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STRATEGIC PLAN 2025-2030 Sustainability. Innovation. Partnership.
TABLE OF CONTENTS 01 Letter from the Executive Director 02 Strategic Plan Summary 03 Goals and Objectives 04 Key Metrics and Timeline 04 Organization Sustainability 08 Programmatic Innovation 11 Community Partnership 15 Timeline 18 Background Information
As we look forward to the next five years, I am reminded of the foundation upon which Habitat for Humanity was built. Guided by faith and fueled by a belief in the transformative power of shelter, we have spent decades bringing hope and stability to families in Winona County. Yet, as we celebrate our past successes, we must confront the reality of an ongoing housing crisis that demands bold action and innovative solutions. Our newly adopted Strategic Plan for 2025-2030 reflects both the urgency of the moment and our enduring commitment to building homes, communities, and hope. This plan charts a course that will allow us to deepen our impact, enhance our capacity, and expand our vision of a world where everyone has a decent place to live. Together, we will: Ensure sustainability by diversifying revenue streams and strengthening partnerships, including a robust planned giving program and expanded corporate sponsorships. Innovate our programs to address evolving community needs, from accessible home repairs to educational resources that empower future homeowners and volunteers. Collaborate with our community to champion housing policy reforms, form impactful partnerships, and elevate voices advocating for change. At its core, this plan is about people. It’s about the families who dream of safe and affordable homes, the volunteers who give their time and talent, and the donors and partners who share our belief in the power of community. It’s about you. The challenges ahead are significant, but so is our resolve. With your continued support, we will build not just homes but also opportunities, dignity, and hope for generations to come. Together, we can ensure that every nail driven and every wall raised brings us closer to a Winona County where everyone has the foundation they need to thrive. Thank you for being part of this mission. Together, we will build a brighter future. LETTER FROM THE EXECUTIVE DIRECTOR Friends of Habitat Winona County, Brittany Hennessy || Executive Director 1
SUMMARY ORGANIZATION VISION ORGANIZATION MISSION Seeking to put God’s love into action, Habitat for Humanity brings people together to build homes, communities, and hope. A world where everyone has a decent place to live. FIVE YEAR AFFILIATE VISION - 2030 In the next five years, Habitat for Humanity Serving Winona County will transform lives and strengthen communities by ensuring organizational sustainability, pioneering innovative housing solutions, and fostering deep partnerships to create a future where everyone has a safe and affordable place to call home. FIVE YEAR AFFILIATE MISSION A sustainable organization, aligned with the housing needs of Winona County. Through shelter, we empower. Affordable housing is the foundation on which families and communities thrive. 2
GOALS AND OBJECTIVES ORGANIZATION SUSTAINABILITY Ensure the long-term sustainability of Habitat for Humanity Winona County by diversifying fundraising efforts, enhancing capacity, improving marketing, and optimizing operations to effectively support our mission and expand our impact. GOAL Fundraising, Capacity, Marketing, and Operations AREAS OF FOCUS PROGRAMMATIC INNOVATION Drive programmatic innovation by adapting to meet community needs through educational programming, creative construction solutions, and ReStore events. GOAL Educational Programming, Construction, and ReStore AREAS OF FOCUS COMMUNITY PARTNERSHIP Prioritize and deepen relationships with the community through government, corporate, non-profit, and community member engagement. GOAL Advocacy, Collaboration, Philanthropic Partnership, Board and Committees AREAS OF FOCUS 2025-2030 HFH WINONA COUNTY STRATEGIC PLAN - GOALS AND OBJECTIVES 3
