VERDE VALLEY SANCTUARY

1. Advocating for Legal Change – Inform judges of domestic violence and the effects; Lawyer to judge appointments; Facilitate domestic violence training for judges; Ask to meet judges on new legislation; Research judges running for election to ensure domestic violence skill; Education regarding legal barriers; Leverage partnerships to educate judges and hold accountable.

2. Enhancing Financial Freedom – Reconnect with lost donors; Donor drive; Keep database current; Communicate frequently with donors and community; Engage fundraising professional for capital campaign; Increase fundraising; Build monetary margins in all budgetary items; Prioritize expenses; Sell 6th Street property;10 individuals include VVS in their estates.

3. Ensuring Positive Visibility – Be proactive with good & positive publicity; Positive publicity 24 times; Acknowledge negative PR and seek to resolve; Redirect and focus on positive; Plan PR campaign.

4. Engaging Community Partners – Attend or host CCRT’s & RSHN’s; Be present at community events; Present to potential community alliances; Link with law enforcement; Create and open Family Advocacy Center; Formalize agency partnerships.

5. Recruiting Volunteers – Incentives for volunteers; Seek contractors to offer pro-bono work; actively recruit; Formalize volunteer recruitment & onboarding; Recruit board and committee volunteers; Recommend VVS to worthy recruits; Active social media; Internet campaign; Market volunteer opportunities.

6. Supporting Organizational Structure – Create training and onboarding of new technology; Improve benefits package; Update team handbook & business management manual; stay on top of training needs; staff feedback anonymous survey; Standardize operational processes; Plan construction timeline; Create development plan to address all barriers; decisions made collaboratively.

7. Meeting the Needs - Expand Shelter Space; Increase shelter beds; Add housing; Studio apartments as shelter space; Increase transitional housing; Expand pet space; Transitional housing for 12 families; Expand Legal and Outreach; Financial training for clients to map out their financial freedom; Dental program for clients; Offender program statewide attention; Technology classes for clients & staff; Serve more than 5,000 clients; National example pet friendly role; Remodel 221 property.

STRATEGIC DIRECTION 1: Engaging the Community, Ensuring Positive Visibility, and Recruiting Volunteers.

STRATEGIC DIRECTION 2: Meeting the Needs by Addressing Legal Advocacy Changes, Expanding Shelter and Pet Care Space, Transitional Housing, and Expanding Services.

STRATEGIC DIRECTION 3: Enhancing Financial Freedom by Fully Engaging Donors, Increasing Fundraising, and Paying Off two Mortgages.

STRATEGIC DIRECTION 4: Supporting Organizational Structure by Improving Business and Personnel Management Practices, Providing Staff Training, Engaging Staff Feedback, and Planning New Building Construction.

Organizational culture - An inclusive company culture empowers and engages employees, and supports organizational goals:
– Culture supports development and shapes the organization’s identity.
– Employees’ mindsets help them function well.
– Collaboration promotes teamwork, forms alliances, and allows cross-functional communication.

Leadership performance - Organizational leaders represent the organization well and effectively manage and inspire employees:
– A clear leadership brand exists that distinguishes the organization.
– Perception of leadership is positive.
– Leadership qualities remain consistent throughout teams.
– Leadership skills are embedded throughout the organization, with learning opportunities for all employees.

Strategic unity - Strategic point of view is articulated and embraced throughout the organization:
– There is a continual investment in the practices and procedures necessary for strategy development and to implement the strategy.
– All employees throughout the organization consistently understand what the organizational strategy is and why it matters.
– Employees recognize how their role supports the strategy.
– Employees feel heard and see their suggestions acted on.

Innovation - Delivering successful new products and services. Regularly updating processes for continuous improvement:
– Focused on the future, not the past.
– Willingness to re-invent parts of the organization.
– Sound processes are in place that can take on something new.
– An atmosphere of excitement is created over new concepts.

Agility - Being responsive and flexible concerning changes in the internal and external environment:
– Skilled and knowledgeable employees who are prepared to adapt.
– Prompt decision-making processes that don’t rely on bureaucracy.
– Proactive planning that can be adjusted to respond to the competition or unexpected events.
– Flexible systems and workflows that can accommodate the organizational change process or expansion.

Talent - Employees at all levels are competent in what they do:
– Employees are equipped with the skills and tools they need to perform their roles in the present and for future requirements.
– Employees are committed to doing their jobs well and consistently.
– Learning and development is championed and provided.
– Ability to motivate and retain competent employees.

Customer connectivity - Established client and donor relationships based on trust and overall strong customer focus are the mainstay.
– Priority is placed on dedicated teams who have a meaningful connection with clients and donors.
– Committed accountability to clients and donors.
– Strong client and donor data collection and analytics.

Progress will be reported in February of 2023.