The concepts of strategic plannin~ and the steps necessary to complete a strategic plannin~ process were reviewed. A visual picture of strategic plannin~ (climbin~ a mountain), and the ingredients of all strategic plannin~ were explained. Then, usin~ information presented in the workbook and the participant's knowledge, the baseline for the SASCI was established. Establishing the Baseline The history and purpose of the organization, uses and users of the Center, and senior activities were discussed. The current structure of SASCI, its Board and By Laws were reviewed. The status of Standin~ Committees, and operation of Special Project Committees was also covered. The current methods of raisin~ revenue were discussed and the amounts of dollars raised, volunteers needed, and participant interests in these activities were reviewed. The Sterling Area Senior Citizens, Inc. has 501(c) (3) tax status with the Internal Revenue Service and exemption certificates from the Kenai Peninsula Borough's sales tax. The various contracts, grants, formal and informal relationships between SASCI and other organizations were discussed. This included grants used for completing the building, for providing employment for seniors, for serving lunches, and for this planning. It also included the donation by the Independent Living Center of the use of the .Van which is currently being repaired. The assets of SASCI were reviewed including- the buildin~ and security system, lot & well; sewer system and its lot, parkin~ lot and additional vacant lots; exercise equipment, pool table, piano, or~an; Bin~o Board, PA system, console, & paraphernalia; Sewin~ Machine & equipment & supplies; TV' s, VCR, Easy chairs, dinin~ or work tables and chairs, pictures and wall decorations; Kitchen appliances, cabinets, freezers, and Ice maker; Washer & Dryer (Commercial size); Office supplies and equipment (2 computers) . ' The human resources discussed included the Board, Director, kitchen staff, Committee Chairs, volunteers, 200 members; the Kenai Peninsula Borough; Area churches, fire department, and businesses; and State DOT. The financial assets were also discussed. There was a total of $41,422.51 on hand at the end of the year (12/31/97), with no designated uses or reserve status. The financial value assigned to the above physical assets, at the end of 1996, totaled $338,309. The liabilities of SASCI were also reviewed and discussed. While SASCI has paid all indebtedness, there is a short list of needs that was ~enerated from the discussion. This included- No de s i~nat ed capital reserves ( e. ~. systems, maintenance, replacement, kitchen, repairs); Some already committed operatin~ expenses; A life member obligation [funds to be held until 25 members then interest used, with principle remainin~ untouched--; electrical backup for perishables; and sometimes Member commitment (for some activities) . The accomplishments of SASCI include- Acquirin~ the above financial assets; Formin~ the organization, adoptin~ the Articles of Incorporation, electin~ a Board of Directors, writin~ By Laws, obtainin~ 501 (c) (3) status, etc.; Hirin~ a new Director; obtainin~ the Building, its remodeling, and kitchen; Gettin~ furniture, equipment, and fixtures; Lots are paid for (1997); Paved parkin~ (only around building); Dumpster with regular pick up; Fund ~eneratin~ ability (e.~. the Sweepstakes); Community ~oodwill; New Board, Organized approach to thin~s; Gift Shop; and Senior Services currently bein~ provided. The few disappointments listed by the participants centered on the lack of participation, and lack of a new member orientation. A listin~ of weaknesses added- No lon~ term vision for the organization; Conflictin~ fund raisers [the Sweepstakes and the Classic]; Members physical problems or limitations [e.~. death, Alzheimer's, burnout, homebound]; Meals only three times a week; and Special need meals not available (diabetics, high blood pressure, vegetarian) . The strengths of the organization reiterated the accomplishments, and some more added- Fund raisin~ ability; Work- aholics; Administrative and management systems; Good members; Active/doin~ people; Moral makeup of members; Independent members [financial and strength]; Common ~0als; and ExPertise amongst members. Needs The lar~er ~roup of participants broke into three ~roups and each independently brain stormed the known or felt needs of both the Center and the organization. An extensive list of needs was developed and used later in determinin~ short term ~oals. Where the same need was mentioned by each ~roup, it lent a certain perception of priority which also helped later in pri0ritizin~ ~oals. The results of the Needs Assessment sUrvey were reviewed, includin~ the ratin~ of existin~ pro~rams.. (w/blood pressure & medical highest, newsletter, and lunches next) . The survey participant's rankin~ of potential pro~rams were also reviewed. The senior apartments, the transportation/van, and the tourist information center were the highest rankings. The Needs surveys were returned by a total of 92 people for a 46.9% return rate. It is not expected that the high ranked needs will change. The entire survey was reviewed and the needs considered in this planning process. The survey instrument had an area for additional needs, comments, or ideas. There was a significant response. Those needs pointed out by the participants were also listed on flip charts and placed in front of the planning group so that none would be forgotten. Also, a letter from one member who was out of town was reviewed and considered in the needs analysis and assessment process. All these needs were added to the potential for which goals might be written. Again, duplication lent an aura of priority. It is difficult to capture all of the discussion and dynamics at play as these needs items and lists were developed. However, all of the above information was used in defining where SASCI was as an organization today. Please see the Summary.Survey of Needs, and Planning Session Summary, which are available at SASCI, for more information and in depth discussions. Once the baseline was established as a starting level of planning, it was time to begin the ~ futuring~ and visioning process. "Futuring" and Visioning In getting ready to do the visioning, a brief review of Board Roles, responsibilities, liabilities, and concerns was conducted. A discussion of the inevitability of Change also took place. The group readily recognized the amount of change in the last 25 years, and some anticipated changes in the near future. As a first step in developing a vision, a ~ futuring~ brainstorming session was conducted. Almost everything that was thought of was considered possible, but determining what was likely or probable was more difficult. Many thoughts were generated from this list and the discussion, including the desirability of some and caveats participants would want in each. This set the .stage for actually trying to determine where the Sterling Area Senior Citizens Inc. is going in the future (since some of these were already dealing with the Kenai Peninsula). While the thinking, futuristic caps were in place, the participants 'then looked at the SASCI and the Kenai Peninsula for 25 years from.now and brain stormed what it might be like. Those items that were generated were then discussed as to the probability and desirability of each. The clear effort was to determine which of the probable were desirable and therefore to work toward them, while resisting, the undesirable items. In some cases an item not considered probable was considered desirable and strategies for accomplishing desirable end results were also discussed. This ~prepared the participants for attempting to capture solutions for all the needs and concerns, while keepin~ or promotin~ desirable attributes. Vision The overall umbrella to cover all of these items previously discussed, or the mountain top the participants wanted to climb, was the vision. This included a brief discussion on definin~ needs, or limitin~ needs. Past purposes, ~rant