Strategic Planning Framework

Strategic Planning Framework Southside Youth Arts Collective (SYAC) Planning horizon: January 2025–December 2027 Purpose: Provide a clear, actionable framework to guide SYAC’s priorities, growth, and impact over the next three years.

1) Organizational context (working assumptions) - SYAC is a community-based nonprofit on Chicago’s South Side providing free after-school arts programs for teens (14–18), emphasizing safe, culturally responsive spaces, creative skill-building, and college/career pathways. - Programs include visual arts, music, digital media, and multidisciplinary projects; delivered at a primary site with satellite partnerships. - Core model: positive youth development, trauma-informed practice, and portfolio-/performance-based learning.

2) Environmental scan (external landscape) Community and demographics - South Side neighborhoods include large Black and Latine youth populations with persistent disparities in income, health, and safety; many families face transportation and time constraints. - Youth and caregiver priorities include safe spaces after school, quality instruction, mentorship, stipends/work-based learning, and pathways to postsecondary success.

Education and arts ecosystem - Chicago Public Schools (CPS) arts access is uneven across neighborhoods; many schools rely on external partners for depth/continuity. - Ingenuity (CPS arts partner) maps “arts deserts” and partnership gaps; alignment with its framework can improve school referrals, data-sharing, and funding eligibility. - After School Matters, Chicago Park District, libraries, and community arts organizations provide complementary offerings; the landscape is competitive for youth time and philanthropic dollars but rich for partnerships.

Youth needs and trends - Mental health and trauma support remain critical; demand for caring adult relationships and social-emotional learning is high. - Teens seek digital media, music production, animation, fashion, murals/public art, design, and creative tech (including AI-enabled tools). - Increasing interest in paid apprenticeships, portfolio development, and industry exposure as bridges to college/careers.

Funding and policy trends - Post-ARPA funding winds down; funders expect evidence of impact, equity, and youth safety. Growing emphasis on general operating support, but competition is high. - Relevant opportunities: Illinois Arts Council Agency (IACA), NEA, Chicago Department of Cultural Affairs & Special Events (DCASE), After School Matters, 21st Century Community Learning Centers, One Summer Chicago, community development funds, corporate/union funds, and foundations (e.g., Chicago Community Trust, Polk Bros., Field, MacArthur, Joyce, Arts Work Fund). - City initiatives: My CHI. My Future., youth employment/safety, creative workforce development.

Facilities, safety, and operations - Safe, welcoming space and reliable transportation are decisive for participation and retention. - Program delivery benefits from flexible studio space, secure equipment storage, and access to industry-grade software/hardware.

Partnership landscape (illustrative) - Schools: CPS high schools in Hyde Park, Bronzeville, Woodlawn, Englewood, Gage Park, South Shore; charter partners. - Community arts: Little Black Pearl, South Side Community Art Center, Rebuild Foundation, Hyde Park Art Center, Free Spirit Media. - Higher ed: UChicago/Logan Center, Columbia College Chicago, SAIC. - City agencies: ASM, DCASE, CPL branches, Park District. - Support services: mental health providers, restorative justice organizations.

Risks and opportunities - Risks: funding volatility, staff burnout and turnover, community safety concerns, shifting school schedules/transportation, technology costs. - Opportunities: school-day integration and credit-bearing electives, paid youth apprenticeships, public art commissions, creative industry partnerships, shared space models, alumni engagement, and data sharing through Ingenuity/CPS.

3) SWOT analysis Strengths - Strong community trust; culturally responsive programming; no-cost access. - Skilled teaching artists; supportive, trauma-informed environment. - Youth-centered showcases and portfolio development; alumni goodwill. - Flexible to partner across schools and community sites.

Weaknesses - Limited evaluation infrastructure and longitudinal data on alumni outcomes. - Capacity constraints in development, communications, and HR. - Space/transportation constraints limit reach and retention. - Revenue concentration in a few grants; modest operating reserve.

Opportunities - Deepen school partnerships (in-school residencies, co-teaching, credit alignment). - Expand digital media/creative tech and paid apprenticeships. - Leverage city/state/federal youth, public safety, and arts recovery funds. - Build pipelines with higher ed and creative employers; scale alumni mentoring. - Commissioned public art and social enterprise pilots.

Threats - Post-ARPA funding cliff; increased compliance requirements. - Safety incidents affecting attendance and staff workload. - Inflation/tech costs; competition for teen time and talent. - Policy shifts in CPS scheduling or facility access.

4) Vision, mission, and values (for board review) Vision (proposed) Every South Side teen has a safe, inspiring place to create, belong, and build a future in the arts and creative economy.

Mission (proposed) SYAC provides free, high-quality after-school arts programs that develop teens’ creative skills, well-being, and pathways to college, careers, and community leadership.

Core values (proposed) - Youth voice and agency - Cultural pride and belonging - Excellence and creativity - Equity and access - Care and trauma-informed practice - Collaboration and accountability

5) Strategic goals, strategies, and success metrics (2025–2027) Goal 1: Deliver high-quality, relevant arts learning that improves youth outcomes Strategies 1.1 Update curriculum annually to align with teen interests and industry trends (digital media, music production, design, public art, AI-enabled creative tools). 1.2 Implement a coherent learning progression: skill foundations → portfolio/project development → showcases/apprenticeships. 1.3 Integrate SEL and trauma-informed practices; add mental health referral pathways. 1.4 Expand culminating experiences: exhibitions, performances, festivals, and public art. 1.5 Launch paid creative apprenticeships and micro-credentials with industry partners.

