Alignment:
Here’s where I am on breaking down the alignment and misalignment between these growth lines. I spent time digging into each plan to see what’s connecting, where overlaps are strongest, and where there’s divergence. I’ll start with the areas that align, especially around community and support needs, and then go into where we’re seeing differences, both operationally and mission-wise.
Mission & Operation Alignment
Community Engagement & Outreach
A common thread across these growth lines is the need to extend our reach, whether that’s community support, raising visibility, or resident engagement. On Awakening, the Brand Development, and Fundraising all highlight the importance of this. Expanding our reach connects to almost every growth area and supports them across the board.
Staffing and Support
Both the Women’s Recovery Program Expansion and Staffing & Support plans show a need for more staff. Whether it’s program coordination, resident support, or admin, strengthening our team will stabilize current programs and set us up for growth. Staffing ties together many of these lines by building the infrastructure we need.
Board and Donor Engagement
ServicesThere’s a shared need across plans to bring the board and donors into active engagement—not just financially but in supporting our vision. From the Financial Development Plan to our Fundraising strategies, this alignment is clear: securing funding and property acquisition depends on deeper involvement from our board and donor community.
Data Transparency and Tracking
Data transparency is emphasized in both the Data Initiative and Revenue Transparency plans. This connects to our shared mission to show clear metrics on our progress, engage donors, and keep us accountable to supporters.
Mission-Centered Storytelling and Brand
The Brand Development plan, On Awakening, and the Art Mural series all work toward building a cohesive, mission-driven identity. Storytelling and consistent messaging are crucial for sustaining and expanding our impact, reinforcing who we are both inside and outside the organization.
Property and Infrastructure
Across Fratney House, Infrastructure Improvements, and Women’s Program Expansion, there’s alignment on the need for stable, well-maintained facilities. We need secure, safe housing as a foundation, which connects directly to our ability to serve effectively and support our mission.
Stand Alones
Zoning and Regulatory Needs
Fratney House has unique zoning challenges that don’t overlap with other growth lines. This plan focuses on neighborhood and regulatory issues, which makes it stand apart from the other mission and operational goals.
Funding Priorities
There are different funding approaches here: while Fratney House and the Women’s Program Expansion need short-term funding, other plans focus on a sustainable, long-term financial base. Immediate funding needs vary greatly depending on the project.
Program-Specific Staffing
While we need more staff across the board, specific roles are unique to certain growth lines. For example, the Peer Support Specialist is targeted to Women’s Recovery, while data and marketing roles are more Brand and Data Initiative-focused. This creates a split in staffing priorities.
Mission-Driven vs. Operational Goals
There’s a distinct difference between plans that are more mission-centered (On Awakening, Art Mural) and those focused on organizational stability, like Staffing and Infrastructure. Mission-driven projects aim for long-term cultural impact, while operational goals are about meeting immediate needs to keep things running.
Timeline Sensitivity
Some projects, like Fratney House and Women’s Expansion, require immediate action, while others, like Brand Development and On Awakening, allow for a more phased approach. Timelines vary, meaning the board will need to prioritize which plans need quick action versus those that can be paced out.
This gives us a clear picture of where things align, where they diverge, and helps us see the most strategic way forward. I’m refining this further to show how we can integrate needs and goals into a more unified direction with concrete next steps. By Wednesday, the board will have a clear view of what’s urgent, what’s aligned, and where their action is most needed.