STRATEGIC PLAN 2023-2028

VISION

In 3-5 years, we want to see the following in place as a result of our actions:

  • Client Centered Services

  • Increased Number of Volunteers

  • Improved People Operations

  • Capital Campaign Initiated

  • New Revenue Streams

  • Diverse Funding Streams

  • Brand

MISSION

To foster the independence and dignity of older adults by reducing food insecurity and isolation, with daily nutritious meals, friendly visits and connection to support services.

STRATEGIC PRIORITIES

In 3-5 years, we want to see the following in place as a result of our actions:

1. To strengthen the physical and mental health of clients through nutrition and wraparound support:

  • Increase from 7 meals to 9 meals per week.

  • Increase the variety and diversity of the meals we serve.

  • Collaborate with an additional 2-3 college programs and simplify the assessment process to limit the workload for our assessment staff.

  • Connect with other programs and services to increase our deliverables and lower our costs.

  • Collaborate with other programs to increase volunteer base.

  • Additional revenue streams with ghost kitchen or fee for service.

  • Additional hubs to continue to expand access to more volunteers.

2. To better utilize current space and plan for the future

  • Ability to increase meal production and volume to decrease delivery days and partner with non-business-related partners to diversify revenue streams.

  • Ability to respond to emergency community meal needs.

  • Ability to increase consistency in meal deliveries to increase client satisfaction.

  • Decrease liability to vehicle damage and decrease unnecessary transportation expenses.

  • Decrease plastic use and expenses related to unnecessary supplies with refrigerated vehicles.

  • Increase capacity for other program option such as second meals, groceries.

  • Ability to expand medically tailored meal (MTM) offerings made in-house.

  • Every meal is made in-house.

3. To improve people operations

  • Hire HR support staff.

  • Staff retention.

    Back-up system of trained on-call staff.

4. To strengthen the fiscal health of the organization

  • Profitable fundraising events, at least twice a year.

  • Identified, profitable catering and fee-for-service rates.

  • Meaningful source of income, outside of government contracts.

  • Legacy giving program underway & incorporated into marketing.

  • Long-term financial plan in place.

  • Financial tools & systems in place and in use (tracking, costing, reporting).

  • Decisions made re: fee-for-service (Cal-AIM & other opportunities).

This strategic plan developed February through June 2023 by SOS board and staff members in collaboration with The Ross Collective.