FACES - Strategic Plan Electronic Survey

Since the 1960's, FACES: The National Craniofacial Association has served children and adults with severe craniofacial differences by offering financial travel assistance, raising public awareness, and providing information and resources for families.

FACES strives to provide services that meet the greatest need. As needs change, so do the opportunities to provide care, resources, and support for people facing severe craniofacial anomalies.

FACES has identified several potential strategic priorities that could be accomplished over the next three years, and we want to hear what you think about them. Your feedback will ensure a robust plan that articulates our clients’ most pressing needs and then builds a plan to address those needs.

We invite you to take a few minutes to provide your input by completing this survey. We are working with the Winkler Group, a strategic planning and capital campaign firm headquartered in Charleston, South Carolina, which will compile your feedback.

THANK YOU for being part of this important project!

Responses to this survey will be anonymous. However, respondents have the option to self-identify.

First Name:
Last Name:
Email:
Phone:

1. What has been your involvement with FACES (click all that apply)? *This question is required.

Client
Family of Client
Donor
Board Member
Past Board Member
Care Provider
Medical Care Provider
Other - Write In Please enter an 'other' value for this selection.

2. What are the strengths of FACES? *This question is required.

3. FACES exists to serve children and adults with severe craniofacial differences resulting from birth defects, injuries, or disease by providing client travel, public awareness and understanding, and information and support. Based on your perception and/or experiences, how would you rate FACES ability to fulfill these goals? *This question is required.

Comments

FACES’ staff have been working together to identify potential strategic priorities for the next three years and beyond. We would like your feedback on these potential priorities. In your opinion, how important are the following?

4. Clarify and Strengthen Mission Focus: Is each priority listed below a high, moderate, or low priority for FACES to focus on over the next three years? *This question is required.

Space Cell	High	Moderate	Low
Reevaluate whether travel support, public awareness, and information and support remain the three most important pillars of FACES’ mission.	Reevaluate whether travel support, public awareness, and information and support remain the three most important pillars of FACES’ mission.: High	Reevaluate whether travel support, public awareness, and information and support remain the three most important pillars of FACES’ mission.: Moderate	Reevaluate whether travel support, public awareness, and information and support remain the three most important pillars of FACES’ mission.: Low
	High	Moderate	Low
Embracing face equality should be part of the mission.	Embracing face equality should be part of the mission.: High	Embracing face equality should be part of the mission.: Moderate	Embracing face equality should be part of the mission.: Low
	High	Moderate	Low
Identify and embrace new opportunities to be a resource for families affected by unexpected facial differences.	Identify and embrace new opportunities to be a resource for families affected by unexpected facial differences.: High	Identify and embrace new opportunities to be a resource for families affected by unexpected facial differences.: Moderate	Identify and embrace new opportunities to be a resource for families affected by unexpected facial differences.: Low

Comments

5. Expand Impact through Programs: Is each priority listed below a high, moderate, or low priority for FACES to focus on over the next three years? *This question is required.

Space Cell	High	Moderate	Low
Review existing FACES programs to determine their impact on FACES clients and prospective clients and make recommendations to increase that impact.	Review existing FACES programs to determine their impact on FACES clients and prospective clients and make recommendations to increase that impact.: High	Review existing FACES programs to determine their impact on FACES clients and prospective clients and make recommendations to increase that impact.: Moderate	Review existing FACES programs to determine their impact on FACES clients and prospective clients and make recommendations to increase that impact.: Low
	High	Moderate	Low
Improve the reach and delivery of FACES Camp.	Improve the reach and delivery of FACES Camp.: High	Improve the reach and delivery of FACES Camp.: Moderate	Improve the reach and delivery of FACES Camp.: Low
	High	Moderate	Low
Determine the purpose of Bud’s Creative Arts Center as a program center and revenue source.	Determine the purpose of Bud’s Creative Arts Center as a program center and revenue source.: High	Determine the purpose of Bud’s Creative Arts Center as a program center and revenue source.: Moderate	Determine the purpose of Bud’s Creative Arts Center as a program center and revenue source.: Low
	High	Moderate	Low
Expand support of adults with facial disabilities through new programs.	Expand support of adults with facial disabilities through new programs.: High	Expand support of adults with facial disabilities through new programs.: Moderate	Expand support of adults with facial disabilities through new programs.: Low

Comments

6. Build Visibility and Public Presence: Is each priority listed below a high, moderate, or low priority for FACES to focus on over the next three years? *This question is required.

Space Cell	High	Moderate	Low
Raise the profile and awareness of FACES among potential clients.	Raise the profile and awareness of FACES among potential clients.: High	Raise the profile and awareness of FACES among potential clients.: Moderate	Raise the profile and awareness of FACES among potential clients.: Low
	High	Moderate	Low
Establish FACES as a high-profile organization in Chattanooga with recognition of its national impact.	Establish FACES as a high-profile organization in Chattanooga with recognition of its national impact.: High	Establish FACES as a high-profile organization in Chattanooga with recognition of its national impact.: Moderate	Establish FACES as a high-profile organization in Chattanooga with recognition of its national impact.: Low
	High	Moderate	Low
Reestablish the relationship with the Erlanger Cleft and Craniofacial Center.	Reestablish the relationship with the Erlanger Cleft and Craniofacial Center.: High	Reestablish the relationship with the Erlanger Cleft and Craniofacial Center.: Moderate	Reestablish the relationship with the Erlanger Cleft and Craniofacial Center.: Low

Comments

7. Expand Organizational Capacity: Is each priority listed below a high, moderate, or low priority for FACES to focus on over the next three years? *This question is required.

Space Cell	High	Moderate	Low
Increase financial investment to build a full-time staff and ultimately serve more families.	Increase financial investment to build a full-time staff and ultimately serve more families.: High	Increase financial investment to build a full-time staff and ultimately serve more families.: Moderate	Increase financial investment to build a full-time staff and ultimately serve more families.: Low
	High	Moderate	Low
Grow the board of directors to include members with diverse professional experience that advances the organization’s mission and goals.	Grow the board of directors to include members with diverse professional experience that advances the organization’s mission and goals.: High	Grow the board of directors to include members with diverse professional experience that advances the organization’s mission and goals.: Moderate	Grow the board of directors to include members with diverse professional experience that advances the organization’s mission and goals.: Low

Comments

8. Of the above listed priorities, which are the three most important that you think FACES needs to address moving forward? Please select no more than three. *This question is required.

9. Are there other priorities you think should be addressed in the next five years?

10. Is there anything else you would like to share to help in the development of the strategic plan?