UMFS Strategic Plan

Our new three-year strategic plan is underway and we’re excited to share what the plan looks like for this fiscal year and beyond. Read below to learn more about what our goals are for this fiscal year.

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Strategic Plan

Our new three-year strategic plan is underway and we’re excited to share what the plan looks like for this fiscal year and beyond. Read below to learn more about what our goals are for this fiscal year.

Three Year Telescope

UMFS has all the elements of a world-class organization. Our program goals are intentionally chosen to focus on a lifetime of good for those we serve. The outcomes are so brag-worthy that organic growth occurs with ease. We foster replication of our work in others in support of Virginia’s children and families.

UMFS is the anchor for an ecosystem of aligned organizations that partner to support each of our worthy and related causes. This expands our social impact and enables sustainability. Our culture embraces an approach of “letting go of that which no longer serves us” to make room for new capacity. Our staff are dynamic, aligned, and have the energy reserves to dream, innovate and create. UMFS is a measurably diverse, equitable, and inclusive community. Volunteers are immersed in the work with us, amplifying our capacity and impact.

We will have completed our Richmond campus transformation to reflect UMFS’ new vision. We will have reimagined the regional centers’ workplace to match the evolving hybrid-workforce needs. We will have built an infrastructure that enables a seamless blend of virtual and in-person work throughout the organization.

Our financial position is strong because our core programs are highly utilized; we have invested our assets wisely and addressed inefficiencies effectively. Our fundraising goals are met and growing year over year because we have provided clarity to our supporters and the value of their investment in us is abundantly clear.

 Our values exemplify how we do our work. See our values here

Strategic Plan Progress – FY24

Click the + next to each goal to expand.


We’ve attracted and retained exceptional employees, with the implementation of our Talent Management Plan.

3 Year Goals

  • A Total Rewards Program is fully implemented.
  • The UMFS onboarding experience is redesigned to facilitate organizational learning, a sense of belonging, and clarity of expectations.
  • Manager excellence is achieved through upskilling as measured by staff performance and supervisor feedback.

Total Rewards Program

This Year’s Goal: Develop roll out plan for communication and implement at least two TRP recommendations. 

Agency Onboarding

This Year’s Goal: Finalize all curriculum materials and test the redesigned onboarding system with a small group of new hires. 

Manager Excellence

This Year’s Goal: Create all materials for implementation and pilot test modules to refine where needed.

Social Impact: Goal 1

Amplifying Our Core
Our program outcomes are best in class as compared to state and national benchmarks.

3 Year Goals
  • Permanency rates are increased annually for each regional center.
  • CHS Day achieves a VASIEF score with commendation.
  • Residential youth complete treatment successfully as measured by the Beck Youth Inventory 2.
CFHC Resident Transition

This Year’s Goal: Within the average of 36 youth, 70% of residents will transition successfully by completing treatment goals and discharging to a lower level of care.

VAISEF Accreditation

This Year’s Goal: Complete the review of all standards and implement identified system improvements within the next six months.

Increased Kinship

This Year’s Goal: 60 new families are approved while permanency rates remain at 60% or above.

Social Impact: Goal 2

Strategic Partnerships
UMFS is the anchor for an ecosystem of aligned organizations who partner to support their worthy and related causes.

3 Year Goals
  • UMFS is a volunteer community hub embedded into programs and departments.
  • UMFS will have a sustainable model of partnering with aligned organizations by doubling the number of people served through it.
Partnering Model

This Year’s Goal:

  • Ten aligned partners will be involved in the Generosity Collective.
  • Develop a sustainable model for cross-promotion and joint initiatives with aligned organizations.
Donor and Volunteer Engagement

This Year’s Goal: Revitalize the Resource Development Committee to lead the new donor engagement plan.

Service Expansion

This Year’s Goal: Serve 294 youth through the Caminos program (50%) and 50 youth through Kinship (70%).

Social Impact: Goal 3

We take an active role in positive system change to affect the well-being of those we serve. 

3 Year Goals
  • Advocate for improved systems to allow for more Kinship care.

Policy Advisory Group

This Year’s Goal: Form a Policy Advisory Group and develop a legislative agenda. Carry out the agenda.


Stewardship and strategic program growth provide the necessary financial resources to achieve our desired social impact.

3 Year Goals
  • CHS Day School and Residential Services are at 90% program capacity.
  • The design of the TFC program, including Kinship care, has grown by 20%.
  • The annual fund has year over year growth.
  • The Master Plan for Richmond campus is complete.
CFHC Budget

This Year’s Goal: Maintain avg. census of 36.

CHS Richmond Budget

This Year’s Goal: Meet or exceed monthly census projections, beginning at 63 and increasing to 74 students.

CHS Edinburg Budget

This Year’s Goal: CHS-E: Meet or exceed monthly census of 45 students.

IT Infrastructure

This Year’s Goal:

  • Develop a plan for paperless electronic invoicing and beta testing.
  • Complete installation of network infrastructure for Phase 2 of Masterplan.
  • Design and rollout infrastructure upgrades for all offices.
Annual Fund Infrastructure

This Year’s Goal: Increase annual fund growth by 10%.

TFC Revenue

This Year’s Goal: The program will meet or exceed TFC census projections, beginning at 102 to 126.