V E L O P M ENT
ADVOCACY PREVENTION
Ensure every child in need has a dedicated CASA volunteer to support them, improve well-being, and achieve permanency
Advance relationships, community partnerships, varied funding, and transparency to drive the mission and organization forward
Lead innovative efforts to keep families safely together through parent education and support
Sustain intentional organizational growth to recruit, develop, and retain exceptional staff, volunteers, and board members
2025-2028 STRATEGIC PLAN
Enhance the quality, consistency and service to provide safe family visits designed to strengthen and maintain bonds between separated families
Expand reach to connect children and teens with caring mentors through site-based, innovative programs that encourage school attendance, improved behavior, and family well-being
YTEFAS ERAC
C A P A C I YT
INCREASE AWARENESS OF THE PCA PROGRAMS
Strategies
• Create a marketing and outreach plan in alignment with a 2025 name change to Positive Childhood Alliance Cherokee (PCA Cherokee) to showcase services to current partners, pediatric offices, hospitals and the school system
• Develop new program materials with new branding to showcase services and successes
• Track and assess success of marketing efforts
ENCOURAGE AND ENHANCE STAFF TRAINING, DEVELOPMENT, COLLABORATION AND COMMUNICATION
Strategies
• Schedule regular team meetings
• Create a shared online platform for exchanging ideas, resources, and best practices
• Encourage cross-functional teams to collaborate with special projects and initiatives
• Establish ongoing training calendar for workshops, certifications, conferences, and webinars
• Create a peer mentoring program for new and experienced staff members
EXPAND THE PCA PROGRAM TO MEET GROWING COMMUNITY NEED AND SERVE MORE FAMILIES
Strategies
• Analyze the PCA team’s caseload to determine staffing needs, gaps, and demand
• Develop a targeted recruitment campaign to attract qualified candidates
• Implement comprehensive onboarding training program for new hires
IMPROVE THE QUALITY OF HOME VISITS
Strategies
• Develop a standardized evaluation framework to assess the quality of home visits
• Provide staff with tools and resources to ensure effective engagement with families
• Schedule regular feedback sessions and peer reviews to continuously improve visit techniques and strategies
EXPLORE OPPORTUNITIES AND FEASIBILITY TO ESTABLISH A FAMILY SUPPORT FUND (FSF)
Strategies
• Should sustainable operational funding allow, a committee will be established to create a Family Support Fund (FSF)
• FSF establishment will include polices, guidelines, and procedures for distribution and reporting
ASSIGN CASA ADVOCATE TO 100% OF REQUESTS WITHIN 45 DAYS OF RECEIPT
Strategies
• Hold bi-weekly team meetings to review requests
• Ensure all case information is presented to interested CASAs within a week
• Communicate any challenges in meeting requests to Juvenile Court
MAINTAIN AND STRENGTHEN COLLABORATIVE RELATIONSHIPS
Strategies
• Hold DFCS Supervisor meeting two times a year
• Organize regular Networking Events with partners
• Organize Stakeholders Meeting in partnership with Juvenile Court
• Offer Work Based Meeting two times a year
CONNECT WITH SERVICES/RESOURCES QUARTERLY AND INCLUDE CASAS. I.E.
Strategies
• Reach out to partners including Waymark, Youth Empowerment, MAAC, Bloom, CFVC, ILP, etc. for updates and information
• Share resources with CASA volunteers
ENHANCE RECRUITMENT AND RETENTION EFFORTS TO BE AMONG TOP PERFORMING PROGRAMS
Strategies
• Recruit 2 for 1 Advocates (new vs. discharged) annually
• Assess training through end of course survey with a satisfaction rate of 80%
• Retain Advocates at a rate of 80%
INCREASE INVOLVEMENT BETWEEN CHIN UP MENTORING PROGRAM, CHEROKEE COUNTY SCHOOL SYSTEM, AND JUVENILE COURT
Strategies
• Attend the monthly Truancy Panel comprised of school social workers, school administration, and community resource people
• Meet with Cherokee County Superintendent
• Work with CHINS (Children in Need of Services) program manager to assist with CHINS court as well as the newly created Local School Attendance/Truancy Guide
PROVIDE INFORMATIONAL SUPPORT (RELATED TO SCHOOL ISSUES, PARENTING NEEDS AS IDENTIFIED BY THE PARENTS THEMSELVES)
Strategies
• Partner with PCA Cherokee to offer Triple P to parents two times per year
• 2024-25 offer a parent meeting once every six months
• 2025-26 offer a parent meeting two times per six months
DEVELOP CHIN UP MENTORING INTO A PROGRAM MODEL THAT CAN BE SHARED WITH OTHER AGENCIES
Strategies
• Develop program standards of operation, best practices, and curriculum
• Obtain trademark for this program
• Package program, explore licensing and promotion
EXPLORE INNOVATIVE OPPORTUNITIES TO SERVE FAMILIES IN THE CENTER
Strategies
• Develop partnerships with agencies providing therapeutic services
• Evaluate needs of the community and capacity of the Center
• Evaluate potential usage of the Center to serve families and the community at-large
ENHANCE PARENT AND FAMILY SUPPORT TO OFFER MORE OPPORTUNITIES FOR POSITIVE SUPERVISED VISITS
Strategies
• Establish reading program with incentives
• Update resources and referrals to include new materials for life skills, nutrition, workforce development, housing, food banks, parent support, etc.
