2022 Strat Plan DRAFT

Executive Summary

As we embark on a new chapter of Circle of Care’s remarkable journey, we are excited to present this Executive Summary of our three-year strategic plan, “Expanding Our Horizons: Navigating a Plan for Growth and Impact.” Reflecting on our twenty-year history, we are encouraged by the dedication and resilience that have shaped us as a trusted provider of financial and supportive services for families of children with cancer in Connecticut and beyond. Two decades of nurturing, growth, and unwavering commitment have firmly established us as a beacon of hope for families facing pediatric cancer. Fueled by our enthusiasm to work with both longstanding and new partners whose investment supports our vision, we are driven towards a bright future. We stand united, both in our conviction to stand by those we serve and in our readiness to embrace the growth and deeper impact for families with children with cancer that lies ahead.

We are grateful for the guidance provided by Plan A Advisors and the tireless efforts of the Steering Committee and our dedicated staff, whose enthusiasm and diligence have been instrumental throughout this seven-month planning period. We are indebted to the insights of interviewees, roundtable participants, and esteemed colleagues from across the nation who have generously informed our plan with their wisdom.

An Executive Summary of the strategic plan follows creating the road map for the next three years at Circle of Care.

Liz Salguero Liz Vega Co-Executive Directors

Circle of Care for families of children with cancer

Until no family has to hear the words “Your child has cancer, we’ll be here.

Leadership and Guidance

COC Board of Directors

Founders

Dawn Ladenheim

Liz Salguero

Chair

Ray Eckert

Directors

April Book

Missy Dorsey, MSW

Christina Hanna, Esq.

Susan Kobylinski

Zelie Pforzheimer

Fred Podolsky

Jeff Salguero

Stacey Savas

Katarina Tchakarov

Liz Vega

George Whang

Advisory Board

Mary Jane Hogan, MD MPH

Jeff Kimball

CT. Sen. Ceci Maher, LMSW

Liz Marconi, LMSW, MSc

Maurice K. Segall, Attorney, Pro Bono Partnership

Strategic Plan

Plan A Advisors

Adam Gaynor

Evan Kingsley

Strategic Plan Steering Committee

Liz Salguero, Co-Executive Director

Liz Vega, Co-Executive Director

Michelle D’Amore

Ray Eckert

Dawn Ladenheim

Fred Podolsky

Jeff Salguero

Stacey Savas

Maria Wilcox

Expanding Our Horizons: Navigating

a Plan for Growth and Impact

New Frontiers

Circle of Care is poised to expand our horizons, driven by an unyielding dedication to those we serve. Our 2023 Strategic Plan serves as a compass, propelling us into new regions and guiding us toward a future that promises intentional and measured growth. Anchored in our conviction that every family deserves unwavering support, this plan charts a course of geographic expansion, broadened service offerings, and an amplified capacity to empower families of children and young adults across our region.

Learning from Our Journey

Our planning journey has been transformative—a testament to the spirit of collaboration and the passion that defines Circle of Care. This process has illuminated the exceptional talents of our staff and the commitment of our committee and board members. Under the guidance of our strategic consultants, Plan A Advisors, the plan establishes a framework for our strategic goals for the next three years. Our path to reaching these goals is clearly outlined through strategies framing how we will meet the objectives supporting each goal. See the Addendum for further information on the framework guiding our process.

We have recognized the wealth of insights of our twenty-year legacy. Through research, we have discovered that while we stand out among our peers, our distinctive character is defined by personal attention, first-hand experience of our leadership and staff, as well as the breadth and depth of our programs and services. The generosity of our funders and the gratitude of the countless families we’ve touched have affirmed the uniqueness of our core care model over the past two decades.

Seizing Opportunities

Our 2023 Strategic Plan underscores new areas of opportunity. By refining our organizational structure, investing in programs and development, expanding our visibility, thoughtfully scaling regionally, and fortifying our board, we are preparing the foundation for the next phase of our journey. Our commitment to those in need propels us forward as we prepare the foundation for the next phase of our journey.

