Strategic Initiative 1: Each of MEND program services are enhanced by expanding and strengthening their job training programs. MEND Goal 1. 1: 1000 clients are prepared by MEND to be employment ready. MEND Goal 1. 2: MEND Clients become "Interview Ready"MEND Goal 1. 3: MEND Clients become "Employment Ready"Strategic Initiative 2: Each MEND program services demonstrate that we "break the bonds of poverty" by diminishing the barriers that prevent clients from achieving self reliance. MEND Goal 2. 1: MEND demonstrates effectiveness in "breaking the bonds of poverty". MEND Goal 2. 2:MEND core services enhance their ability to meet their to meet clients' basic needs to provide opportunities and self-reliance. MEND Goal 2. 3:MEND health service programs enhance their ability to meet clients' health needs to improve client quality of life. MEND Goal 2. 4: MEND educations programs enhance their ability to meet clients' educational needs. Strategic Initiative 3: Volunteer centered operations continuously increase and track the number of lay, skilled and professional volunteers to enhance all of MEND's services. MEND Goal 3. 1: MEND has sufficient pool of qualified volunteers to meet the clients' needs. MEND Goal 3. 2: MEND has a high quality orientation program. MEND Goal 3. 3 MEND has implemented systems to track businesses, schools and community groups that volunteer. MEND Goal 3. 4: MEND has implemented a technology plan to improve volunteer recruitment, tracking and retention. Strategic Initiative 4: Board Development-MEND has a fully developed board which provides access to financial and other needed resources. MEND Goal 4. 1: MEND has a fully developed board which provides access to financial and other needed resources. Strategic Initiative 5: Fiscal Dependability - MEND has a sound financial plan that supports program growth and sustainability. MEND Goal 5. 1: MEND has a sound financial plan that supports program growth and sustainability. Strategic Initiative 6: Marketing and Communications - MEND continues to become a household name. MEND Goal 6. 1: MEND becomes a household name through communication efforts. MEND GOAL 6. 2: MEND becomes a household name through marketing efforts.

Strategies for Strategic Initiative 1:Strengthen the OJT Program. Provide training in job acquisition skills. Strategies for Strategic Initiative 2:Implement and employ Efforts to Outcomes Client Database. Develop new evaluation criteria. Increase nutritional knowledge and awareness. Provide case management to new households. Increase MEND's inventory clothing items. Implement health education classes to reduce BMI of obese patients. Convert all dental patient charts and radiographs to electronic dental records. Increase recruitment of volunteer teachers. Establish an Advisory Committee to implement a "Teacher Academy" for adult ESL instructors. Strengthen the Computer Lab Program. Strengthen Youth Services Program. Strategies for Strategic Initiative 3:Increase volunteer recruitment. Establish appropriate skill based criteria for volunteers. Train staff on Raiser's Edge volunteer database. Develop online volunteer page where potential volunteers can register, apply, schedule a tour and sign up for orientation. Strategies in support of Strategic Initiative 4:Expand MEND's Governing Board membership. Expand and maintain a membership of at least 25 Program Board participants that include subject matter experts in fields related to MEND's services. Involve MEND Board members in growing MEND's income from the annual gala, and introducing potential major gift donors to MEND. Review Governing Board personal contribution requirement annually. Provide board fund raising training annually. Recruit young professionals to help launch a Young Professionals Board. Form a Governing Board Task Force in 2013-2014 to explore options for expanded parking as well as future remodeling or expansion of the Van Nuys building. Strategies for Strategic Initiative 5:Implement an annual Major Gifts Campaign. Develop a "Planned Giving" program for implementation. Continue to utilize a volunteer committee of grant writers to send grant proposals to businesses and foundations annually. Continue to refine MEND's Direct Mail Program. Engage new, younger donors in supporting MEND using social media. Introduce new donors and involve current stakeholders via special events. Conduct annual raffle in conjunction with Volunteer Recognition dinner. Increase MEND's visibility and generate revenue through cause related marketing. Encourage continued and increased giving through donor cultivation and other activities. Determine greatest needs for additional support of MEND's Development Program and hire an additional staff position. Increase MEND's access to financial and other resources through board development. Designate resources to ensure MEND's facilities are well maintained. Strategies for Strategic Initiative 6:Implement annually an integrated multi-media and multi-platform plan for expanding MEND's visibility in the community.

The primary key to MEND's success is it's over 5,000 volunteers who perform 99% of the collective work of our organization. We also have collaborations with over 370 other groups that not only assist us to provide our services to our clients but also offer referrals to other agencies that provide services not available at MEND. Finally, we have a number of foundations, businesses and individuals who support MEND financially, many of whom have been contributors for a number of years.

Monthly program reports are prepared for MEND's different programs showing monthly and year-to-date statistics on persons served and volunteer hours. MEND also has a formalized strategic planning process. A long-term plan is developed at a Board and Staff retreat and is updated periodically. The President/CEO reports to the combined annual meeting of our Governing and Program Boards in the spring of each year on the progress MEND is making towards the goals. Using the MEND Strategic Plan as a guide, each department staff projects goals and timelines for the year ahead and each department head then reports to his/her supervisor during monthly meetings as to goal activity and accomplishments. Every department is required to conduct evaluation activities during the course of a year on program components that are customized to the nature of the program. Through the implementation of the “Efforts to Outcomes" client software, we have been able to track clients and their use of MEND's services to better understand their needs and help them on their path towards self-reliance. Program manages have enhanced the use of the database, allowing them to compile accurate monthly reports and identify clients and families who are eligible to participate in various programs.

Since its humble beginnings in 1971, MEND has become one of the most comprehensive and empowering poverty relief agencies in Los Angeles County, serving in 2015 an average of over 37,800 individuals each month with a full range of services designed to meet basic needs and move recipients on to self-reliance. We are proud of our holistic approach to relieving the effects of poverty, as evidenced by the broad array of services provided, and the opportunity to access these services through many client entry points. We continue to strive to meet the many needs of our clients and will expand our existing services and provide new, innovative services as the need arises.