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STRATEGIC PLAN
2024-2027
Approved by Board of Directors: May 15, 2024
Report prepared by:
Our Mission
Woodhaven is a caring team advocating for those with disabilities and neurodiversities by enhancing lives, respecting individuality, providing quality
opportunities for choice, and promoting community membership.
Strategic Priority Areas
Priorities & Outcomes
Individual Centered Services
OUTCOME 1.1:
Increase number of individuals served.
OUTCOME 1.2:
Improve quality of care.
OUTCOME 1.3:
Increase community engagement for individuals.
OUTCOME 1.4:
Improve family engagement of individuals served.
OUTCOME 1.1:
Increase number of individuals served.
OUTCOME 1.2:
Improve quality of care.
OUTCOME 1.3:
Increase community engagement for individuals.
OUTCOME 1.4:
Improve family engagement of individuals served.
Person-First Workforce
OUTCOME 2.1:
Improve employee retention.
OUTCOME 2.2:
Increase size of the workforce.
OUTCOME 2.3:
Increase number of employees with specialized knowledge, skills and/or abilities.
OUTCOME 2.4:
Improve work culture.
OUTCOME 2.1:
Improve employee retention.
OUTCOME 2.2:
Increase size of the workforce.
OUTCOME 2.3:
Increase number of employees with specialized knowledge, skills and/or abilities.
OUTCOME 2.4:
Improve work culture.
Engaged Communication
OUTCOME 3.1:
Improve internal communication.
OUTCOME 3.2:
Strengthen external branding.
OUTCOME 3.3:
Increase awareness of programs and services.
OUTCOME 3.4:
Strengthen family/stakeholder interactions.
OUTCOME 3.1:
Improve internal communication.
OUTCOME 3.2:
Strengthen external branding.
OUTCOME 3.3:
Increase awareness of programs and services.
OUTCOME 3.4:
Strengthen family/stakeholder interactions.
Financial Stewardship
OUTCOME 4.1:
Diversify revenue streams.
OUTCOME 4.2:
Strengthen financial operations.
OUTCOME 4.3:
Strengthen family/stakeholder interactions.
OUTCOME 4.1:
Diversify revenue streams.
OUTCOME 4.2:
Strengthen financial operations.
OUTCOME 4.3:
Strengthen family/stakeholder interactions.
Individual Centered Services
OUTCOME 1.1:
Increase number of individuals served.
Performance Goal 1:
Increase the number of individuals served by 15% by 12/31/27.
Action Steps:
- Identify potential referral sources and keep on-going list.
- Create comprehensive outreach content and identify people responsible for outreach.
- Improve and simplify intake process.
OUTCOME 1.2:
Improve quality of care.
Performance Goal 1:
90% of survey results will show “Satisfied” or above.
Performance Goal 2:
Upon the creation and addition of SMART outcomes in the ISP, 70% of individuals will meet 75% of their goals by 12/31/25, 77% of individuals will meet 75% of their goals by 12/31/26, 80% of individuals will meet 75% of their goals by 12/31/27.
Action Steps:
- Revise survey tool to identify the data we want to track.
- Train ISP team on developing SMART outcomes that can be used for data collection.
- ISP team will develop SMART trackable outcomes for each individual, annually.
- Include a staff compatibility evaluation at employees’ 30 day assessment.
- Assign the survey to the ISP planning process, annually.
- Enter all outcomes into Therap to appropriately track data.
OUTCOME 1.3:
Increase community engagement for individuals.
Performance Goal 1:
70% of individuals will meet the number of engagements outlined in the ISP at 75% by 12/31/25. 75% of individuals will meet 75°/o the number of engagements by 12/31/26. 80% of individuals will meet 75% of the number of engagements by 12/31/27.
Action Steps:
- Define what the parameters of community engagement are for each individual in their annual ISP.
- Include community engagement as an outcome in Therap to be tracked.
- Develop and provide evening and weekend programming.
- Develop and provide a monthly community activity calendar to all programs that includes evenings and weekends.
OUTCOME 1.4:
Improve family engagement of individuals served.
Performance Goal 1:
Increase the number of engagement opportunities by 20% year over year, from one in 2024 to two in 2025; to three in 2026; and to four (quarterly) in 2027.
Action Steps:
- Convene a parent/guardian roundtable meeting and survey to get input on
engagement opportunities. - Form a family engagement committee.
- Committee will create and share a calendar of engagement activities.
- Hold a parent-specific training.
Person-First Workforce
OUTCOME 2.1:
Improve employee retention.
Performance Goal 1:
Retention rate will increase from 56% to 62% by 12/31/25; to 68% by 12/31/26; and to 75% by 12/31/27
Action Steps:
- Identify potential referral sources and keep on-going list.
- Create comprehensive outreach content and people responsible for outreach.
- Improve and simplify intake process.
- Regularly review and increase base pay compensation.
OUTCOME 2.2:
Increase the size of the workforce.
Performance Goal 1:
Increase the workforce from 313 to 325 minimum by 12/31/25; to 337 by 12/31/26; and to 350 minimum by 12/31/27.
