Strategic Impacts

2023 - 2025

HEALTH

Food security & health equity

Priority: Improve health outcomes in Berks County through scaled access to nutritional meals and healthcare resources.

Increase nutritional meals served to the most vulnerable children & seniors in the county by 10% year over year. Preparing and distributing 3000 meals served daily in 2022 to 4000 served in 2025.

Serve as a premier access hub to internal and external health and wellness resources through strategic partnerships and in-house expertise to reach over 500 families annually.

SAFETY

personal wellness & safety

Priority: Create safe spaces for community members to thrive socially and emotionally.

Increase breadth and depth of wellness programming for our community. Including on-site community education programs & resources for at risk youth & families as well as establish new satellite branches to meet the demands of Berks County’s aging population.

• Centro’s core program participation will increase by 15% year over year.

• Centro will pilot youth & family violence initiative impacting 250 city youth in 2023.

Establish strategic partnerships to meet the social and emotional wellness needs of various demographic populations in Berks County. Emphasize and apply trauma-informed care practices, education and support to all crisis intervention cases through our Information & Referral program to build a stronger sense of community, belonging and trust.

EDUCATION

Upward Mobility & Workforce Readiness

Priority: Scale workforce readiness to ensure that every client obtains a specific and achievable plan for their future

Centro serves as both a provider and resource hub to develop labor and career readiness skills. Offer year-round formal and informal training opportunities for lifelong learning and social mobility.

Build capacity among 50 community leaders to Champion and be more effective in enhancing educational outcomes for youth in school and beyond.

Three-Year Objectives & Strategies

HEALTHY BERKS

Expand and promote better impacts for the health of Berks County

2023-2025 OBJECTIVES

• Create value: Increase Marketing and communication efforts countywide beyond our social media platform.

• Strengthen County Partnerships: Embrace 5 new partners to help scale services countywide.

2023-2025 STRATEGIES

• Facilitate shared vision and direction across the County.

• Strengthen Partnerships and deepen relationships with stakeholders.

• Streamline and coordinate communications across the County.

• Increase efficiencies and scale services to support vulnerable communities countywide.

STRONGER CENTRO

Strengthen programs & partners to work together to achieve quality results

2023-2025 OBJECTIVES

• All staff, volunteers, board plus partners will be on-boarded and trained year-round.

• Strengthen Centro’s Board and Board committees.

• 100% of client facing staff will be trained in trauma informed care.

• Provide Corporate Volunteer Opportunities 4 times per year.

• Create an employee engagement council.

• Reach annual public and private revenue targets.

2023-2025 STRATEGIES

• Acquire top talent and build leadership pipelines, with a focus on diversity.

• Deliver effective centralized orientation for key roles.

• Strengthen outcomes/impact & aligned to key priorities.

• Hire RD/HR professionals and build a stronger leadership team.

• Rebalance RD’s revenue distribution to ensure long-term sustainability.

STATEWIDE INFLUENCE

Establish Centro Hispano as a recognized leader in the commonwealth

2023-2025 OBJECTIVES

• Increase advocacy efforts statewide.

• Increase Centro brand awareness along the 222 corridor.

• Increase Public funds locally to support Centro’s mission and its partners.

• Coordinate 1 statewide advocacy partner annually on efforts along the 222 corridor.

2023-2025 STRATEGIES

• Lead an Advocacy day event in Harrisburg for Latino serving institutions.

• Execute a consumer-facing multi-channel (focus on digital) marketing campaign.

• Collaborate on a Latino leadership communication plan.

• Execute a statewide advocacy plan leveraging existing and new partners.

A UNIFYING VOICE

Strengthen Centro’s internal & external capabilities to deliver on our mission

2023-2025 OBJECTIVES

• Build a talent pipeline with intentional support from local universities and school districts.

• Engage community partners across sectors to collectively focus on addressing community education agenda

• Hire staff with specific niche skills/capabilities to serve the staff and clients

2023-2025 STRATEGIES

• Formalize 2 MOU’s with 2 of the 5 Colleges in Berks County.

• Enhance alignment with National Latino Led Organizations.

• Adoption of findings in Harwood Report to leverage opportunities for strategic community partnership.

• Leverage surveys to collect employee & partners perspectives and chart progress on measures

2023/24 SHARED GOALS

CENTRO’S METRICS

Growth

• Grow senior center average daily attendance by 10% this year. (Add current #)

• Increase core program participants served by 15% this year. (Add current #)

• Grow average of daily consumers served from 800 in 2022 to 900 in 2024.

• Establish 10 new formalized MOU partnerships with CBOs in the community.

• Grow Board membership from 8 to 11 Board members.

• Grow Budget sustainability from $3M to ~$4M

FINANCIAL STRENGTH

• Raise $200K in private revenue by 2024 ($500K by 2026)

• Secure grant funding $500K by 2024 (with $1M by 2026)

• Raise $500K in government funding in 2024. ($1M in public revenue by 2026)

• Manage operating expenses to achieve targeted goals.

2023-2024 PRIORITY INITIATIVES & MEASURES

HEALTHY BERKS

Expand and promote better impacts for the health of Berks County

• Develop and execute a multi-year messaging plan aligned with Centro’s mission, including Centro’s Strategic Plan.

• Adopt 3 Key collaborative goals to build a Healthier Berks for All with community agency partners.

• Participate in 3 community wide events to build positive narrative & experience and Centro’s brand.

STRONGER CENTRO

Strengthen programs & partners to work together to achieve quality results

• Develop & coordinate annual training plan for staff, volunteer, board and partners.

• Hire Resource & Development Vice President and grants manager to build Centro’s sustainability plan.

• Hire HR professional to develop and support HR protocols/performance evaluations/trainings.

• Finalize Centro’s Value statement aligned with mission and future direction to support implementation of the Strategic Plan.

• 100% client facing staff trained in trauma informed care practices.

• Launch an employee resource/engagement Group.

STATEWIDE INFLUENCE

Establish Centro Hispano as a recognized leader in the commonwealth

• Establish relationships with other Latino serving organizations along the 222 corridor.

• Work with leaders at the State level to assess State funding for Centro and its partners.

• Define market geographies in Berks for growth with a collaborative approach.

• Develop a countywide voter’s education and enrollment plan to ensure increased Latino electoral participation.

A UNIFYING VOICE

Strengthen Centro’s internal & external capabilities to deliver on our mission

• Strengthen current staff knowledge with additional training opportunities for growth of Centro.

• Identify & support future leaders to build leadership capacity within the community.

• Become the convener of resources, support, and the go-to Latino organization for all institutions.

• Create a one-stop service environment that is user friendly, seamless and outcome driven.

• Increase corporate engagement opportunities to provide learning and giving opportunities with various communities.

CENTRO HISPANO SCORECARD

THANKS TO ALL THAT CONTRIBUTED TO THIS STRATEGIC PLAN EFFORT