Success metrics - Annual teen reach and depth: grow unique participants by 10–15% per year; 70%+ average attendance; 65%+ year-to-year retention. - Learning outcomes: 80% demonstrate skill growth via rubrics/portfolios; 75% complete at least one public-facing showcase annually. - Well-being: 80% report increased belonging and confidence; referral pathway established with tracked utilization and follow-up. - Pathways: by 2027, 65% of seniors matriculate to postsecondary education/training; 40+ paid apprenticeships/internships annually.

Goal 2: Expand equitable access and participation across priority neighborhoods Strategies 2.1 Map demand using Ingenuity/CPS data; prioritize “arts deserts” for outreach and satellites. 2.2 Reduce barriers: transportation stipends, hub-and-spoke sites, youth stipends, bilingual outreach. 2.3 Formalize school partnerships (MOUs), aligning schedules, credit, and facilities. 2.4 Engage caregivers and community: open studios, family nights, neighborhood showcases.

Success metrics - Geographic reach: add 2–3 satellite/school-based sites by 2027; 60% of youth from priority ZIP codes. - Barrier reduction: 75% of eligible youth use transportation or stipends; participant satisfaction 90%+. - School partnerships: 6–10 active MOUs; 2 credit-bearing collaborations by 2027. - Community engagement: 4+ community showcases per year; caregiver participation up 25%.

Goal 3: Build resilient finances and diversified revenue Strategies 3.1 Diversify funding so no single source exceeds 25% of revenue. 3.2 Grow multi-year public/private grants focused on youth safety, workforce, and arts learning. 3.3 Launch a donor base strategy: individual giving, monthly donors, alumni giving circle. 3.4 Pursue earned revenue pilots aligned with mission (commissioned murals, design studio, ticketed showcases) without restricting teen access. 3.5 Build a 3–4 month operating reserve.

Success metrics - Revenue growth: increase unrestricted revenue share by 10 percentage points and total revenue by 30–40% by 2027. - Concentration: top source ≤25% of operating budget; ≥3 multi-year grants secured. - Individual giving: 200+ individual donors; 50 monthly donors; alumni giving participation at 10%+. - Reserve: reach 3–4 months cash on hand by end of 2027.

Goal 4: Strengthen organizational capacity, talent, and culture Strategies 4.1 Standardize hiring, onboarding, coaching, and teaching artist PD; add substitute pool. 4.2 Implement DEI and wellness practices; access to mental health EAP for staff. 4.3 Build data/evaluation infrastructure: CRM for youth, grants, and outcomes; simple dashboards. 4.4 Improve facilities and equipment plan: safe space, secure storage, tech refresh cycles. 4.5 Clarify governance: board composition, committees, and annual board goals.

Success metrics - Talent: 85% staff/teaching artist retention; 90% complete annual PD; substitute coverage at 100% of vacancies. - DEI/culture: annual climate survey with ≥80% favorable responses; burnout risk indicators tracked quarterly. - Data: CRM implemented; quarterly dashboard shared with board; 100% grant reports on time. - Facilities/tech: annual refresh plan funded; incident rates decline year over year. - Governance: board at target size and skills matrix; 100% board giving; committee charters active.

Goal 5: Deepen partnerships and visibility to influence systems Strategies 5.1 Formalize pipelines with higher ed and creative employers; host portfolio days and industry talks. 5.2 Coordinate with city initiatives (My CHI. My Future., ASM, One Summer Chicago) for referrals and stipends. 5.3 Engage media and digital channels; amplify youth work via press and partners. 5.4 Contribute to field learning: share curricula, data snapshots, and policy recommendations.

Success metrics - Partnerships: 10+ active institutional partners; 2+ higher ed articulation/portfolio agreements. - Youth opportunities: 100+ external opportunities (talks, tours, gigs) annually by 2027. - Visibility: 6+ earned media mentions/year; social reach +50% by 2027. - Field contribution: annual public showcase + downloadable resource; present at 1–2 convenings/year.

6) Implementation timeline (major milestones) 2025 Q1–Q2 - Finalize plan, KPIs, and budget; approve mission/vision/values. - Select and configure CRM; map baseline metrics and data flows. - Conduct curriculum audit; define learning progression and rubrics. - Partnership outreach: target CPS schools and two community sites; draft MOUs. - Development plan: 18-month grants calendar; individual giving strategy.

2025 Q3–Q4 - Pilot two updated program tracks (e.g., digital media, public art) with revised curricula. - Launch transportation stipends and attendance supports; initiate caregiver engagement calendar. - Secure at least two multi-year grant proposals submitted; launch monthly donor program. - Facilities/tech assessment; year-one refresh purchases. - Staff PD series on trauma-informed practice and assessment; establish substitute pool.