KEY METRICS AND TIMELINES ORGANIZATION SUSTAINABILITY Establish a sustainable fundraising model that diversifies revenue streams, engages community stakeholders, and ensures consistent financial support for our mission. FUNDRAISING Planned Giving:1. By 2026, partner with at least three local experts (e.g., law firms, community foundations) to create a comprehensive planned giving strategy. By 2027, conduct at least four community seminars annually to educate about planned giving, targeting a 15% increase in planned gifts year over year. Establish a charitable trust by 2028 to facilitate legacy gifts. Corporate Sponsorship:2. Increase annual dinner sponsorship by 5% each year ($2,750), aiming to raise $70,000 by 2030. Secure sponsorship for at least two new home builds annually starting in 2025, with a goal to fully fund one home build through corporate sponsorship by 2027. Launch a repair sponsorship program by 2026 and secure funding for 30% of repair projects through corporate sponsorship by 2030. Grants:3. Develop a comprehensive grant database by 2025 to track and manage applications. Double the number of grant applications by 2027 through increased volunteer and part- time staff support, aiming for a 100% increase in grant awards by 2030. In-Kind Gifts:4. By 2025, implement a strategy to increase in-kind donations to the ReStore, aiming for a 10% increase in goods donated year over year. Acquire at least two pieces of equipment or developable land parcels through in-kind donations by 2030. 2025-2030 HFH WINONA COUNTY STRATEGIC PLAN - ORGANIZATIONAL SUSTAINABILITY 4
KEY METRICS AND TIMELINES ORGANIZATION SUSTAINABILITY Strengthen organizational capacity by investing in staff development, enhancing volunteer engagement, and optimizing resource management to effectively support our mission. CAPACITY Staffing:1. By 2026, develop and implement a staff wellness program, aiming for a 90% staff satisfaction rate. Conduct an annual review of compensation packages to ensure competitive salaries by 2027. Clearly define roles and responsibilities by 2025 to improve organizational efficiency by 15% by 2030. Volunteerism:2. Increase the volunteer base by 20% annually, reaching 500 active volunteers by 2030. Develop a long-term volunteer engagement program by 2026 to fill gaps in staff needs and increase volunteer retention by 30% by 2030. Create meaningful volunteer opportunities, achieving a volunteer satisfaction rate of 85% by 2027. 2025-2030 HFH WINONA COUNTY STRATEGIC PLAN - ORGANIZATIONAL SUSTAINABILITY 5
KEY METRICS AND TIMELINES ORGANIZATION SUSTAINABILITY Elevate our marketing efforts by expanding outreach, increasing community engagement, and effectively communicating our mission and impact. MARKETING Social Media:1. Implement a social media calendar by 2025 and increase social media engagement by 25% each year. Achieve a consistent posting schedule of at least three times a week across all platforms by 2026. Storytelling:2. By 2025, collect a bank of 50 stories showcasing impact and use these stories in at least 50% of marketing materials to drive donations. Launch a "Stories of Impact" campaign by 2026 to generate a 10% increase in revenue from individual donors. 2025-2030 HFH WINONA COUNTY STRATEGIC PLAN - ORGANIZATIONAL SUSTAINABILITY 6
KEY METRICS AND TIMELINES ORGANIZATION SUSTAINABILITY Optimize operations by streamlining processes, improving efficiency, and implementing best practices to enhance overall safety, effectiveness, and support our mission. OPERATIONS Safety:1. Implement a comprehensive safety program by 2025, reducing on-site incidents by 50% by 2030. Policy and Procedures:2. By 2026, review and update all policies and procedures to align with best practices, with a focus on efficiency and safety. Develop a comprehensive giving guide by 2025 to standardize philanthropic efforts and increase donor engagement. Review and Update the ReStore Operations manual by 2027 Create an Operations Manual for the Affiliate by 2028 2025-2030 HFH WINONA COUNTY STRATEGIC PLAN - ORGANIZATIONAL SUSTAINABILITY 7
KEY METRICS AND TIMELINES Develop innovative educational programs that address community needs, foster skill development, and empower individuals. EDUCATIONAL PROGRAMMING Homeownership Education:1. Launch a new homeownership education program by 2025, aiming to educate at least 60 potential homeowners annually by 2030. Develop online educational resources by 2026 to reach 80 additional participants per year. Volunteer Education:2. Create a volunteer education program by 2025, ensuring all volunteers receive training within their first three months. By 2030, increase volunteer skill development training by 50%. PROGRAMMATIC INNOVATION 2025-2030 HFH WINONA COUNTY STRATEGIC PLAN - PROGRAMMATIC INNOVATION 8
