2016-2018 Strategic Plan

board photo

Board members participating in a strategic planning retreat at The Columbus Foundation; January 2016

Adopted by the Alliance Board of Directors on March 18, 2016


The Ohio Children’s Alliance applies the collective strength of its members to sustainably improve the provision of services to children, young adults, and families through policy advocacy, performance improvement, and member support.

External Vision

The best system for better results.

Internal Vision

We champion system improvements so our members are better able to produce optimal outcomes for the children, young adults, and families they serve.


Greater voice. Better system. More impact.

Strategic Imperative

Addressing the challenge of ongoing systemic change in general, and the advent of managed care in particular.

Key Result Areas

• Governance
• Advocacy
• Membership
• Resource Development
• Professional Development


The Alliance will sustain high-performance in leading a mission-effective organization.

Ensure the organization remains relevant and sustainable.

• Relevance (number of paid members, number of active members, stakeholder perception of value of the organization)
• Sustainability (fiscal solvency, success of advocacy efforts, member retention)

Action Steps
1. Take a leadership role in helping members tackle cost control, capacity-building and performance improvement so they too remain relevant and sustainable in a rapidly changing business environment.
2. Evaluate the potential viability (relevant and sustainable) member support services delivery system (i.e., management services organization) among selected alternative structures (i.e., independent LLC, referral model, fee for service, training)


The Alliance will be the valued and effective champion of a high-performing system of policies and laws better enabling Ohio’s private child and family service providers to deliver value.

Become the go-to resource for public officials on matters of policy, performance improvement, and provider capacity-building in the children’s services system.

• Elected and appointed officials in key decision-making or decision-influencing roles are well-informed of the Alliance’s mission, positions, services, and membership
• Quality and continuity of dialogue between the Alliance, its members, and policymakers—they seek out the Alliance for its subject matter expertise and viewpoint
• Increased awareness among key decision-influencers (client families, support agencies, media channels) of the Alliance’s impact

Action Steps
3. Utilize a systematic approach to identifying and researching issues impacting organization performance, and addressing these issues at the policy level.
• Re-constitute the Advocacy Committee.
• Develop an early-warning system to identify issues of significant impact on our member organizations’ services, performance, and cost before they hit crisis stage.
• Research managed care in other states (what has worked, what hasn’t; what policies would best address the challenges pertinent to Ohio, etc.).
4. Develop the most effective and appropriate mix (members, media, etc.) to represent the Alliance position on key issues and communicate that position clearly and in a timely fashion to decision-makers.


While remaining true to its present member agency service areas, the Alliance will grow as an organization by creating value for its members.

Increase the value of membership through services and product offerings that enable members to better control costs while improving capacity and their organization’s overall performance.

• Total paid membership (recruitment, retention)
• Member value perception
• Professional development participation and evaluations
• Member organization sustainability

Action Steps
5. Conduct annual membership assessment (survey members on involvement, satisfaction, engagement, organization strengths and opportunities for improvement, dues structure, professional development needs, etc.) as a baseline for evaluation.
6. Assess and evolve the membership dues structure to incentivize new membership recruitment and retention of long-term (i.e., five years+) members.
7. Assess and evolve member communications system to continue to provide timely and truthful information as a hallmark (and primary benefit) of Alliance membership.
8. Improve the image, awareness, and preference for doing business with the Alliance by demonstrating the value of membership through a multi-channel positioning campaign.

Resource Development

The Alliance will maintain both a diversified funding base and an ample and stable pool of active member volunteers to create value for its members, the child and family service field, and the community.

Develop sustainable revenue streams through increased funding from current sources and selected new sources.

• Total revenue (and revenue growth) by each source (current, new)
• Diversity of revenue sources (sustainable percentages)
• Number and engagement level of volunteers

Action Steps
9. Maximize revenue from membership dues.
10. Optimize proceeds from professional development curriculum offerings.
11. Identify and evaluate potential new sources of revenue (see Governance).

Professional Development

The Alliance will provide professional development opportunities to strengthen competencies of individuals and member organizations to better meet the demands of a rapidly changing business climate.

Increase the value (relevance and applicability) to members of the full complement of professional development offerings.

• Increase participation
• Achieve high marks on participant evaluations

Action Steps
12. Form an ad hoc committee to gather member input and recommend a schedule of specific professional development opportunities that are relevant and sustainable (i.e., effective mix of program topics for individual professional development, agency capacity-building, alternative delivery systems [blended or hybrid models, scattered sites, etc.]).
13. Gather consistent and timely feedback (attendance, evaluations) to identify and act upon program strengths and opportunities for continuous improvement.
14. Use professional development programming to help members prepare for managed care, incorporate evidence-based practice, effectively address staff recruitment/retention, face the challenging clientele effectively and compassionately (priority).