2026 Q1–Q2 - Add 1–2 satellite/school-based programs; negotiate credit-bearing pilot with CPS partner. - Launch first paid apprenticeship cohort with employer/higher ed partner. - Implement mental health referral pathway; EAP for staff. - First annual public art commission or design studio pilot. - Release first public data snapshot and youth showcase media kit.

2026 Q3–Q4 - Evaluate pilots; refine curricula and supports based on data. - Secure additional multi-year funding; expand individual donor base and alumni circle. - Board development: skills-based recruitment; committee goals reviewed. - Implement year-two tech refresh; safety and incident response drills updated.

2027 Q1–Q2 - Scale successful apprenticeships; expand to second credit-bearing partnership. - Grow community showcases to 4+ per year; portfolio days with higher ed partners. - Launch reserve-building campaign; adjust earned revenue pilots based on margin/mission fit. - Publish second field resource; present at regional convening.

2027 Q3–Q4 - Achieve target participation, retention, and pathway metrics; prepare external evaluation or light third-party review. - Reassess revenue concentration; set next 3-year targets. - Conduct strategic plan closeout: lessons learned, board/staff retreat, and 2028–2030 roadmap outline.

7) Measurement and learning - Quarterly dashboard: participation, attendance, retention, SEL/belonging, portfolio completion, showcases, apprenticeships, safety incidents, staffing, revenue by source, cash on hand. - Annual review: board/staff retreat to adjust strategies; update risk register. - Alumni tracking: simple follow-up at 6, 12, and 24 months post-graduation. - Equitable evaluation: include youth voice via surveys, focus groups, and youth advisory council.

8) Resourcing and roles (summary) - Executive leadership: strategy oversight, partnerships, fundraising. - Program director: curriculum, PD, quality, data collection. - Development: grants, donor programs, communications. - Operations: facilities, safety, technology, transportation. - Board: fundraising, governance, risk oversight, advocacy. - Youth advisory council: co-design of programs and feedback loops.

9) Key assumptions and risks to monitor - Funding environment remains competitive; contingency plans for 10–15% budget variance. - School schedule/space access; maintain alternative sites and blended delivery options. - Safety/transportation volatility; budget for stipends and security improvements. - Talent pipeline; maintain substitutes, cross-training, and competitive compensation.

10) Next steps - Validate baselines (current enrollment, retention, revenue mix, reserves). - Assign owners and timelines for each strategy; integrate into annual workplans. - Approve KPI definitions and data dictionary; configure CRM accordingly. - Launch first-quarter partnership and fundraising sprints.

This framework is designed to be adapted with your baselines, budget, and staffing. Insert your current metrics to set precise annual targets and formally assign initiative owners and deadlines.

Great Plains Rural Health Network (GPRHN) Strategic Planning Framework Planning horizon: 2025–2029 Scope: 18 critical access hospitals (CAHs) and clinics serving 12 rural counties in Nebraska and Kansas Purpose: Establish a unified, data-driven roadmap to strengthen rural access, quality, workforce, and financial sustainability through coordinated regional action.

1) Environmental scan (PESTLE + market) - Policy and regulatory - CAH reimbursement stability and policy risk (e.g., potential cost-based reimbursement changes, 340B scrutiny, ED/OB regulatory pressures). - Growth of Medicare Advantage and payer prior-authorization/denial complexity. - Rural Emergency Hospital (REH) designation option for small facilities considering inpatient closure; implications for network service configuration. - Interstate practice compacts (physician and nursing), TEFCA-enabled interoperability through QHINs (e.g., KONZA National Network), HIEs (CyncHealth, KONZA) enable cross-border data exchange. - State variations: Nebraska Medicaid expansion; Kansas not expanded (coverage gaps, uncompensated care risk). - Economic - Persistent thin margins, rising labor and supply costs, high spend on locums/travelers, aging infrastructure capital needs. - Payer mix shifts toward MA and self-funded employers; denials/underpayments increasing. - Grant opportunities: HRSA/FORHP, USDA DLT, FCC Rural Health Care, state Flex programs, philanthropy. - Social and demographic - Aging, dispersed populations; out-migration of youth; rising chronic disease burden (diabetes, COPD, CHF). - Behavioral health and substance use needs; maternal health access challenges and OB service closures. - Transportation barriers, broadband gaps, housing and childcare constraints for workforce. - Technology - Telehealth normalization post-COVID; opportunities for virtual specialty care, eConsults, remote patient monitoring (RPM), eICU. - Cybersecurity threats; inconsistent EHRs and variable analytics maturity across members. - SDOH screening and closed-loop referral platforms gaining traction. - Legal - EMTALA, Stark/AKS compliance for shared services; cross-state credentialing/privileging processes. - Data privacy/security (HIPAA, 42 CFR Part 2 for SUD). - Environmental - Severe weather and disaster-readiness requirements (power, transport disruptions). - Agricultural/occupational health considerations; air quality episodes.

Competitive and partnership landscape - Regional systems (e.g., large health systems in Omaha, Lincoln, Wichita, Kansas City) drive referral patterns and service line competition. - FQHCs, tribal clinics, public health departments, EMS providers are essential partners. - Virtual-first specialty vendors, retail pharmacy and urgent care entrants affect local volumes. - HIEs and QHINs ready for data-sharing; universities (UNMC, KU Med) and community colleges as pipeline partners.

