Rowan Helping Ministries Strategic Plan 2024-2027 Overview
"Discover Rowan Helping Ministries' strategic plan for 2024-2027 focusing on key areas such as human resources, finance, community engagement, and quality enhancement to serve Rowan County neighbors in crisis effectively."
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Rowan Helping Ministries Strategic Plan 2024-2027
Mission To serve, through cooperative community action, our neighbors in Rowan County who are in crisis, by providing essential life needs and educating and empowering them to break the cycle of crisis. Vision Rowan Helping Ministries is God s love in action. We envision a community which helps provide for the essential physical, emotional and spiritual needs of all its citizens.
Human Resources Strategic Goal Assure adequate personnel, both employed, contracted and volunteer, to meet the needs of the organization. Objectives 1. By the end of 2025, review recruitment strategies, benefits and salaries, making reasonable Strategic Focus Area Strategic Focus Area adjustments to assure alignment with other similar non-profits with which we compete for staff. 2. Develop a succession plan for leadership positions to include talent acquisition and/or internal development by the end of first quarter, 2025. 3. Strengthen the volunteer program through creative recruitment strategies across all generations, increasing volunteers providing greater than 100 hours per year by 20% by the end of 2025.
Finance Strategic Goal Maintain financial stability with both budget management and development of resources. Objectives 1. Analyze staffing implications of FTE numbers and strategies to maximize staffing efficiencies in order to achieve a balanced budget, by the end of 2025. 2. Explore new donor bases and fundraising opportunities to enhance ability to meet the needs of the organization. Increase number of donors by 25% by end of 2027. 3. Continue to build HOPE fund to reach goal of $5,000,000 by end of 2025 and $6,000,000 by end of 2027. 4. Create a plan to raise money for a maintenance reserve fund and achieve 50% funding by end of 2027.
Community Engagement Strategic Goal Increase the knowledge, understanding and participation of the community with Rowan Helping Ministries. Objectives 1. Create a campaign to educate the community regarding the mission, vision, and scope of services of Rowan Helping Ministries. Execute at least five elements of this campaign by the end of 2025. 2. Through outreach and creative strategies, increase the numbers of faith based organizations engaged with Rowan Helping Ministries by 20% by the end of 2026. 3. Identify a variety of organizations within the community, not currently engaged, including school programs, colleges and universities, and businesses and business organizations to engage with Rowan Helping Ministries. Achieve engagement of three of these by the end of 2025, and ten by the end of 2027.
Quality Enhancement Strategic Goal Evaluate and enhance the quality of all programs and services within Rowan Helping Ministries Objectives 1. By the end of 2025, review and update all policies and procedures within Rowan Helping Ministries, with particular attention to restoring positive elements lost during pandemic. 2. Assess each of the Rowan Helping Ministries programs and develop a specific plan to update and enhance each program by the end of 2026. 3. Fully incorporate the health clinic within Rowan Helping Ministries space, with particular attention to mental health and substance use disorder offerings for clients, by end of 2024. 4. With a focus on physical, emotional and spiritual needs, fine tune programming to incorporate healthy lifestyles, spiritual enhancement strategies and Life Coaching development by the end of 2026.
Facilities OOther ther Strategic Goal Assure that the campus of Rowan Helping Ministries is right-sized and aesthetically appealing to carry out the mission and vision of the organization. Objectives 1.Complete current construction projects within expected scope and budget by end of 2025. 2.Develop standards of practice, policies and procedures that will assure facilities are kept in best state of repair and appearance by end of 2026. 3.Develop personnel and contracted services to support maintaining the campus, including buildings, grounds and equipment by end of 2027. 4.Provide initial and ongoing assessment of campus safety, including cybersecurity, and add safety measures as needed. Initial assessment to be completed by end of 2025.
