St. Vincent de Paul Cincinnati Strategic Plan 2024-26 Overview
The strategic plan of the Society of St. Vincent de Paul Cincinnati for 2024-26 focuses on collaboration, diversity, and mission delivery. It incorporates listening phases, analysis, and spiritual components to guide their work in serving and supporting the community. Through employee surveys, stakeholder engagement, and team analysis, the organization aims to enhance effectiveness and create positive impacts.
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SOCIETY OF ST. VINCENT de PAUL-CINCINNATI BETTER TOGETHER STRATEGIC PLAN-- 2024-26
Better Together Strategic Planning Prayer Good and gracious God, we thank you for calling us to this good, hard, and important mission. We are grateful for it, and for the people who work together to bring it to fruition. Help us to remember, as we undertake this work: The kingdom is not only beyond our efforts; it is beyond our vision. We accomplish in our lifetime only a tiny fraction of the magnificent enterprise that is God's work. Nothing we do is complete, which is a way of saying that the Kingdom always lies beyond us. We plant the seeds that one day will grow. We water seeds already planted, knowing that they hold future promise. We lay foundations that will need further development. We cannot do everything, and there is a sense of liberation in realizing that. This enables us to do something, and to do it very well. It may be incomplete, but it is a beginning, a step along the way, an opportunity for God s grace to enter and do the rest. We are workers, not master builders; ministers, not messiahs. We are prophets of a future not our own. Help us to be patient with each other, courageous in our vision, and bold in the paths we lay. As we craft this plan, help us to always put first the people you have called us to serve. We ask all of this in the spirit of Vincent, Louise, Frederic, and Rosalie. Amen. Adapted from the Romero Prayer by Bishop Ken Untener
Where We Started Themes 2018 Upward Spiral Strategic Plan Programs: breadth and depth Value-creation/mission delivery: leverage assets, enhance effectiveness Measurement: methods, metrics; outputs and outcomes Team: diversity, collaboration, people development Stakeholder relations: engage decision-makers and decision-influencers Spiritual components: delivery and growth Communications: integrated approach
Our Listening Phase 2022 Employee Opinion Survey (EOS) 2022 Neighbor Survey 2022 Vincentian Survey 2022 Pharmacy Patient Survey 2022 Diversity, Equity, and Inclusion Survey Interviews and Listening Sessions with: Board Members Donors Neighbors
Our Analysis Phase Vision Team, made up of a professional facilitator, Executive Director/CEO, Senior Director of Services, two Directors, and two Vincentians/Board members, met monthly to analyze data gathered during Listening Phase to identify key themes for the next plan Vision Team determined that, due to SVDP s current developmental stage and rapid changes in the world, a three-year plan would be ideal
Emerging Themes for our 2024-2026 Strategic Plan Programs: Sustain success, adopt best practices; increase collaboration and partnerships to support outcomes (E) Faith formation: improve delivery, enhance depth (I) Vincentians and Conferences: increase capacity, efficacy, and engagement (I) Non-Vincentian volunteers: increase capacity, efficacy, and engagement (E/I) Human Resources: optimize systems, talent life cycle; nurture a culture of belonging (I) Revenue: diversify and grow revenue streams from social enterprise and donors; maintain and enhance strong fundraising systems to achieve growth (E) Board: address board member development and engagement (I)
SOCIETY OF ST. VINCENT de PAUL-CINCINNATI BETTER TOGETHER STRATEGIC PLAN-- 2024-26 time. VISION: To bring faith alive through service to others, one neighbor at a holiness and building a more just world through personal relationships with and service to people in need. MISSION: A network of neighbors, inspired by Gospel values, growing in Community of Faith, Charity VALUES: Holiness of Life, Service of the Poor, Humility, Simplicity,
BETTER TOGETHER STRATEGIC PLAN-- 2024-26 Strategic Imperatives RELATIONSHIPS: At SVDP, everyone belongs. FOUNDATIONS: Every SVDP experience is an opportunity for transformation. RESOURCES: Optimized systems support maximum impact.
