STRATEGIC PLAN
2024- 2026
TABLE OF CONTENTS
Leadership Message Our Planning Team
3 4 5 6 7 6 8 9
Our Process
Our Community Stakeholders
Our Mission & Vision PEST Analysis SWOT Analysis Goals & Strategies
Equity
10 11 12 13 14 15 16 17 18
Development
Performance Improvement
Team
Finance Growth
Communicating Approval Contact
218 West Allen, Suite B Hendersonville, NC 28739 828.697.1581
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LEADERSHIP MESSAGE
I am humbled and grateful to have recently joined Thrive as the new Executive Director. I want to thank the community for welcoming me. Your warm reception is a testament to the collaborative spirit that makes this community so special.
To our dedicated staff, volunteers, and board members, I express my utmost appreciation for the incredible work you do day in and day out. Your commitment to our mission and vision creates the foundation upon which we can build a stronger, more resilient future. I am honored to join the team and contribute my skills and experience to the incredible work you are accomplishing. Over the past few months, Thrive has engaged in a comprehensive strategic planning process to chart our course for the coming years. This process, which has included a broad assessment of emerging trends in our external environment and an internal analysis of our own strengths, opportunities, and risks, has resulted in a blueprint for continuing to achieve our mission in an evolving landscape with growing needs. Now, we are thrilled to share that blueprint with you. The central question that this updated strategic plan seeks to answer is straightforward: How can we make our resources, and those of our partners, go as far as possible toward advancing our mission? Fully addressing that question, though, requires careful and nuanced consideration of many factors. As we continue to grow, we must do so intentionally and sustainably. As we build our organizational capacity, we must maintain our commitment to providing excellent services and to providing strong support both for our staff and our clients. We are proud of the initiatives outlined in this plan, and how they reflect our values and priorities as an organization. The goals are achievable only because of the dedicated work of our staff, board, and partners. We are deeply grateful for each of you and all that you do for the people we serve. Once again, thank you to the community for the warm welcome. I am genuinely excited about the possibilities that lie ahead and the opportunity to work hand in hand with all of you to make a profound and lasting impact. Chris Parker MSEd, LCMHC Executive Director 3
OUR PLANNING TEAM
OUR BOARD Damian Chipriano, Board Chair Pauline Carpenter, Vice Chair Terry Andersen, Treasurer DeLaina Blythe Lewkowicz, Secretary
Kenett Melgar Victoria Cortes Bryan Byrd Marcus Jones David Maupin Preston Blakely
Chris Parker, Executive Director Teresa Drevar, Administrative Services Director Adam Olenik, Clubhouse Director Krissey Browder, Development & Communications Director Nickie Kilgore, Housing Director OUR STAFF
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OUR PROCESS
Our updated strategic plan was developed with input from a wide variety of constituents, as well as a review of relevant data. The process used demonstrates our continued commitment to advancing our vision while upholding the core values of our organization. A planning workshop was held with a team comprised of board members and staff to identify strengths, weaknesses, opportunities, and threats, review trends in external environments, review the mission and vision, and identify strategic initiatives. Thrive engaged the services of a planning consultant familiar with the work and unique needs of non-profits. The Executive Director directed the overall planning process with the guidance and facilitation of the consultant. Additional meetings were held with the leadership staff to finalize the goals, strategies, and action steps. The strategic plan draft was then presented, reviewed, and approved by the Board of Directors.
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OUR COMMUNITY STAKEHOLDERS For the planning process to be effective, we believed it was critical that it be conducted in the context of the community we serve. We proactively sought input from our community leaders to better understand their perception of Thrive, and to build strong support for the plan’s future implementation. Individuals representing community stakeholders, including hospitals, non-profits, and public agencies, were invited to provide input by participating in focus groups and surveys. Some of the feedback the group provided is bulleted.
What should be the priorities for Thrive over the next few years?
What are Thrive’s strengths?
q Expansion of current services, programs, and capacity. q Increased fundraising efforts. q Collaborative partnerships with other providers, non- profits, and community organizations.
q Providing high-quality services.
q Collaborative efforts to partner with other organizations to address community needs.
q Outreach within the community.
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OUR MISSION & VISION
MISSION
Empowe ring individuals with mental health and housing needs to thrive in a supportive commun ity.
VISION We envision an inclusive and compassionate Western North Carolina free of barriers to stable housing and mental health support, opening doors for commun ity members to reach their full potential.
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PEST ANALYSIS
In a PEST analysis, individuals brainstorm the “big picture” characteristics of the organization’s external environment (this could be a community, region, country, etc.) and from this, draw conclusions about significant forces of change operating within it. This exercise provided the Strategic Planning Team with a context for more detailed planning. Similar to a SWOT, the PEST Analysis allowed the organization to look at the “big picture” factors that might influence its strategic decisions. Below are the Political, Economic, Socio-cultural, and Technology issues that were identified by the Strategic Planning Team as having an impact on Thrive.