Action Steps:
- Increase job fair participation in Columbia and surrounding areas.
- Increase advertisement formats through social media and TV etc.
- Establish relationships with local schools to create a mentorship that will lead to potential employment.
- Establish advertisement/recruitment opportunities through the Career Center.
OUTCOME 2.3:
Increase number of employees with specialized knowledge, skills and/or abilities.
Performance Goal 1:
10% of employees obtain certifications in specialized trainings by 12/31/25; 15% of employees obtain certifications in specialized trainings by 12/31/26; 25% of employees obtain certifications in specialized trainings by 12/31/27.
Action Steps:
- Create a specialized training curriculum that will enhance career growth opportunities.
- Create a Cross Training system that will increase program efficiency.
- Establish a pay incentive for specialized training.
OUTCOME 2.4:
Improve the work culture.
Performance Goal 1:
The number of survey respondents who report satisfaction in the work culture will increase from 91% to 92% by 12/31/25; to 93% by 12/31/26; and to 95% by 12/31/27.
Action Steps:
- Conduct the annual work culture/employee satisfaction survey.
- Host quarterly town hall meetings to inform the workforce of organizational activities.
- Conduct quarterly employee engagement activities.
- Offer opportunities for all employees to participate in committees.
Engaged Communication
OUTCOME 3.1:
Improve internal communication.
Performance Goal 1:
Increase employee attendance at the quarterly town hall from 24% to 30% by 12/31/24; to 35% by 12/31/25; to 45% by 12/31/26; and to 50% by 12/31/27.
Action Steps:
- Hold Quarterly Town Hall Meeting.
- Provide Incentives for attendance at Town Hall Meeting.
- Provide invitation, 2 reminders and mention at home meetings prior to each town hall meeting.
Performance Goal 2:
Increase number of times leadership visits homes from 1 to 4 by 12/31/25; to 8 by 12/31/26; and to 12 by 12/31/27.
Action Steps:
- C-Suite Members attend WAVE meetings at least quarterly.
- Invite c-suite members to home meetings.
- Leadership members participate on notice board (paylocity community)
monthly.
OUTCOME 3.2:
Strengthen external branding.
Performance Goal 1:
40% of community survey respondents report Woodhaven has a positive brand as repoted in the community survey by 12/31/25; 50% by 12/31/26; and 75% by 12/31/27.
Action Steps:
- Develop comprehensive marketing plan by 12/31/2024.
- Community Engagement (Nonprofits, civic org, teams).
- Public Relations (Documentary, Ted talk, news coverage, press release).
- Commercials (Radio, Television, Social).
Performance Goal 2:
Increase website traffic by 40% year over year through 12/31/27 and increase social media traffic by 50% year over year through 12/31/27.
Action Steps:
- Create monthly podcasts with client interviews.
- Provide monthly newsletter, email, and print.
- Engage in strategic content marketing (social media marketing strategy, SEO).
OUTCOME 3.3:
Increase awareness of programs and services.
Performance Goal 1:
8o% of employees are aware of Woodhaven’s programs and services by 12/31/27.
Action Steps:
- Host a Lunch & Learn on programs and services for internal staff.
- Internship opportunities.
- Adding program overview to onboarding process.
Performance Goal 2:
40% of community survey respondents are aware of Woodhaven’s programs and services by 12/31/27.
Action Steps:
- Community events, workshops and seminars.
- Civic presentations.
- Run commercials (radio, television, social).
OUTCOME 3.4:
Strengthen family/stakeholder interactions.
Performance Goal 1:
Increase the number of family and guardian interactions to two per year by 12/31/25; to three per year by 12/31/26; and to four per year by 12/31/27.
Action Steps:
- Create a portal.
- Invite all Woodhaven individuals served to quarterly family events.
- Create and host family town hall events.
Performance Goal 2:
Increase the number of partnerships and stakeholders from from 50 to 75 by 12/31/25; to 100 by 12/31/2026; and to 150 by 12/31/2027.
Action Steps:
- Publish Annual Report.
- Add feedback survey to newsletter.
- Host fundraising events.
Financial Stewardship
OUTCOME 4.1:
Diversify revenue streams.
Performance Goal 1:
Increase Development raised funding from 2% ($400K) to 4% ($800K) of overall revenue by 12/31/25; to 7% (1.4M) of overall revenue by 12/31/26; and 10% ($2M) of overall revenue by 12/31/27.
Action Steps:
- Build and implement capacity plan for the development department.
- Complete customer relationship management software system merge.
- Hold an annual fundraiser.
OUTCOME 4.2:
Strengthen financial operations.
Performance Goal 1:
Reduce the average age of receivables from 45 days to 40 days by 12/31/25; to 35 days by 12/31/26; and to 30 days by 12/31/27.
Action Steps:
- Provide education and training internally.
- Implement ACH system.
- Establish and strengthen relationships with stakeholders.
OUTCOME 4.3:
Amplify advocacy efforts.
Performance Goal 1:
Attain one favorable statewide policy outcome by 12/31/27.
Action Steps:
- Analyze the benefits of hiring a legislative consultant.
- Create and implement an annual legislative program.