statements, and even determinin~ what the SASCI was not, were used to focus the vision. Other facilitatin~ tools were used, includin~ each participant bein~ allowed only one word to describe the vision. These words led to some discussion on whether these were not in fact common ~oals or desires or symbolic of same. Some also felt these were strategies or would take strategies to accomplish. A brief discussion of strategies, lon~ term ~oals, and action words and the usage in visions was held before continuing. This led to a discussion of common ~oals and tryin~ to define some of them, with a view toward usin~ them as lon~ term ~oals. Yet, some participants wanted to be sure whatever was done was cost- effective. After a ~ood amount of time refinin~ their statements for the vision of SASCI, the participants unanimously chose the vision for the Sterlin~ Area Senior Citizens, Inc.. -Friendly Sterling seniors assisting members & the community In this vision ~ Friendly~ is the current perception Of the members and the way they wish to be perceived by others over the next 25 years. The term ~ Sterling~ is to give the general area of membership, but is an inclusive term rather than an exclusive term. Currently there are members from Soldotna and Cooper Landing and the participants wish to continue to allow that. The use of the term ~ seniors~ is consist, ent with the age in the By-Laws of 55 and older. However, all citizens are welcome to events sponsored by the Center, and spouses of seniors are welcome as associate members. The term ~ assisting~ recognizes a positive effort, while acknowledging ~hat some will want or need more assistance than others, and that the organization cannot be all things to all people. The term ~ members~ includes those seniors who have paid their annual dues, or who have become life members. In the vision, the term-~ the community~ is intended to be the ~eneral' Sterlin~ community. It was left flexible as chan~es in access may have Funny River becomin~ a part of the community or not as its members choose. A~ain, the concept is to be all inclusive rather than exclusive, while not standin~ in the way of any incorporation or formin~ of other ~roups within the area. Long Term Planning With the Vision finally set, long term planning was discussed. The participants reviewed a list of previous needs and purposes that was placed on the flip charts by the facilitator. Some of these were considered as strategies to accomplish ~oals, rather than ~oals or ~oal areas. There was discussion of combinin~ these ~oals, and of whether assistin~ in meetin~ needs, ~oals, and interests was a ~oal or a strategy. The followin~ is the a~reed upon summary of these long term goal areas · -1. Member Well-Being- Provide for the well-being of members by assistin~ in meetin~ their needs, providing referrals, satisfyin~ their common ~oals and promotin~ their interests. - 2. Sustained Organization · Provide a sustained organization by protectin~ and enhancing assets and providin~ for an efficient, successful Center operation - 3. Community Relations · Promote ~ood community relations by providin~ an efficient successful Center operation, available for community use. -4. Recreation' & Relaxation · Provide member recreation, relaxation, social opportunities, activities, and fun. -5. Visitor Information · Provide traveler and visitor information, referral and assistance. Mission The planning group agreed to .allow the facilitator to draft a mission statement usin~ the concept of combinin~ the vision and lon~ term ~oats. That mission statement was reviewed durin~ the work session on March 25, 1998 and the final mission a~reed to was as follows- ~he Sterlin~ Area Senior Citizens, Inc. is an organization of friendly Sterling seniors assisting members & the community bY- providing for the well- bein~ of members; providin~ a sustained organization; providin~ recreation and relaxation opportunities; promotin~ good community relations; and providing visitor information and referral. strategies Throughout the plannin9 session various longer term strategies (as compared to project or 9oal specific strategies) were discussed. These are listed below in no particular order. -Provide an efficient, successful Center Operation -Provide a Gift shop to display and sell members crafts -Protect and enhance the organization's assets -Assist in meetin9 member needs -Assist in satisfyin9 common 9oals -Assist in promotin9 common interests -Assist in providin9 needed care-givin9 to members -Make Center available for maximum member and visitor community use Goal Set t The strategic planning process was again used by breaking down the larger group into three groups to make initial lists of 3-5 year goals, keeping in mind all the needs generated during the preceding planning. This first draft of goals was then reviewed and consolidated by the facilitator. When that was finished, the entire effort was reviewed by the participant group. This list of potential goals and sub-goals was reworked and some consolidated goals re-written by the facilitator and reaffirmed by the entire participant group. The final short term goals selected were then prioritized. The goals were reviewed, refined and changed slightly during the March 25, 1998 meeting with the final result as follows- Goal #1 - Member Services. To Improve Member Services a. Continue ongoing activities (Needs survey for priorities) and start new ones including dances and line dancing b. Establish a calling tree to reach homebound seniors and set up a volunteer visiting tree-even if not members c. Increase lunch service to 5 meals/week d. Develop a new member orientation guide-including a list of resources and activities available, and member expertise e. Establish a pgogram of coupon sharing and goods exchange via the newsletter (patterned after the ~ tradio~ show) f. Provide more outings and triPs for members 9. Establish workin9 committees and volunteer interests and lists h. Increase activities includin9 salmon bakes and BBQ's. Goal #2 - Financial Plan- Develop and Implement a Financial Plan a. Life member foundation b. Set aside Replacement & Maintenance reserves c. Investment planning & investments d. Budgeting Goal #3 - Transportation Plan- Develop a transportation plan a. Define needs (#'s of users, size needed, wheel chair lift, Gurney needs, pleasure trips,, shopping, voting, etc. ) b. Develop specifications c. Obtain fundin~ (donation, ~rant) d. Build a ~ara~e e. Acquire necessary vehicle f. Complete operatin~ plan (funding, volunteer drivers, insurance, maintenance, safety) ~. Operate Goal #4 - Exterior Improvements. To Complete Capital Improvements a. Sign and memorial garden b.'Fence the dumpster area e. Acquire generator and build storage f. Build covered BBQ/outside area g. Pave parking lot Goal #5 - Building Remodeling. Remodel & Extend the Building a. Acquire and install Range b. Install circulating fans c. Move & enlarge Director's office d. Expand/move gift shop e. Separate user rooms with movable walls f. Provide for computer classroom g. Smoking room Goal # 6 - Salmon Classic- Expand and make the Salmon Classic Successful a. Obtain corporate sponsor b. Develop partners for sales (other organizations, youth groups ) c. Recharge separate committee from the Sweepstakes Goal #7 - Community Relations- Enhance Community Relations a. Survey needs b. Tie to building remodeling c. Tie to tourism services d. Develop plan for community outreach Goal #8 - Tourism Services- Develop and provide tourism services a. Expand the gift shop b. Acquire and display/provide tourist information c. Promote the Center & community Goal #9 - Lot Utilization- Determine and Implement the best utilization of all lot(s) a. Consider consolidating for tax purposes b. Analyze all options Storage units for rentals Green area Senior Apartment building Parking Other Since each goal has objectives, action steps or options, an overall project; plan was determined to be necessary for each of these ~oals. It was not possible to develop objectives for