In 2017, YCCAC developed a Strategic Plan to guide the agency’s work over the next 5 years—from 2018 to 2022. The Plan, a joint effort in which frontline staff, senior leaders, board members, clients/patients, and community stakeholders all contributed, was designed to address both client/patient needs and the more aspirational community goals. The resulting document was a record of our mission, vision and values, as well as goals and action plans to help us reach them.
As we begin to implement strategies outlined in the Strategic Plan—in particular, adapting a client/patient-centered approach (Integrated Services)—we believe it important to keep YCCAC staff informed about the progress of our work. To that end, over the next six weeks we will post on the BB and send by email a summary of Integrated Services information, and will provide monthly updates thereafter. The summaries, beginning with this posting (Review of the YCCAC Strategic Plan), will include:
• Integrated Services Approach (referrals, coaching, data) • YCCAC Norms • Internal Referral Work and Norm #1 • Data-Driven Organization Work Build in Norm • Update on What We Learned From the Internal Referral Pilot Build in Norm.
The Internal Referral Piot was launched September 14 and will run to October 30. YCCAC staff from Head Start, Energy Services, Economic Opportunity and Transportation are participating in this first round of exercises. The goal of the pilot is to test an internal referral system that connects clients/patients to services they need, and which tracks workflows for participating programs and departments. We expect, in time, for internal referrals to become a standardized process for delivery of services to YCCAC clients and patients.
The Strategic Plan has guided us in our work for the past two and a half years. We are pleased with the outcome of our efforts. Examples include:
• To better provide information to internal and external audiences, a new website and intranet (the BB) were created. We redesigned and reformatted program and agency rack cards, developed email signatures, logo usage guidelines, and created YCCAC and program-specific letterheads. • The shortage of affordable housing has long been an issue we hoped to address, and we are excited to report that this fall we will open eight units of affordable housing in Sanford, with apartments ranging from efficiencies to three bedrooms. • Another YCCAC priority is opioid use disorder. We are in the final stages of the contract process with DHHS for the HOUSE project, an innovative program which will couple housing with treatment for people who are struggling with opioid use disorder and are homeless, with a focus on pregnant women and women with dependent children. • Finally, in Biddeford, we are one of the founding partners of Biddeford Ready!, a coalition focused on making sure that all children in Biddeford are ready for school. Strategies so far have included working to increase the quality rating of early care and education providers in Biddeford, and a community-wide approach to addressing Adverse Childhood Experiences.
We will post on the BB and send by email our second Integrated Services update— Integrated Services Approach (referrals, coaching, data)—next week. If you have questions or comments, we would love to hear them. You can send then to:
Bradb@yccac.org Meaghan.Arzberger@yccac.org Melissa.Flayhan@yccac.org