HFHDC-Strategic-Plan-Web-Final

Report
Our
Families
Mission
Our
Community
Our
Society
Vision
Habitat for Humanity of Dane County
2013-2016 Organizational Strategic Plan
Adopted April 16, 2013
Values
Vision, Mission, Goal and Values
Our Vision
A world where everyone has a decent place to live.
Our Mission
Seeking to put God’s love into action, Habitat for
Humanity brings people together to build homes,
communities and hope.
Our Goal
Our Values
Habitat for Humanity of Dane
County will be a recognized leader,
partner, and catalyst for affordable
housing solutions that positively
impact families, communities, and
the environment.
We are guided in everything we do by
these fundamental values:
• Building Communities and Families
• Increasing Sustainability
• Building Efficiencies through
Partnerships
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Strategic Context
• Contemporary definition and evolution of HFHDC’s purpose
• Contemporary understanding of the population and
•
•
•
•
community we serve
Appreciation for the many people and community
organizations who make HFHDC successful through their
efforts and support
Appreciation for the importance of and opportunities inherent
in collaboration with organizations of similar intent, values
and culture
Alignment with HFH International
Sustainability and perseverance in who we are and how we
operate
Page 3
Market Challenges and Response
• Changing dynamics of the populations
we serve.
• Barriers to families accessing HFHDC
services.
• Growing importance of partnerships in
the eyes of funding sources and
growing importance of collaboration in
serving a broad mix of community
needs.
• Align our service offerings and
broaden our mix of activities well
beyond the core of building houses.
• Provide a broad array of
“development and preparation
services” to potential families to help
them prepare for home ownership.
• Strengthen relationships with
complementary and culturally aligned
organizations.
• Strengthen alignment among affiliates
• Awareness and recognition of the
breadth of HFHDC services and
purposes amidst a crowded market of
social service and support agencies.
and chapters and develop ways to
increase “membership” engagement.
• Define new and innovative funding
and support methods and develop the
ability to demonstrate the value
proposition of supporting HFHDC.
• Funding in times of economic
uncertainty.
Page 4
Our Approach
• Board
• Define an organizational trajectory and intent that moves us forward, meets the needs of the
populations we serve, and keeps us aligned with HFH International.
• Adopt key goals whose pursuit exemplifies our Mission and purpose.
• Management
• Identify strategies for each goal that will move us toward successfully meeting the goals.
• Identify specific objectives and metrics that represent progress toward the strategies.
• Develop departmental business plans that represent the operational activities toward
successfully achieving the intended metrics.
• CEO
• Complete annual reviews of business plans and objectives to assure successful progress toward
strategies. Review tactics and department plan progress quarterly.
• Board
• Receive regular, summary progress reports on progress against strategic priorities.
• Review organizational trajectory and progress toward goals and strategies bi-annually.
• Working with management, set new major goals and related metrics annually.
Page 5
HFH Global Context
• Build a Sustainable Organization
• Build Community Impact
• Build Sector Impact
• Build Societal Impact
Our
Families
Our
Community
Our
Society
Organizational Strength
Goals
Page 6
HFHDC Strategic Goals
Our
Families
Strengthen families
and neighborhoods
through housing
•.
Our
Community
Our
Society
Leverage our
strengths to provide
increased access and
opportunity for
affordable housing
solutions in our
community
Inspire action to
improve our
community
ORGANIZATION: Demonstrate excellence in organizational structure,
performance, product and efficiency
Our Mission
Our Vision
Seeking to put God’s love into action, Habitat
for Humanity brings people together to build
homes, communities and hope.
A world where everyone has a decent place to
live.
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Organizational Strength
Organizational Strength
Demonstrate excellence in organizational structure, performance, product and efficiency
Strategy
Objectives
1. Improve skills
and leadership
capabilities
1A. Develop skills improvement initiatives in key functions.
1B. Develop Volunteer Professional Development
Opportunities.
1C. Implement new advisory board.
1D. Train ReStore staff in merchandising, pricing and retail
best practices.
2. Fund the
mission
2A. Increase funds available for general purposes by
maximizing ReStore activities.
2B. Launch three additional avenues for individual giving.
2C. Launch capital campaign during 2013-14 for land banking
to take advantage of current low land prices and to increase
home building capacity.
Page 8
Organizational Strength, cont.
Organizational Strength
Demonstrate excellence in organizational structure, performance, product and efficiency
Strategy
Objectives
3. Operate with
excellence
3A. Implement a standard business plan format with specific
accountabilities and reporting structure.
3B. Strengthen coordination between departments and
committees on product development.
3C. Determine a plan to best handle financial affairs, both
strategic and bookkeeping
3D. Review centralization of resources/office
4. Increase
strategic use of
financial
information
4A. Effectively use Fund for Humanity (mortgage payments
being payed forward to fund new houses).
4B. Improve cash flow strategies.
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Families
Our Families
Strengthen families and neighborhoods through housing
Strategy
Objectives
Metrics and Targets
1. Serve
families,
neighborhoods
through
sustainable
construction
and housing
support services
1A. Provide a fair and equitable product to each Habitat
family.
2. Serve related
needs of our
families
2A. Implement additional coaching programs for current
and prospective homeowners on employment, credit,
education with community partners.
1B. Provide post purchase education in family budgeting.
2B. Get input from families on how we are serving their
needs with appropriate survey instruments.
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Community
Our Community
Leverage our strengths to provide increased access and opportunity for affordable housing
solutions in our community
Strategy
Objectives
1. Increase our
product, service
and financing
alternatives and
their effectiveness
1A. Implement a program that will increase the
number of families we serve.
2. Leverage our
work and our
brand
2A. Pursue strategic and value-added partnerships
with other organizations for specific initiatives and
general collaborative purposes.
1B. Monitor program effectiveness
2B. Increase community awareness of Habitat
operations.
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Community
Our Community, cont.
Leverage our strengths to provide increased access and opportunity for affordable housing solutions
in our community
Strategy
Objectives
3. Mobilize
volunteers hearts,
hands & voices
for adequate,
affordable
housing
3A. Involve more people in our work.
4. Impact more
families and
substantially
increase the
number of families
affected each
succeeding year
4A. Continue our core focus of building homes for
families while implementing new programs described
in this plan.
3B. Increase capacity for faith engagement and
mobilize faith communities, specifically around Faith
Builds.
4B. Add families served with new programs.
4C. Increase families served with each succeeding
year in all programs.
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Society
Our Society
Inspire action to improve our community
Strategy
Objectives
1. Serve as a
leading voice in
growing
awareness of
housing as a
critical
foundation for
breaking the
cycle of poverty
housing
1A. Act individually and partner with others
to raise awareness among local
governments and the public of solutions to
affordable housing shortages in Dane
County.
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Society
Our Society, cont.
Inspire action to improve our community
Strategy
Objectives
2. Continue our
work long-term
by promoting
sustainability
within our
programs
2A. Promote long-term thinking within our
Society, while promoting our ReStore, with
sustainability information.
2B. Position Habitat as a sustainable brand
by raising awareness of our sustainability
efforts in our building program and by the
intrinsic nature of our work.
Page 14

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