any of these projects or write the action plan durin~ the initial plannin~ session. The facilitator used the information developed, the description of needed work under many of the ~oals, and previously ~enerated lists to draft project plans. These drafts were reviewed in the March 25, 1998 meetin~ and revised as needed. The final project plans are in the next section of this Comprehensive Plan. PROJECT PLANS A draft ~Project Plan" was developed for each goal and contained a purpose, description, justification, strategies, and funding sources. An action plan with major activities for each project completes the Project Plans. These Project Plans were ~roughed out" by JD's Professional Assistance and consolidated into a draft of this Comprehensive Plan. This was then provided by JD's to the Director of SASCI for distribution to the participants for review and comment. The draft Comprehensive Plan with the projects was reviewed by the participants and modifications made based on comments and discussions at the March 25,-1998 work session. These 9 Project Plans, and the sections following them on Implementation, constitute the heart of this Comprehensive Plan. An attempt has been made to assign accountability, to place deadlines on tasks, and to place tasks or activities into a logical or necessary sequence for completion. As discussed under the Implementation, Evaluation and Modification sections, it is expected that changes will be necessary to these plans as work progresses. The 9 Project Plans follow in the order of prioritizing of the goals which will be accomplished by these Plans. Together, these Project Plans form the Operating Plan of the SASCI for the next three to five years. An annual work plan will be prepared from these overall plans each year, with the activities or objectives for each project for that year made a part of that Annual Work Plan. GOAL # 1 - MEMBER SERVICES PROJECT PURPOSE' To improve and increase member services by March 31, 1999 while continuin~ all existin~ services and activities. PROJECT DESCRIPTION' This project ensures the continuation of on~oin~ activities, usin~ the needs survey for priorities, and expands services to other seniors in the area. Lunch services will be increased to 5 days a week and a buffet lunch will be tried. New activities such as dances and line dancin~ will be started. A pro~ram of coupon sharin~ and ~oods exchange will be implemented with announcements in the newsletter. Outings and trips will be increased. A better system for establishin~ workin~ committees, volunteer interests and expertise, and maintainin~ lists for service will'be implemented. - A volunteer callin~ tree will be established to reach homebound seniors and a volunteer ~roup will be set up to rotate visitation to these seniors. A new member orientation ~uide will be developed and a ~ welcome wa~on~ type volunteer visitin~ ~roup set up. The orientation ~uide will include a list of resources available to' seniors, activities offered, and members with specific expertise. PROJECT JUSTIFICATION- The Needs Survey reinforced current activities and generated many new ideas or improvements. This project, and its ranking, provides the emphasis necessary to accomplish those additional activities while improving existing ones. A better outreach to homebound members and other seniors who have not become members was one of the main suggestions from the survey and the planning participants. The most commonly requested item was the 5 days/week lunches. PROJECT STRATEGIES- -Survey non-member seniors -Set up welcoming committee of volunteers -Establish members LLskills-bank" -Obtain grant funding for more lunches -Establish telephone tree -Establish homebound visiting committee of -Bring ambulatory homebound to Center for volunteers medical/social FUND ING SOURCES- Extensive use of volunteers, telephone the needs for new funding. The title and newspaper V program may will reduce allow some additional hiring of seniors to assist. Additional grant ~ill be sought ?or the lunche~, ~ithout federal controls. money GOAL #1 - MEMBER SERVICES ACTIVITIES ASSIGNED START STOP HELP NEEDED TO: Establish Director 4/1/98 6/1/98 Volunteers telephone tree Solicit member Director 5/1/98 7/1/98 Volunteers & expertise & Board & volunteers for members skills bank & committees Set up and begin Director 6/1/98 7/1/98 Newsletter, coupon exchange & Desk sign up goods exchange area Establish home Director 7/1/98 9/1/98 Volunteers & bound visitor Board committee Develop & start Director 8/1/98 10/1/98 Board, All use of new-member community guide for interest orientation ~roups Obtain additional Director 6/1/98 11/1/98 Grant$/KPB money for lunches Increase cook Director 11/15/98 11/30/98 Cook, Alaska hours & title V & Commission on volunteers for Aging lunches & serve 5 days per week Increase winter Director 12/1/98 1/15/99 Volunteer activities e.g. DJ's, Piano dancing (line, players, square, round,) bands Provide for Director 1/1/99 2/15/99 See Goal #3 bringing home Transport. bound into Center Plan · for medical & activities Provide more Director 1/31/99 3/15/99 See Goal #3 outings & trips Trans. Plan Operate all Director 3/31/99 Ongoing Board & All activities Volunteers GOAL #2 - FINANCIAL PLAN PROJECT PURPOSE: To develop and implement a financial plan for the long term sustained operation of the Sterlin~ Area Senior Citizens, Inc. by June 30, 1999. PROJECT DESCRIPTION: This project will result in a completed financial plan for the organization. This plan will include at least ,the establishment of a life member foundation for the funds paid by the life members. It will also establish a replacement and maintenance reserve of funds invested conservatively with ability to access readily. It will also have a ~eneral investment plan or strategy for each account or fund. Care will be taken to ensure that each account or fund set up and all strategies are consistent with the non-profit status and that all reportin~ mechanisms are in place to continue the IRS 501(c) (3) tax exempt, and Kenai Borough tax exempt status. This should include establishing an ability to provide advice and assistance for estate counseling, creating endowments, and foundations. PROJECT JUSTIFICATION- The organization has $330,000 of assets and $41,000 in the bank with no specific plans for maintenance, inflation protection, designated uses, or when and under what criteria funds are to be expended. There is a very urgent need to get this fixed. Proceeds from large fund raisers such as the sweepstakes may need to be designated for a certain reserve. The investment plan for the life membership funds and ability to protect the principal against inflation, yet using the interest for operations, is needed now. PROJECT STRATEGIES' -Use a member survey for overall investment parameters -Set up a financial planning subcommittee -Obtain assistance from AARP and SCORE -Use CPA and accountant volunteers & Board members -Encourage estate planning.and endowments from members -Encourage 'life memberships from maximum number of members -Designate increases in fund raising (e.g. Salmon Classic) FUND ING SOURCES- -Mostly this should be able to be done by experts in the membership, AARP and SCORE. internal need and the strategies are for the of the funds of the organization could be necessary. volunteer work of Since this is an organization, some used if absolutely GOAL #2 - FINANCIAL PLAN II~CTIVITIES I ASSIGNED TO' I START I STOP I HELP NEEDED' Establish President 6/1/98 6/30/98 Board & financial Director, Ways planning & Means committee Committee Dev. survey Financial 6/30/98 7/31/98 Director, w/options on Planning Board, Past financial Committee Treasurer, management to (FPC) Chair volunteers members (AARP, SCORE) Survey the Director 8/1/98 9~30/98 Board, and membership . volunteers Review FPC Chair 8/1/97 9/30/98 Board, financial Director, FPC management systems Investigate FPC Chair 9/1/98 11/30/98 Board, investment Director, FPC options Determine FPC Chair 10/15/98 12/15/98 Board, appropriate Director, FPC amounts for reserves Set up temp. Director 11/15/98 12/31/98 Board, FPC accounts & put available funds in them Draft FPC Chair 10/15/98 2/15/99 FPC, Board, Financial Director, Mgmt. Plan Experts Send Plan to Director 2/15/99 2/29/99 Volunteers Members Review input & FPC Chair 3/1/99 4/15/99 Board, modify Director, FPC Approve Plan Prepident 4/15/99 4/30/99 Board Membership President 4/30/99 5/30/99 Membership Adopts Plan meetin~ Plan is Director 6/1/99 7/1/99 Board Implemented GOAL #3 - TRANSPORTATION PLAN PROJECT PURPOSE' To develop a detailed transportation plan to serve the needs of seniors'in the Sterlin~ area and obtain all necessary' vehicles and build storage for same by December 31, 1999. pROJECT DESCRIPTION- This project would have an operational aspect to repair the loaned van and be~in, using' it; before February' 1999, while studyin~ the needs & ultimate transportation system or vehicle to serve Sterlin~ area seniors. It includes definin~ needs (# of users, size needed, wheel chair lift, Gurney needs, pleasure trips, shopping, voting, etc.) , of members and others in the community. Specifications would be developed & a study of options completed (e.