Haynes Family of Programs/David & Margaret Youth and Family Services Strategic Plan 2022-2027

In 2021, Haynes Family of Programs and David & Margaret Youth and Family Services (HFP-DM) retained Netzel Grigsby Associates, a professional management consulting company serving the nonprofit sector, to begin guiding the Senior Leadership Team and the Board of Directors in a new five-year strategic planning cycle.

The results of the 6-months planning process that included Board members, staff, clients, parents, donors, referring agencies, and stakeholders are five strategic priorities and related goals and objectives that form the heart of the strategic plan.

Based on the findings of the organizational assessment, the Planning Task Force solidified the strategic priorities that are steering HFP-DM’s Strategic Vision through the year 2027.

The following goals and objectives will guide staff as they develop the implementation tactics and action steps.

1. Organizational Staffing

GOAL: Haynes Family of Programs and David & Margaret Youth and Family Services (HFP-DM) will recruit and retain a qualified staff team to support both current and future quality program delivery.

OBJECTIVES:

  • Prioritize investments in Human Resources.
  • Establish innovative employment recruitment and retention approaches, based on understanding why staff choose to work at HFP-DM.
  • Partner with local colleges and universities to expand opportunities in the areas of internships, career placement, and professional development.
  • Create an environment/culture conducive to collaboration and professional development across both campuses.
  • Develop new models for flexible work schedules.

    • 2. Organizational Infrastructure

    GOAL: HFP-DM will develop its capacity of organizational infrastructure to enhance operational effectiveness and facilitate growth in a fiscally responsible manner.

    OBJECTIVES:

  • Develop short-term and long-term facilities plans to address current needs and potential future growth.
  • Develop a strategic internal communications plan targeted to increase awareness of and potential for integration of current and future programs and services and facilitate collaboration amongst staff teams. Make investments needed in technology and staff resources to support the plan.

    • 3. Program Growth

    GOAL: HFP-DM will continue to grow, diversify, enhance, and expand quality programming to meet the changing needs of the communities it serves in a fiscally responsible manner.

    OBJECTIVES:

  • Continue to diversify program offerings with varied funding sources.
  • Grow existing programs to capacity.
  • Replicate successful program models in new service areas both in California and other states.
  • Mergers with other providers may be considered to meet program growth objectives, if organizational capacity is enhanced.

    • 4. External Communications

    GOAL: HFP-DM will implement a robust branding and marketing campaign to elevate awareness of its mission, programs, services, and outreach and articulate the HFP/D&M Professional Affiliation.

    OBJECTIVES:

  • Brand – adopt a clear, unified mission statement for both organizations and unified website and social media presence.
  • Website – provide enhanced functionality and content in the areas of accessibility, messaging, and data reporting.
  • Social media – expand current operating plan to address number of followers, programmatic success stories, calls to action, and engagement opportunities.

    • 5. Fundraising and Volunteer Engagement

    GOAL: HFP-DM will increase donor and volunteer engagement, resulting in increased philanthropic support to the organization.

    OBJECTIVES:

  • Adopt a development plan designed to increase the pipeline of donor prospects and advance donor engagement with the goal of developing robust Major Gifts and Planned Giving programs with acknowledgment of two separate corporate entities.
  • Invest in Development Department staffing to support the plan.
  • Advance a culture of philanthropy – intentionally messaging both internally and externally a unified mission, vision and need for philanthropy to advance the mission.
  • Philanthropically engage all communities within the service area.
  • Develop an effective volunteer engagement model for specific areas of need.