Question

New Hope Housing Strategic Plan 2013–2018:

The following is a summary of the 2013–2018 strategic plan of New Hope Housing (2017), a nonprofit organization in Northern Virginia, founded in 1977, that provides shelter, transitional, and permanent housing for homeless families and single adults.

Introduction

New Hope Housing has demonstrated over 35 years of innovative and award-winning programs and services assisting homeless families and individuals in our northern Virginia community. Our founders saw a need and responded, opening the first homeless shelter in Fairfax County, Mondloch House, in 1978. Since that beginning, New Hope Housing has added programs and services, always in response to needs in the community.

New Hope Housing continuously assesses its programs and services, evaluating how best to focus its future work for greatest impact. In recent years New Hope Housing has been deeply involved in collaborative efforts across northern Virginia jurisdictions striving to end and prevent homelessness. As these efforts are underway, new approaches are developed, and greater emphasis placed on prevention, rapid re-housing and housing-first approaches, New Hope Housing has reevaluated the priorities for its future work. These priority areas, outlined here, will guide the work of the agency over the next four-to-six-year period. The Strategic Plan 2013–2018 presents the principles that ground the agency's work, the assumptions that underlie the plan, and the strategic directions going forward.

Grounding Principles

Vision: The vision we work for is a home and bright future for every man, woman and child in our community.

Mission: New Hope Housing provides homeless families and individuals shelter and the tools to build a better life.

Our Core Values:

• We renew hope that homelessness is solvable.
• We welcome all, including the unwelcome.
• We treat each person with dignity and respect.
• We believe that a competent and dedicated staff is critical to our mission.
• We are effective stewards of the human and financial resources entrusted to us.
• We are a community-based organization.

Planning Assumptions:

• We will continue to be an organization focused on ending homelessness among both families and single adults in our community.
• We will continue to serve persons who are difficult to serve and/or underserved persons with extremely low income, persons with disabling conditions, persons with violent criminal records, and others who are therefore less likely to receive services as readily through other agencies.
• We will focus any new program development primarily within the footprint of existing programs and services—southeastern Fairfax County, the City of Alexandria, the City of Falls Church, and Arlington County—to maintain a geographically cohesive service area.
• We will focus on assisting persons at imminent risk of homelessness to remain housed, on reducing time spent in shelter, on “rapid re-housing” of persons who are homeless, on the “housing first” approach in serving chronically homeless persons, and on providing ongoing services to these individuals and families once they are housed.
• Government sources of funding will remain static or decrease. Long-term planning for major new activities must consider how new revenue can be secured, including increased private support.

Strategic Directions

Strategic Direction A: New Hope Housing (NNH) will demonstrate leadership in developing and implementing effective approaches in moving homeless persons quickly to stable housing.

• Implement and evaluate the impact during FY2014 of the Emergency Solutions Grant rental subsidy program in the City of Alexandria.
• Reduce time in shelter by 5% annually, from 2011 baseline through 2016.

How are New Hope's assumptions about the environment reflected in its strategic priorities? Are there any strategic directions you might add, based on the assumptions?

Which elements of capacity described in the McKinsey & Company capacity-building framework are reflected in the strategic plan of New Hope Housing?

What are some of the risks that New Hope Housing should address in its planning?

Answer 1

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How are New Hope's assumptions about the environment reflected in its strategic priorities? Are there any strategic directions you might add, based on the assumptions?

New Hope Housing’s assumptions about the environment are reflected in their organizational strategies. These strategies include missions of having the homeless build a better future. They also used operational strategies by increasing administrative efficiency and their preparedness for possible leadership changes.

Which elements of capacity described in the McKinsey & Company capacity-building framework are reflected in the strategic plan of New Hope Housing?

The elements of capacity are reflected in the plan through their goals of the strategy, leadership, infrastructure, funding, and advocacy.

What are some of the risks that New Hope Housing should address in its planning?

Some of the risks that should be addressed in its planning would be the possibility of financial fraud by a higher up or possibly a volunteer. New Hope Housing requires this financial support in order to provide for the homeless populations they are serving, so it is necessary that they try to prevent losing any money. Relating to finances, a possible risk would be for New Hope Housing to lose their good reputation. If this reputation is lost, it could prevent donations, which they need to keep helping their homeless communities.

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