KEY METRICS AND TIMELINES Enhance the new home construction and repairs program by ensuring quality and efficiency, testing new methodologies, and aligning with community needs. CONSTRUCTION Repairs:1. Prioritize accessibility in 100% of repair projects by 2026. Increase the number of major repair projects funded by external grants by 25% by 2027. Reduce community blight by completing 20 rehabilitation projects annually by 2030. New Home Construction:2. Evaluate and update building strategies annually to align with community needs, achieving a sustainable 1-2 homes built annually by 2030. Develop and implement at least two new building models by 2030 that increase housing density and maximize land use. PROGRAMMATIC INNOVATION 2025-2030 HFH WINONA COUNTY STRATEGIC PLAN - PROGRAMMATIC INNOVATION 9
KEY METRICS AND TIMELINES Make the ReStore a recognized hub for affordable home and construction goods, skill acquisition, and community connection. RESTORE Community Engagement:1. Host at least six community events or classes annually starting in 2025 to increase foot traffic by 20% year over year. Achieve a 10% increase in repeat customers by 2027. E-Commerce:2. Launch an e-commerce platform by 2026, contributing to 15% of ReStore revenue by 2030. Sales Strategy:3. Implement a new pricing and display strategy by 2025 to increase sales by 15% by 2027. Reorganize the store layout by 2026 to enhance customer experience and drive a 10% increase in average purchase size. PROGRAMMATIC INNOVATION 2025-2030 HFH WINONA COUNTY STRATEGIC PLAN - PROGRAMMATIC INNOVATION 10
KEY METRICS AND TIMELINES Achieve strong community partnerships through proactive advocacy, fostering collaboration, and promoting our mission. ADVOCACY Government Policy:1. Advocate for sustainable funding of a Local Housing Trust Fund by 2030 Support zoning reform to promote affordable housing development, achieving at least one significant policy change by 2030. COMMUNITY PARTNERSHIP 2025-2030 HFH WINONA COUNTY STRATEGIC PLAN - COMMUNITY PARTNERSHIP 11
KEY METRICS AND TIMELINES Foster cross-community collaboration by cultivating relationships, promoting dialogue, and leveraging shared resources. COLLABORATION Cross-Organizational Partnerships:1. Establish at least five new partnerships with local organizations by 2025 to collaborate on housing and community development projects. Develop a collaborative annual event by 2026 to promote shared goals and community resilience. COMMUNITY PARTNERSHIP 2025-2030 HFH WINONA COUNTY STRATEGIC PLAN - COMMUNITY PARTNERSHIP 12
KEY METRICS AND TIMELINES Cultivate philanthropic partnerships by engaging donors, fostering meaningful relationships, and aligning shared goals. PHILANTHROPIC PARTNERSHIP Collaborative Projects:1. Partner with at least two philanthropic organizations annually to fund collaborative projects by 2026. Increase the number of "Build Days" and home sponsorships by 25% by 2030. Mission Champions:2. Identify and cultivate at least 10 "Mission Champions" by 2025 to advocate and fundraise for the organization. COMMUNITY PARTNERSHIP 2025-2030 HFH WINONA COUNTY STRATEGIC PLAN - COMMUNITY PARTNERSHIP 13
KEY METRICS AND TIMELINES Strengthen our Board of Directors and Committees by recruiting diverse talent and promoting effective governance. BOARD AND COMMITTEES Recruitment:1. Increase board diversity by 20% by 2029 to better reflect the community served. Implement a comprehensive recruitment strategy by 2025 to ensure board and committee members have diverse skills and connections across the community. Committee Reform:2. By 2026, restructure committees to align with strategic priorities, aiming for more effective governance and decision-making. COMMUNITY PARTNERSHIP 2025-2030 HFH WINONA COUNTY STRATEGIC PLAN - COMMUNITY PARTNERSHIP 14
Year Focus Area Sub Group Goal/Activity 2025 Organizational Sustainability Fundraising Develop a comprehensive grant database by 2025 to track and manage applications. 2025 Organizational Sustainability Fundraising By 2025, implement a strategy to increase in-kind donations to the ReStore, aiming for a 10% increase in goods donated year over year. 2025 Organizational Sustainability Marketing Implement a social media calendar by 2025 and increase social media engagement by 25% each year. 2025 Organizational Sustainability Marketing By 2025, collect a bank of 50 stories showcasing impact and use these stories in at least 50% of marketing materials to drive donations. 