~. fixin~ existin~ vehicle; Buyin~ new one; Leasin~ vehicle; Findin~ another donated vehicle; obtainin~ an old ambulance, hearse, or van). After the above feasibility study and ultimate acquisition of a vehicle, a storage buildin~ (~ara~e) will be necessary to protect the investment and to do minor repairs or maintenance. A complete operatin~ plan will be needed to include volunteer or paid driver hirin~ and training, fundin~ for operatin~ costs, insurance, maintenance, safety, etc. When these are done the full operation of transportation services will be~in. PROJECT JUSTIFICATION- There are many seniors who cannot drive at night, and some who have no vehicle. There are some who are confined to their home simply because they can no longer drive, or have lost their vehicle or license. Many need the socialization of the Center activities, the medical checks routinely offered, and help in shopping. Currently, volunteers group people in cars for outings or tours, friends provide rides or do shopping, and emergencies are left up to the fire department/emergency services of the Borough. If a. vehicle is acquired, heated storage is a necessary protection for that asset. PROJECT STRATEGIES' -Solicit specific needs/interests from members -Determine if any seniors are mechanics and make the old van run temporarily. -Solicit used excess vehicles (governments, health or emergency care) & seniors in area. would volunteer to rental agencies, FUNDING SOURCES' Alaska Commission on Aging, private grantor of turned down grant. corporations, previous GOAL #3 - TRANSPORTATION PLAN ACTIVITIES ASSIGNED START STOP HELP NEEDED TO' Reaffirm/charge President 5/1/98 5/30/98 Boar'd, Transportation Director, Committee (TC) Volunteer~ Survey member & Director 4/1/98 6/1/98 TC, Board, other senior Churches, EMS, needs & desires Schools Find volunteer TC Chair 4/1/98 6/30/98 TC,Volunteer$ mechanics (or Donated contract?) Mechanics Fix loaned Van, TC Chair 6/30/98 10/15/98 TC, Director, insure, find & Ongoing Board, Ways & driver & operate Means & FPC With Operating TC Chair 10/15/98 1/15/99 TC, Director, Experience & Board, Need~, develop specifications Do a Feasibility TC Chair 12/15/99 3/15/99 Same - Study on Options Consultant? to meet needs Choose Option & TC Chair 2/15/99 6/15/99 TC, Board, Obtain ?undin~ Director Design Garage & TC Chair 3/15/99 6/30/99 TC, Board, Seek Funding Volunteers Builders, Director Develop Operating TC Chair 3/15/99 7/15/99 TC, Board, Plan Director Obtain drivers & TC Chair 6/30/99 8/31/99 TC, Director train Volunteers Buy/Obtain New TC Chair 7/15/99 8/31/99 TC, Board, Vehicle Director Contract TC Chair 7/31/99 12/31/99 TC, Board for/Build Garage Volunteers Implement TC Chair 10/30/99 12/31/99 TC, Director Operating Plan & Board expand services Volunteers GOAL #4 - EXTERIOR IMPROVEMENTS PROJECT PURPOSE' To complete already known and desired capital improvements to the grounds and exterior of the building by the end of the year 2000. · PROJECT DESCRIPTION- This consists of verifying the existing list and extent of the capital improvement projects and the design, construction, and completion of same. This includes. A welcome sign (with time & temperature surrounded by a memorial rock garden; fencing of the dumpster area; acquisition and installation of a ~enerator in a covered storage (see ~ara~e in Goal #3); buildin~ a covered BBQ outside area, possibly includin~ a smoker room or area if not done under the buildin~ remodelin~ in Goal #5; and pavin~ the lar~er parkin~ lot area. Many of these will be able to be done with volunteers rather than by contract ~eneral contractors. This project will need to be coordinated with Goal #5 ~on Buildin~ Remodelin~ as to the ~ara~e, and the covered barbeque or smokin~ area outside (if attached to the building). If a covered connectin~ area between the Center and the ~ara~e/~enerator storage is planned, that would also need coordination, as would the tie- in - of the ~enerator and ~ara~e built under the Transportation Plan in Goal #3. PROJECT JUSTIFICATION' Improvements are necessary to meet current needs & were promised or discussed with members who now have an expectation. The generator is very important so as not to lose foodstuffs with loss of power. It also will serve the entire community in case of emergencies (e.g. the Kenai flood). The sign will contribute to membership and visitors, thus increasing the Gift Shop fund raising ability and outlet for member's crafts. The covered area, smoker's room, and paved parking lot will enhance Center for members, community use, and for visitors. dumpster fencing is a matter of safety and protection from and moose. BBQ the The bear PROJECT STRATEGIES- -Use of talented volunteers -Creation of a Grounds Committee -Build as funds are available FUNDING SOURCES' Existing funds; loan on building; state, federal, grants for each project; donations (e.g. the volunteer labor and donated materials. or private generator); GOAL #4 - EXTERIOR IMPROVEMENTS ACTIVITIES ASSIGNED START STOP HELP NEEDED TO' Verify list of President 5/1/98 6/30/98 Director, Needs capital projects Survey, Board & prioritize Create Grounds President 6/30/98 7/15/98 Volunteers Committee (GC) Building Committee, Users · Build Fence GC Chair 7/1/98 8/31/98 GC, Volunteers, around Dumpster Students, Contract Install Time & GC Chair 7/1/98 6/1/99 Same Temp Sign & Build & Plant Rock Garden Design & Build GC Chair 12/1/98 8/31/99 GC, Board, BBQ area users, members, volunteers Build GC Chair 3/99 12/99 GC, TC, See Goal gar@ge/generator #3 storage Acquire & Install GC Chair 8/99 12/99 GC, Director generator Generator Sales personnel & volunteers Coordinate Plans GC Chair 10/99 12/99 GC, Board, with Goal #5 Director, Building Committee, Design & Build GC Chair 10/99 4/2000 Volunteers & Smoking room Contract w/ Goal #5 Contract for & Director 1/2000 10/2000 Grounds Pave Parkin~ Committee Complete other Director 6/2000 12/2000 Grounds Exterior Committee Improvements GOAL #5 - BUILDING REMODELING PROJECT PURPOSE' To complete the exterior of the Center building by extending the side, and remodel the interior to better meet needs by 12/31/2000. PROJECT DESCRIPTION- This goal and the Exterior Improvements in Goal #4 will be done in coordination with each other so as not to have conflicts, and to do work in an orderly manner. This includes some planned items such as installation of the circulating fans, and replacement and installation of a new range. The remodeling will include at least moving and enlarging the Director's office, expanding and possibly moving the Gift shop, and separating the rooms (pool room, TV room, crafts/sewing room, etc.) by creating movable walls. It should also provide for a separate computer users/learning room, and library/reading room. If possible, a smoking room or covered smoking area outside will also be included. The final layout design and what is