All the best organizations regularly examine their strategies and refine or even overhaul them as needed to support their mission and vision. Harpswell Aging at Home is no exception.
Since its inception 10 years ago, HAH’s mission — “A community-led organization committed to helping people thrive while aging at home” — has remained steadfast. Its vision also endures: “Harpswell is a town in which older adults can remain in their homes while living safe, engaged, and comfortable lives. They feel valued, empowered, included, and engaged with others in a connected, mutually supportive, multi-generational community.”
HAH’s leaders meet annually to consider whether its strategies need fine-tuning. HAH’s overarching strategy centers on building an effective, sustainable organization; providing valued services to older adults; and partnering with other organizations. Four “pillars” support this strategy: programs and services, volunteer and staff development, partnerships and outreach, and financial sustainability.
For each pillar, HAH defines several goals. Take programs and services. To deliver maximum impact, HAH has set goals to identify emerging needs in the community, as well as support services and organizations that complement HAH’s offerings. HAH committees then define their own goals to support the pillar-related objectives. For instance, the Communication Committee’s goals for 2024-2025 included boosting HAH’s social media presence to reach clients’ families and younger people.
Harpswell Aging at Home’s annual strategy review presents a valuable opportunity to assess HAH’s impressive strengths, including its trusted reputation, local partnerships, and large pool of volunteers with diverse expertise. HAH’s leaders then consider how best to deploy these strengths to support the organization’s mission and vision.
This year’s strategy review was facilitated by Kellie Wardman, director of strategy, governance and leadership at DBD Group, a consulting firm serving nonprofits. Wardman helped participants analyze challenges facing HAH, such as potential burnout among volunteers and leaders. The group also identified new opportunities, including an increase in the number of people who want to volunteer and the potential to build on outreach so more people learn about HAH and use its services.
The discussion generated action steps for 2026. Among these are tactics for combating burnout among HAH’s leaders. For instance, larger roles will be split into smaller, more manageable sets of responsibilities. Additional actions will promote more in-person interaction to enhance the sense of connection among volunteers; improve communication across HAH’s committees to minimize duplication of efforts; and coordinate with the town of Harpswell to respond to emergencies, such as winter storms, that affect HAH’s clientele.
Wardman was impressed by the scope of HAH’s work, given that the organization is run entirely by volunteers. She was inspired by HAH’s “entrepreneurial spirit” and collective commitment to serving the community.
In Wardman’s consulting work, “many clients get an idea, make it work and then stick to it,” she said. Things are more fluid at HAH, she said. Creative suggestions come from anyone, enthusiastic volunteers try them out, and new ideas grow into full-fledged programs.
Could this entrepreneurial spirit be the secret ingredient behind HAH’s effectiveness? Its leaders, volunteers and clients, as well as objective observers like Wardman, might well answer with a resounding yes.
