STRATEGIC PLAN
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Administrative Offices 1823 Chapel Hill Rd. Durham, NC 27707 919.682.0516
LEADERSHIP MESSAGE
It is our pleasure to share our updated strategic plan with you. This plan is the culmination of a thoughtful and collaborative strategic planning process and provides a clear framework for how Habitat for Humanity of Durham will build on our successes and advance our mission over the next three years. Our highest priority is the people we serve. The process of crafting this plan has given us the opportunity to carefully assess our organization along with the local and national landscape in which we work to understand emerging trends, identify opportunities and risks, and anticipate evolving needs to best position us to positively impact our partner families and our community. This plan addresses several fundamental questions about the direction of our organization: How do we continue to grow in an intentional and sustainable way? How do we embed equity and inclusion in every facet of our work? What can we do to foster a culture of excellence and continuous improvement? How can we provide a supportive and nurturing environment both for the people we serve and the staff who serve them? As we look to the future, we are excited about where our organization is today and where we are headed. We are immensely grateful to everyone who makes our success possible, including every member of our staff and board. We are honored to do this work, and particularly to do it alongside you. Sincerely, Tiana Joyner Chief Executive Officer Habitat for Humanity of Durham
OUR LEADERSHIP TEAM
STAFF PARTICIPANTS Tiana Joyner, Chief Executive Officer Cherisse Collins, Director of Operations Jennifer Leonard, Land Planning Associate Lakeisha Minor, Director of Homeowner Services Valerie Thompson, Director of Finance Lindsay Tomlinson, Director of Development Nicole Tyra, Director of Construction & Planning Cara Collins, Human Resource Manager
BOARD PARTICIPANTS Carleena Deonanan, Board Chair
Nan Lujan, Vice Chair Ernest Smith, Secretary Chrissy Sailstad , Treasurer
Diane Amato Arlene Chavis Anne Hodges-Copple Maurice Cotton Tracy Cox Evan Fu guet Molly Goldwasser Allen Ingram Calinda McMickle Sandy Moulton
Tara Nichols Daniel Norber George Stuart
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. Habitat for Humanity of Durham engaged the services of a planning consultant familiar with the work and unique needs of non-profits. The CEO 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.
OUR MISSION & VISION FOR THE COMING YEARS
Our strategic planning team reviewed our organization’s current mission and vision and determined that the statements continue to represent and describe our current and future purpose.
MISSION Habitat for Humanity of Durham brings people together to build homes, hope, and community. VISION We envision a Durham where everyone has a safe and affordable place to call home.
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 Habitat for Humanity of Durham, 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 a survey. Some of the feedback the group provided is bulleted.
What should be the priorities for HFHD over the next few years?
What are Habitat for Humanity of Durham’s strengths?
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q Increased visibility and community awareness of HFHD and its services. q Collaborative partnerships and sharing of resources 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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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 us to look at the “big picture” factors that might influence our 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 Habitat for Humanity of Durham.
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 take our organization . It is a tool that helped us to look at the internal and external environments and what impact it will have on the organization. It also provided valuable information to assist us to make decisions and create a meaningful analysis of the potential challenges, that we may face. Below are Habitat for Humanity of Durham’s strengths, weaknesses, opportunities, and threats as identified by the Strategic Planning Team.
OUR GOALS: EQUITY
We will embed diversity, equity, and inclusion as priorities in all aspects of our work and foster a culture that treats all people with dignity and respect.
How will we do it?
Strategy 1: Perform a comprehensive equity audit to evaluate organizational practices to identify any gaps and barriers to equity and inclusion throughout the organization. Strategy 2: Craft a statement that clearly conveys our unwavering commitment to promoting equity in all aspects of our work. 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. Strategy 4: Establish an equity lens framework to guide decision-making processes, ensuring a thorough evaluation of impacts on equity and inclusivity when implementing initiatives, policies, and strategies. Strategy 5: Develop a culturally humble and linguistically competent organization that values and respects all cultures and ensures effective communication for those with limited English proficiency.
OUR GOALS: DEVELOPMENT
We will increase funding through diverse, impactful revenue streams to advance our ability to address affordable housing needs.
How will we do it?
Strategy 1: Broaden our donor base to increase contributions and investment in our work. Strategy 2: Develop diversified approaches for sustained donor engagement among various constituent groups. Strategy 3: Determine the feasibility of a capital campaign to ensure continued investment in infrastructure, facility, and operating needs.
OUR GOALS:
PERFORMANCE IMPROVEMENT
. Create a culture of continuous quality improvement throughout the organization.
How will we do it?
Strategy 1: Develop and implement a systematic framework and plan to improve organization-wide performance and quality. Strategy 2: Identify areas for operational improvement and key performance indicators throughout the organization. Strategy 3 : Leverage technology to improve data analytics to support performance improvement activities, increase accountability, and report outcomes both internally and externally. Strategy 4 : We will expand land acquisition, diversify our types of home offerings, and enhance our home repair services to better serve our community.
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OUR GOALS: COMMUNITY ENGAGEMENT
We will be recognized as a leader in affordable housing through partnerships, advocacy, and education.
How will we do it?
Strategy 1: Develop and strengthen collaborative relationships with organizations and communities that support our mission. Strategy 2: Develop a marketing and communication plan to inform and educate the community about the full scope of our work and our community impact. Strategy 3: Create effective systems and unique channels of communication to best engage the intended audience. Strategy 4: Establish connections to support service providers that may provide assistance and wrap-around services in the community.
OUR GOALS: FINANCE
We will maintain our strong 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: Analyze the feasibility of offering lending options for homeowner repairs. Strategy 2: Maintain diverse financing options for land and infrastructure purchases. Strategy 3: Develop and execute a standardized process for assessing and establishing partnerships. Strategy 4: Develop a culture of financial accountability throughout the organization and in all aspects of our work.
OUR GOALS: TEAM
We will create an inclusive and respectful environment for employees, volunteers, and board members, that inspires teamwork and commitment to our mission.
How will we do it?
Strategy 1: Cultivate a work culture that supports career advancement and empowers employees to achieve their professional goals. Strategy 2: Expand the pipeline and broaden the pathway to industry expertise through certified on-the-job training. Strategy 3: Implement multiple systems for employee feedback to encourage job satisfaction and retention.
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. Habitat for Humanity of Durham 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 strategic plan will be communicated through face-to- face interactions, electronic, and print media. COMMUNICATING THE PLAN
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 Habitat for Humanity of Durham’s performance management systems for additional accountability. The Board of Directors of Habitat for Humanity of Durham approved the strategic plan on _____________________________. ACCEPTANCE & APPROVAL
Administrative Offices 1823 Chapel Hill Rd. Durham. NC 27707 919.682.0516
Strategic Planning facilitated by:
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