included should be the result of the consensus of the membership. Each user group should · define their needs (e.g. pool players, card players, TV/Movie watchers, computer users/trainers, etc.). This may require some layout design work or facilitation from an architect or engineer. Volunteers of this kind should be solicited or the work may be able to be donated. A drawing should be made and kept posted for all member's review. When a final version is adopted, a solicitation of bids would be done for construction. Possibly a General Contractor could use senior volunteers at a much reduced cost. PROJECT JUSTIFIC2kTION · Activities in one room disturb those in another, so the Center is not effectively utilized or use is limited to one event at a time. There is no room for people to see around the computer to learn. The office does not 'have room for any volunteers to sit or help, nor to spread out mailings or have visitors. The tax preparer volunteer (AARP), and medical people have no place for private confidential' counseling or sessions. Smokers have no place to go. PROJECT STRATEGIES: -Solicit volunteer architects, engineers or general contractors -User groups design ~their" space--Form coordinating committee -Volunteers w.ork~ under General Contractor -Consider a high school class or VoTec class project for part FUND ING SOURCES' A loan on the building, federal or state grants, donations. - BUILDING REMODELING ACTIVITIES ASSIGNED START STOP HELP NEEDED TO: Define user Remodeling 11/15/98 12/31/98 Director, groups & have Coordinator Board, preliminary (RC) volunteers meetings Install Fans RC 11/15/98 12/31/98 Volunteers Acquire range RC 11/15/98 12/31/98 Director,Board & install Volunteers Range people Determine if RC 12/1/98 1/15/99 Director, Board any senior Volunteers, architects or engineers Obtain grant RC 1/15/99 6/15/99 Director, hire A&E firm Board, Building if needed Committee , , Expand Chair 4/15/99 6/15/99 Board, RC, Building Building Director, User Committee to Committee Groups, include user Building groups Committee (BC) Design Layout BC Chair 6/15/99 9/15/99 Director, RC' & Distribute Board, A & E to members & Firm, BC post Obtain Cost BC Chair 9/1/99 12/31/99 A & E Firm, BC ~Estimate & President, Seek Fundin~ Director Coordinate BC Chair/RC 10/15/99 12/31/99 Board, BC, Plans with Director, Goal #4 , Let Bids & BC Chair/RC 1/2000 4/2000 Same Hire General Contractor · Complete General 5/2000 11/2000 Same, BC Remodelin~ Contractor Chair/RC Inspect & President 11/2000 12/2000 Same as above Accept GOAL #6 - SAI~ON CLASSIC PROJECT PURPOSE: To expand the sales and distribution of Salmon Classic tickets and the reputation of the Classic so that it produces a net revenue of $10,000 by the end of the October 2001. PROJECT DESCRIPTION: This project uses the SASCI's ability to enter into games of chance under a special legislative authorization for this fund raiser passed into law in 1997. Tickets are sold guessin~ the total number of sockeye (red) salmon that cross the Fish & Game weir on the Kenai River by a fixed date (August 7 in 1998). The amount paid to the winner is currently half the revenues. This may be made a set amount if a sponsor is able to be obtained as shown in the strategies, or once the success of this has been proven. With the strategies and separate effort, this project should increase revenues for the organization. PROJECT JUSTIFIC2~TION: This fund raiser members selling established and c P b a i effort. It is hoped that this can become a where the tickets literally sell themselves businesses, or others maintain boxes and sell currently competes with the sales efforts of the Sweepstakes tickets. That fund raiser is brings in $12,500 net per year and cannot be hanged without conflict with other larger fund raisers on the eninsula. The few members willing to sell tickets cannot sell oth at the same time very easily. By making a project of this nd a separate fund raising committee with the strategies below, t is expected to make this another successful fund raising type of fund raiser (or organizations, tickets for us). PROJECT STRATEGIES: -Tie-in with Salmon barbeques (ticket sales to tourists) -Obtain one or more corporate sponsors--Guaranteed payout amount with share of revenues? -Find organizations (youth groups) to partner in the sales -Separate committee of volunteers to oversee & push this event -Put jars or ticket barrels around the communities -Sell to other groups and organizations (Seniors, C of C's) FUND ING SOURCES: The Classic covered its own costs last year, so it only takes a little of the operating general fund for ticket and advertising before funds start being g. enerated. This could change and .be more risky if a set amount was being guaranteed. GOAL #6 - SALMON CLASSIC IIACTIVITIES ASSIGNED START STOP HELP NEEDED TO' Recharge President 5/1/98 5/15/98 Board, Separate Director, Ways Committee & Means Comm. (Classic Committee - CC) Brainstorm CC Chair 5/15/98 6/1/98 CC, Director, action plan for Board success Obtain one CC' Chair 6/1/98 7/1/98 CC, Director, Corporate President, Sponsor Board Contact CC Chair 5/1/98 7/31/98 CC, Director organizations, Board, businesses, volunteers other senior centers re' maintaining sales boxes Go to others to CC Chair 6/15/98 7/31/98 CC, Director sell (Seniors, C Volunteers, of C) members Sell at events CC Chair 5/1/98 7/31/98 CC, Director (e.g. salmon Volunteers, b.akes) members Review Project & CC Chair 8/1/98 10/1/98 CC, Board, profits Director Plan next year & CC Chair 10/1/98 12/31/98 CC, Board, more options Director Find sales CC Chair 1/1/99 4/1/99 Same Partners on Commission Repeat, modify &.CC Chair 4/1/99 10/2000 Same Emphasize action steps above & others Net Proceeds CC Chair 12/2000 10/2001 Same exceed $10,000 GOAL #7 - COMMUNITY RELATIONS PROJECT PURPOSE' .. To develop and implement a plan for community outreach that will enhance community relations, provide service to the community~ and recruit members from other seniors in the area by the end of · .December 2001. PROJECT DESCRIPTION- This project includes developin~ an action plan to define an outreach pro~ram to the community. It will involve providin~ services to seniors who are not members, providin~ the Center for more community uses, assistin~ in guidin~ tourists to local businesses, and providin~ events'for the community to enjoy. A survey of the community as to how SASCI can assist will be completed, as will one to the non-member seniors. This project will be tied to the Tourism Services ~oal below, the Buildin~ Remodelin~ ~oal #5 and Exterior Improvements ~oal #4. The Transportation Plan ~oal #3 will also be used to assist in meetin~ this ~oal. This is a lon~ term continuous project for the duration of this Comprehensive Plan. PROJECT JUSTIFICATION: As a contributing member of the community, it is necessary to have a harmonious relationship with the community. The SASCI members are members, neighbors, friends, and family of community members so there is a social advantage for members to increase the relationships. There is also a potential financial gain (for use in upgrading the facility and serving the members) by this outreach in numerous ways (more members & dues, more donations for use of facility, more turnout for fund raising events, more sales from gift shop, more support from the community on Sweepstake and Classic sales). PROJECT STRATEGIES: -survey needs of non-member seniors -survey community needs -coordinate with other ~oals -increase ~ift shop selections and availability -improve Center as to availability -provide tourist information, business brochures, map -obtain better demographics of community and trends of -develop plans for the rental of the building and FUNDING SOURCES: · It is ~ossible that services delivered to the broader Commission on Aging funds will help to seniors services some state funds may be available for community. The Alaska serve non-member seniors. GOAL #7 - COMMUNITY RELATIONS ,ACTIVITIES ASSIGNED START STOP HELP NEEDED TO' Implement visits Director 6/99 8/99 