Strategic Plan
CONTEXT
“Since the overturning of Roe v. Wade in 2022, abortion access hangs in the balance like never before. Our team remains steadfast in our commitment to educate and mobilize people of faith across New Mexico to advocate for religious and reproductive freedom.”
Joan Lamunyon Sanford, Faith Roots Reproductive Action Executive Director.
In light of recent challenges to women's reproductive rights and access to contraception, we're committed to adaptability and flexibility in our planning. We'll proactively design strategies and programs that are agile and responsive during these times of change. As we undergo a leadership transition, we see this as an opportunity for transformation in our crucial work. “New Mexico, which borders Texas and Oklahoma, recorded 257% more procedures.”
Guttmacher Institute, 2024
ASPIRATIONS
Vision statement
We recognize, affirm, and honor every person’s power to fiercely defend their bodily autonomy and access to reproductive healthcare including abortion.
Mission statement
Faith Roots New Mexico advocates for bodily autonomy by shifting religious and spiritual narratives and engaging in collaborative partnerships. We demand access to the full spectrum of reproductive healthcare, including abortion, for all persons.
We are rooted in faith.
Our membership represents faith communities from across many religious experiences, heritages, and faith traditions. We are a diverse group of people who see religion, spirituality, and our own faith traditions as centers of transformation for reproductive health, rights, and justice.
We are defenders of abortion.
We believe that bodily autonomy, reproductive freedom, and the empowerment that comes with trusting all people to make decisions about their bodies are essential values for a healthy society. We contend that access is the backbone of every decision, and we know that legislative restrictions on abortion are never holy.
We are committed to New Mexico:
We are New Mexicans who want to see every New Mexican thrive, no matter what the future may hold. We reject the false narratives that pit faith against abortion justice and reproductive freedom for every person. We are here to live out our faithfully pro-abortion values in New Mexico loudly and proudly.
Values.
Our clients and the community value us as a space for healing, specifically for those seeking care who have been wounded by people of faith. They can feel like they are seen, healed and whole. We are mission and value driven. Our values include the following.
Service
Compassion
Values Driven
Faith
Fully present care
Spiritual and practical support
Nonjudgmental
Guiding Principles
1. Commitment to Abortion Access: We are dedicated to supporting individuals seeking abortion services and advocating for systemic change until equitable access is universally realized.
2. Collaborative Engagement: Recognizing the complexity of our mission, we embrace partnerships and alliances as essential components of our work. We value collaborative efforts and recognize that sustainable change requires collective action.
3. Building Trust and Learning: Meaningful partnerships are cultivated through long-term relationships grounded in mutual trust and ongoing learning. We strive for authentic engagement that fosters shared understanding and growth.
4. Diversity, Equity, and Inclusion: We are deeply committed to fostering diversity, equity, and inclusion within our organization and throughout our work. We recognize these values not only as moral imperatives but also as strategic assets essential for achieving our goals.
5. Measuring Impact: While legislative policy outcomes are important benchmarks, we also gauge success by the breadth and depth of the partnerships, collaborations, and coalitions we support. We prioritize the effectiveness and reach of our collective efforts.
6. Strategic Opportunism: We embrace the notion that seizing opportunities aligned with our organizational values is a strength, not a weakness. We remain flexible and adaptable in our approach, guided by our core principles while remaining open to innovative strategies.
Intended Impacts of Our Work (What will change as a result of our work)
We will have contributed to the building and strengthening of a successful set of partners with real impact, both for our individual clients and political results, that provides client services and creates policy to accomplish the following:
Just treatment of all clients regardless of where they came from or how they got here.
Protection and restoration of a woman’s right to choose her reproductive health.
Improved reproductive health choices, especially among historically disadvantaged communities that face the biggest reproductive health inequities.
An equitable and forceful response to any attempts to suppress a woman’s rights to her own body.
A vibrant and empowered faith-based coalition to defend a woman’s rights.
Our Strategic Direction
Operational Goals and Objectives
Overall Operational Goal. Strengthen and build organizational capacity and infrastructure to advance the mission aligned with the reproductive justice framework.
Leadership Transition
Preparation for a change of leadership started in early 2024 and complete no later than (date) 2025. We recognize it is prudent and timely to initiate a timely succession planning process. We see leadership succession not as a transactional process but truly as an opportunity for transformation.
● We recognize that one of the most important succession planning steps is to create a strong organizational and financial infrastructure. This plan is an important tool in that regard.
● We will also look to build leadership within the organization with clear professional development plans for all staff, updated each year.
