STRATEGIC PLAN 2024-2026
EXECUTIVE SUMMARY
The National Children’s Advocacy Center (NCAC) has an exciting new mission statement and framework to guide our efforts to protect and support children for the next three years.
To create our updated mission and an associated Strategic Plan, a team of consultants led NCAC through multiple steps to examine our purpose and to develop priorities, goals, and objectives for 2024-2026. The process engaged and collected data from a range of NCAC audiences. Thank you to everyone who participated.
Strategic planning is about deciding how to optimize an organization’s resources to achieve its mission. We believe that an intentional, well-managed organization is essential to supporting sustainable growth and services, and now that we have a roadmap, the journey – and the work – are just beginning.
We invite you to join us!
MISSION STATEMENT
To champion and strengthen the global response to child abuse.
STRATEGIC PRIORITIES AND GOALS
In support of NCAC’s updated mission, our Strategic Plan includes four Strategic Priorities that are NCAC’s focus areas over the next three years: Advance the Field, Raise Awareness, Strengthen Infrastructure, and Build Sustainability. In addition, there are three foundational themes that weave through all four priorities: Protect and Support Children; Diversity, Equity, and Inclusion (DEI); and Collaboration.
The following is an overview of each Strategic Priority and its associated Goals. The order does not indicate importance, and the items are not listed chronologically. Although not included in this summary report, there are also Objectives within each goal that indicate where effort will be directed to build a robust operational plan to fulfill our mission and enhance our efforts to protect and support children around the world.
Let the journey begin!
STRATEGIC PRIORITY
ADVANCE
THE
FIELD
NCAC envisions a more synergistic collaboration between our direct services for children and families and our training and technical assistance for professionals responding to child abuse. As a global leader and changemaker in child abuse response, we recognize an untapped opportunity to build stronger relationships between these sectors to support the protection of children worldwide and elevate the multidisciplinary response to child abuse.
GOALS
• Explore and develop a center-of-excellence model for child abuse prevention and intervention services.
• Develop a strategy to leverage our thought leadership to effectively influence the local, state, and national CAC movement.
• Develop intentional collaboration between NCAC Intervention and Prevention Services, and Professional Services.
STRATEGIC PRIORITY
RAISE AWARENESS
NCAC is strategically refreshing our organizational mission and values, using these assets to create a comprehensive communications plan. We are investing in formal, outside brand development and counsel to develop and implement robust brand identities and guidelines to support this further. With these new tools, NCAC and those who support us will be better equipped to promote our mission with consistency, improving every audience’s understanding of the organization, and building our reputation strategically and effectively.
GOALS
• Create an organizational marketing systems and process to synthesize all marketing efforts and assist in organization alignment for rebranding and strategic marketing and communications plans.
• Complete a comprehensive rebranding initiative for the organization and its sub-brands to modernize our messaging and bolster support and engagement locally, nationally, and internationally.
• Launch a cohesive marketing and communications strategic plan to increase visibility, engagement, and support of the NCAC.
STRATEGIC PRIORITY STRENGTHEN THE
INFRASTRUCTURE
To support our continued growth, we need to evolve NCAC’s structure, spaces, and systems. A first, and critical, step is hiring a Chief Operating Officer in fall of 2024. By strengthening our infrastructure, we are not only supporting all aspects of the organization but also showing our commitment to our people. New efforts focused on building transparency, improving internal communication, and increasing staff engagement will support our hybrid workforce and foster an inclusive team-oriented culture.
GOALS
• Create organizational structure and leadership positions that support growth and sustainability.
• Develop and implement facilities management and safety plans.
• Secure and protect the NCAC’s technology assets and the agency community (staff on-site, remote, partners) through dynamic cybersecurity practices.
• Evolve internal platforms, systems, policies, and associated staff capacity to support efficiency, effectiveness, and communications.
• Foster a supportive and team-oriented culture within the NCAC.
• Ensure the NCAC fosters a diverse, equitable, and inclusive environment.
STRATEGIC PRIORITY BUILD SUSTAINABILITY
Maintaining our leadership role requires sustainable growth and investing in our most valuable resource – our people. To meet these goals, we are developing a comprehensive business plan and refining our strategies for hiring, developing, and retaining top talent dedicated to our mission.
GOALS
• Refine the Board of Directors’ infrastructure and operating procedures to align with the NCAC mission and strategic plan.
• Conduct a comprehensive assessment of new and existing revenue sources to increase restricted and unrestricted funding.
• Develop and implement an intentional and data-based approach to enhance talent acquisition and retention.
• Develop a robust training and professional development program to support employee growth, individual and team performance, and a workforce aligned with NCAC’s Organizational Values and Strategic Plan.
• Conduct a comprehensive assessment of all fee-based training programs and develop business plans to enhance capacity, impact, and financial performance.