Objective One: Strengthening our Foundations Strengthen our foundation by empowering and supporting our network of Vincentians. Goal: Increase support, interaction, and integration between Vincentians and Council staff. Strategies: Empower Conferences Spiritual Advisors to offer high-quality content for members. Continue evolving our Conference Assistance Fund model to simplify, enhance, and achieve greater impact. Work toward sustainability through assisting the Conferences to improve their fundraising. Proactively accompany and collaborate with Vincentians to advance visioning of Conferences configuration within our Archdiocese s Beacons of Light Initiative. Work together as a team (Vincentians, staff, volunteers, Board) to accompany Vincentians in their work.
Objective Two: Building Resources and Relationships Maximize impact by developing relationships and focusing on strategic and sustainable resources. Goal One: o Elevate mission-driven marketing. Strategies: Better understand current community perceptions in order to clarify our brand. Enhance effective communication of who we are, what we do, and why we do it in alignment with our mission. Better position our mission by identifying our marketing voice. Retain, regain, prospect, and grow donor and volunteer relationships and engagement.
Objective Two: Building Resources and Relationships Maximize impact by developing relationships and focusing on strategic and sustainable resources. Goal Two: Maximize revenue from fundraising events and other development strategies. Strategies: Retain, regain, prospect, and grow donor and volunteer relationships and engagement. Increase in-kind donors and their giving frequency. Discern the role of government grants in meeting community needs.
Objective Two: Building Resources and Relationships Maximize impact by developing relationships and focusing on strategic and sustainable resources. Goal Three: Improve overall facilities quality and cost-effectiveness. Strategy: Monitor and measure cost-effectiveness and productivity delivered by facilities management vendor.
Objective Three: Serving our Neighbors with Dignity Enhance neighbor experience by reducing service gaps and deepening community partnerships. Goal One: Establish benchmarks for program performance excellence, relevance, and sustainability. Strategy: Conduct analysis of cost benefit, services value, and other best practice measures for current programs.
Objective Three: Serving our Neighbors with Dignity Enhance neighbor experience by reducing service gaps and deepening community partnerships. Goal Two: Create an inclusive and welcoming engagement experience for neighbors. Strategies: Strengthen faith-based practices that reflect elements of the Home Visit in each engagement. Introduce NOC pre-screening tool to manage neighbor expectations of services and relevant external referrals. Strengthen communication between non-English speaking neighbors during Home Visits and engagements in Outreach Center, Conferences, Pantry, Pharmacy, and Stores.
Objective Three: Serving our Neighbors with Dignity Enhance neighbor experience by reducing service gaps and deepening community partnerships. Goal Three: Maximize program results. Strategies: Optimize program delivery systems and resource application based on best practices. Track type of met needs, and those that are unmet, among neighbors requesting assistance.
Objective Three: Serving our Neighbors with Dignity Enhance neighbor experience by reducing service gaps and deepening community partnerships. Goal Four: Enliven the Home Visit as the centerpiece of Vincentian service. Strategy: Offer high quality formation and support to enhance quality and frequency of Home Visits.
Objective Four: Empowering and Investing in our Team Nurture an inclusive culture and aligned practices that attract, retain, develop, and empower mission-driven employees. Goal One: Optimize the employee experience in order to create and sustain a culture of belonging. Strategies: Administer a culture assessment tool that will measure current sense of belonging. Equip supervisors with training, tools, and methods to support their teams.
Objective Four: Empowering and Investing in our Team Nurture an inclusive culture and aligned practices that attract, retain, develop, and empower mission-driven employees. Goal Two: Enhance our employee support systems. Strategies: Evaluate orientation and onboarding processes to welcome, engage, and motivate new employees. Build and execute the Human Resources infrastructure to meet HR Transition Plan and model deliverables. Review compensation and benefits, performance review, and related models for salary adjustments. Develop and maintain updated job descriptions for each position, consistent across the organization.
Objective Four: Empowering and Investing in our Team Nurture an inclusive culture and aligned practices that attract, retain, develop, and empower mission-driven employees. Goal Three: Enhance professional and spiritual growth of all staff members. Strategies: Provide tools and experiences for personal (professional and spiritual) growth and the opportunity to use workday or flextime to pursue them. Create opportunities for further collaboration among Stores, Pharmacy, and Society staff.
Objective Four: Empowering and Investing in our Team Nurture an inclusive culture and aligned practices that attract, retain, develop, and empower mission-driven employees. Goal Four: Leverage digital technology and information systems in support of the mission. Strategy: Optimize assignment and utilization of the hardware, software, and systems used to move and manage information.
