Schedule 20.5/10.5, pets, biological child limit, relocation costs, 1 working outside of cottage, logistics, assess climate of marriage, burnout-schedule, number of residents, vacation Offer life skill mentorships to residents to develop independent living skills and Initiative 2AII foster relationships alumni, masons, ambassadors, community members, staff, scouts, civic organizations, boys/girls club basic life skills (home setting)-vehicle maintenance, cooking classes, home ec, home maintenance, arts and crafts, horticulture, basic finances, basic design, mindfulness, first aid/CPR, trade/job skills-welding, plumbing, carpentry, electric, masonry/tile work, soft personal care, outdoor culinary, teach the child to teach the child Provide staff with exemplary benefits and resources to enable them to deliver quality Objective 2B services Burnout, training study pay and benefits for direct care personnel (do we compete? 75% rule) Explore, examine, and promote a trauma and evidence informed model of care that best Objective 2C fits resident needs Ensure and implement aftercare plan as part of model of care Initiative 2CI Examine and institute transition plan in and out of residency as part of model of Initiative 2CII care transition cottage, acclimation, safety Cease reaching into the endowment for operating expenses Objective 3A Increase annual giving by 40% to reduce reliance on planned gifts Initiative 3AI campaign-“sponsor a child for $10 a month”, seed packet , commercial, NC Mason, FB, website, DDGM, Ambassadors, postcards (2 direct mailings) target appendant bodies (OES, Scottish rite, York rite, shrine)-immediately-1 year Increase in-kind gift donations and target donors who can provide services to Initiative 3AII decrease spending for operating expenses Explore avenues for fundraising that increase community and resident involvement and Objective 3B awareness on site thrift store, sq ft gardening to sell at farmer’s market solar farm, wells instead of city water, sell properties not contiguous to campus, cell tower research potential collaborations, identify appropriate partners,
Schedule 20.5/10.5, pets, biological child limit, relocation costs, 1 working outside of cottage, logistics, assess climate of marriage, burnout-schedule, number of residents, vacation Initiative 2AII Offer life skill mentorships to residents to develop independent living skills and foster relationships alumni, masons, ambassadors, community members, staff, scouts, civic organizations, boys/girls club basic life skills (home setting)-vehicle maintenance, cooking classes, home ec, home maintenance, arts and crafts, horticulture, basic finances, basic design, mindfulness, first aid/CPR, trade/job skills-welding, plumbing, carpentry, electric, masonry/tile work, soft personal care, outdoor culinary, teach the child to teach the child Objective 2B Provide staff with exemplary benefits and resources to enable them to deliver quality services Burnout, training study pay and benefits for direct care personnel (do we compete? 75% rule) Objective 2C Explore, examine, and promote a trauma and evidence informed model of care that best fits resident needs Initiative 2CI Ensure and implement aftercare plan as part of model of care Initiative 2CII Examine and institute transition plan in and out of residency as part of model of care transition cottage, acclimation, safety Objective 3A Cease reaching into the endowment for operating expenses Initiative 3AI Increase annual giving by 40% to reduce reliance on planned gifts campaign-“sponsor a child for $10 a month”, seed packet , commercial, NC Mason, FB, website, DDGM, Ambassadors, postcards (2 direct mailings) target appendant bodies (OES, Scottish rite, York rite, shrine)-immediately-1 year Initiative 3AII Increase in-kind gift donations and target donors who can provide services to decrease spending for operating expenses Objective 3B Explore avenues for fundraising that increase community and resident involvement and awareness on site thrift store, sq ft gardening to sell at farmer’s market solar farm, wells instead of city water, sell properties not contiguous to campus, cell tower research potential collaborations, identify appropriate partners,
MHCO-Strategic-Plan-2017-2021.docx