● A detailed, proactive, non-emergency succession plan will be completed in 2024.
Operational Goal Summary
Goal 1 Organizational transition: Sustain and grow the organization in preparation for the upcoming leadership transition.
Goal 2 Financial stability: Sustain and grow financial resources for operations, programming, and expansion efforts.
Goal 3 Staff satisfaction and effectiveness. We will encourage staff retention and wellness by clarifying, developing and implementing policies for salary and benefits, working conditions and professional development.
Goal 4 Staffing contractor needs. Strengthen the organization through investment in staffing for core support functions including administration, program support and communications.
Goal 5 Board development. Grow the Board to a maximum of X members during the life of this plan.
Goal 6 Volunteer program development. We will create a robust client-centered volunteer program grounded in Reproductive Justice values.
Goal 7 Internal communications. Improve safe, internal knowledge sharing and communications.
Goal 8 Internal system development. Make internal systems more efficient, cost-effective and supportive of our mission.
Operational Goals in Detail
Goal 1 Organizational Transition: Sustain and grow the organization in preparation for the upcoming leadership transition.
Prepare for leadership transition for early 2025. Measured by
· A leadership transition plan is in place by April 2024
· A leadership transition committee is in place by April 2024
· Staff have increased knowledge, skills and confidence to support the leadership transition
Goal 2 Financial Stability: Sustain and grow financial resources for operations, programming, and expansion efforts.
Better define, measure and maintain financial stability. Measured by
· Budget growth. Our budget will stabilize at $2M for FY 24-5 and grow to $2.5M by FY 25-26.
· Financial reserves. We will continue to have 12 months in unrestricted operating reserves in place at the beginning of FY 24-25.
o The Board will establish a reserve fund of $500,000 and develop priorities and conditions for the use of reserve funds.
o The board will establish an endowment fund of $1,000,000 and develop priorities and conditions for the use of the corpus and the interest.
Investment policy developed. We have developed an investment policy, to be reviewed and approved by the Board.
· Budgets. Our annual budgets will be regularly monitored and continued to be balanced.
· Financial reporting. Financial reports will be timely and accurate.
Resource development plans. Staff will create an annual development plan with specific targets for revenue diversification. Board members will create and implement their annual development goals.
Investment policies. Develop an investment policy, to be reviewed and approved by the Board.
Gift acceptance policy. Develop a gift acceptance policy, to be reviewed and approved by the Board by Q2 FY 24-25.
Guidestar and Charity Navigator rating. Our Guidestar and Charity Navigators ratings continue positive and highly rated.
Development staffing. Plan for staffing and building a development department will be created for Q1 FY24- 25.
Goal 3 Staff satisfaction and effectiveness. We will support staff retention and wellness by creating a reproductive-justice-aligned organizational culture of diversity, equity, inclusion, and belonging by developing and implementing policies for salary and benefits, working conditions and professional development. Measured by
● Culture. We will continue to work to create a “culture of feedback” through practices, policies and, if necessary, training and coaching.
o Staff are resilient and adaptable to change management
o Staff all desire to make a positive change
o Clear cross program coordination and support
● Human resources policies. The Board will be responsible for approving human resource policy change(s) that incur costs to the organization through the annual budget approval process.
● Employee Handbook. Staff will expand on and add detail to the Employee Handbook describing policies and practices for salary and benefits, working conditions and professional development for Board approval.
● Compensation. Each year, the staff and Board (through the budget process) will establish a range for salary adjustments grounded in research-based living wage recommendations and yearly increases greater than cost-of-living, rewarding accomplishments, loyalty and working toward a thriving wage,.
● Annual performance review. In year one of the plan, Faith Roots will update its annual performance review process that will include personal and professional goal setting and the opportunity for two-way feedback between employee and supervisor.
● Professional development. Leadership and professional development opportunities for staff, interns and will be encouraged and budgeted for.
● What else?
Goal 4 Staffing contractor needs. Over the course of this plan, we will strengthen the organization through investment in staffing for core support functions including administration, program support and communications. Measured by
● Staffing patterns. Over the course of the plan, and as much as we are able, we will anticipate staff increases in response to movement changes depending on fundraising success.
o We will continue to address additional needs for program, administrative support, communications, and development functions.
o New job positions and openings will be open to existing staff first, if no staff are interested or qualified, then open to consultants/contractors, then staff/board networks and finally to the public.
● Job descriptions and work plans. Will be drafted and shared with staff.