2) SWOT analysis - Strengths - Trusted local presence; shared rural mission; 18-member scale for advocacy and shared services. - CAH cost-based reimbursement (Medicare FFS); swing bed capacity; MBQIP experience. - Cross-state compacts enable workforce flexibility and telehealth reach. - Established collaboration potential for group purchasing, shared recruiting, and quality improvement. - Weaknesses - Workforce shortages; heavy reliance on travelers; burnout and retention challenges. - Fragmented IT systems; variable analytics capability; cybersecurity gaps. - Limited capital; aging facilities; constrained specialty coverage (OB, behavioral health, cardiology). - Transportation and broadband gaps; inconsistent SDOH integration. - Opportunities - Telehealth hubs, eConsults, eICU, RPM to keep care local and reduce transfers. - Clinically integrated network (CIN) to pursue shared value-based contracts (MSSP ACO or multi-payer rural arrangements). - Shared back-office services (revenue cycle, denials, coding, supply chain) and pharmacy/340B optimization. - Behavioral health integration and MAT hub-and-spoke; maternal health collaboratives and transport protocols. - Community paramedicine/mobile integrated health; grant-funded digital and workforce initiatives. - TEFCA/HIE-enabled population health analytics; health equity focus to unlock funding. - Threats - Policy shifts to CAH/340B reimbursement, MA contract pressures, rising denials. - Consolidation by larger systems; service line closures (OB/ED) eroding access. - Cyber incidents; disaster events; supply chain shocks. - Coverage churn (Medicaid redeterminations), patient outmigration.

3) Vision and mission review - Current review questions - Does the vision articulate a bold, regional aspiration for equitable access and local vitality? - Does the mission emphasize collaboration, data-driven improvement, and keeping care local? - Are values explicit on patient-first, stewardship, equity, and innovation? - Draft for consideration - Vision: Healthy people and thriving rural communities across the Great Plains. - Mission: GPRHN advances equitable, high-quality, and sustainable rural health care by uniting critical access hospitals and clinics to expand access, elevate quality, grow the workforce, and strengthen community well-being. - Values: Collaboration, stewardship, equity, patient-centeredness, transparency, innovation, resilience.

4) Strategic goals (2025–2029) - Goal 1: Keep care local by expanding access to essential services - Target outcomes by 2029: 20% reduction in avoidable out-of-region transfers; 15% increase in local specialty encounters; 90% of members offering virtual behavioral health. - Goal 2: Build, retain, and support a rural-ready workforce - Target outcomes: Reduce clinical vacancy rates by 40%; reduce traveler spend by 35%; improve 12‑month RN retention by 20 percentage points. - Goal 3: Achieve top-tier rural quality, safety, and patient experience - Target outcomes: Top quartile MBQIP composite; 15% reduction in avoidable readmissions; 10-point HCAHPS improvement in key domains; reduce ED LWBS to <2%. - Goal 4: Strengthen financial resilience and operational excellence - Target outcomes: Network-wide 2–3% operating margin improvement; 1.5% supply cost savings; 25% reduction in initial denial rates; increase 340B net benefit by 10% with compliance safeguards. - Goal 5: Advance data interoperability, cybersecurity, and analytics - Target outcomes: 100% member connectivity to HIEs; 90% participation in network data collaborative; zero critical cybersecurity incidents; RPM at 60% of CAHs for CHF/COPD/diabetes. - Goal 6: Improve community health and equity - Target outcomes: 75% SDOH screening rate in primary care; 30% increased completion of closed-loop referrals; 10% reduction in avoidable ED use for ambulatory-sensitive conditions; maternal care access pathways in all counties. - Goal 7: Influence policy and partnerships for rural viability - Target outcomes: Annual joint advocacy agenda adopted; 3 multi-year funding partnerships secured; at least 1 value-based contract covering 50k+ attributed rural lives.