Mission, Vision and Plan Vision

Refining our Founding Principles for Dynamic Growth

MISSION

Circle of Care provides practical, emotional and financial support to children, adolescents, young adults and their families facing a cancer diagnosis. We believe that the path to healing extends beyond medicine, and we offer services tailored to address the distinct and demanding, nonmedical challenges families encounter throughout their entire journey with pediatric cancer.

VISION

Our vision is to ensure that no family faces the financial or emotional burden of pediatric cancer alone. We are committed to providing comprehensive, coordinated support to relieve the emotional strain and financial toxicity families face so that they can focus on caring for their child and their family.

PLAN VISION

Guided by a time-tested care model, Circle of Care is committed to broadening its scope and ensuring its impact. We aspire to extend the reach and depth of our programs and services in order to relieve the emotional strain and financial toxicity of families with children and young adults battling cancer. By replicating and sustaining our services across diverse geographic regions, we aim to transform lives, one family at a time.

Our Comprehensive CARE Model

Holistic Support through Personal Connections and Collaborative Partnerships

At Circle of Care, our CARE Model is rooted in a profound commitment to enhancing the quality of life for families facing the challenges of pediatric cancer. This model is meticulously crafted based on three core pillars of support: emotional, practical, and financial. These pillars serve as the cornerstone of our unwavering dedication to being a steadfast companion for families, not just during the treatment phase, but throughout their entire journey—from the moment of diagnosis and beyond. Grounded in first-hand experience, our co-founders, who are parents of children with cancer, foster a culture of empathy and understanding.

Our model involves seamless coordination with medical professionals fostering valuable partnerships with hospitals and forming personal connections with families. Community engagement through volunteerism enriches our services, creating a holistic ecosystem that empowers families to navigate challenges with confidence, while ensuring they never feel alone in their struggle.

Our CARE Model of Support

Goals, Objectives and Strategies

Our Strategic Business Plan is framed by four goals which are statements of expected outcomes and impact that Circle of Care aims to achieve over the life of the plan.

Each goal is supported by a series of objectives and initiatives designed to implement each goal outlined on the following pages. For each objective, Circle of Care has an action plan consisting of strategies to guide implementation.

Strategic Plan Goals

Goal 1: Deepen Our Impact

Fortify our program portfolio through innovation, adaptation, and continuous improvement to meet demonstrated family needs and to lead in the field.

Objective: Compile comprehensive and statistically valid data regarding the socioeconomic and environmental factors associated with pediatric cancer diagnoses and needs of families affected by this diagnosis to ensure the continuous adaptability and effectiveness of our care model.

Action: Conduct a Needs and Impact Assessment

1. Hire an independent researcher who will provide an assessment focused on the financial and emotional burdens imposed by a pediatric diagnosis and how effectively Circle of Care is addressing these needs. The researcher will compile data from our current service recipients, and other pediatric cancer families in our current service areas, and our stakeholder partners (e.g., hospital clinical staff):

• Collect data to identify family emotional and financial needs

• Collect current data on the medical and non-medical costs of pediatric cancer care for families and establish benchmarks to compare costs within our region to statewide and national averages

• Develop a methodology to continue measuring the impact and effectiveness of Circle of Care's programs and services

Objective: Refine the current program portfolio to ensure that programs closely align with family needs and organizational capacity; evaluate opportunities to expand the population we serve; and pilot new programs that meet emerging and demonstrated family needs

Action: Evaluate Programming

1. Conduct a comprehensive evaluation of each existing program to reaffirm the goals and objectives of each program, assess how well each program is meeting its goals and objectives and identify areas for improvement in each program

2. Undertake peer scans from similar programs offered by other organizations operating in the marketplace to assess and draw insights from these programs and identify best practices

3. Use the data and information from the needs assessment and peer scans to enhance and innovate Circle of Care’s program offerings and ensure responsiveness to the changing needs of its constituents (see Addendum for Program New Program Rubric)

Goal 2: Expand Our Reach

Employ our CARE Model as the basis for regional replication to serve more families.

