Huckleberry House
Mission First, Then Planning
Mollard Consulting believes that mission drives strategy, as evidenced by our partnership with Huckleberry House.
Huckleberry House had a long history of success in sheltering teens in crisis, but like most small nonprofits, they were worried about sustaining the resources they needed to thrive. They had new leadership after a long-tenured and successful chief executive retired, and they were also evolving their board composition — so the timing was right for deeper engagement and direction-setting.
Our team lead comprehensive strategic planning process that was informed by a wide range of stakeholders, but driven by Huckleberry House’s board and senior staff. Our process included interviews, surveys, a board retreat, and facilitation of strategic planning committee meetings throughout the two-year project.
Because we know that mission, vision, and values are at the heart of strategic direction, we created new statements that the board adopted, and staff embraced.
Developing these statements was a powerful exercise, as it was the voice of those with lived experience who advocated for some crucial and revealing corrections regarding how youth were portrayed. Yes, they might be navigating challenges, but they are not broken. They may have different journeys that lead them to Huckleberry House, but they are not lost. And the staff were the ones who reminded us that they do all that they do with hope.
The new mission, vision, and values statements were the foundation for a five-year organizational strategic plan that doesn’t just lay out priorities and goals, but guides Huckleberry House’s board and staff to achieve them.
Engaging in these conversations gave us the insight needed to dive into the next phase of our work: First we created and coached the staff on a new short-term fundraising strategy, and the following year we wrote a case for support and a longer-term strategic development plan, which included board training, that were a natural outgrowth from the organizational strategic plan’s priorities: develop, innovate, elevate, and engage.
Carol Argiro, their director of advancement, shared:
“As the first director of advancement for Huckleberry House, [I found it] extremely helpful to have a Strategic Development Plan in place to guide the development work. The plan identified seven strategies that were researched and ready for implementation, creating a structure for myself and my development committee in my first year in the role. I am grateful for the partnership of Mollard Consulting and its dedication to building capacity for nonprofit organizations in our community.”
The case for support provided clear and compelling language and the development plan provided strategies and tactics for fundraising that proved incredibly successful. Huckleberry House improved contributed revenues while diversifying its philanthropic portfolio to include new corporate and foundation partners and increasing its stewardship of individuals.
In just two years, contributions increased by 71.3%.
Working with clients on several successive scopes of work is a joy because we get to know the organization and its leaders well — and we get to witness the transformation that happens when board and staff leaders are aligned on direction, strategies, priorities, and goals that ring true to the DNA of their organization.
We are proud of our 18-month partnership with Huckleberry House, and we remain champions for the impact they have on youth in our community.
In 2024, Huckleberry House provided 36,000 nights of shelter across all their programs and engaged with 4,000 youth through outreach events and presentations. Its counseling center and case managers provided more than 10,000 hours of counseling and mental health services across program areas, and 92% of the youth participating in the Teen Crisis Program transitioned to safe and stable housing.