5) Core strategies by goal - Goal 1: Access - Stand up a Great Plains Virtual Specialty Hub (behavioral health, cardiology, endocrinology, ID, dermatology, MFM consults) with shared scheduling and credentialing. - Implement eConsults and tele-ED/eICU coverage to support inpatient management and reduce transfers. - Configure hub-and-spoke maternal health pathways: OB “nesting” and standardized transport protocols; increase prenatal care access via tele-MFM and mobile clinics. - Develop mobile integrated health/community paramedicine for chronic disease follow-up and high-risk transitions. - Optimize specialty outreach clinics through coordinated calendars, shared equipment, and standardized compensation models. - Goal 2: Workforce - Create a shared recruitment consortium with centralized sourcing, rural brand marketing, and pooled incentives. - “Grow-your-own” pipeline: rural clinical rotations, residencies, and apprenticeships with UNMC, KU Med, and community colleges; expand NHSC and state loan repayment participation. - Retention bundle: rural differential pay, preceptor stipends, career lattices, on-site childcare pilots, and housing partnerships. - Cross-training and flexible staffing models across the network; shared float pools for imaging, lab, OR, and OB. - Well-being program with peer support, resilience training, and workload redesign. - Goal 3: Quality and safety - Network quality collaborative: common MBQIP/ED metrics, sepsis/antibiotic stewardship bundles, falls/pressure injury prevention. - Standardized transfer center protocols for stroke/STEMI/sepsis; reduce door-in-door-out times. - Patient experience improvement playbook; implement care navigation for high-risk cohorts. - Medication safety and opioid stewardship; expand MAT with behavioral health integration. - Goal 4: Finance and operations - Shared services: centralized denials management, coding integrity, payer contracting, and group purchasing (including pharmacy). - 340B optimization with robust compliance auditing and contract pharmacy rationalization. - Revenue cycle modernization: eligibility, point-of-service collections, price transparency tools, MA authorization management. - Service line assessments, including REH feasibility analyses where appropriate; capital planning roadmap. - Employer partnerships for direct-to-employer rural care bundles. - Goal 5: Data and digital - Build a network data collaborative using HIE connectivity (CyncHealth, KONZA) and a shared analytics platform; create a Population Health Operations Center. - Participate in TEFCA via a QHIN; expand ADT alerts, care summaries, and closed-loop referrals. - Cybersecurity uplift: common policies, vulnerability management-as-a-service, tabletop exercises, and cyber insurance alignment. - Telehealth/RPM standardization: platform unification, device logistics, and reimbursement optimization. - Goal 6: Community health and equity - Standardize SDOH screening and resource referrals; deploy a regional referral platform with CBO partners. - Food pharmacy, transportation vouchers, and remote maternal monitoring pilots. - Targeted chronic disease bundles (diabetes, CHF, COPD) with self-management education and home monitoring. - Align with county CHNAs/CHIPs; track equity metrics by geography and payer. - Goal 7: Policy and partnerships - Annual rural advocacy agenda (CAH reimbursement, MA fairness, broadband, behavioral health, workforce). - Strategic alliances with universities, public health, EMS, FQHCs, tribes, and large systems for shared protocols and training. - Enter one multi-payer or MSSP ACO/CIN arrangement; evaluate Medicaid/MA rural value-based pilots.

6) Success metrics (illustrative KPI set) - Access and service - Percentage of specialty encounters delivered locally or virtually - Avoidable transfers per 1,000 acute admissions - Telehealth utilization rate; no-show rate for virtual visits - OB access: first-trimester prenatal care rate; maternal transfer adherence to protocol - Workforce - Vacancy and turnover rates by role; time-to-fill; traveler spend as % of labor - Provider panel sizes; preceptor/learner placements; retention at 12/24 months - Quality and safety - MBQIP composite; sepsis bundle compliance; ED LWBS; readmission rates - Door-in-door-out for stroke/STEMI; HCAHPS domains - Finance and operations - Operating margin; days cash on hand; supply cost per adjusted discharge - Initial and final denial rates; DNFB; 340B net savings; payer mix trends - Data and digital - HIE participation; TEFCA transactions; percentage of encounters with reconciled meds/problem lists - Cyber maturity score; phishing failure rates; time to patch critical vulnerabilities - RPM enrollment and engagement; ED/hospitalization rates among RPM cohorts - Community health and equity - SDOH screening rate; closed-loop referral completion - Ambulatory care–sensitive ED visit rate; immunization rates - Disparity gaps closed for selected metrics (e.g., diabetes control) by county - Policy and partnerships - Number/value of grants secured; advocacy wins aligned to agenda - Value-based contract lives covered; shared savings achieved

7) Implementation timeline and milestones - Q1–Q2 2025: Launch and baseline - Approve vision/mission and governance. Establish Network Program Management Office (PMO) and five domain councils: Access, Workforce, Quality, Finance, Digital/Analytics (plus Community Health advisory). - Baseline all KPIs; finalize data-sharing agreements; cybersecurity risk assessments. - Quick wins: group purchasing expansion; centralized denials pilot; tele-behavioral vendor selection; workforce consortium charter. - Q3–Q4 2025: Build - Stand up Virtual Specialty Hub (behavioral health and cardiology first); eConsults live at 50% of clinics. - SDOH screening standardized in all primary care; implement referral platform with 3 priority CBOs per county. - Launch recruitment consortium and rural brand; initiate childcare/housing pilots in 3 communities. - Begin Population Health Ops Center design; select analytics platform; HIE integration plans per member. - 2026: Scale core platforms - Expand Virtual Specialty Hub (endocrinology, dermatology, ID; tele-ED/eICU coverage tiers). - RPM programs for CHF/COPD/diabetes at 50% of CAHs; initial outcomes evaluation. - Shared services scale: centralized denials and coding integrity; 340B compliance audits network-wide. - CIN formation and data governance finalized; pursue first value-based contract for 25k+ lives. - Maternal pathways and transfer protocols operational in all counties; mobile clinic pilots. - 2027: Integrate and optimize - Achieve top quartile performance on selected MBQIP metrics; reduce avoidable transfers by 10%. - Workforce: reduce traveler spend by 20%; expand rural residencies/apprenticeships; establish shared float pools. - Cybersecurity target state achieved; TEFCA exchange live across members via QHIN participation. - Employer direct-contracting pilots; pharmacy optimization completed. - 2028: Advance value and facility strategy - Add additional payer value-based arrangements; scale CIN participation to majority of attributed rural lives. - Evaluate service line configuration, including selective REH conversions where appropriate; align transport and tele-acute supports. - RPM and community paramedicine cover high-risk cohorts in all counties; demonstrate 10% reduction in ACSC ED visits. - 2029: Sustain and innovate - Meet or exceed all target outcomes; publish rural performance report. - Refresh 2030–2034 strategy based on results, policy outlook, and demographic trends. - Institutionalize training pipelines, shared services, and data collaborative as enduring capabilities.