Objective: Regionalize Our CARE Model. Transition towards a model designed to create replicable regionalized business units, adaptable to diverse community needs and resource availability. This initiative aims to: a) enhance our ability to meet the unique needs of families within our current geographic service areas; b) strengthen our partnerships with hospitals, pediatricians, and local clinics, recognizing their pivotal role in our success; c) foster increased support in various forms, including volunteerism, board membership, philanthropic contributions, and collaborative partnerships, to sustain and expand our mission.

Action: Apply our CARE Model within Business Units

1. Ensure the widespread availability of comprehensive care by applying a holistic approach tailored to each service area

2. Refine our CARE Model in existing Connecticut service areas by strengthening partnerships with families, hospitals and funders

• Build on pilot programs in new areas (Westchester and Western Mass to extend comprehensive CARE Model that meets the needs of families in these areas

3. Establish dedicated business units in Westchester/Yale and Hartford/Western Mass.

• Hire staff for the dedicated business units

• Develop an outreach plan to support Circle of Care's services in these regions (e.g. partnerships with hospitals, funders, volunteers)

• Track and evaluate the performance of the dedicated business units

Objective: Identify New Markets. As a part of the strategic planning deliverables, we developed a scaling template to help evaluate the necessary elements needed to expand to additional adjacent markets. The scaling model takes into account many factors such as proximity to children’s cancer hospitals and treatment centers and current services available for families, as well as outreach tools to grow a foundation of support.

Action: Evaluate Expansion Opportunities

1. Apply the scaling template for evaluation of expansion into adjacent markets (see Addendum)

• Identify the specific hospital partner in each market

• Develop a staffing model for each market

• Identify prospective volunteer leaders to champion Circle of Care and engage in local fundraising

• Develop a detailed operating budget for each market

• Track and evaluate the impact of Circle of Care's expansion into adjacent markets

Goal 3: Strengthen Our Infrastructure

Establish the necessary capacity and infrastructure for scaling to new regions while ensuring sustainability.

Objective: Organizational Structure. Build on an organizational structure that supports and grows a workforce embedded in and representative of the communities we serve and from which we seek to draw support. See Addendum.

Action: Establish Regional Teams

1. Create regional teams comprised of dedicated program and outreach staff

• Identify and hire qualified staff for the regional teams: program manager and outreach associate in each region

• Develop training and onboarding programs for the regional teams

• Provide needed infrastructure and ongoing support and supervision to the regional teams

2. Operate under the leadership of Circle of Care's Program and Development Directors.

• Establish regular communication and collaboration between the regional teams and Circle of Care's central office

• Execute a shared vision of Circle of Care's mission and comprehensive care model.

• Work together to achieve Circle of Care's strategic goals

3. Be prepared for the increased demands of a growing organization

• Refine our strategic plan for growth

• Create a culture of innovation and continuous improvement

• Build strong relationships with key stakeholders

Objective: Governance Enhancement. Enhance the board's governance function in relation to management, review its practices and composition in alignment with our aspirations, and conduct a thorough assessment of board composition, committee structure, charters, and cultural competence.

Action: Strengthen Board Diversity and Family Engagement

1. Fortify Board representation with regional, cultural, and ethnic diversity

• Conduct a board diversity assessment

• Develop a plan to recruit and retain diverse board members

• Provide ongoing training and development opportunities for board members

2. Ensure the inclusion of families' voices by establishing a Parent Advisory Board

• Create a process for recruiting and appointing parent advisors

• Provide training and development opportunities for parent advisors

• Create a forum for parent advisors to share their insights and perspectives to shape program development

Goal 4: Amplify Our Voice

Increase awareness and accessibility of our services among families, volunteers, donors, medical and service providers, and key institutions.

