Strategic Plan

Our Strategic Plan is a direct response to the capacity assessment conducted by the Alliance for the Advancement of Infant Mental Health and several surveys of the members and partners of the Infant Mental Health Association of Maryland and DC. By aligning our priorities with their professional recommendations, we ensure our growth is both evidence-based and responsive to the field's needs.

Priority 1: Strengthen Professional Development & Workforce Capacity

• The Goal: Position IMHA-MD/DC as the central hub for high-quality, accessible, and equitable professional development in Infant and Early Childhood Mental Health (IECMH).

• Key Initiatives: We aim to support the mapping and filling of the training gaps across the region and hope to develop a centralized calendar and resource hub. We also aspire to promote trauma-responsive and culturally humble practices while advocating for employer-sponsored professional development and equitable pay scales.

Priority 2: Promote and Advocate the Endorsement® Credential

• The Goal: Increase the value, visibility, and accessibility of the IECMH Endorsement® across all sectors.

• Key Initiatives: We aim to advocate for state-level recognition. We also aspire to create microlearning and sector-specific Endorsement® videos while engaging educational institutions in recognizing the unique value of the credential.

Priority 3: Build a Connected and Empowered Community

• The Goal: Foster a vibrant, inclusive, and supportive professional community where members feel engaged and less isolated.

• Key Initiatives: We hope to create dedicated social and reflective spaces (RS/C) and aspire to launch a member-driven newsletter. Our goal is to facilitate cross-disciplinary collaboration and promote a culture where no professional feels they are working alone.

Priority 4: Enhance Advocacy and Public Awareness

• The Goal: Elevate the visibility and perceived value of IECMH across systems and the public.

• Key Initiatives: We aim to train our members to be effective advocates for themselves and the field and hope to host "Hill Day" and other advocacy events. We also aspire to develop a shared language for cross-sector communication and promote messaging that highlights how IECMH impacts long-term productivity and well-being.

Priority 5: Increase Organizational Sustainability and Infrastructure

• The Goal: Ensure long-term sustainability through strategic staffing, funding, and operations.

• Key Initiatives: We hope to hire dedicated membership and professional development coordinators and aspire to develop a 5-year strategic and financial plan. Our goal is to explore new grant opportunities and build nimble systems that can adapt to the emerging needs of our community.

Priority 6: Engage Families and Broaden Systems of Care

• The Goal: Integrate family voice and cross-sector stakeholders into the heart of the organization’s work.

• Key Initiatives: We aim to define meaningful roles for families in shaping our priorities and hope to launch a Speaker’s Bureau to share lived expertise. We also aspire to partner with academic institutions to influence future curricula and engage legal, educational, and healthcare systems in collaborative efforts.