Stephen Center Strategic Plan

Executive Summary

The Process

Phase I -- During January and February, LaGreca Group conducted individual interviews with 12 Stephen Center board members, five volunteers, three major donors/foundations, and the entire Stephen Center/Shelter/Hero Program Staff.

Each person interviewed was taken through a SWOT analysis, and asked to give their opinions on the Stephen Center’s strengths, weaknesses, opportunities and threats, and asked to identify the organization’s greatest opportunity and greatest threat. It should be noted that these meetings with donors and foundation executives have resulted in opportunities to clarify some misperceptions about The Stephen Center among members of the donor community.

Phase II -- Board Strategy Session -- Results of this exercise were summarized and presented by audience group (board, staff and donors) at the board’s strategic planning session on March 13, 2010. Following presentation of the key findings from the SWOT analysis, board and staff participated in an Environmental Scan Exercise during which the findings of the SWOT Analysis were synthesized into a grid (attached) which segmented the findings into four quadrants: Points of Pride, Complaints, Future Aspirations, and Outcomes We fear, reflecting positives and negatives of the organizations current and future desired state. The group then reaffirmed the Mission, Vision and Values, and reviewed the six strategic objectives established at its last strategic planning session in 2007. The group discussed key strategic initiatives necessary to move forward on the six strategic objectives.

Environmental Scan

PAST / PRESENT	FUTURE
POINTS OF PRIDE Staff/Compassionate Dry Shelter HERO Program Small size community Commitment to mission Collaborate w/other agencies Programs focused on children Volunteers/guild Donor base Efficiency Quality over quantity Focus on individuals Safety	ASPIRATIONS Success stories Professional environment New facility w/campus setting “Emergency Services Provider” -- shelter, treatment, mental health, PSH Increase donor base -- diversity and capital campaign CARF Accreditation Better coordination of continuum of services LMHP and CMSW staff

PAST / PRESENT

FUTURE

COMPLAINTS Shelter Facility Need to increase diversity of funding Client unrest -- long stays lead to “entitlement mentality” Application of policies varies by staff/volunteer Mentally ill clients are not well served--need screening and referral Not serving women and children well Leadership of HERO clients missed in current shelter environment Scattered site housing hard to supervise and lacks community support Inadequate data gathering due to technology constraints and skill level of some staff/volunteers Technology underutilized

OUTCOMES WE FEAR Liability Issues -- men and women together in shelter Loss of voucher funding Inability to continue to offer emergency shelter to the homeless population due to changing federal, state and local policies Government regulations which are not aligned with reality Emergency contingency planning for leadership

Mission

Stephen Center partners with the community, families and individuals to overcome homelessness, addiction and poverty.

Vision

To be a financially stable organization, recognized for leadership and excellence in treatment and housing for the homeless, addicted and poor.

Values

Clean -- Drug Free
Dry -- Alcohol Free
Safe and Secure
Culturally Competent
Serving clients’ commitment to personal growth
Environment of dignity, kindness and respect for clients, volunteers and staff

Defining Strategic Objectives

Defining Objective #1

Attain financial stability to meet the long term growing needs of those we serve.

• Diversify funding streams to broaden our base of support.

• Develop and update financial contingency plan annually.

Defining Objective #2

Provide appropriate housing for our four constituent groups -- women, men, children and families.

• Develop a facility plan to address the issue of the functionality of current building space and future growth of the Stephen Center campus.

• Building Committee to take the lead.
• Focus on campus development
• Consider selling existing transitional living homes to focus on on-site housing.

• Conduct a feasibility study to assess ability to raise funds for a new shelter and permanent supportive housing

Defining Objective #3

Provide affordable residential treatment services for the addicted.

Defining Objective #4

Develop a staff equipped with the cultural and technological competencies to meet the demand of changing client demographics.

• Evaluate bilingual staffing needs

Board to work with Executive Director to develop a succession plan.

Defining Objective #5

Ensure, support and maintain an adequate network of well-trained, dedicated volunteers.

• Evaluate addition of volunteer coordinator

Defining Objective #6

Expand strategic relationships within the community to address the needs of the Stephen Center and to maximize all resources, services and programs to support our mission.