Introducing our 2025-2028 Strategic Plan
Back in 2018, we underwent our last strategic planning process. We worked with an outside consultant to do a deep dive into our programming and our goals with input from a wide array of supporters. We sought input from staff, participants, board members, partners, and community members throughout the entire process and utilized that input to develop five strategic goals to define a five-year period from 2019 to 2024.
As we approached the end of 2023, we knew it was time to begin thinking about our next plan. We were pleased to see that we had largely achieved the goals set out in our previous plan, despite the many challenges thrown at us during that period. Building a strong plan takes time, so we sought proposals in fall 2023 so that a plan would be solidified and in place prior to the end of 2024.
We received multiple submissions and ultimately chose to work with Schultz & Williams on the strategic planning process. They supported us as we convened staff, participants, board members, partners, and community members to seek input and feedback on how we’re doing and where we should go over the next three years.
We were thrilled at the response from our community and worked with smaller committees of board and staff members to determine the following strategic goals and objectives for 2025 through 2028:
- Participant-Centered Programs: we are committed to delivering consistently high-quality, participant-centered programs that empower individuals through fostering dignity, self-sufficiency, and long-term success.
- Thought Leadership: we will position Pathways as a thought leader in housing solutions, known for fostering innovation, influencing policy, and cultivating strategic partnerships.
- Culture and Internal Operations: we are committed to cultivating a supportive and productive work environment that fosters professional growth, consistency, and promotes a shared sense of purpose in achieving our mission.
- Shared Governance: we will establish a dynamic shared governance model that empowers staff and the board to contribute meaningfully to decision-making processes and instills collective ownership and accountability for the success of the organization.
- Financial Stability: we will continue to strengthen financial sustainability to support Pathways’ mission, services, and growth.
Equipped with creative ideas, diverse voices, and vast experiences captured herein, we are confident and excited to deepen our impact as a service leader in partnership with our participants and the community we serve. We’ll use the plan as a living document to be updated, shared, and used to help us fulfil our mission across the next three years.