Volunteers & to homebound Board - Goal #1 Increase lunches Director 6/99 8/99 See Goal #1 - & community uses Member Services Complete sign Director 6/99 7/99 See Goal #4 - advertising Exterior Center - Media Improvements Survey needs of Director 9/99 4/2000 Volunteers, non-member Churches, Health seniors & help A~encies Survey community Director 11/99 6/2000 Volunteers, needs - survey of Users, Businesses current users - & organizations offer Center in community Provide area Director 11/99 4/2000 See Goal #3 - transportation Transportation for seniors Plan Expand & Relocate Director 6/99 12/2000 See Goal #5 - Gift Shop (more Building variety & goods) Remodelin~ Open House when Director 6/99 1/2001 See Goal #5 remodelin~ done Increase Director 6/99 12/2000 Board Activities & Events for public Increase Area Director 1/2000 6/2001 Census info, demographic info Board, surveys on seniors Increase local Director 1/2000 6/2001 See Goal #8 below info for tourists Businesses BBQ for Cooper Director 4/2001 7/2001 Board, Volunteers Landing & Moose Pass Obtain 50% Director 6/99 12/2001 Volunteers, membership Board, Value increase to 300 offered Rental Plans Director 6/98 Volunteers, Board GOAL #B - TOURISM SERVICES PROJECT PURPOSE ' To develop and provide increased tourism serviceS to meet the need for information, safety and courtesy stops and. have a successful tourism services program in operation by 12/2002. PROJECT DESCRIPTION- This project will determine ways to meet tourism needs. The si~n from Goal #1 will help attract tourists. Maintainin~ a coffee pot, TV, break area, and rest rooms, with temporary RV parkin~ will provide a safety and information service as do way sides in lower 48. The expansion and movement of Gift .~Shop to the front for more visibility (See Goal #5) , will also provide tourist opportunities (as well as potential fund raisin~). Providin~ maps, businesses, directories, and localized information will assist the community. Use of the phone, local business listings and services will increase Sterlin~ share of tourism dollars. PROJECT JUSTIFICATION- Th th du go wi e h 1 S ere are no roadside stops that are friendly to tourists except e federal and state campgrounds which are overrun with users ring the summer and not on the road in the Sterling area. If a od, attractive, useful, safe stop is offered to tourists they ll remember and use the local area again and again. An xplanation of the early oil discovery, the road building, the omesteading, fishing, and Indian history would also provide a earning tool to the visitor and an opportunity for seniors to ocialize and tell stories. PROJECT STRATEGIES' -Welcome sign, and more signage on highway. -Expanded Gift shop (size, location, goods) -Rest rooms & parking, phone, TV, socializing, history -Cooperative work with federal & state agencies & Chambers -Get-listed on Peninsula Guide, phone directories -Webpage -Hold Salmon Bakes FUND ING SOURCES- Possibly state Division of Tourism, Kenai Marketing Association, ~he Kenai Borough or this as an information/visitor center. Most for themselves with a donation jar. This is seniors baked cookies, pies, brownies etc. coffee & tea. Peninsula Tourism Chambers would fund of costs would pay. especially true if for sale with free GOAL #8 - TOURISM SERVICES ACTIVITIES ASSIGNED START STOP HELP NEEDED TO' Brain storm Director 4/99 6/99 Board, members Ideas Volunteers Form Tourism President 4/99 6/99 Board, Director, Services Volunteers Committee (TSC) Guest Log TSC Chair 5/99 9/99 & TSC, Director w/comments Each section to year gather needs Add a donation TSC Chair 6/99 9/99 & TSC, Director jar & coffee & each baked ~oodies year , , Complete the TSC Chair 4/99 6/99 TSC, GC,See Goal Sign & Memorial #4 - Exterior Garden Improvements Provide Display TSC Chair 4/99 9/99 & TSC, Director, Materials from each Businesses, Chambers, KPTMC year Chamber, Board, & Businesses KPTMC, Other Begin Weekly TSC Chair 6/99 9/99 TSC, Director, Salmon Bakes Volunteers!!! Complete Parking TSC Chair 1/2000 6/2000 TSC, GC, See Goal Paving #4 Exterior Improvements Gift Shop TSC Chair 6/99 9/2000 TSC, BC, See Goal Enlarged/moved & #5 added to Utilize Building TSC Chair 5/2000 9/2000 TSC, BC, See Goal Remodel #5 Develop History TSC Chair 9/2000 5/2001 TSC, elders, UA, Exhibit & Kenai & Soldotna displays Historic Soc. RV Parking + TSC Chair 5/2001 12/2001 TSC, Director Improvements . 5/2002 12/2002 Board,volunteers Evaluate,Modify TSC Chair 10/2000 12/2002 TSC, Director, & Improve Board GOAL #9 - LOT UTILIZATION PROJECT PURPOSE' To determine the highest and best use of the vacant lots and implement; a plan to use them by the end of March, 2003. PROJECT DESCRIPTION' This. includes conducting an extensive member and community needs identification to determine the best use of the vacant lots (1 ~ lOts) not currently used for parking. The tax and other consequences, of consolidatin~ the lots into one will be investigated (e.~. septic percolation tests, water, utilities). It will include an options analysis with feasibility studies on the various potentials. Some of the possible considerations will be- 1.) Buildin~ storage units for rent, 2.) a ~reen belt with paths for walking, 3. ) a senior apartment complex, 4. ) an assisted care facility, 5.) additional parkin~ (especially if campers & RV's increase due to visitor uses, or lar~er ~roups use Center) . PROJECT JUSTIFICATION· If this idle asset can be used the community (while preserving Board has a responsibility to t t t U d to provide services to members or or enhancing the lot values), the use these newly acquired lots for hose services. The above and additional needs were mentioned in he Needs Survey which will require some land. It is important hat a well thought out process is used to determine these future ses in the best way for all members. Once the lots are edicated to a permanent structure, the choice is irrevocable. PROJECT STRATEGIES' -solicit ideas/options from -solicit needs from members -determine member priorities -feasibility studies for all costs, potential users -obtain grants for planning -obtain state or members & community & community funding suggestions (re: capital and income versus costs) & feasibility? grants for construction & operating FUND ING SOURCES" Little is needed until the actual use is decided. The amount for a planner or surveyor is limited and can be funded from fund raisers. However, if a major facility is the final decision (e.g. senior apartments or assisted living facility), extensive construction funds will be needed---State, Fe.deral grants. GOAL #9 - LOT UTILIZATION ACTIVITIES ASSIGNED START STOP HELP NEEDED TO' Survey members & Director 9/99 12/99 Board, volunteers community as to needs Survey members & Director 12/99 2/2000 Same community as to options Get feasibility Director 2/2000 6/2000 State, Federal, planning funds Private Conduct Contract 6/2000 12/2000 Board, members Feasibility Consultant Studies on top options, Pick an option President 1/2001 1/2001 Board, members Get design funds Director 1/2001 5/2001 State, Federal, Private Develop Director 3/2001 6/2001 Board, Grounds & conceptual Building Plan/Design for Committees, chosen option members, users Hire A&E Firm to President 5/2001 7/2001 Board, Director develop construction designs if needed If needed, Director 7/2001 12/2001 Board, State, Obtain Federal, Private, Construction Member Endowment Funding Hire Contractor Director 12/2001 2/2002 Board Complete Contractor 3/2002 11/2002 Director, Board Construction President Inspect President 11/2002 1/2003 Director, Board Occupy President 2/2003 3/2003 Board, members Operate' Director 3/2003 Ongoing Board IMPLEMENTATION The implementation of this plan starts with the approval by the Board, and adoption by the membership. Then the selection takes place of committees, Board, volunteers, or staff for coordinating responsibility with direction for periodic reporting back ~to the Board. The implementation will basically be by accomplishing the 9 identified projects or goals in accordance with