Cause. Effect. Change.

Our Goals

In 2015, the Board of Directors of The Children’s Guild Foundation approved a new strategic plan. Over the next three years, the Foundation intends to:

  • Increase impact by focusing grant making in:
    • Strengthening neonatal and developmental pediatric services within the region by developing and supporting a solid, consistent and supportive healthcare pathway from birth to 25 years of age.
    • Enhancing options for self-sufficiency by helping to create access to meaningful transition services that will support educational, vocational, employment and day-habilitation services.
    • Expanding the availability to respite and transportation services for families.
    • Promoting specific clinical and bench research projects focused on improving conditions and diseases effecting children with developmental and physical disabilities.
    • Enhancing opportunities for and access to therapeutic recreational programs to improve the quality of life for children with special needs
  • Lead and/or support advocacy efforts. The Foundation will become even more engaged in research, data collection and elevation of public dialogue surrounding issues pertinent to its mission.
  • Mentor and help develop leadership and build organizational capacity within the nonprofit organizations it funds. The Foundation will continue its role in partnering with nonprofits and other organizations to strengthen operations, build capacity and enhance leadership abilities.
  • Serve as leader, convener and network/collaboration cultivator. The Foundation will continue to bring organizational leaders together as a neutral convener, network builder and collaboration supporter focused on building consensus for action around key issues facing those within the special needs community.
  • Measure our own progress in order to fine-tune existing programs and develop new initiatives. We will continue to evaluate our effectiveness through external and internal reviews. We will work to improve our grant making systems and processes for program development.
  • Better communicate our goals, outcomes and role to the community. The Foundation will develop an extensive marketing/communications plan to more broadly and effectively communicate to our principal audiences. This will begin with a new branding initiative, Internet presence and entry into the social media realm.
  • Review the Foundation’s institutional capacity to support the expected goals. We will continue to assess our own internal capacity with staff and board roles to ensure that we are well equipped to achieve success.