Strategic Plan

Approved by the Board of Directors January 19, 2010

    1. VISION
    2. MISSION
    3. STRATEGIC DIRECTIONS

TO GUIDE BETHESDA HOUSE INITIATIVES DECEMBER 1, 2009 – JUNE 30, 2013

INTRODUCTION

Since it’s inception in 1995, Bethesda House has been committed to providing a wide range of high quality services to women and their children dealing with domestic abuse. In 2006, the agency invested significant time and effort into developing a Strategic Plan that would guide their activities for the next 3 years.

The strategic diections identified at that time were:

    1. Strengthening Leadership
    2. Increasing Community Awareness
    3. Cultivating Strategic Partnerships
    4. Enhancing Service Capacity.

The goals and objectives flowing from these strategic directions were the foundation for activities by the Board and management staff over the course of the 3 years. Only one objective was unable to be achieved (rural outreach) due to attention having to be diverted to deal with the repercussions of the fire that destroyed the Outreach building.

In the fall of 2009, the Board re-connected with agency stake-holders (clients, employees and commnity cooleague agencies) to follow up on peceived progress in the past strategic directions and collect information to inform the development of the next (this) Strategic Plan. As well, these stakeholders were asked their thoughts on the current Bethesda House Mission Staement.

The information collected seemed to unanimously agree that Bethesda House has been on the right track for the past 3 years, that there are no glaring ommissions in areas to be addressed or changed. Rather the collected information seemed to indicate that what is required is to continue working in the directions the agency has been working, to continue strengthening and enhancing the work the agancy has been doing. For that reason, the Strategic Directions, Goals and Objectives identified for the upcoming period (4 years) are very similar and build on those from the last period. Overall satisfaction was expressed with the existing Mission Statement.

VISION

The vision of an agency presents a picture of what the organization would prefer for the future. The Bethesda House Vision is:

A community where women, youth and children are in healthy relationships free from domestic abuse

MISSION STATEMENT

The mission statement for an agency provides a brief summary of the agency’s values and goals. The Bethesda House Mission Statement is:

In partnership with our community, Bethesda House provides secure Shelter, woman-centered advocacy, Outreach and other services to women, youth and children supporting themto live free from domestic abuse.

STRATEGIC DIRECTIONS

Some of the logical extensions of the objectives in the last Strategic Plan based on trends and data over the past 3 years include increased focus on supports to abused women presenting with menatl health and addiction issues, increased focus on prevention initiatives with youth, increased Outreach, particularly in rural areas, and the use of the new Second Chance store as the visible "face" of the agency.

An overall goal to be achieved in each direction the agency plans to go, has been developed.

Objectives have been developed to document actions to be taken to achieve that goal.

STRATEGIC DIRECTION; 2009 – 2013


1. MAINTAIN STRONG AGENCY LEADERSHIP GOAL 1
 Demonstrate accountability and responsibility to stakeholders (clients, employees, volunteers, colleague agencies, funders and the community at large) through competent governance.
   
2. ENHANCE DIRECT SERVICE PROVISION Goal 2
 Through adovacy, intervention and prevention, enhance service to women, youth and children at the shelter and in the community, who are dealing with domestic abuse.
   
3. INCREASE COMMUNITY AWARENESS OF DOMESTIC ABUSE Goal 3
Continue providing education working toward the Bethesda House Vision of a community where women, youth and children live in healthy relationships free from domestic abuse.
   
4. ENHANCE VAW LEADERSHIP ROLE IN THE COMMUNITY GOAL 4
Continue making positive contributions to the continuum of VAWW services in Durham through strategic partnerships.
   

STRATEGIC DIRECTION 1

MAINTAIN STRONG AGENCY LEADERSHIP

GOAL 1
Demonstrate accountability and responsibility to stakeholders (clients, employees, volunteers, colleague agencies, funders and the community at large) through competent governance.

OBJECTIVES

  • a. Internally review Strategic Directions and Goals annually for continued appropriateness and revise if necessary.
  • b. Monitor achievements toward Plan objectives at least annually.
  • c. Develop an annual Board Work Plan covering all Board of Directors responsibilities, and implement the Work Plan in a competent manner.
  • d. Take action as needed to ensure a “Low Risk” standing on the MCSS Agency Risk Assessment
  • e. Ensure the members of the Board of Directors receive sufficient training in areas of responsibilities to ensure they can fulfil those responsibilities in a competent manner.

STRATEGIC DIRECTION 2

ENHANCE DIRECT SERVICE PROVISION

GOAL 2
Through advocacy, intervention and prevention enhance service to women, youth and children at the shelter and in the community, who are dealing with domestic abuse.

OBJECTIVES

  • a. Expand Outreach Services to cover rural areas.
  • b. Offer an increased number of group sessions to current and past shelter and Outreach clients on an expanded range of topics.

STRATEGIC DIRECTION 3

INCREASE COMMUNITY AWARENESS OF DOMESTIC ABUSE

GOAL 3
Continue providing education working toward the Bethesda House Vision of a community where women, youth and children live in healthy relationships free from domestic abuse.

OBJECTIVES

  • a. Hold WALK-A-MILE-IN-HER-SHOES annually, using the opportunity to promote awareness of domestic abuse as well as to raise funds.
  • b. Promote the Second Chance store as the "visible face" of the agency, using store promotion opportunities to simultaneously promote awareness of domestic abuse as well as to increase revenue.

STRATEGIC DIRECTION 4

ENHANCE VAW LEADERSHIP ROLE IN THE COMMUNITY

GOAL 4
Continue making positive contributions to the continuum of VAW services in Durham through strategic partnerships.

OBJECTIVES

  • a. Continue to enhance positive working relationships and strategic partnerships with all community colleague agencies and services that may play an important role in the lives of our clients, with particular emphasis on;
    i. DRIVEN
    ii. Durham Regional Police Services
    iii. Mental Health agencies
    iv. Addiction agencies
    v. Hospital Emergency Departments

STRATEGIC PLAN END REVIEW DATE: MAY, 2013
IMPLEMENTATION DATE FOR NEXT STRATEGIC PLAN: JULY 1, 2013