Fiscal Year 2014 | Our Five-Year Plan | Project HOME

Fiscal Year 2014 | Our Five-Year Plan

Strategic Goal One
End chronic street homelessness in Philadelphia by:
  • Partnering with the City of Philadelphia, civic leaders, and other community based organizations to end chronic street homelessness by a strategic use of our collective resources and experience; by engaging the participation and leadership of those that are experiencing homelessness; utilizing researched based best practices; by developing policies and practices to prevent street homelessness including but not limited to intake and coordinated access
  • Increasing access to affordable rental housing for those who are experiencing or at-risk Project HOME of homelessness through the development of permanent supportive housing and other appropriate permanent housing
  • Advancing public policy and support for the human and civil rights of persons who are experiencing homelessness, poverty and/or disability
  • Incorporating promising and evidence based practices to ensure the highest quality of services are offered to people living on the street and Project HOME residents and alumni that promote health, wellness, recovery, community inclusion, and successful transition from the street to housing including transitioning from entry level housing to more permanent supportive housing
  • Exploring the creation of a technical assistance arm of Project HOME to support staff and other organizations to more effectively deliver services that help end chronic homelessness

Strategic Goal Two
Eliminate health disparities for people who are experiencing homelessness, Project HOME’s residents, alumni and the children, youth and adults who live, work or go to school in North Central Philadelphia by:
  • Increasing access to primary, behavioral and specialty healthcare services
  • Establishing the Project HOME Wellness Center to serve as a central location for the provision of community health services

Strategic Goal Three
Improve educational and employment opportunities for Project HOME’s residents, alumni and the children, youth and adults who live, work or go to school in North Central Philadelphia by:
  • Increasing access to education, counseling, internships, job training and employment; increasing access to post-secondary education for youth at the Honickman Learning Center and Comcast Technology Labs
  • Increasing access to education, job training, skill building and career placement services for adults at the Honickman Learning Center and Comcast Technology Labs, local businesses, and Project HOME’s social enterprises and employment services
  • Positioning the Honickman Learning Center and Comcast Technology Labs as a center  for innovation in urban education and employment
  • Partnering with higher education and the business community to develop a high-quality workforce for green, technology, healthcare, service, and other growing sectors of Philadelphia’s economy

Strategic Goal Four
Ensure that all developments reflect the shared values of economic, social and, to the greatest extent possible, environmental sustainability by:
  • Ensuring all future development initiatives will be environmentally sustainable
  • Reducing the carbon footprint of Project HOME’s existing facilities and infrastructure
  • Becoming a model for sustainable neighborhood development
  • Acting as a catalyst for economic development in North Central Philadelphia

Strategic Goal Five
Build Project HOME’s capacity to achieve our mission and strategic goals by:
  • Enhancing our strong, unified brand identity by broadening recognition of the scope of our work
  • Continuing to actively engage residents and alumni in conversations about our mission and strategy
  • Cultivating a larger community of diverse and engaged staff, volunteers, donors, neighbors, allies and advocates
  • Investing in leading edge information and technology solutions
  • Developing a model program for our property management services to effectively operate and manage our existing and future buildings
  • Enhancing the efficiency and effectiveness of financial management services
  • Increasing leadership and professional development opportunities for staff
  • Recruiting and retaining the best and brightest minds to help achieve our mission and vision
  • Strengthening and diversifying sources of income