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SWOT ANALYSIS
SWOT is a useful technique for understanding the Strengths and Weaknesses of an organization, and for identifying both the Opportunities open to it and the Threats it faces. Our SWOT provided insight into what direction to t ake serv ices provided by the organization . It is a tool that helped to look at the internal and external environments and what impact it will have on the organization. It also provided valuable information to assist Thrive in making decisions and create a meaningful analysis of the potential challenges, that we may face. Below are Thrive’s strengths, weaknesses, opportunities, and threats as identified by the Strategic Planning Team.
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OUR GOALS: EQUITY
We will serve as a role model in our community of an inclusive and diverse culture that promotes equity among our staff, board, and clients.
How will we do it?
Strategy 1: Continue to use the current DEI committee to improve and amplify our important work. Strategy 2: Conduct a comprehensive evaluation of our initiatives, policies, and programs to identify and resolve any deficiencies to ensure fairness and equity in our systems. Strategy 3: Facilitate training opportunities for our staff, to ensure team members have the knowledge and skills necessary to cultivate an equitable, diverse, and inclusive environment.
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OUR GOALS: DEVELOPMENT We will be as quality provider of services and a valued collaborative partner that enriches the communities we serve. How will we do it? Strategy 1: Assess the impact of our branding, marketing and development efforts to ensure a clear understanding of our scope of services. Strategy 2: Develop and implement a marketing plan that includes advertising, media relations, social media and community engagement activities. Strategy 3: Create and launch a comprehensive fund development strategy that encompasses a variety of approaches, including donations, grants, events, annual giving, and legacy gifts. Strategy 4: Determine the feasibility of a capital campaign to ensure continued investment in infrastructure, facility, and operating needs. Strategy 5: Continue to serve as an advocate for our clients and their needs by establishing and leveraging relationships with elected officials and community leaders. 11
OUR GOALS:
PERFORMANCE IMPROVEMENT
. We will provide quality services evidenced by measurable outcomes that validate the effectiveness and impact of our services.
How will we do it?
Strategy 1: Develop a performance and quality improvement plan that is focused on improving individual client goals and outcomes. Strategy 2: Employ various approaches and methods of obtaining feedback from clients to improve service quality. Strategy 3 : Initiate surveys among our community partners to gather feedback on various aspects such as collaboration, accessibility, and service quality. Strategy 4 : Employ a diverse range of methods of obtaining employee feedback and develop improvement plans to address any areas needing improvement.
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OUR GOALS: TEAM
We will create a personally and professionally fulfilling work culture that attracts the best possible team members and encourages their long- term commitment.
How will we do it?
Strategy 1: Increase recruitment efforts to include job fairs, social media, and professional organizations. Strategy 2: Conduct a compensation and benefits survey to support the development of a competitive compensation program that recognizes skill achievement, competency, and encourages the long-term commitment among our employees. Strategy 3: Increase employee training opportunities that result in employees being more competent and confident in their responsibilities. Strategy 4: Develop a culture where staff are engaged, empowered, and encouraged to participate in decision making affecting their work.
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OUR GOALS: FINANCE
We will improve our financial position and continue to be good stewards of the resources entrusted to us to advance our mission.
How will we do it?
Strategy 1: Ensure that board and staff have access to and understand the information needed for their decision-making process. Strategy 2: Explore technology that will best support our financial reporting, grants management and data analytics needs. Strategy 3: Develop a culture of financial accountability in our programs, throughout the organization, and in all aspects of our work.
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OUR GOALS: GROWTH
We will use a systematic approach to evaluate current programs and assess the feasibility of new opportunities for business development and expansion.
How will we do it?
Strategy 1: Develop a 5-year facilities plan to address current capacity issues, plan for future growth, and determine the feasibility of a new facility. Strategy 2: Create a short-term facilities plan to address current needs. Strategy 3: We will evaluate existing programs and their impact, while also exploring opportunities for service expansion that best align with our mission.
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COMMUNICATING THE PLAN
The strategic plan is the framework that all employees and governance will use for creating their planning processes and day-to-day work. It is a “living” document that will be monitored quarterly, reviewed annually, and updated every three years. Thrive steadfastly believes that strategic plans and processes only work when they are embraced by all employees and the Board and are integrated into each decision and action. Communication of the strategic plan will be a constant, enhancing the understanding of the mission and vision. The plan will be communicated through face-to-face interactions, electronic, and print media. The level of success we achieve in reaching our goals hinges on the support we receive from our community. As you go through this report, please consider ideas on how we can collaborate and enhance the well-being of both our clients and community members. We look forward to working together to make a positive impact in their lives.
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ACCEPTANCE & APPROVAL
The plan represents the commitment of the Board to the mission, vision, and organizational goals and strategies. The Board recognizes that active governance and oversight are required, and the staff is committed to the plan’s implementation with quarterly tracking and alignment with Thrive’s performance management systems for additional accountability.
The Board of Directors of Thrive approved the strategic plan.
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218 West Allen, Suite B Hendersonville, NC 28739
Clubhouse 2110 Woodridge Drive Hendersonville, NC 28739
828.697.1581 thrive4health.org
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Strategic Planning facilitated by:
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