Three-Year Strategic Plan
January 2019- December 2021
Presentation to our Stakeholders: Looking Towards the Future!
What is the Strategic Plan? Fellowship House’s Strategic Plan provides a realistic picture of the agency’s goals, including financial goals, program growth goals and service delivery goals. It helps the agency’s leadership determine a clear path to work towards so that we can maintain our position as the premier provider of psycho-social rehabilitation.
Who decides what the goals will be? The Plan includes input from the Board of Directors, staff, funding sources, legislative trends, other stakeholders, and most importantly- our members! We use many methods to communicate with our members and staff on a regular basis, including meetings, surveys, forums and informal communication to hear what is important and needed to meet our goals. In addition, we stay on top of trends, challenges and changes that may confront the mental health field and incorporate them into our Agency’s goals.
What are our goals for 2019 through 2021?
Immediate Implementation Goals
Goal #1: To continue to face the challenges brought forth by the COVID-19 pandemic, including modifying service delivery, providing protective equipment to members and staff and accessing new funding streams, all while following guidelines for the safety of all working and receiving services at Fellowship House.
Goal #2: To ensure that staff have the tools needed to function optimally in the post-COVID world, including having webcam enabled computers, Zoom account availability and other necessary resources in order to provide services remotely, participating in meetings and conduct other business functions.
Goal #3: To upgrade the Fellowship House to meet ADA accessibility guidelines, ensuring that the information is readily available to disabled individuals in a manner that is most accessible to them.
Three Year Implementation Goals
Goal #4: To make all member records fully paperless. Fellowship House uses an effective electronic health record, AWARDS, for all documentation and member data entry. However, the ability to transition to a fully paper free system will require that all member signatures are obtained on the electronic platform as well.
Goal #5: To enhance systems for technology and accounting, allowing us to develop new partnerships that will maximize our time and resources.
Continual Implementation Goals
Goal #6: To protect the agency’s finances, both for current needs and for the future. With this goal in mind and to maintain the current funding streams and open others as they may be available, we look at the agency’s costs and how we can spend money more effectively and ensure our programs are properly sized to meet the needs of the organization and its members.
Goal #7: To focus on being involved in our community and keep strong relationships with other stakeholders. In order to meet this goal, we ensure that we have excellent relationships with other providers and funders and that our staff attends informative meetings and conferences to represent the agency.
Goal #8: To seek opportunities to grow and enhance services that fall in line with the Fellowship House mission and the local, state and national community. Here, we focus on expanding all of our programs, obtaining new grants and potentially gathering support from our programs from legislators.
Goal #9: To strengthen the agency’s staff to ensure that they are professional and productive in serving our members. We do this by providing training often, evaluating their performance, communicating frequently in meetings and allowing staff to share their input as well.
Goal #10: To make planning, like the strategic plan, a priority and to continue evaluating the agency so we can always work towards improvement. With this goal in mind, we have our Quality Improvement Program and the Outcome Management process, where staff works to make needed changes and improve the agency.
Goal #11: To make sure that Fellowship House always operates under the highest ethical standards. In working towards this goal, we have an agency compliance program, a grievance process and training on HIPAA and confidentiality.
Goal #12: To ensure that we have an active and useful Risk Management program. The Risk Management program is how the agency makes sure that is ready to handle many different types of risks, including natural acts like hurricanes or floods, or even outside risks such as theft and computer network viruses.
Goal #13: To make sure that our Accessibility Plan addresses all barriers facing Fellowship House. With the Accessibility Plan, we identify any internal or external barriers we may face in serving our members. Barriers can be varied, for example, transportation barriers that keep members from coming to program to stigma experienced by our members from the community.
Thank you for your dedication to your own goals in attaining growth and work towards your own recovery.
Rosemary Smith Hoel
President and CEO