Joseph & Mary’s Home: 2025 to 2029 Strategic Plan 

At Joseph & Mary’s Home, our strategic priorities are designed to address the evolving needs of our community identified during the strategic planning process to ensure long-term impact. Our focus areas include expanding care and strengthening impact, enhancing team collaboration, increasing visibility and advocacy, securing long-term financial stability, and improving efficiency and sustainability.

By partnering with the Sisters of Charity Health System (SCHS) and other key stakeholders, we aim to provide comprehensive, high-quality care through a well-trained, compassionate staff, use of evidence-based practices, ongoing evaluation and data analysis, strategic collaboration and a deep commitment to health and housing justice.

This strategic plan was completed by Rosa Consulting, LLC. 

Strategic Priority 1: Expanding Care, Strengthening Impact

Over the next five years, we will restructure staffing patterns and partner with clinicians to ensure round-the-clock clinical care, which will result in better health outcomes and will increase lasting stability.

By refining alumni engagement through fidelity to critical time intervention, seeking/maintaining accreditations and tracking and reporting outcomes, we will even further reduce recidivism among alumni and set the standard for excellence in medical respite care.

Strategic Priority 2: Strengthening Our Team Through Collaboration

As Joseph & Mary’s Home grows, strategic leadership and a dedicated workforce are crucial to our vision. With the support of SCHS and key healthcare, community, and behavioral health partners, we will make investments in staff development and compensation, organizational capacity, and governance enhancement to retain talented staff and volunteer board leaders.

By promoting collaboration, continuous learning, and comprehensive staff and volunteer support, we aim to build a capable team aligned with excellence, purpose, and shared mission.

Strategic Priority 3: Increasing Visibility and Advocacy

Over the next five years, Joseph & Mary’s Home will raise awareness of the challenge of homelessness among medically-fragile older adults and the need for medical respite to help address it.

In collaboration with SCHS external affairs, Joseph & Mary’s Home will cultivate relationships with elected officials and policymakers. In collaboration with SCHS fund development and communications teams, Joseph & Mary’s Home will conduct marketing and outreach; develop content for print, web and social media; and, with its volunteer leaders, participate in speaking engagements with parishes, community events and conferences. Our mission will guide our messaging and partnerships.

Strategic Priority 4: Securing Long-Term Impact

With the enhanced capacity of the SCHS fund development department and a reorganized board Development and Communications Committee, Joseph & Mary’s Home will seek to grow its major gifts, including planned gifts and gifts to its endowment; continue growth in its annual fund, including its quarterly appeals and annual luncheon; and find new grant opportunities to sustain annual grant revenue. Joseph & Mary’s Home will work with SCHS to regularly produce and review fundraising dashboards to evaluate the ROI.

Joseph & Mary’s Home will also work with other similar ministries and SCHS Finance team to maximize the potential of revenue from reimbursements, such as Better Health Partnership Pathways HUB, Medicaid insurance, managed care organizations and hospitals. With help from SCHS and other ministries, Joseph & Mary’s Home will transform its operating culture from solely grant-based to one that incorporates documentation and billing seamlessly.

Strategic Priority 5: Strengthening Efficiency and Sustainability

With the SCHS Finance team, Joseph & Mary’s Home will annually look at each business line to see if revenues exceed costs of operations and will use this analysis to improve efficiencies. Joseph & Mary’s Home will implement an asset management strategy focused on technology upgrades, preventative maintenance, and operational enhancements.

By integrating modern systems and improving infrastructure, we will create a sustainable environment that supports high-quality care, data and trend analysis, billing and growth. Further, these efforts will preserve resources, enhance operational effectiveness, and ensure our facilities remain safe and responsive to residents’ needs.