this plan. The identified activities shown and others that surface in accomplishing these 9 priority projects or goals will be the "Implementation," "Action," or "Project" Plans. An annual work plan will be developed at the start of each year. There is a tremendous need for, and there will be, an active and cooperative effort by the SASCI to meet the needs of the seniors of the community. It will take follow through, leadership, and a strong commitment of the Board, volunteers, committees, staff, and coordinating entities. Some additional implementation strategies for accomplishing this plan were developed throughout the planning process and during review of the Plan drafts. Not included in the following strategies, nor in the project plans, are many Board requirements to successfully implement this plan. The Board will approve this Comprehensive Plan and take it to the membership, but making it happen still will take definitive action on the part of the Board. The Board will review its Articles of Incorporation, By-Laws, and any policies or management structure to be certain they are still in order and consistent with this plan, the vision, mission and goals. The Board will appoint the necessary committee members and designate the committees necessary to accomplish these projects. This includes establishing a Financial Planning Committee, recharging the Transportation Committee, Expanding the Building Committee's (Maintenance) responsibilities, establishing a Grounds Committee, a Visitation Committee, and Tourism Services Committee, as well as ~echarging the Classic Committee. The Director will be assigned overall coordinating responsibility and reporting and evaluation requirements discussed below will be established. The Director and Committee Chairs will be expected to develop annual budgets of funds and human resources to accomplish their projects. These will be incorporated into an Annual Operating Plan (see discussion below) which will be submitted to the Board for approval. This Operating Plan and Budgets will then be followed and monitored by the Board to determine if.the overall Comprehensive Plan is being implemented in the appropriate time frame and order. Impl ementati on Strategies The individual projec'ts each have some specific strategies for implementation of that particular project. Other strategies ~ill be developed as problems or constraints occur ~hich could not be anticipated. The overall strategies and philosophies discussed during the planning session are also made a part of these implementation strategies. The final overall ~trategie~ for the Comprehensive Plan implementation are as follo~: 1.) Key to many of the goals is the efficient, successful operation of the Center. This is the most important strategy of all. This will provide space for services and activities for seniors, community meetings and events, visitor information, and necessary fund raising for the entire organization. 2.) Another related strategy is to make the Center available for maximum member and visitor community use. The cost for the building is such that it should be fully utilized. This is especially true if that use raises donated revenues, provides services to members or other seniors, or is the location for activities. 3.) The maintenance and enhancement of the Gift shop was determined to be a strategy rather than a separate goal. Since the gift shop. provides a tourist service, meets the test of assisting seniors (by selling their crafts and providing a social outlet), and aids in fund raising, it is a strategy for accomplishing many of the other goals. 4.) Protecting and enhancing the assets of the organization is a necessary management strategy and function to achieve long term stability. It is also necessary to have.the resources to provide the services, assistance, and activities to the members and the community. 5.) Continually striving to meet member needs, satisfy common goals and promote common interests, implementation philosophies and strategies for this Plan. It is important that the majority of the members 'needs, goals, and interests are met. 6.) Likewise, an important strategy is to assist in providing needed care to members subject to the organization' s ability. This particular strategy may only be implemented as opportunities arise, but must always be kept in mind. 7.) The Board and all members of SASCI will need to actively participate in and support the accomplishment of this plan. This will take a volunteer commitment of individual time and some additional' funding, volunteer skills identification, scheduling and coordinating. 8.) Each project must have one person assigned the accountability for that project as has been done in the Plan. It may be necessary to change that responsibility due to workload, changed circumstances, or new interests, assigned for each project. but there will be someone 9.) The Board and SASCI members may need, and will be encouraged to increase their knowledge of management and operations. Thi~ strategy is a commitment of the Board and members. 10. ) SASCI will be an inclusive membership organization of seniors, and not exclude a member simply because of location of residence. Also, to the extent possible, this inclusiveness will include the community and citizens of the Sterling area. 11.) SASCI will keep the position of Director and use this plan to keep on focus and will organize the committees around this Plan's projects, and any new initiatives around issues. SASCI will need to build in a system of Icoordination, tracking and reporting to ensure that all the projects are moving forward and for tracking and reporting to the President, the Board, the members and the Sterling community. Training In completing this Comprehensive Plan, the SASCI participants received some limited training in strategic planning, but extensive capacity building training in community involvement processes, mediation, communications, and team building may still be needed by staff and the Board. This plan does not specify any particular Board, staff, or volunteer training, but presumes that which is necessary will be obtained. Emp 1 olnnen t This Comprehensive Plan calls for additional work for the Director, President, Board, and volunteers on various committees. No specific new jobs are created initially, although some contract employment is expected in the construction and other bid projects where volunteers cannot be found and funds are available. It is not the intent of SASCI to build a large administrative, costly structure; rather to do these projects as succinct pieces of the entire plan, requiring little new staff. Funding (Budget) The individual projects briefly discuss funding strategies, but each project will need to explore this further as one of the first activities. Estimation of costs for each project and subsequent development of a budget will also be an initial step in-most of the~projects for the person assigned accountability or the committee formed to help. Any grant applications, fund raisers, or staffing plans will require budgets, budget justifications and 'planning. Each person assigned responsibility for a goal or project will develop a draft budget as a first step in their activity plan. The Director will coordinate the presentation of all the project budgets to the Board,. Annual Operating Plan The first step for the Director in implementation of~' this Comprehensive Plan is to take the implementation schedule and develop an annual work plan (and budget) for presentation and approval by the Board. This is essential to know if any one staff or volunteer will be overloaded, and if there is overlap in duties or time frames, or if adjustments are necessary. This Annual Operating Plan will include multiple activities and projects, and provide a method of evaluating progress on all that are included. A control calendar, reporting system and schedule, and other monitoring methods should be established as a part of this operating plan. The Annual Operating Plan will include an evaluation and modification