Dear Beloved Project HOME Community,
We are excited to launch our new three-year strategic plan – “The Power of We.” This plan is the result of a year of listening and feedback, and it is developed by and for our community. We hope that you see yourself and your work in its pages.
Unlike our previous Strategic Plans, this new plan goes beyond alignment within our typical structure of Housing, Opportunities for Employment, Medical Care, and Education (HOME). It focuses on creating strong interdepartmental collaboration and communication - the power of we.
Highlights from this plan include:
“Silo-busting” and making sure we are working across teams and departments and implementing an Internal Communications plan
Developing tools, resources, and operational support for staff and residents to feel good about their work and do it well
Investing in staff and resident development and leadership
Infusing the goals of our Diversity, Equity, and Inclusion plan into all that we do
Implementing strong feedback loops to continually improve our work
This strategic plan is called “The Power of We” because we are all engines and problem solvers, highlighting challenges and developing solutions as we implement this plan. For more than 30 years, when there has been a crisis, we have joined forces with others to find solutions. The moment we are currently living in has reaffirmed this. Our fundamental belief in the dignity and potential of every human being has guided our work. Through this strategic plan we recommit ourselves to continue striving to end chronic street homelessness; because none of us are home, until all of us are home.
Onward in solidarity,
Services, housing stability, and recovery with trauma-informed approach
- Strengthen housing stability, recovery, and social health. Use best practices and trauma-informed approaches,* focusing on social determinants of health.**
- Build departmental coordination with residential, health, education, and employment services. Create or strengthen tools for cross-department work, breaking down silos.
- Promote well-being and social connection by piloting new ideas to create beloved community.
- Residents stay housed and increase incomes through strong services.
- More residents participate in our programs, access other Project HOME resources and services, and have a primary healthcare provider.
- Effective tools measure resident social connection and health, establish baseline levels, and see improvement.
*Trauma-informed services are rooted in empathy; designed to avoid re-traumatizing; and acknowledge the role of trauma in health, behavior, and relationships.
**Social determinants of health are conditions in the places where people live, learn, work, and play that affect health risks and outcomes.
Build strong connections and deepen recovery with persons experiencing homelessness, residents, patients, students, alumni, and neighbors
- Align our services with community needs and raise awareness through community needs assessments and conversations in North Philadelphia and Kensington.
- Build interdepartmental coordination in assessing and providing services to improve the health of the community.
- Provide quality housing placements for individuals living on the streets; stay connected to alumni.
- Community needs assessment identifies opportunities and services match the needs of the community.
- Programs are enrolled at capacity and community members use multiple services.
- Outreach tracks housing placements, striving to increase quality placements and retention.
- Programs and services achieve specific key indicators to measure quality, access, disparities, and impact on the broader community.
Manage real estate assets so they are self-sustaining
- Invest in preserving and improving existing buildings.
- Continue to expand the number of supportive housing units and facilities.
- Provide exceptional property management services responsive to the needs of tenants. Improve compliance with regulatory and program requirements.
- Operating cash flow for each property, including funding of reserves and capital projects, will meet or exceed the budget.
- Three new residences are developed; one existing residence and one community facility preserved.
- Tenants rate properties as exceptional on annual surveys.
- There are fewer compliance findings; operating results meet or exceed established benchmarks.
- Reserves cover expenses for the initial 15-year life cycle of each building.
- Housing processes are equitable, as measured by a nationally accepted tool.
Raise our voice and impact through strategic partnerships, communication, and advocacy
- Engage more people in advocacy, including a diverse community with lived experience.
- Mobilize and build power and influence with stakeholders and coalition partners.
- Build strong relationships with leaders, and increase their advocacy of homelessness and poverty.
- Create a strong, interdepartmental plan and communication strategy to support public advocacy and our mission.
- Grow resources for affordable housing, healthcare, and employment for Project HOME, the city, state, and nation.
- Attract and engage key stakeholders through effective external communications.
- A roadmap for advocacy closely integrates service learning and speaker’s bureau.
- An internal committee develops, tracks, and evaluates an annual policy agenda.
- Goals are communicated throughout Project HOME’s residents, non-residents, and staff.
- Civic engagement increases - voters are mobilized at sites and more people and organizations take advocacy actions.