2025 Organizational Sustainability Operations Develop a comprehensive giving guide by 2025 to standardize philanthropic efforts and increase donor engagement. 2025 Programmatic Innovation Educational Programming Create a volunteer education program by 2025, ensuring all volunteers receive training within their first three months. 2025 Programmatic Innovation ReStore Host at least six community events or classes annually starting in 2025 to increase foot traffic by 20% year over year. 2025 Community Partnership Collaboration Establish at least five new partnerships with local organizations by 2025 to collaborate on housing and community development projects. 2025 Community Partnership Philanthropic Partnership Identify and cultivate at least 10 "Mission Champions" by 2025 to advocate and fundraise for the organization. 2025 Community Partnership Board and Committees Implement a comprehensive recruitment strategy by 2025 to ensure board and committee members have diverse skills and connections across the community. 2026 Organizational Sustainability Fundraising Partner with at least three local experts (e.g., law firms, community foundations) to create a comprehensive planned giving strategy 2026 Organizational Sustainability Capacity By 2026, develop and implement a staff wellness program, aiming for a 90% staff satisfaction rate. 2026 Organizational Sustainability Marketing Achieve a consistent posting schedule of at least three times a week across all platforms by 2026. 2026 Organizational Sustainability Marketing Launch a "Stories of Impact" campaign by 2026 to generate a 10% increase in revenue from individual donors. 2026 Organizational Sustainability Operations By 2026, review and update all policies and procedures to align with best practices, with a focus on efficiency and safety. 2026 Programmatic Innovation Educational Programming Develop online educational resources by 2026 to reach 80 additional participants per year. 2026 Programmatic Innovation Construction Prioritize accessibility in 100% of repair projects by 2026. 2026 Programmatic Innovation ReStore Reorganize the store layout by 2026 to enhance customer experience and drive a 10% increase in average purchase size. 2026 Community Partnership Collaboration Develop a collaborative annual event by 2026 to promote shared goals and community resilience. 2026 Community Partnership Philanthropic Partnership Partner with at least two philanthropic organizations annually to fund collaborative projects by 2026. 2026 Community Partnership Board and Committees By 2026, restructure committees to align with strategic priorities, aiming for more effective governance and decision-making. KEY METRICS AND TIMELINES 2025-2030 HFH WINONA COUNTY STRATEGIC PLAN - TIMELINE 15
Year Focus Area Sub Group Goal/Activity 2027 Organizational Sustainability Fundraising Conduct at least four community seminars annually to educate about planned giving, targeting a 15% increase in planned gifts year over year 2027 Organizational Sustainability Fundraising Secure sponsorship for at least two new home builds annually starting in 2025, with a goal to fully fund one home build through corporate sponsorship by 2027 2027 Organizational Sustainability Fundraising Double the number of grant applications by 2027 through increased volunteer and part-time staff support, aiming for a 100% increase in grant awards by 2030 2027 Organizational Sustainability Capacity Conduct an annual review of compensation packages to ensure competitive salaries by 2027. 2027 Organizational Sustainability Capacity Create meaningful volunteer opportunities, achieving a volunteer satisfaction rate of 85% by 2027. 2027 Organizational Sustainability Operations Review and Update the ReStore Operations manual by 2027 2027 Programmatic Innovation Construction Increase the number of major repair projects funded by external grants by 25% by 2027. 2027 Programmatic Innovation ReStore Achieve a 10% increase in repeat customers by 2027. 2027 Programmatic Innovation ReStore Implement a new pricing and display strategy by 2025 to increase sales by 15% by 2027. 2028 Organizational Sustainability Fundraising Establish a charitable trust by 2028 to facilitate legacy gifts 2028 Organizational Sustainability Operations Create an Operations Manual for the Affiliate by 2028 2029 Community Partnership Board and Committees Increase board diversity by 20% by 2029 to better reflect the community served. 