Objective: Enhanced Visibility. Amplify Circle of Care’s voice across various stakeholders including families, volunteers, donors, medical and service providers and institutions. This amplification will be achieved through investments in identity, thought leadership, communications, and strategic community and institutional partnerships with the overarching goal of reacing more famlies in need.

Action: Strengthen Community Engagement

1. Strengthen community engagement by hosting and participating in public forums and promotion of this through social media and other channels

2. Advocate for families facing pediatric cancer to improve access to care and support services by raising awareness of the challenges facing these families

3. Strengthen and grow Circle of Care’s online presence through a dynamic, accessible and informative website, social media presence to reach and connect with families and supporters and develop online resources and tools to support families

Objective: Resource Expansion and Fundraising. Broaden support both within our existing circles and beyond, nurturing a robust network of relationships to fuel our aspirations for strategic growth. Maintain a diverse spectrum of support, with a particular focus on cultivating major gifts, securing grants, encouraging individual donations, and facilitating peer-to-peer community based fundraising efforts.

Action: Seeking Strategic Partnerships

1. Seek strategic partnerships with organizations and individuals who share a commitment to our mission and growth

2. Secure multi-year gifts to provide a stable foundation to support our initiatives

3. Tailor partnerships to meet specific regional needs or dedicated objectives

Implementation

As we expand our time-tested CARE Model into new regions, we are resolute in our commitment to ensuring a smooth, timely and cost effective transition aimed at fulfilling the goals established by the strategic plan.

Timeline

This plan outlines steps for meeting our identified goals within a three-year timeframe. See the Addendum for a chart highlighting the timeline for each objective outlined above.

Costs and Funding Sources

Implementation of our strategic business plan objectives will range in cost, including some initiatives that will require significant investment, and others that will be cost-neutral or may be funded through the reallocation of existing resources. For some, the investment will be one-time, while other objectives will lead to ongoing costs. The high-level implementation timetable (see Addendum) organizes objectives according to a range of criteria around impact, priority and cost and will depend, in part, upon resource development over time. These expenses estimate program, personnel and administrative costs necessary to achieve the strategic goals outlined. Circle of Care is committed to supporting this plan with an investment of $2M over the next 3 years. Funding for implementation can be leveraged via a variety of approaches, including: increased board giving, increasing fundraising capacity (through additional Board and Staff), budget realignment, and outreach to foundations and individuals for investment as partners in our strategic growth. Circleof Care is prepared to make investments from our reserves as needed with oversight from our Board of Directors

Project Oversight

Ongoing oversight will be led by Circle of Care’s leadership through strategic project management, quarterly reviews by our management team, biannual status reports to the board of directors, and regular communication with funders and supporters.

Circle of Care's leadership, staff and board of directors are committed to the successful execution of our strategic business plan.

Our CARE Model: The Elements

Pillars of Support: Emotional, Practical, and Financial

Our CARE Model is centered around addressing the multifaceted needs of families facing pediatric cancer. We understand that the journey can be overwhelming, which is why we offer a comprehensive approach that encompasses emotional well-being, practical assistance, and financial guidance. By attending to these three pillars, we aim to create an environment where families feel empowered and supported, knowing that they are not alone on this challenging path.

Non-Episodic Support: From Diagnosis and Beyond

One of the distinguishing features of our Care Model is its non-episodic nature. We firmly believe in standing by our families through every stage of their journey. From the devastating days following a diagnosis to the challenges of treatment, and even as they navigate the intricate landscape of posttreatment life, we remain a constant presence. Our commitment extends beyond the treatment phase, fostering a sense of stability, and continuity..