• Ensure staff members are adequately trained
MAINTAIN VISITATION SPACE WITH INTENTIONAL QUALITY, CLEANLINESS AND SAFETY
Strategies
• Seek feedback from families regarding comfort and family activities
• Establish routine cleaning schedule for families and staff
• Review and enhance safety procedures and ensure all staff are trained
COMMUNITY ENGAGEMENT
FOSTER GREATER COMMITMENT FROM PARTNERS TO TAKE RELATIONSHIPS TO THE NEXT LEVEL IN SUPPORT OF THE MISSION
Strategies
• Increase monthly donors, major donors, volunteers
• Add additional administrative support to the Development Team
• Strategize community presence and implement metrics to measure initiatives
• Equip board members, staff, volunteers with speaker’s kit that includes specific messaging
INTENTIONALLY INCREASE VARIETY OF FUNDS TO ENSURE LONG-TERM FINANCIAL STABILITY
Strategies
• Identify potential community and business partners, perspective donor engagement, foundation grant research
• Identify potential state and federal funding sources for future funding opportunities
• Increase opportunities for funders to give (endowment fund, estate planning, investments, etc.)
CONTINUE TO EARN AND MAINTAIN SEALS AND RECOGNITIONS INDICATING HIGHEST LEVEL OF ORGANIZATIONAL AND FINANCIAL TRANSPARENCY
Strategies
• Complete applications to maintain status annually
• Identify trends and apply for additional ratings
• Continue to highlight transparency ratings
GOVERNANCE, ADMINISTRATION, DEVELOPMENT, & FINANCE STAFF
The Children’s Haven Board of Directors is committed to building a strong foundation for our dedicated team as we continue to grow at a rapid rate. We understand that an exceptional culture that both encourages and challenges the staff is critical to the organization’s long-term growth. Our plan to grow staff capacity so that we can recruit, develop, and retain exceptional talent is:
• Invest in an employee sponsored retirement plan (403b) that includes a competitive employer match
• Pro-bono Atlanta Handbook Update
° PTO/Sick Time policy is competitive & comparable (including resignations/terminations)
° Parental Leave
° Exempt vs. Non-Exempt employee status determination
• Hire additional administrative support role
• Hire payroll company
• Technology strategy
° Firewall protection (higher grade)
° Explore cyber security insurance
° Evaluate and plan for needs in the future ($30,000 in-kind support currently)
• Create a long-term Talent Management Plan that creates a strategy around compensation, retention, and development for staff members
° Create annual benefit package
° Improve staff wellness and health
° Increase leadership development investment in program leads
• Commit to an annual staff experience survey
• Maintain highest standards of efficiency, effectiveness, and transparency
• Create a tipping point in the child welfare system through excellence and innovation in preventative work
VOLUNTEERS
Volunteers enable The Children’s Haven to activate on our mission “To promote the health and happiness of children impacted by abuse and neglect.” A healthy, fulfilled, and satisfied volunteer for all of our volunteer-based programs is a top priority of the Board of Directors.
• Support TCH programs in recruiting, by sharing the story and advocating for the mission of TCH in the community
• Creatively appreciate volunteers in partnership with staff
• Be an ambassador and spread awareness of what TCH does
BOARD MEMBERS
We realize that a varied and fully engaged Board of Directors is a critical factor in the long-term success of The Children’s Haven. As a board, we want to be guardians of the incredible board culture we have created and fostered but remain fresh and non-complacent in the pursuit of our mission. Our plan to grow board capacity is:
• Prioritize board members that are varied in talent, experience, ethnicity, community location, and background
• Review established committees, review responsibilities, and increase focus within the committees
• Commit to an annual strategy and planning meeting
• Work together to ensure board representation at staff and community events