Item 7 2025-2029 NSU Strategic Plan FINAL — original pdf

Backup

Austin Public Health Community Services Division/Neighborhood Services Unit Strategic Plan 2025 -- 2029 Introduction In 2015, the US Department of Health and Human Services Department issued Information Memorandum No. 138 establishing organizational standards for Community Action Agencies (CAAs) who receive Community Services Block Grant funding. To ensure all CAAs began working toward meeting these standards, the Texas Department of Housing and Community Affairs requested documentation of approval of the Strategic Plan by the CSBG Advisory Board, in addition to specific Goals, Objectives, Strategy, Outcome and Output Measures included in the Strategic Plan. Austin Public Health’s Community Services Division/Neighborhood Services Unit (NSU) serves as the CSBG Community Action Agency for Travis County. The NSU uses CSBG funding as the primary source of support for the services provided by the Department’s six (6) neighborhood centers. In late 2024, NSU will open a seventh center, the Dove Springs Neighborhood Center, located in southeast Austin. Austin Public Health has its own strategic plan. NSU submits a specific strategic plan for the work supported by CSBG through its Neighborhood Centers to meet TDHCA’s expectations. In 2024, NSU conducted a Community Needs Assessment. The Community Development Commission continues to serve as the required CSBG Advisory Board. To develop the Strategic Plan for the work supported by CSBG through its Neighborhood Centers, several internal strategic planning sessions were conducted with 40+ employees which identified priorities to be addressed in the next five years. Moving forward, we will continue to work with Department leadership to ensure this Strategic Plan works hand in hand with the basic needs of our community.  II. Purpose TDHCA’s Strategic Planning Guide cites several key factors that have served as our purpose for our strategic planning efforts: • To meet CSBG program requirements and CSBG grant purpose to address the reduction of poverty, the revitalization of low- income communities, and empower low-income persons to become self-sufficient • To demonstrate participation of low-income individuals in CAAs activities. • To produce decisions and actions that guide the organization’s program operations • To help prioritize efforts and determine the allocation of resources • To improve effectiveness and efficiency through agreed upon strategies and goals III. Mandates During the internal strategic planning sessions, we reviewed the various mandates that the Neighborhood Centers are expected to meet. Among them are: CSBG and TDHCA Mandates • To reduce poverty • To revitalize low-income communities • To empower low-income families and individuals to become self-sufficient • To meet organizational standards • To provide case management to our clients • To transition 43 clients out of poverty each year City of Austin Values and Expectations The City of Austin has set forth core values (PRIDE) for all employees: Public Service and Engagement  • We will partner with one another and with our community to provide the best service possible. • We take responsibility for achieving results and hold ourselves accountable for our actions. Responsibility and Accountability Innovation & Sustainability Diversity & Inclusion Ethics and Integrity • We actively seek out good ideas that have a lasting, positive impact on our work, our community and our environment. • We recognize and respect a variety of perspectives, experiences and approaches that will help us achieve our organizational goals. • Our actions will maintain the trust and confidence of the public and the organization. Austin Public Health also sets forth expectations for performance through an annual business planning process. These business plan goals help us measure our performance and determine how well the services we are providing meet the needs of our community. IV. Austin Public Health - Department Mission, Vision, Core Purpose Vision Everyone will have an optimal quality of life, health and well-being free from racism, poverty, and oppression. Mission To prevent disease, promote health, and protect the well-being of all.  Core Purpose • Prevent illness, injury, and disease; • Promote community-wide wellness, preparedness, resiliency, and self-sufficiency; • Protect the community from environmental and health hazards; and • Strengthen collaborations and build new partnerships to advance health in all policies. III. Summary of Strengths, Weaknesses, Opportunities and Challenges Input was gathered from the Leadership Team and NSU staff to assess the strengths, weaknesses, opportunities and challenges for the Neighborhood Centers. Following is a summary of these discussions: Strengths • Food Access Programs • Helping clients avoid eviction – rental assistance • Connections to community partners • Communication between centers • Passionate staff with diverse skills • Wide range of basic needs services Weaknesses • Limited financial assistance • Lack direct connections to employment • Lack of connection to external databases, such as state benefits and Travis County • • Lack of online application • APH website IT limitations  • Better data analysis • Staff wellness activities • Networking with community partners • • Internal collaboration within Austin Public Health Increase car seat capacity Opportunities Threats • Lack of affordable housing • Vulnerable populations moving out of county • Lack of rental assistance • Federal funding Key Strategic Issues Identified From this discussion, the leadership team of the Neighborhood Centers met and developed the key strategic issues. As part of our discussion and selection of these key strategic issues, we identified and considered which items we could impact within the span of our control at a Neighborhood Services Unit level. During the CSBG Community Needs Assessment, key findings included both the growth of Austin’s population, and the increased cost of living in Austin/Travis County, especially in the urban core. Discussions with Austin Public Health Leadership have been initiated to develop both short- and long-term plans for ensuring that services are being offered where persons with low-incomes reside, as many people can no longer afford to reside in the areas where current Neighborhood Center facilities are located. The five key strategic issues that have been selected to address in our strategic plan are: 1. Efficiently process financial assistance and advocate for additional financial assistance funding to assist low-income individuals 2. Create and strengthen collaborative working relationships with Skillpoint, Workforce Solutions, Goodwill, technical schools, and colleges to assist low-income people seeking to gain job skills 3. Provide connection and navigation through HHSC Community Partner Program 4. Promote and support employee wellness & employee career development and retention efforts 5. Improve marketing/outreach and education to the community IV. Goals Strategic Plan Goals are documented in TDHCA’s required excel format.