The product of extensive internal review, this presentation outlines findings and recommendations from our long range planning committee to guide the Support Center for Child Advocates from 2013-2020.
When we reflect, we learn. When we learn, we improve. We have spent more than a year in a strategic planning process that has resulted in powerful document outlining our vision for the next seven years. That plan, VISION 2020, is our roadmap to the future. It holds our own dreams as an agency and will guide us as we face new challenges and opportunities.
The Support Center for Child Advocates (“Child Advocates”) hereby presents its Strategic Plan – Vision 2020. The Strategic Plan was prepared over a year and half of discovery, analysis and appreciative inquiry, utilizing the SOAR process to review Child Advocates’: Strengths (what are our greatest assets); Opportunities (what are the best possible market opportunities); Aspirations, (what is our preferred future); and Results (what are the measurable results).
The Board of Directors and staff of Child Advocates conducted a discovery phase which included a comprehensive interview process with over 40 stakeholders who are involved in the work of Child Advocates. The discovery phase led to 1 ½ day retreat held on March 7 and March 9, 2013. Following the retreat, the Drafting Committee held review sessions of materials from the interviews and retreat and prepared a draft Strategic Plan for the Board’s review and approval.
The Strategic Plan comprises five main areas determined by the Strategic Planning Committee and Drafting Committee and approved by the Board of Directors and staff as crucial to the stability and growth of Child Advocates into the future. These areas are as follows:
- MISSION STATEMENT
- FINANCE AND FUNDRAISING
- STAFFING AND VOLUNTEER MANAGEMENT
- MARKETING AND PUBLIC RELATIONS
The Strategic Plan sets forth in detail the areas of future maintenance and the development of these five areas as well as a related timeline. Child Advocates understands the need for ongoing review and evaluation of this seven year plan. The Board of Directors and staff are committed to such review and evaluation on a consistent basis and no less than annually with a vision for a realistic but progressive strategic plan.