Our Vision
The need for Doorways is greater than ever. In 2004-2005, we will strive to further extend our reach to our current clients and to those we could not shelter due to insufficient resources. The attainment of such goals will require building a stronger organization that is supported by an even broader community commitment.
Highlights of our organizational goals include:
- Building a broader volunteer program to assist in service delivery and staff support.
- Developing a Children's and Family Enrichment program focused on the special needs of children, including the trauma of violence and loss of home.
- Enhancing and strengthening the mental health services for clients via community partnerships and skills building among staff.
- Offering a dedicated money management service tailored to overcoming challenges such as poor credit or yearly budgeting.
- Implementing significant capital improvements and renovations for our two shelters, both over 40 years old.
- Opening a new site, with affordable rent, for the Doorways Thrift Store.
- Launching a new, improved Web site, courtesy of the Matrix Group International.
- Creating our Good Neighbor Club, which will offer the community monthly opportunities to contribute to the work we do.
Aligned for Success
A key objective of Doorways' strategic plan, which was adopted by the Board in 2004, was to ensure each of the agency's staff positions was aligned to balance available resources with the fulfillment of the mission in the best possible manner. This effort began three years ago when the required qualifications and responsibilities of the Executive Director were upgraded to keep pace with the demands of the organization. Subsequently, program management roles were upgraded, and a development program was established to raise the necessary financial resources to sustain Doorways' mission. Doorways' Transitional Housing program was also redesigned to meet the broader and more complex needs of building the self-sufficiency capacity of families leaving shelter.
The final phase of the organizational-wide evaluation was implemented in January 2005 with the redesign of the shelter staff responsibilities. The major change includes tiered responsibilities and qualifications to result in a greater capacity to meet the diverse needs of the shelters' purpose. This effort includes several objectives:
- Centralize therapeutic client services and expand reach beyond shelter residents to post shelter services and community education groups in one professional position.
- Ensure a dual focus on facilities caretaking with the handling of all routine client and public inquires, including the domestic violence hotline.
- Re-establish a Children's Coordinator after many years of being unfunded to ensure the specialized needs of children are met.
- Ensure cost-efficient and well trained staff and volunteer coverage for essential shelter employees during weekend shifts, annual, sick and holiday leave, and coverage while staff is in training.
This re-organization yields numerous benefits including improved and broadened outcomes with clients including adults, children and families; enhanced capacities for training, team building, specialized skill sets, staff-client and community-agency relationship development; and more dedicated staffing and resources for facility care and maintenance.
While there are many benefits, these changes also adversely impacted a few existing positions and staff because of the changes in schedules and job responsibilities. Doorways is grateful to those employees for their tenure and devotion to serving women and families in crisis.