● Staff and contractor revisions. Every six months, we will update staffing and contracting plans to respond to workload changes.
Goal 5 Internal communications. Improve safe, internal knowledge sharing and communications. Measured by
● Information technology. Staff will have adequate IT systems and support for accessible retrieval of documents.
o Management of Microsoft 365 and adjacent personnel management platforms.
o Maintenance and support of on-site networking infrastructure.
o Provision of remote security capabilities to protect the Client's digital assets and data.
o Regularly evaluate or system to store and access caller data
o Regular staff IT education onsite or remote.
● Document management system that allows for better organization, sharing and retention. The current online board document storage will be upgraded and the information will be migrated to a secure storage system.
• Security assessment and upgrades.
1. Reconfigure Microsoft 365 tenant to secure standards, document configuration as code.
2. Reconfigure local network devices to secure and usable configuration.
3. Develop standard technical catalogue for employees to select quality devices.
Goal 6 Board development. We will grow the Board to a maximum of X members during the life of this plan. Measured by
● Board culture. We will continue to work to create a positive and supportive board culture.
o We will strive for a “culture of feedback” through practices, policies and, if necessary, training and coaching
● Board recruitment, development and retention. The board will assess needs and grow by 4-6 members over the course of the plan.
o Each Board member will bring a unique set of skills to the Board.
o It is desirable that Board members have different experiences and perspectives.
o We will work to ensure the retention on successful Board members.
● Board members are active, engaged and fulfilled in their volunteer work.
o New board members are successfully onboarded and supported.
o Board members have the knowledge and skills to do their work.
● Board leadership development and succession planning. The Board is looking ahead to the next generation of leaders. Determine next leadership structure of co-chairs or president and vice president.
● Board committees. The Board has x-y active committees that may also be utilizing non-board member volunteers.
● Board’s annual work plan. Will be drafted and shared as new board members are welcomed.
● Individual Board member work plans. Will include their committee service and fundraising commitments.
● Internal recordkeeping. All board meetings, committee meetings and reports are stored in a timely manner to a secure online site.
Goal 7 Volunteer program development. We will create a robust client-centered program grounded in Reproductive Justice values.
● Volunteer program growth and development. We will regularly review and update as needed the volunteer training, recruitment plan, onboarding procedures, support, problem solving and evaluation.
● Volunteer program diversification. The volunteer program will further diversify our volunteer base including
o Prioritizing and recruiting bi-lingual volunteers and volunteers from communities that reflect our clients.
o A stronger volunteer base in the communities where our partner clinics are located.
o More robust connections to El Paso, Dallas and other metro areas that can support our caller's needs including more drivers
o Re-establishing our volunteer hospitality program for clients with more complex needs
o Build the volunteer program beyond direct service volunteers including ambassadors, advocacy and social media.
● Abortion becomes more restricted in Arizona. Program expansion in to Gallup may be needed to address increasing demand from Arizona.
Goal 8 Internal system development. Make internal systems more efficient, cost-effective and supportive of our mission. Measured by
· Administrative capacity creases. Through additional training and support, hiring, and outsourcing.
· Accrual accounting. Our accounting system meets our tracking and efficiency needs.
· Cost accounting improves. Our cost accounting allows for accurate tracking of restricted funds
Communication and Program – Goal Summary
Communication Program
We invest in enhanced communications support to ensure that we are seen as thought leaders so that we and our work have higher profile and greater impact. We build out, devise and implement strategies to continue to grow our reputation as service provider and thought leader. Measured by
Overall communications goal Develop a communications strategy and plan that can articulate the values, vision and mission of this work. Define values, ethics, and language at the intersection of reproductive health, justice, religion and faith, to create a narrative shift around abortion to destigmatize it and bring awareness that people of faith support abortion.
Goal 1 We have clear, ambitious, realistic and effectively funded communications plans.
Goal 2. Strengthen and expand earned and paid media.
Goal 3 Strengthen and expand digital presence and communications footprint.
Goal 4 Update, revamp, create marketing and communications materials for overall organization and then specific program materials as necessary using new branding.
Program Goals
Overall Program Goal. Strengthen and build programmatic capacity and infrastructure to advance the mission aligned with our reproductive justice framework.
Goal 1 Faith and Religious Programming. Build out, and devise a strategy to sustain, the faith and religious programming focused on building clergy capacity and narrative change at the intersections of faith, religion, sex, sexuality, and reproduction.
● Clergy and Congregational Engagement Clergy Engagement and Congregational Engagement Programs will further build/increase clergy engagement in support of our work.
