Strategic Plan

Strategic Plan


During Cunningham’s 127-year history, our programs and services have evolved to address our top priority: the needs of kids—especially those who are most vulnerable. Our vision is straightforward. We want to see every child thrive. And our mission builds on that idea by stating that we nourish hope through effective solutions so children thrive and families flourish. Our vision and mission statements align with the purpose that motivated Judge Joseph and Mary Cunningham to entrust their home to today’s United Women in Faith.

In September of 2019, the management team and an ad hoc committee of the Board of Directors for Cunningham Children’s Home began a journey to update the agency’s strategic plan. The rapidly changing child welfare climate and significant growth the agency has experienced in recent years were factors in the decision to review the existing plan and develop new strategic priorities. Cunningham’s core values ground our work, bind us together, and define our collective character. These new strategic priorities were developed in the context of our current vision, mission, and core values, all of which were affirmed by the strategic planning team.  

Although less money is expected from local, state, and federal governments for the services we have traditionally provided, our funders have identified new outcomes they want us to accomplish: build resilient families, provide quality education and job skills programs, and foster a safe community. Reflecting the trends in our environment, the agency’s strategic imperatives are:

  • To adopt innovative ways to recruit, develop, retain, and support our staff
  • To develop cross-functional teams and strategic partnerships with other organizations to expand service capacity and actively participate in a community-based system of care to meet vital needs
  • To utilize predictive analytics and strategic data analysis to inform decision-making and address the rapid pace of change
  • To focus on an integrated service delivery system of care that accounts for the behavioral and physical health needs of families, and for substance abuse treatment
  • To assure that families can meet their basic needs and have a strong natural support network
  • To move from child-centered to family-centered perspectives 
  • To provide trauma informed, culturally competent, and evidence-based or evidence-informed services

Cunningham’s four strategic goals address how we will grow to meet current and future needs of children and their families, and our communities.

***Strategic planning is an evergreen process which requires continual review, evaluation, and revision.