First-Hand Experience: A Source of Culture and Understanding

At the heart of our CARE Model lies our unique culture—one that emanates from our co-founders, individuals who have experienced pediatric cancer firsthand as parents of affected children. This lived experience forms the bedrock of our approach, allowing us to connect with families on a deeper level. By sharing our own stories and understanding the emotional intricacies of the journey, we forge a bond of empathy that transcends words and creates a safe space for families to express their fears, hopes, and dreams.

Coordinated and Comprehensive Approach to Care

We recognize that families facing childhood cancer require a holistic network of support services. Our approach involves collaborating closely with medical professionals, social workers, and other stakeholders to ensure that families have access to the resources they need. This synergistic approach fosters a seamless experience for families, allowing them to focus on their child's well-being without the burden of navigating complex systems alone.

Personal Connections and Valued Partnerships

Our CARE Model thrives on personal connections. We go beyond being a service provider by forming personal bonds with families. We create an atmosphere of trust where individuals feel comfortable reaching out for support. Additionally, our valued partnerships with hospitals allow us to seamlessly integrate our services within the healthcare ecosystem, enhancing the overall care experience for families.

Community, Engagement, Volunteerism

We believe that support should come from the heart of the community. Engaging local volunteers allows us to extend our reach, harnessing the power of collective goodwill. By involving volunteers, we not only provide families with additional support but also create a network of caring individuals who are invested in making a positive impact. This collaborative effort amplifies our ability to fulfill our mission and enriches the lives of everyone involved.

Our CARE Model: The Elements

Circle of Care's CARE Model embodies a holistic approach to supporting families facing childhood cancer. With emotional, practical, and financial pillars of support, we stand alongside families. Our culture of empathy, collaboration with medical professionals, personal connections, and community engagement all work harmoniously to create an ecosystem where families find strength, resilience, and hope.

Our CARE Model of Support

Unpreparedness

Family Stressors:

Confusion

Disorientation

Vulnerability

Anxiety

Isolation

Desperation

Fear

Financial Toxicity

Loss of income

Single Parenting

Unplanned Expenses

Areas of Need:

Practical

• Day of Diagnosis Care

• Resource Directory

• Hospital Volunteers

Areas of SupportPrograms and Services:

• Family Peer Support

• Child Room Makeovers

• AYA progrwsms

• Housing & Utilities

• Transportation

• Food

Our Framework

A methodical framework guiding the process to build a tactical plan for strategic growth.

Mission

Why we’re in business

Vision

Long term Impact

Plan Vision

The future state achieved by this plan

Goals

Statement of expected outcomes

Objectives

Strategies or intiatives to operationalize goals

Actions

Specific action steps to fulfill an objective

Program Rubric

A template to assist in the evaluation of new programming and services.

Scaling Rubric

A template to aid in evaluating prospective new geographic regions.

Regionalization & Team Structure

Regionalized business units with dedicated staff for meeting diverse community needs.

We learned through focus groups and roundtables that what makes Circle of Care successful in meeting the needs of the pediatric cancer community and unique is that we are embedded in the communities we serve. Therefore, we are adopting a regional model to increase our access and availability to all our hospital partners and their patients.

§Regional Model

Each region in which Circle of Care operates will now have a team assigned composed of Regional Program Manager who is responsible for client interaction, and a Regional Engagement Manager, which is a new position focused entirely on cultivating and growing volunteers, board members and donors drawn from the region.

Programs Team

The delivery of all current programs is the responsibility of the Director of Programs who will have an expanded staff that enables the greater breadth of the job. Here, Art from the Heart gets a parttime paid professional to steward the program, and a program assistant for data management and to liaise with families who receive financial assistance. Moving administrative responsibilities over to these two new hires allows the Program Director to devote more time to program evaluation and improvement.

Strategic Plan Implementation

Plan Goals

Needs and Impact Assesment Program Evaluation

Define and Regionalize our Model

Identify New markets

Build Regional Teams

Governance Enhancement

Strengthen Community Engagement

Resource Expansion

Develop Strategic Partnerships