Deepen the support and empowerment of residents and program participants
- Develop residents/participants to move from engagement to leadership, skill building, and training.
- Create pathways for internal communications integrated with external communications.
- Build connections among programs, human resources, and employment services to increase hiring of people with lived experience.
- Clarify ownership and support of participant-led activities and meetings.
- Residents report positive attitudes of engagement.
- More people with lived experience are hired and involved at all levels of the organization.
- There is more participation in community meetings and activities—in numbers and consistency.
- Groups have support and seed funding to test new, community-building ideas.
Build a dynamic, supportive team environment with transparency and accountability
- Create a comprehensive talent management plan anchored in collaboration, transparency, and accountability, valuing staff potential.
- Incorporate robust training, leadership development opportunities, and pathways to promotion.
- Recruit and retain talented, mission-driven staff.
- Create a just learning culture* and ensure policies and practices are mission-aligned and reinforced by internal communications.
- Clarify ownership and support of participant-led activities and meetings.
- Meet established recruitment and retention indicators, improve staff satisfaction, and ensure appropriate staffing.
- Analyze 100 percent of exit interviews and incorporate feedback into our staff development plan.
- Have a strong training and professional development plan for each position.
- Develop a continuous performance review process, including peer/team reviews.
- Staff survey helps us achieve a best-place-to-work designation from an outside entity.
*Just learning cultures are inclusive in seeking to provide workplace education, understand system flaws, be transparent about failures, and learn from mistakes.
Create a beloved community which values and is strengthened by diversity, equity, and inclusion
- Begin with racial equity to build a comprehensive equity strategy, recognizing the ways different oppressed identities intersect.
- Modify organizational policies, systems, practices, culture, and manuals to be equitable.
- Diversify staff and leadership by race, gender, and other socioeconomic and cultural factors and practice brave, honest dialogue to build an inclusive community.
- Increased diversity (racial, socioeconomic, ability, age, gender, sexual orientation, and life experience) is represented in our leadership: Trustees, Management, and Resident Advisory Board.
- Improved staff opinion of work culture and practices via survey.
- Implementation of Frontline consultant recommendations, including integrating DEI work into each strategic plan goal area.
Use technology and data tools to inform program outcomes, guide decision-making and support learning
- Improve data-driven decision-making, including a plan to use data to evaluate needs and projects.
- Align data systems to empower staff and help demonstrate successes; create feedback loops to support consistent use of data/technology tools.
- Communicate across data systems to improve accuracy, manage workload, and support organizational goals.
- Use data dashboards and analytics for management.
- Align staff workflows with the tools, eliminating duplication of effort.
- Optimize major data systems and make them talk to each other where feasible.
- Develop capacity within Information Technology department to support all applications and infrastructure.
Enhance financial sustainability to enable long-term impact
- Achieve positive net operating by controlling expenses and growing revenue, implementing the Financial Feasibility Plan; increase program ownership of revenues and expenses.
- Fund new real estate development and annual capital needs.
- Grow reserves and endowments for long-term sustainability.
- Increase public-sector funding as a proportion of total expenditures.
- Grow reserves and endowments and meet established Board financial indicators.
- Grow and diversify revenue among corporate, foundation, and small/large gifts.
- Fund the gaps in capital for new projects as well as annual capital needs.
- Maintain positive net operating income by managing expenditures.
- Cover a higher percentage of annual expenditures with government resources, starting with staffing capacity; access all possible public sector resources to fund capital and operating expenses.
Ensure that infrastructure meets needs of this plan
- Review organization-wide operating goals and align to strategic plan; address growth and silos.
- Develop and operationalize an Enterprise Risk Management (ERM) Program, including addressing COVID-19 pandemic.
- Coordinate communications, review, and tracking for strategic plan implementation
- Revise our organizational decision-making “filter” process (used to evaluate the impact of future projects/programs or termination of existing ones) to emphasize data and collaboration.
- Senior Management team serves as the communication hub of the organization.
- Sound decisions are made, based in mission, impact, and feasibility to guide our program evolution.
- An annually-prioritized risk register supports reducing incidents and insurance claims and increasing ability to respond to changes.
- All staff are working towards implementing the goals in this strategic plan, with communication to engage everyone in its success and recalibration of goals when needed.