8) Operating model and governance - Board/Executive Council: Approves strategy, policy agenda, and major investments; monitors scorecards quarterly. - PMO: Coordinates timelines, budgets, reporting; maintains risk register; ensures change management. - Domain Councils (clinical, workforce, finance, digital, community health): Define standards, select vendors, set playbooks, and share best practices. - Measurement cadence: Monthly operational dashboards; quarterly strategy reviews; annual public impact report.

9) Funding and resources - Capital and operating mix: Member dues, pooled investments, grants (HRSA/FORHP, USDA DLT, FCC), philanthropy, payer infrastructure funds. - In-kind: Academic partners for training; HIE partners for data pipes; large systems for specialty outreach. - Sustainability: Shared savings from contracts, GPO savings, revenue cycle uplift, 340B optimization to reinvest in programs.

10) Risk management and contingencies - Key risks: Policy/reimbursement changes, cybersecurity incidents, vendor underperformance, workforce attrition, broadband gaps. - Mitigations: Policy monitoring and scenario modeling; cyber tabletop and incident retainer; multicounty vendor contracts with SLAs; retention incentives and pipelines; broadband grants and device programs. - Scenarios to pre-plan - Rapid MA growth: Enhance MA contracting, authorization teams, and risk adjustment coding; focus on readmission and post-acute leakage. - CAH reimbursement erosion: Accelerate shared services, value-based contracts, and REH evaluation; prioritize profitable service lines. - Workforce tightening: Expand automation, cross-training, virtual care substitution, and community supports (housing/childcare).

Next steps (first 90 days) - Confirm vision/mission/values and adopt governance charters. - Approve KPI set and baseline data collection plan. - Select two Quick Start initiatives per pillar (e.g., tele-behavioral hub and centralized denials). - Map grant calendar and submit 2–3 applications aligned to 2025 build phase. - Communicate plan and success metrics to all member CEOs, boards, and key community partners.

This framework is designed to be adapted to each member’s context while creating regional scale where it matters most: access to specialists, workforce resilience, quality and safety, data-driven operations, and long-term financial viability.

HarborLight International Refugee Services Strategic Planning Framework (2025–2030)

Purpose Provide a clear, actionable framework to guide HarborLight’s U.S. resettlement and international protection work over the next five years, strengthen organizational resilience, and position the organization as a sector leader.

1) Environmental Scan (PESTLE + sector dynamics) - Political - Global displacement continues to rise (well over 120 million people), driven by protracted conflicts and climate-related shocks. - U.S. refugee admissions ceiling stabilized in recent years, with evolving safe pathways (e.g., community/privately sponsored programs) and changing work authorization rules for newcomers. - Operating space for NGOs varies across HarborLight’s six program countries; some tightening of civic space, sanctions regimes, and counterterrorism compliance affecting aid flows. - Economic - Inflation and housing constraints in major U.S. metros challenge core resettlement outcomes (time to employment, wage sufficiency, housing stability). - Donor preferences shifting toward evidence-backed interventions, localization, and multi-year grants; competition for U.S. and European institutional funds remains intense. - Currency volatility and banking de-risking impede cross-border program delivery; indirect cost recovery under pressure. - Social - Polarization and anti-immigrant narratives coexist with strong local welcome coalitions, faith communities, and diaspora networks. - Mental health and psychosocial support needs rising; child protection and GBV risks heightened in crises. - Community sponsorship momentum offers new volunteer and housing solutions if well-structured. - Technological - Digital case management, remote interpretation, e-learning, and digital cash expand reach and efficiency. - Data privacy, safeguarding, and cyber risks increasing; demand for stronger data governance. - Emerging AI tools may streamline operations but risk bias and confidentiality breaches if misapplied. - Legal/Regulatory - Complex compliance across PRM/ORR/USAID, UN, EU, and host government frameworks; heightened expectations on safeguarding, PSEA, AAP, sanctions screening, and partner due diligence. - Evolving U.S. employment authorization, parole, TPS, and asylum policies directly affect program design and outcomes. - Environmental - Climate displacement increasing; need for anticipatory action, disaster risk reduction, and climate-resilient livelihoods. - Duty of care and security protocols critical amid extreme weather, epidemics, and conflict dynamics.

Sector dynamics and stakeholders - Collaborators/competitors: National resettlement agencies and affiliates, local CBOs, legal aid organizations, UNHCR/IOM, international NGOs, diaspora groups, municipal “welcoming” offices, foundations, and corporate partners. - Donors: U.S. government, other bilaterals/multilaterals, foundations, faith-based donors, corporate/philanthropy, and individual giving (including DAFs). - Differentiation potential: Dual domestic/international footprint, protection-first approach, community sponsorship execution, employer/housing partnerships, and rigorous evidence and learning.

