5-Year Strategic Plan
With service numbers growing at 20-25% each year since 2009, Rose Haven reached a pivotal point as an organization in 2013. This inspired Rose Haven to engage in a 360-degree assessment of services, facilities and infrastructure with the goal of building capacity to address current and future needs.
Rose Haven’s first steps included a multifaceted strategic evaluation, professionally facilitated. Strategic planning began in July 2013 and included:
- SWOT Analysis: In July, the Board reviewed and updated a Strengths, Weaknesses, Opportunities, and Threats analysis that originated in 2012.
- Surveys: 183 volunteers, donors, partners and other stakeholders completed an online survey between July and September; 58 guests of Rose Haven completed a survey in September.
- Focus Groups: Three focus groups were convened between August and
- September: 1) Guests – 6 participants 2) Volunteers and Donors – 11 participants 3) Community Partners -21 participating agencies.
- Personal Interviews: 13 telephone interviews with board members, volunteers, and community partners completed between August and September.
- Strategic Planning Retreat – full board and staff participation in October.
From this feedback the 2014-19 Strategic Plan was developed. The board of directors, staff and leadership continue to develop and execute this plan on an ongoing basis.
Strategic Plan 3-Year Progress Report: June 2017
Rose Haven’s Capacity Building Project is based on the following goals identified in Rose Haven’s 5-year Strategic Plan. NOTE: Accomplishments in the 4 goal areas appear in green type).
#1 – Funding and Sustainability: Expand agency resources to achieve financial stability through increased fundraising, board development and community awareness.
Objective #1: Expand the donor base by increasing the number of new donors by 30% over five years, retaining 85% of existing donors on an annual basis, increasing the number of major donors ($2,500 per year minimum) by 10% over five years, and doubling the number of corporate donors within five years.
- Increased # of donors since 2013 by 98% (2013 = 576, 2016 = 1,142)
- Donor retention from 2015-16 was 43%
- Increased # of $2500+ donors since 2013 by 45% (2014 = 29, 2015 = 31, 2016 = 42)
- Increased # of corporate donors by 32% (2013 = 68, 2016 = 90)
- Overall: Increased donor support by 84% (2013 = $323,520; 2016 = $595,156)
Objective #2: Develop a comprehensive fundraising plan that identifies ways to appeal to current donors and attract new ones, designs plans to host one major annual event, sets up a viable online fundraising approach, establishes a sustaining donor plan, and identifies new revenue streams including the exploration of government funding.
- Community Outreach & Development Plan developed and executed on an annual basis 2014, 2015, 2016
- Developed and executed signature fundraising event: 4th Annual Reigning Roses Walk, raised $120,000 (including a $25,000 match from Maybelle Clark Macdonald Fund); uses Crowdrise fundraising model
- Established new corporate matching gift and corporate revenue share programs through Benevity, YourCause, Fred Meyer, Pledgling, Amazon Smile portals increasing in both individual and corporate donors.
- Developed and executed restaurant fundraisers raising 61k in 2016
- Increased 3rd party fundraising activities, generating $32,000 in 2016
Objective #3: Increase number of board members by 30% and expand membership to include individuals with special expertise and community connections.
- Grown board to 11 active members, each engaged in specific committees and projects
- Increased board representation to include healthcare, legal, real estate, marketing/event expertise
- Currently have representatives on our BOD from 4 major healthcare providers: Cambia, Providence, Legacy and Kaiser Permanente
- Established a Youth Outreach Board with 11 high school students representing 7 area schools who are raising funds and awareness for Rose Haven
Objective #4: Develop and implement a marketing plan to increase community knowledge of Rose Haven and its programs, increase resources, and provide program enhancements.
- Marketing activities included in COD annual plans
- New Rose Haven logo developed 2014
- Launch of our new website in 2015, with improved online donation portal
- Collateral development including brochures, annual reports, program reports, guest images, guest video spotlights, monthly electronic newsletters
- Vastly improved contact management system and improved outreach to constituency
#2 – Improved Facility: Increase Rose Haven’s ability to adequately and safely serve increasing numbers of homeless women and children through an improved, larger facility.
Objective #1: Establish a Task Force to work on space issues with the goal of identifying a new space plan within one year.
- Developed Board Task Force in 2015
Objective #2: Locate appropriate space based on Task Force recommendations.
- Committee Task Force assessment determined future facility needs and options:
- Identified service types and projected levels for a five-year span
- Detailed facility size and features that are needed to support service growth
- Identified preliminary facility options that could meet RH needs
- Estimated upfront and annual funds required for lease and purchase options at different market scenarios with creation of cost model module
Objective #3: Develop a funding plan for new and/or improved space.
- Key Points Identified end of 2015
- Leasing a new facility beyond RH’s current financial capability
- Recommends using current facility and additional leased annex space called the Fellowship Hall inside the First Immanuel Lutheran Church for the next two years
- Expanding now into the annex space and demonstrating capability in growth of services is an opportunity to build a base for a capital campaign and budget growth
- Divided Rose Haven Facility Plan into two overlapping phases (2015 until end of 2017; 2018 through 2019)
- Secured new 2-year lease in June 2017, with two renewable 2-year extensions
Objective #4: In the short term, address needed improvements to current facility.