● Narrative Change Program. Narrative Change Programs will further build clergy engagement in support of our work to provide a religious and morals driven voice that counter White Christian Nationalism.
● Clergy and Congregational Engagement Clergy Engagement and Congregational Engagement Programs will further build/increase clergy engagement in support of our work.
● Christian Nationalism. Educate and engage people of faith to push back on Christian Nationalism.
Goal 2 Practical Support Program. Enhance and expand the current practical support programming to better meet the needs of callers/clients in New Mexico, regionally and nationally.
Goal 3 Relationships, Collaborations, and Partnerships. Build and strengthen relationships, collaborations, and partnerships with aligned organizations in New Mexico, regionally, and nationally.
Goal 4 Government Affairs and Legislative Policy Resource. Serve as a government affairs and legislative policies resource for reproductive rights and justice
Communication and Program – Details
Communication Program – Details
Overall communications goal Develop a communications strategy and plan that can articulate the values, vision and mission of this work. Define values, ethics, and language at the intersection of reproductive health, justice, religion and faith.
Goal 1 We have clear, ambitious, realistic and effectively funded communications plans.
Bilingual organization. We’re moving to being a bilingual organization.
All materials are both in Spanish and English.
Communication plans evaluation and adaptation. We have set goals and targets and utilize tracking analytics using traditional and social media.
We revise the communication plan as needed based on evaluation results.
Effective communications tools. Communication tools and software are acquired and/or updated
Effective communications budget. A communications budget is developed and adhered to for paid ads, print materials, hardware and software.
Communications coordination with fundraising. Work closely with ED and other development staff and/or contractors around fundraising campaigns.
Communications coordination with Narrative Change program. To effectively articulate intersectional including issues of faith, religion and morality.
· Communications coordination with Practical Support Program. To effectively address the needs of abortion seekers in states with active abortion bans.
· Adequate communications’ staff and contractors. We have adequate communications staff and/or contractors.
o Director of Communications - 30-35 hours per week
o Media/public relations writer editor - 20-25 hours per week
o Digital marketing/graphic designer - 20-25 hours per week
o Work with communications consultants to implement communications plan.
Goal 2 Strengthen and expand earned and paid media.
· Audience identification. We have identified key audiences.
Storytelling. We have curated and elevated stories and images to explain impact and share learnings.
Goal 3 Strengthen and expand digital presence and communications footprint.
Social media/digital presence. We have a strengthened and expanded social media/digital presence on the following:
SMS texting;
Podcasts;
Website is redesigned;
Facebook;
Twitter/X; and
Instagram.
Website and materials are updated. The website and other communications materials are updated as needed.
Renew and update our podcast
Goal 4 Marketing and communications materials are updated, revamped and created for our new rebranding effort designed for our enhanced visibility. Measured by
· NM Religious Coalition for Reproductive Choice has a new logo and organization name Faith Roots Reproductive Action and abortion fund name Faith Roots Abortion Fund.
· Successful rebranding effort to Faith Roots Reproductive Action
o Media, partners and allies are consistently utilizing our new brand
Program Goals - Details
Goal 1 Faith and Religious Programming: Build out, and devise a strategy to sustain, the faith and religious programming focused on building clergy capacity and narrative change at the intersections of faith, religion, sex, sexuality, and reproduction. Measured by
● Clergy and Congregational Engagement Clergy Engagement and Congregational Engagement Programs will further build/increase clergy engagement in support of our work.
o Develop a cohort of faith and congregational leaders to participate in on the ground activism and advocacy
▪ Recruit clergy from many faith backgrounds intentionally including representatives from the following Jewish, Muslim, Wiccan, Buddhist, Unitarian Universalists, Hindu faith communities.
o Provide ongoing support to cohort with frequent visits to deepen our relationships
o Support Pastoral Care Team
o Support Clergy Advisory Team including adding new member(s)
o Identify leaders who will deepen their engagement.
o Provide faith leaders professional development opportunities including relevant conferences, e.g., American Academy of Religion’s annual meetings
● Narrative Change Program. Narrative Change Programs will further build clergy engagement in support of our work to provide a religious and morals driven voice to create a narrative shift around abortion to destigmatize it and bring awareness that people of faith support abortion.
o Faith leaders and their congregations as well as individual advocates will have affinity groups to build community, engage in thoughtful dialogue.
▪ Enhanced understanding of reproductive justice will help them make a difference.
