Watertown Urban Mission
Strategic Plan 2010-2012
October 2010
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Watertown Urban Mission
Mission
To serve the community, jointly and ecumenically, in such a way as to make the compassion and reconciling
purpose of God felt wherever there is human need.
Services
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Bridge Program
Christian Care Center
Critical Needs
Dollar Dinners
Food Pantry
Food $en$e
HEARTH Program
Impossible Dream Thrift store
St. Dimas Fund
Wheels-for-Work
GOALS 2011-2012
Increase branding and recognition of all programs as
part of the Mission
Sources of Funding
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Government contracts
Cash donations from area churches
Judicatory
Fundraising, Foundation & Corporate Support
Impossible Dream Thrift Store
GOALS 2011-2012
• Increase private foundation and individual
donations by 20% in each category
• Decrease reliance on government contracts
• Have Bridge, Wheels and HEARTH self-sustaining
by 2012.
• Increase prices in the Impossible Dream to drive
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revenue while retaining market-leading role as low-
Program Goals for 2011-2012
Impossible
Dream
• Immediately increase prices by .50 per item or 20% of total price (whichever is lower)
• keep prices in the lower 25% of thrift stores in region
• create a dedicated volunteer team to improve product flow so intake does not back up
HEARTH
•Have a plan for alternate sources of funding and/or new program design that will keep program solvent
after 06/2011. Have plan in place by February 2011, with funding commitment by end of April 2011.
Bridge
•Look for alternate sources of funding, with a goal to have program self-supporting by end of 2011
•Consider staff certification in substance abuse counseling if (a) additional funding is received to make
program break even, and (b) it can be demonstrated that certification will increase base by >10% or
improve client success by >20%
Food Pantry
•Cross train staff with critical needs for times of greatest volume
•Consider moving intake area as part of the facilities/capital improvement assessment
Wheels
•By June 2011, have a plan for alternative funding and car sources.
•Consider partnership with car dealership
•Consider putting Mission funds towards a revolving loan fund
•Look for Community Foundation and/or other sources of private funding to support.
Critical Needs •Cross train additional staff throughout 2011 (both for additional volume, and in case Wheels should not
continue after 2011.)
•By end of 2011, identify sources of funds to offset the prescription
Christian
Care
•Implement some light case management for the clients
•By middle of 2012, identify some sources of direct funding for the program
•Recognize, quantify and communicate the volunteer value provided by the participants
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Operational Goals 2011-2012
Values
•Create branding themed
around: “A hand up rather
than a hand out”
Organizational Design
Program Delivery
•Succession of the Executive •Focus on communications
Director
throughout the organization
•Hire a marketing and
development professional
•Remain known as the go-to
to oversee volunteers, PR,
agency
and fundraising (suggest VP
level)
•Revise Food Pantry
Director job description to
focus on pantry
management and possibly
assist with grant writing
•Streamline governing
board to 15 members
•Create advisory board with
representatives from the
community, clients, and all
sponsoring parishes
•Begin regular staff meetings to
discuss program updates,
planning and program needs,
and evaluation
• Focus on outcomes reporting
for PR and fundraising benefit
•Assess volunteer and client
satisfaction on a regular basis
Infrastructure &
Facilities
•Prioritize capital needs based
on:
a)
b)
c)
Analysis of space needs
Spruce-up/fix-up effort to
make current space more
inviting
An understanding of the
cost per square foot of
each program and
appropriate allocations of
indirect cost
•Future program planning to pay
special attention to:
•Create IT plan to ensure
strong data collection and
•Transportation needs
reporting
•Senior needs
•Mental health
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ORGANIZATIONAL GOALS 2011-2012
Goals
1. Create a succession plan for
Mary
Objectives
• Ensure consistently strong
operations while planning for
future organizational needs
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4. Ensure that all staff and
volunteers are adequately
trained for the functions they
do.
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Measures
• Recruit and train an exec team
to expand on current
performance and strengthen
operations
Hiring and retention of new
executive director
• Create a dedicated role for
marketing, fundraising and
volunteer management
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Church giving
Foundation giving
Individual giving
#s of new volunteers
Retain and be recognized for
our Christian mission
Maintain a continued strong
(and expanded) foothold in
the community
• Regular internal meetings of
staff
• Develop marketing and
fundraising plans
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Church giving
Foundation giving
Individual giving
#s of new volunteers
Volunteer and staff satisfaction
Retain and grow the skills of
committed volunteers
Create consistency in
volunteer operations
Ensure cross-functional staff
Drive client, volunteer and
staff satisfaction
• Update all job descriptions and
have personal goals for all staff
• Implement a volunteer training
and retention program with
different tracks:
• Single event
• Short term
• Longer-term
• Program-specific
• Task-specific
• Staff performance according to
the objectives of each job
description
2. Create a stronger executive
skill base with marketing,
development and volunteer
management experience
3. Increase internal and external
communications in order to
increase recognition and
support for Mission programs
Tactics
• Volunteer and staff satisfaction
• Program outcomes
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ORGANIZATIONAL GOALS 2011-2012
Goals
Objectives
Tactics
Measures
5. Strengthen board skill and
operations
• Provide for consistent planning,
evaluation and problem solving
• Create opportunities for
stronger business acumen &
governance focus while
allowing for community input
• Separate governing board and
advisory board
• Create a fundraising committee
of the board
• Implement a program for board
education and skill
development
• Number of new board
members each year
• Board self-assessment
• Develop a 3 year facilities plan
focused on efficiency and
preventative maintenance, with
budget and measures
• Develop an IT plan
Effectiveness of the facilities
Effectiveness of IT
Overall cost of operations
6. Ensure efficient and attractive
facilities and information
systems
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ACTIVITY
2010
Q4
2011
2012
Q1 Q2
Q3 Q4 Q1
Q2
Q3
Q4
Transition of Executive Director
X
Board education
X
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X
Internal communications (staff
meetings, etc.)
X
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X
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X
X
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X
X
X
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X
Hiring of Marketing, Fundraising and
Volunteer Director
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Development of Marketing and
Fundraising Plans
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X
Assessment of facilities and IT
X
Development of fundraising plans
specific to facilities and IT
X
Update all job descriptions
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X
Streamline governing board
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Create advisory board
Implement volunteer training
program
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X
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Suggested Organizational Design
Advisory Council
Board of Directors
(Governing Board)
Subcommittees
Finance
(& Audit)
Marketing and
Fundraising
Nominating
Executive Director
Planning and
Evaluation
All staff
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