Joseph’s House both embraces and defies the label of “shelter.” Genuine care for each person experiencing homelessness is foundational; evident in every interaction. Guests are not only offered a warm meal and a safe place to sleep, but also are welcomed without judgment. The core emergency shelter program serves as an entry point. Joseph’s House then changes the paradigm, helping each person develop an individualized plan to reach stability goals.

Guided by this strategic plan, Joseph’s House is operating more in every part of the service continuum: from outreach to shelter to behavioral health services to post-shelter housing. More structured intakes and programming will leverage and strengthen community partnerships. More intentional involvement in coalition activities will push for coordinated planning and amplify issues and concerns. Effective outreach will coax people off the streets and onto healthier pathways.

Alongside the pandemic, the region is confronted with a shortage of affordable housing coupled with a series of other public health crises such as substance abuse/overdoses, chronic mental health issues, and acute poverty. Social justice is top of mind as the public demands action to correct for systemic racism, inequities, and power differentials. At Joseph’s House, reckoning with these themes intensifies an already dynamic and often unpredictable environment.

Guided by this strategic plan, Joseph’s House is making cultural shifts to prioritize relationships and equitable practices. Clear roles and consistent communication will foster a sense of agency and shared responsibility. Targeted training will equip staff to meet complex guest circumstances with confidence. Board energies will be directed away from operations in favor of activities that advance greater investment and financial sustainability.

Joseph’s House is well-regarded by its community partners, loyal donors/funders and passionate volunteers. Still, there is significant potential for raising awareness and growing the base of supporters. Moreover, to be assured ongoing financial sustainability, the organization must be mindful of the fragility of government contracts and the variability and unpredictability of funding trends.

Guided by this strategic plan, Joseph’s House is reaching out to new communities in new ways and creating more opportunities for engagement. Enlisting more people in telling Joseph House’s story, successful track record, and future plans will raise awareness and attract new friends. More targeted communications and stewardship will heighten the connectedness of existing supporters and spark greater investment in advancing mission outcomes.    

This strategic plan calls for ambitious implementation over the next three years. Some initiatives are contingent upon having the capacity (financial and human resources) for planning and execution. Moreover, the strategic plan needs to be viewed as both an important anchor and flexible tool for directing and re-directing energies where needed.

STRATEGIC AGENDAS

The strategic plan will not be simply an agenda item at Board and Committee meetings. It will drive the agenda of those meetings, and is paramount to the development of Staff work plans.

The strategic objectives in the plan are key. Measures of success – both qualitative and quantitative – have been identified for each objective. Throughout plan implementation, Staff will maintain a “Dashboard of Organizational Performance” as a tool for setting milestones and monitoring progress toward objectives on a quarterly basis.

ANNUAL REFLECTION & PRIORITY SETTING

 An annual review of the plan in light of fresh reflection on the internal and external landscapes of Joseph’s House will aid assessment of progress and inform refreshed priorities. When the third year of the plan nears, Joseph’s House will determine if it’s best to refine the existing plan or embark upon a new planning process.

 AN INVITATION TO JOIN THE JOURNEY

 This strategic plan is made public in order to invite widespread engagement in advancing the plan. 

Core Values | Shared beliefs of the Board and Staff, guides for decision making especially when faced with disruption, ambiguity, or opportunity

Goals | The broad, desired end states that are imagined for Joseph’s House in the future

Guests | People who engage in services or programs with Joseph’s House, on site, either for a short or long period of time

Major Initiatives | The activities that will be undertaken to reach each strategic objective. The specifics might be altered as the strategic plan unfolds in order to stay true to the intended outcomes

Mission | The purpose of Joseph’s House, the reason it exists. Its “why.”

Objectives | Articulation of the intended outcomes that will be gauged through measures of success

Shelter | Emergency, overnight, temporary housing, which is the last stop before living on the street

Vision for Joseph’s House | The nature and scope of organization as a result of implementation of the strategic plan over the next several years

Vision for Society | The ultimate hope held by Joseph’s House for individuals and communities. Joseph’s House contributes to the realization of this vision through its activities

Wet Shelter | A shelter operation that does not turn someone away merely because they arrive under the influence of drugs or alcohol