Executive Director of Interfaith Partnership for the Homeless (IPH), Janine Robitaille, reflected the expectations of the non-profit organization she had escorted for the past five years. IPH had served the displaced community since 1984 and assisted people and families by meeting their immediate needs, helped them find safe, affordable housing, and provided continuing support through long-term case management services. Janine pondered several challenges confronting her staff in the coming year. Nearly all programs at IPH were working at capacity. The Emergency Shelter, which provided nightly refuge for women and 30 single men, was not empty.
The Fall-In Center had reached the limits of the existing facility and could satisfy the growing demand for daytime services. IPH needed to develop and grow corporate, organizational, and individual sources of support to lessen reliance on government funds; increase in kind donations; and more efficiently use volunteers to cut back operating costs. Janine considered several possibilities. Should they pursue added capability in permanent home as a means for creating sustainable funding? Was it time to discover a larger facility for the Drop-In Center that would provide space for new partnerships with other providers and increased services for those in need? Did it make sense to expand services or operations in a different neighborhood or county? The difficulty was determining which choices the best way to fund the present operations and to pursue. Janine felt it was likely time that IPH engaged in some formal strategic planning.
PUBLICATION DATE: October 01, 2013 PRODUCT #: NA0221-HCB-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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