▪ Monthly gatherings may include book groups, creative/art groups, film and Ted Talks groups
o Faith leaders’ training opportunities will be made available including the following
▪ Reproductive justice trainings
▪ Media training with Auburn Seminary
▪ Pastoral care for reproductive healthcare with All Options/Faith Aloud SACREeD Congregational Designation curriculum
● Christian Nationalism. Educate and engage people of faith to push back on Christian Nationalism.
Goal 2 Practical Support Program. Enhance and expand the current practical support programming to better meet the needs of callers/clients in New Mexico, regionally and nationally, so that we can be effective in meeting new threats and opportunities as they arise
● Relationships deepen. Deepen our relationships with clinics and providers and build new relationships with new clinics and providers both in and out of New Mexico as needed.
o Deepen our relationships with partner abortion funds and practical support organizations and build new relationships as need both in and out of New Mexico.
● Effective budget. We have a Practical Support budget that is developed and adhered to so that we can effectively serve our current clients and remain nimble and ready to respond to new threats and opportunities.
● Coordination with fundraising. Work closely with ED and other development staff and/or contractors around fundraising campaigns.
● Ongoing client needs assessment. Regularly evaluate the needs of abortion seekers from states with active or pending abortion bans to determine if and how we can meet their needs better.
o Regularly evaluate our system to store and access caller data
● Bilingual services expand. At least one bilingual case manager in Las Cruces, Albuquerque and any future expansion site.
● Volunteer program. Continues to expand to meet and anticipate caller needs with a stronger platform for volunteers in Albuquerque, Las Cruces and any future expansion site.
o All case managers will continue to be based in relationship by having face to face to contact with clients.
o All volunteers will meet minimum background check, insurance and training requirements.
o Volunteer time will be tracked and recorded.
o Volunteer Handbook will continue to be reviewed and updated as needed.
● Client services. Will continue to expand to meet the increased client demand at all existing sites and any potential sites will include but will not be limited to:
o Deep collaborative relationships with clinics;
o A hospitality space that reflects the needs, culture and values of the community
o Client welcome bags, meals or meal vouchers, volunteer transportation and ride shares.
o A home hospitality program;
o Transportation from airport, bus and train; and
o In house story sharing.
● Las Cruces healing center. Explore the possibility of buying and/or building a Las Cruces healing center including housing and garden space.
● Expand our capacity and services in Albuquerque for other reproductive care services by supporting individuals and families seeking gender-affirming care, and/or sex worker advocacy, in alignment and collaboration with our partners who already have expertise in these areas.
● Self-Managed-Abortion possibilities expanded. Prepare for several Self-Managed-Abortion possibilities for abortion seekers who will not be able to receive the necessary clinic services.
o Clients will be offered doula support for self-managed abortions.
▪ Staff will be offered doula training as part of their professional development.
o Consider cash assistance for callers who are having pills mailed.
o Consider an on-site, limited services pharmacy with a telehealth provider
o Consider working with mobile pill-only clinics.
o Consider other options including but not limited to menstrual extraction or herbal remedies.
● Gallup location may be needed. Explore the possibility of a Gallup location to address the need for Arizona clients
● Prepare for continued restrictions. Additional restrictions on abortion care may be forthcoming. Determine how to meet those needs without sacrificing staff health and wellness.
Goal 3 Relationships, Collaborations, and Partnerships. Build and strengthen relationships, collaborations, and partnerships with aligned organizations in New Mexico, regionally, and nationally. Measured by
· Partnership relationship management. Cultivate and maintain strong relationships with all current and potential partners.
o Intersectional analysis. Examining current and potential partnerships, including approaches that recognize the historical power imbalances and center voices of those most impacted by the challenges we are working to address.
o Explore new collaboration and partnerships. Identify opportunities for new collaboration and partnerships that help advance the organization’s mission.
o Organizational representation. Represent the organization as needed in coalitions, collaborations, media, etc.
Goal 4 Government Affairs and Legislative Policy Resource. Serve as an interfaith presence and resource in government affairs and legislative policies for reproductive rights and justice. Measured by
· Strengthen our government affairs presence. Further build and participate in partnerships, coalitions and collaboratives around legislative sessions.
· Introduce new executive director to legislative partners to successfully transfer government affairs relationships.
· Long term government affairs outcomes
o Consider introducing our own legislation in New Mexico.
o Consider the pros and cons of establishing a (C)(4).
o Develop our own curriculums and/or toolkits for government affairs training(s).
o Provide our own conference of trainings, keynote speakers and/or resource fair for government affairs.