2030 Organizational Sustainability Fundraising Increase annual dinner sponsorship by 5% each year ($2,750), aiming to raise $70,000 by 2030 2030 Organizational Sustainability Fundraising Launch a repair sponsorship program by 2026 and secure funding for 30% of repair projects through corporate sponsorship by 2030 2030 Organizational Sustainability Fundraising Acquire at least two pieces of equipment or developable land parcels through in-kind donations by 2030. 2030 Organizational Sustainability Capacity Clearly define roles and responsibilities by 2025 to improve organizational efficiency by 15% by 2030. 2030 Organizational Sustainability Capacity Increase the volunteer base by 20% annually, reaching 500 active volunteers by 2030. 2030 Organizational Sustainability Capacity Develop a long-term volunteer engagement program by 2026 to fill gaps in staff needs and increase volunteer retention by 30% by 2030. KEY METRICS AND TIMELINES 2025-2030 HFH WINONA COUNTY STRATEGIC PLAN - TIMELINE 16
Year Focus Area Sub Group Goal/Activity 2030 Organizational Sustainability Operations Implement a comprehensive safety program by 2025, reducing on-site incidents by 50% by 2030. 2030 Programmatic Innovation Educational Programming Launch a new homeownership education program by 2025, aiming to educate at least 60 potential homeowners annually by 2030. 2030 Programmatic Innovation Educational Programming By 2030, increase volunteer skill development training by 50%. 2030 Programmatic Innovation Construction Reduce community blight by completing 20 rehabilitation projects annually by 2030. 2030 Programmatic Innovation Construction Evaluate and update building strategies annually to align with community needs, achieving a sustainable 1-2 homes built annually by 2030. 2030 Programmatic Innovation Construction Develop and implement at least two new building models by 2030 that increase housing density and maximize land use. 2030 Programmatic Innovation ReStore Launch an e-commerce platform by 2026, contributing to 15% of ReStore revenue by 2030. 2030 Community Partnership Advocacy Advocate for sustainable funding of a Local Housing Trust Fund by 2030 2030 Community Partnership Advocacy Support zoning reform to promote affordable housing development, achieving at least one significant policy change by 2030. 2030 Community Partnership Philanthropic Partnership Increase the number of "Build Days" and home sponsorships by 25% by 2030. KEY METRICS AND TIMELINES 2025-2030 HFH WINONA COUNTY STRATEGIC PLAN - TIMELINE 17
BACKGROUND INFORMATION Our Mission: Seeking to put God’s love into action, Habitat for Humanity brings people together to build homes, communities, and hope. Our Vision: A world where everyone has a decent place to live. 1994: Habitat for Humanity Winona County opened its doors. We have now been serving Winona County for 25 years. 2003: Launched the first Habitat ReStore in Minnesota! A fundraiser for our mission, we sell gently used and new building materials and furniture for a fraction of retail prices. 2009: added Fillmore County to our service area in response to devastating area floods. 2012: launched the A Brush With Kindness exterior home repair program. 2019: opened a larger ReStore to earn more of the funds it takes to deliver our mission. 2022: Rebranded as Habitat for Humanity serving Winona County Statistics: Volunteers and Habitat homeowners have built 56 homes, 5 of which are in Fillmore County. 158 children have been impacted by new home construction. Repaired 350 homes, by replacing leaking roofs, building wheelchair ramps and other accessibility modifications, removing brush and debris, replacing siding and soffit, painting home exteriors, replacing windows and storm doors, and more. 23% of our homeowners are Black, Indigenous, or People of Color. As of January 2025, we have 31 active homeowners. Since its launch, the ReStore has diverted more than 900,000 lbs of trash annually. Local Data In the City of Winona alone, we need 720 additional housing units to meet market demand. 100 subsidized senior housing units 65 subsidized housing units 555 additional housing units 27% of renters in Winona County are rent burdened, and 17% are severely rent burdened Winona has an aging housing stock, 29% built before 1939 Habitat Data across Minnesota 271 Households partnered with Habitats across Minnesota in Fiscal Year 2023, 3,200 since 1986. 59 Counties are served by Habitat affiliates 56 new homes constructed in Fiscal Year 2023 125 homes repaired in Fiscal Year 2023 18