section just as this overall plan does. The Implementation Schedule, found on the last page of this Plan, is for the entire five years that this plan is in effect.. As each year's annual work plan is developed, modifications of the overall implementation schedule may well be needed. The Board will review the accomplishments toward this plan and the Annual Operating Plan at least quarterly. EVALUAT I ON Every plan needs a system of evaluation. The intent of the SASCI Board in this Plan is to evaluate the overall affect in five years by conducting a survey of the members and the community at that time and comparing the results to the known conditions at this time (see baseline information in the planning session summary, and other known information available). If necessary to establish the baseline for other items or issues which arise during the five year period, that will be established. Each project will be evaluated against the individual Project Plans contained in this Plan and the accomplishment of the overall project and the periodic activities and objectives in the Action Plans. It is recognized that some flexibility and adjustments will be necessary in time lines, accountability, and completion, but it is still possible to evaluate the progress on the projects. The following are the criteria that the Board will use in evaluating the effectiveness under .this Comprehensive Plan. Responsibility for that evaluation will be the Board's. Progress The progr'ess or accomplishment of a project will be measured against the Project Plan contained in this Comprehensive Plan. It will be expected that the individual held accountabl'e for each project (and~the Director) will make periodic, status reports to the President, the Board, and the membership. These will include any deviations from the problems or constraints, status reports will be modify the Plan as needed plan, additional needs, unanticipated and recommendations. These progress or used by the Board to evaluate and to (see below for Modification section). Timeliness The timeliness of performance will be measured by how well that specific project coordinator can provide answers to'the following questions' Did the overall project finish on-time or within an acceptable time period for the circumstances? If it did not, were there reasons, and are there adjustments necessary in the pl'an, or constraints that must be overcome? Did the Board or the SASCI fail to provide necessary support? Were assignments and delegations unclear? Was the original time frame and cost estimate unreal or impractical? Did anticipated volunteers or funding not materialize?? Lastly, did the implementation schedule fail to note conflicts in performance requirements of individuals?? Resources Each project has an expectation of requiring volunteer and other human resources (and in many instances organizations, entities, or agencies) to accomplish. Some projects indicate funding needs and suggested sources. Each specifics.project coordinator that is being held accountable for the project will be' asked to prepare an estimated budget. The Board will review and adopt those or modifications of them as the Project Budgets (subject to Board or President approval where outside funds are requested), and include them in the Annual Operating Plan. Evaluation will be against those budgeted resources (financial, human, equipment, building and land). Resul ts The end evaluated Plan and this will Were the pleased product or result of each Project or Goal will be against the baseline at the start as defined in this the data used in the planning session. In most cases be a combination of quality and quantity of result. clients (members, non-member seniors, and community) with the results (quality)? Were the results accomplished (was the sign put up~ was the lot paved, etc.). Were dances implemented? Were the affected members, facility users, and community pleased with the work? Only with a series of questioning on quantity and quality can the results be truly measured. Each project has measurable results shown, including the individual activities or objectives in the plans. Monitoring against those expected and desired results will be a given. If. a total project fails, and all the activities or objectives were accomplished, the planning may have been insufficient, or not all facts were known in developing the plan. It is expected that long before total failure, be placed in effect. the Modification provisions below will MOD IFICATION The President of the Board will ensure the evaluation efforts described above, and where necessary modify this Comprehensive Plan (after Board action as needed below). To the extent minor modifications are needed, the Director (or individual project coordinator) will report these to the President, who will determine those appropriate modifications. Modifications will be passed back to the Director and specific project coordinator, who will make the changes to the Comprehensive Plan and to the operation itself. All changes of a significant nature will be carefully reviewed, including exposing them to the entire Board and possibly the membership if significant enough. A significant or major change would be a year or more delay in accomplishment, a change of priority of a project, a window of opportunity for a lower priority project, etc. Significant modifications of this Comprehensive Plan will be formally accomplished by adoption just as the plan was originally adopted and implemented. Expansion and Reduction As the projects within this plan are completed, new projects or portions of a project may be undertaken consistent with the vision, and long term goals. This is particularly true where the project has an additional aspect not originally envisioned (e.g. a new, needed capital improvement). If there are available resources to expand, or some of the projects lose their priority, others may be added. If circumstances affecting the SASCI, the Sterling Community, the seniors, or the members require an urgency elsewhere, this Plan (or some projects in it) may need to be expanded or reduced (or the schedule simply delayed). Those too, can be modified, but will only be changed where circumstances have changed significantly or after at least three to five years of attempted implementation. Likewise, in the event of a major emergency (e.g. the Kenai River Flood), all projects may be delayed. · The elimination of an entire project or goal will not be done without membership approval. The reduction in scope of a goal (e.g. reducing a particular element like paving from the Capital Improvements), may be necessary if funding is an issue and revenues are too low. Such reductions of full objectives, or delay beyond the five years of this plan will also be brought to the membership at a 'regular quarterly meeting. F1 exibi 1 i ty This ~Comprehensive Plan is intended to be a road map for progress, but not intended to be inflexible or over-controlling. The Board and the President will be in control of this Plan and its implementation. The success or failure of the plan~ is contingent upon the support and involvement of volunteers, the Board, staff, the community, and sufficient resources. An abbreviated Implementation Chart showing the different projects in relation to each other is included in the next section. Various adjustments may be needed as the implementation takes place. Each Project Plan may be adjusted when the person assigned responsibility and accountability and their respective committee has met and reviewed the action steps needed. The accountable person will prepare a budget and annual project plan to accomplish that project. These will be coordinated by the Director, who may form a Project Coordinating Group composed of each accountable person to assure that the various projects complement, rather than interfere with each other. If adjustments of the time line or objectives are necessary, the Director will take that to the Board for necessary modifications to the Comprehensive Plan. (2:) Project FF! rtl Z rtl ITl Z