2) SWOT Analysis - Strengths - Dual footprint enabling protection pathways from crisis to durable solutions. - Established U.S. resettlement operations in New York with community partnerships. - Multilingual staff and trauma-informed service culture. - Strong compliance and safeguarding foundations; emerging MEL capabilities. - Trusted relationships with UN agencies, local NGOs, and faith/community networks. - Weaknesses - Overreliance on restricted grants; limited flexible reserves. - Fragmented data systems; limited real-time performance dashboards. - Staff burnout risk; uneven leadership pipelines across sites. - Brand recognition below peers; constrained policy/communications capacity. - Indirect cost recovery insufficient to fund core infrastructure. - Opportunities - Expansion of community sponsorship and complementary pathways. - Corporate partnerships for workforce integration and housing solutions. - Localization funding trends; subgranting to national partners in six countries. - Digital service delivery, cash assistance, and remote legal/protection advice. - Growing climate adaptation and protection funding streams. - Threats - Policy reversals or funding cuts; anti-immigrant sentiment. - U.S. housing scarcity and healthcare access barriers. - Security/duty-of-care risks overseas; regulatory restrictions on NGOs. - Currency/cash transfer disruptions; cyber incidents and data breaches.

3) Vision and Mission Review - Proposed Vision - A world in which people displaced by conflict, persecution, and climate can reach safety, reclaim dignity, and rebuild thriving futures. - Proposed Mission - HarborLight partners with communities to protect displaced people, expand safe pathways to refuge, and accelerate self-reliance through resettlement, legal protection, and livelihood programs in the United States and across six countries. - Core Values - Dignity and protection; equity and inclusion; accountability to affected people; partnership and localization; learning and evidence; stewardship and integrity. - Theory of Change (summary) - If HarborLight advances access to safety, delivers protection-centered services, equips people with skills and resources, and strengthens local systems, then displaced families will achieve protection, self-reliance, and long-term well-being.

4) Strategic Goals (2025–2030) - Goal 1: Access and Quality - Expand safe pathways and deliver high-quality resettlement and protection services that achieve durable outcomes. - Goal 2: Localization and Impact - Shift power and resources to local partners in all six countries while improving outcome-level evidence. - Goal 3: Economic Mobility and Housing - Improve employment quality, credential recognition, and housing stability for newcomers in the U.S. - Goal 4: Organizational Resilience - Build financial strength, modern data systems, and robust risk management. - Goal 5: People and Culture - Foster a diverse, well-supported workforce with strong leadership pipelines and duty-of-care excellence. - Goal 6: Advocacy and Voice - Influence policies and narratives that protect refugees and expand pathways to safety.

5) Strategies and Priority Initiatives - Goal 1: Access and Quality - Scale community/private sponsorship with standardized recruitment, training, and safeguarding. - Expand legal protection capacity (R&S, family reunification, complementary pathways advice). - Integrate trauma-informed MHPSS, case management, and cash assistance where appropriate. - Establish service quality standards and outcome benchmarks across U.S. and international programs. - Goal 2: Localization and Impact - Allocate a rising share of international budgets to national/local partners with multi-year subgrants. - Co-create program designs and MEL plans with partners; embed AAP mechanisms. - Build partner capabilities in safeguarding, financial management, and evidence generation. - Conduct at least two rigorous evaluations (quasi-experimental or equivalent) of flagship interventions. - Goal 3: Economic Mobility and Housing - Employer consortium: sectoral partnerships (healthcare, logistics, manufacturing, IT support) with wraparound supports and retention bonuses. - Credentialing pathways for skilled arrivals; micro-credentialing/bridge programs with CUNY/community colleges. - Housing solutions: master leasing, faith/community host networks, employer-linked housing, and municipal pilots. - Digital/financial inclusion: benefits navigation, credit-building, and matched savings. - Goal 4: Organizational Resilience - Revenue diversification: multi-year foundation/corporate portfolio, major gifts program, DAF pipeline, fee-based training/technical assistance. - Improve indirect cost recovery and set a board-approved reserves policy (target months of operating expense). - Enterprise risk, security, and safeguarding framework; cyber maturity uplift and data governance. - Unified case/data platform across sites; interoperability with donor systems. - Goal 5: People and Culture - Leadership development, mentorship, and succession planning; internal mobility across programs/countries. - DEI roadmap with measurable goals; lived experience hiring pathways. - Wellbeing and duty-of-care investments (EAP, vicarious trauma supports, secure travel). - Manager excellence program and performance management refresh. - Goal 6: Advocacy and Voice - Policy agenda on admissions, work authorization, family reunification, and funding for integration. - Narrative change: client-centered storytelling, diaspora voices, and rapid-response comms. - Thought leadership: publish impact findings; convene coalitions on sponsorship, housing, and economic mobility. - Government relations in New York and federal engagement; strategic participation in national networks.

