Hope Rising Farm Therapeutic Riding Center  Strategic Plan 2023-2026 

 Approved August 2023

Acknowledgements 

On behalf of the Board of Directors and staff, we are pleased to present the 2023-2026  Strategic Plan for Hope Rising Farm Therapeutic Riding Center, Inc. 501(c)3. Our organization has grown significantly over the last six years as more people with and  without physical and emotional challenges along with their families seek us out. We are at a  truly pivotal point in Hope Rising’s history: we have transitioned to a spacious, new facility and  will finally have the physical capacity to serve more individuals with all abilities. It is incumbent  upon us that as we move forward, adding more participants, we maintain a solid organizational  footing while securing the increased resources needed to sustain a larger participant base. It is our intention that this plan will guide our future growth, ensuring that our growth is  manageable, sustainable, and carefully thought out. 

We are grateful to board members and leadership staff for their guidance and active  engagement. We deeply appreciate the input from our former board members and volunteers  through the online survey we conducted as part of our planning. You provided us with invaluable feedback and information that informed the final plan which outlines our roadmap  for addressing the future. We would also like to acknowledge Danette L. O’Connell, founder  and Executive Director of the Nonprofit Cooperative, who lent us her valuable expertise on  strategic planning. 

We are proud of the results and the focus this strategic plan gives to the work ahead of us. As  with all successful strategic plans, the Board of Directors, along with our Executive Director, will  oversee the successful implementation through committees and task forces over the next three  years. While the ultimate responsibility for the plan rests with the Board of Directors, it will  require continuing energy and input from all members of the Hope Rising community. 

Sincerely, 

Rosanne Visco, Chair

 Jacqueline Wikane Strategic Planning Committee: Executive Director 

Jodi Spitler 

Kitty Visconti 

MISSION STATEMENT 

The mission of Hope Rising Farm is to enhance the quality of life and well-being of adults and  children of all abilities in a supportive and safe environment through unmounted and mounted  Equine-Assisted Services.  

VISION STATEMENT 

Hope Rising Farm will provide life-changing experiences that empower the mind, strengthen the  body, and lift the spirit. 

STRATEGY STATEMENT 

BY 2026, Hope Rising Farm will be recognized as the premier therapeutic riding organization in  Dutchess County and surrounding region for its standards of excellence, highly trained and  motivated professionals and volunteers, financial sustainability, and culture of healing.

EXECUTIVE SUMMARY 

THE HOPE RISING FARM STRATEGIC PLAN IDENTIFIES A VISION TO WORK TOWARDS OVER THE  NEXT THREE YEARS. THE STRATEGIC PLAN OUTLINES FIVE STRATEGIC GOALS SUPPORTED BY  STRATEGIC OBJECTIVES THAT REPRESENT A COMMITMENT TO DELIVER OUR MISSION AND  BUILD ON CORE STRENGTHS TO EXPAND OPPORTUNITIES AND PARTNERSHIPS, INCREASE  RESOURCES, AND IMPROVE EXISTING PRACTICES. WE RECOGNIZE THAT OUR SUCCESS  DEMANDS THAT WE ENGAGE THE EXTENDED HOPE RISING FARM COMMUNITY TO EMBRACE  THESE SHARED PRIORITIES. 

GOAL #1 ESTABLISH FARM MAINTENANCE PROGRAM 

STRATEGIES: 

• Establish facility management director to oversee farm operations 

• Ensure materials, equipment and buildings are up to date, efficient and user friendly to  meet the needs of Hope Rising Farm 

• Develop plan to include current and future upgrades and improvements • Ensure barn and property security including cameras, monitors, gate enclosures • Install appropriate ADA equipment including accessible ramps where needed and have  safety/medical equipment on hand such as first aid kits and AED 

GOAL#2 ORGANIZATIONAL GOVERNANCE/BOARD DEVELOPMENT 

STRATEGIES: 

• Recruit and position appropriate board members for the organization • Promote diversity on the non-profit board  

• Provide board orientation for new members 

• Review/update board bylaws 

• Ensure a minimum of quarterly meetings with minutes 

GOAL #3 CREATE CLEARLY DEFINED, OPTIMIZED AND SELF -SUSTAINING PROGRAM 

 STRATEGIES: 

• Maintain and expand optimal program participation 

• Refine programming (scheduling, admission process for participants) • Grow ridership (advertising and use of satisfaction surveys) 

• Increase the number of volunteers, define roles needed in the program, institute  training program for volunteers (advertising, satisfaction surveys, review current  criteria for volunteers, quarterly training program, orientation program) • Offer ongoing learning opportunities for staff and volunteers

GOAL #4 MARKETING AND COMMUNICATION 

STRATEGIES: 

• Increase exposure via social media, email, SMS marketing, press coverage and  advertising, farm newsletter 

• Set up effective web platform with dedicated webmaster 

• Volunteer management software (uses automations to ensure volunteers receive  confirmations, reminders, briefings and alerts via email, SMS and in portal notifications • Measure reach through platforms such as meta business suite, google analytics, google  alerts and media monitoring 

• Create corporate partnerships 

GOAL#5 ENSURE A SUSTAINABLE FINANCIAL MODEL THAT WILL SUPPORT EXPANSION 

STRATEGIES: 

• Build a capital reserve to support operations in the event of a temporary or emergency  shut down 

• Evaluate additional income opportunities such as boarding  

• Increase effectiveness and timeliness of financial reporting and transparency to outside  partners i.e., clients, donors, government  

• Develop a fundraising plan that defines potential donors, forms a fundraising  committee, provides consistent follow up with donors and develops email lists • Begin the process for legacy planning to include setting up will to provide future  turnover and seamless transfer of farm and farm related assets