Serve More: People. Programs. Partnership.

Strategic Plan

FY22 Strategic Plan

MIFA’s FY20 strategic plan, called Serve More, had three goal areas: People, programs, and partnership. Work on the plan began in the fall of 2019, when we completed a number of significant projects in a short time. Through a process called MIFA Refresh, we completed a minor restructure to define job categories, clarify roles, and establish clear expectations for all job roles; the MIFA Refresh team, composed of people managers, continues to evaluate strategies that benefit all staff. The COVID-19 pandemic forced us to rapidly adapt, particularly in the areas of innovation and technology, to equip staff for remote work and continue delivering services that traditionally have been provided in person; we also completed facility upgrades to make the office environment safer for on-site staff.

The changes we implemented in a short period of time during FY20 and FY21 led to the creation of a bold plan for FY22, taking the lessons we learned about our resiliency and responsiveness during the pandemic and building an even stronger organization in its aftermath.

Sustain, grow, and innovate MIFA Meals on Wheels. Sustainability for meals independent of government funding has been a goal of MIFA’s for many years. Thanks to especially generous community support during the pandemic, we have an opportunity to create the MIFA Senior Hunger Innovation Fund, to provide stable funding for meals, eliminate the local waiting list, and allow the flexibility to invest in technology and innovative solutions to meal delivery. This area of the plan also includes steps to recruit, reengage, retain, and recognize volunteers and to support advocacy for the key issues that drive MIFA’s programs.

Customer results and experience at the center. For the first time during the pandemic, we moved our client interactions in family programs entirely online. After a year of observing those processes, the team identified ways we could improve our approach to customer service, including the implementation of a help desk for client calls, streamlining the online application process, and providing staff with improved tools to prioritize their work. For senior programs, we plan to create a senior service navigator position and to explore partnerships to establish a continuum of care for seniors. Strategies for donor and volunteer stewardship, interfaith engagement, and customer service training and resources for staff are also included in this area of the plan.

Refreshed, vital, and healthy culture. This plan area includes steps to help many staff safely return to in-office work and to recommit to high standards of internal and external