- Secured $10,000 grant from Advantis Credit Union to improve existing facilities in 2014 current facility; including new furnishings for hospitality and a fresh coat of paint throughout the entire shelter
- Secured private donor and replaced carpeting
- Annexed Fellowship Hall space for additional programming
- Upgraded WIFI and internet connections within existing facility and extended to include Fellowship Hall connectivity
- Shower installation slated for completion in Fellowship Hall by August 2017
#3 – Organizational Capacity: Increase Rose Haven’s capacity to provide services through increased and improved staffing and volunteer recruitment, training and management.
Objective #1: Design a staffing/ volunteer model to meet the goals of maintaining safety within the facility and effective management of Rose Haven programs now and with future growth.
- Staff restructuring: expanded Advocate position from .75 FTE to full-time, replaced a part- time Intake/Triage (volunteer) position with full- time Intake/Triage staff position and added a full-time Community Outreach and Development Officer, added a Development Associate position
- Secured a Social Venture Partners Encore Fellow as a Business Development Consultant who worked with our BOD and Executive Director, in the development of a 3 -year business plan to achieve our strategic plan goals
- Updated employee handbook
Objective #2: Increase the number of volunteers recruited and trained to serve Rose Haven guest by 10% annually over the next 5 years (450 total volunteers by end 2018).
- 2014: 279 individual volunteers logged 9,300 hours, – equivalent of 4 FTE employees
- 2016: 599 volunteers logged 16,292 hours- equivalent of 7 FTE employees
- Junior League of Portland selected Rose Haven in 2016 as beneficiary for volunteer and financial support for next 3 years beginning June 2016
- August of 2016 – Jesuit Volunteer Corps placement for a Food Program Coordinator
- Increased Reigning Roses Walk Committee membership to 12 community volunteers
- Ongoing use of online volunteer resource tools (VolunteerMatch.org)
- Doubled intern service hours Breckinridge School of Nursing
- Updated contact management system to include all past and active volunteers
- Establish BSW and MSW intern partnerships with George Fox and Portland State Schools of Social Work
- Initiated development internship partnership with Evergreen State College
Objective #3: Develop staff training plan to include in-house training by outside professionals and quarterly training for staff on topics such as dealing with difficult people and individuals with mental illness.
- Implemented staff and key trainings which have included:
- Trans 101 training – Basic Rights Oregon and NW Gender Alliance
- Trauma Informed Care – American Psychology Association
- Orientation to Services – Project Respond
- Volunteers of America –Emergency Housing Resources
- CRP and First Aid – Red Cross certification
- Food Handlers Training Certification – State of OR
- Orientation to emergency services process, hot line, outreach – Call to Safety
- Mission Effectiveness – Good Shepherd Sisters
- LGBTQIA Training – SMYRCK
- Mental Health First Aid training – NAMI
#4 – Expanded Programs: Expand services available to homeless women and children through increased hours of operation, new programs, and improved community partnerships.
Objective #1: Increase hours of operation to optimal hours of 8:00 a.m. to 6:00 p.m. daily within five years.
- In November 2013 doubled service hours to 8:30 am -3:00 pm Monday – Friday
- In 2014 extended service hours to 8:30 am-4:00 pm Monday – Friday
Objective #2: Assess current programs at regular intervals and determine where new or expanded services are needed.
- Served 32% more women and children (2013 = 2,415; 2016 = 3,191)
- Increased women served by 41% (2013 = 1,758; 2016 = 2,472)
- Increased children served by 9% (2013 = 657; 2016 = 719)
- Increased overall visits by women and children 57% (2013 = 11,965; 2016 = 18,817)
- Increased services and distribution:
- Meals by 50% (2014 = 12,814 first year of meal tracking; 2016 = 19,190)
- Advocacy appointments by 107% (2013 = 1862; 2016 = 3,862)
- Shopping visits by 49% (2013 = 3,574; 2016 = 5,316)
- Hygiene kit distribution by 69% (2013 = 3,051; 2016 = 5,143)
- Launch of BLOOM Program: focused onsite programs related to women’s healing, wellness and empowerment
- New volunteer run activities counseling, support groups, finance, yoga, mindfulness, and music therapy
Objective #3: Increase community partnerships and opportunities for collaboration with other agencies serving homeless women and children.
- Hosted annual Resource Fair 2015, 2016 with 20+ agency representatives
- Partnerships onsite with agencies including:
- Volunteers of America Home Free
- Call to Safety- aka Portland Women’s Crisis Line
- Oregon Law Center
- Transition Projects Veterans Outreach
- Catholic Charities Housing Transitions Projects
- Additional referral sources and offsite partnerships:
- New City Initiative
- New City Kitchen and Healthy Sisters
- Project Access Now
- Right 2 Survive
- Transition Projects
- Safes/Salvation Army
- Portland Rescue Mission
- Human Solutions
- Catholic Charities
- In-kind partnerships:
- More consistent and increased food donations from Commissary Café, New Seasons Market, Elephants Deli, Urban Gleaners and Prasad
- Development of 3rd party events and drives generating drives for needed products including hygiene, undergarments, etc. (75 held in 2016)
- Camions of Care partnership, now meeting 100% of Rose Haven’s feminine hygiene product needs