6) Success Metrics and Indicative Targets Note: Calibrate targets after 2025 baseline verification. - Goal 1 (Access and Quality) - US arrivals supported annually: +50–75% by 2030 versus 2024 baseline. - Employment within 180 days: ≥70% with median starting wage ≥ local living wage benchmark. - 12-month housing stability: ≥80%; school enrollment for school-aged children ≥95% within 30 days. - International protection case resolution (legal/documentation/GBV/child protection): ≥65% resolved per case plan within agreed timelines. - Client satisfaction/NPS and AAP response rates: ≥85% of clients report services met priority needs. - Goal 2 (Localization and Impact) - Share of international spend via local partners: 20% (2026), 35% (2028), 50% (2030). - At least 2 rigorous evaluations completed; 80% of programs with outcome-level MEL frameworks and published briefs. - Goal 3 (Economic Mobility and Housing) - Job retention at 90 days: ≥80%; at 180 days: ≥70%. - Credential recognition or re-entry for skilled arrivals: 1,000 cumulative by 2030 (or +200% vs baseline). - Affordable housing placements via partnerships: 2,500 cumulative by 2030; average time-to-housing ≤30 days. - Goal 4 (Organizational Resilience) - Unrestricted revenue share: ≥25% by 2030; indirect cost recovery rate: +5–8 points. - Operating reserves: 4–6 months by 2029; fundraising ROI ≥4:1 for private revenue. - Cyber/security maturity: achieve target ISO/NIST maturity level; zero critical P1 data incidents annually. - Unified data platform adoption: 100% of sites by 2027; data completeness ≥95%. - Goal 5 (People and Culture) - Annual voluntary turnover ≤15%; critical role vacancies filled within 60 days. - Leadership diversity: representation of lived-experience staff in leadership ≥35% by 2030. - Staff engagement index: ≥80%; wellbeing utilization ≥60% of staff annually. - Goal 6 (Advocacy and Voice) - Three policy wins or protective policy defenses across plan period. - Share of media/features amplifying client/diaspora voices: ≥60%. - HarborLight cited as source in at least 20 sector publications or hearings by 2030.

7) Implementation Timeline (Phased Roadmap) - 2025: Foundation and design - Establish baselines, targets, and dashboards; finalize MEL and AAP standards. - Select and begin rollout of unified case/data platform; cyber risk assessment and remediation plan. - Launch employer consortium and housing innovation pilots in New York and one additional U.S. site. - Map localization pathways and due diligence for partners in six countries; sign initial multi-year MOUs. - Approve reserves policy; launch private revenue growth plan (major gifts, DAFs, corporate). - Publish advocacy agenda; build rapid-response comms capability. - 2026: Build and early scale - Scale community sponsorship with standardized training and safeguarding; expand legal services. - Subgrant at least 20% of international budgets to local partners; deliver capacity-strengthening packages. - Implement credentialing pathways with education partners; expand cash assistance where effective. - Implement enterprise risk framework; adopt SOC/NIST-aligned cybersecurity controls. - Leadership development and manager excellence programs go live. - 2027: Consolidate and optimize - Midterm strategy review; adjust based on performance and external context. - Full adoption of data platform; publish first organization-wide impact report with outcome metrics. - Expand employer/housing partnerships to additional geographies; standardize cost-per-outcome benchmarks. - Commission first rigorous evaluation; integrate learning into program design. - Unrestricted revenue reaches ≥20% mix; reserves ≥3 months. - 2028–2029: Scale and influence - Achieve 35–50% localization spend; second rigorous evaluation completed. - Grow safe pathways and complementary admissions with partners; deepen MHPSS integration. - Demonstrate measurable improvements in wages, retention, and housing stability at scale. - National thought leadership presence (policy briefs, testimonies, research partnerships). - Achieve targeted cyber maturity; no critical safeguarding lapses. - 2030: Sustain and prepare next plan - Hit endline targets; publish five-year impact and learning synthesis. - External evaluation of organizational resilience and localization outcomes. - Co-create 2031–2035 strategy with clients, staff, and partners.

Governance and Ownership - Board: Approves strategy, reserves policy, risk appetite; monitors impact and financial health. - CEO: Accountable for delivery; convenes quarterly strategy reviews. - ELT owners - Programs (US/International): Goals 1–3 - Finance/Operations/IT: Goal 4 - People & Culture/Safeguarding: Goal 5 - Policy/Communications/Development: Goal 6 - Cross-cutting: MEL, Safeguarding/PSEA, AAP, Duty of Care, and Data Governance committees.

Scenario Planning and Triggers - Upside: Higher U.S. admissions and municipal funding; more corporate partners; accelerate scaling by 12–18 months. - Base case: Admissions stable; steady private growth; follow roadmap as above. - Downside: Policy or funding contraction; freeze hiring, prioritize core protection/resettlement, preserve reserves, and activate contingency budgets. - Triggers to revisit plan: >15% revenue variance; material policy shifts; major security incidents; significant displacement surges in program countries.

Immediate Next Steps (first 90 days) - Validate baselines and finalize targets per site/program. - Approve 2025 operating plan and budgets aligned to this framework. - Select data platform vendor; begin phased rollout. - Launch employer consortium and housing pilot MOUs. - Confirm localization partners and capacity plans in each of six countries. - Kick off reserves build and private revenue strategy; set quarterly KPIs. - Publish external one-page strategy summary for stakeholders.

This framework provides a clear spine—goals, strategies, metrics, and timelines—while leaving room to adapt to policy and operational realities across HarborLight’s U.S. and international contexts.