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| A Vision for the Times
The leadership of Sipe’s Orchard Home will focus its attention on the agency’s finances, programs, facilities, and board of directors. Over the next several years, progress in those four categories will be such that Sipe’s becomes one of the leading children and family services agencies in the region. As we evolve in response to the changing needs of children and families, we will seek collaborators with whom we can work to achieve common goals, and we will maintain services in the community which are in keeping with the vision of our founders. Both Mental Health and Social Services in Catawba County are experiencing dramatic changes. These two entities significantly influence the services Sipe’s offers. Now is not the time for Sipe’s to chisel in stone a detailed strategic plan; we know how significantly those details can be changed by events and decisions beyond our control. The best plan for us in these mutable times needs to be a guiding mindset rather than an outline of specific steps. Those steps will be developed annually, growing out of this strategic plan and annual goals. The Plan Finances – Sipe’s will achieve short-term and long-term financial stability. This includes increasing Sipe’s reserve funds, managing operational finances in such a way that does not require the use of reserve funds, and initiating a major gifts campaign or other activity which will substantially increase Sipe’s revenue. Programs – Building on our strengths in residential and day programs for children and families, Sipe’s will expand its services to meet identified unmet needs of children in Catawba County and surrounding areas. In conjunction with program expansion, Sipe’s will evaluate and refine its existing services in order to continue serving children and families with needed, quality programs. In order to enhance services effectively and efficiently, Sipe’s will explore collaborative projects with other human services agencies in this area. Facilities – Sipe’s will maximize the use of its physical resources, identifying additions, modifications, or other changes necessary to meet program and financial objectives. Board Development – Sipe’s will continue building a strong and diversified board of directors which believes in the mission of Sipe’s and is committed to and actively engaged in Sipe’s Orchard Home’s short-term and long-term success. The success of this plan will depend upon the board and staff’s commitment to developing and following thoughtful and realistic annual plans which address the four categories listed above. History Sipe’s was founded as a boys’ home, and for over sixty years Sipe’s served children with residential programs, modifying those programs as the needs of children changed. As the demand and the funding for residential programs diminished, Sipe’s developed day programs for preschoolers and school-age children which were needed in the area. Sipe’s currently offers the following services:
Current Challenges Several factors will shape the future of Sipe’s Orchard Home: Finances – Historically, Sipe’s has existed primarily on donations and federal, state, and county reimbursements for services. As governmental funding has become tighter, Sipe’s has resorted to offering fee-based programs (summer camp, preschool, and before-and-after care). This has not eased our financial strain even slightly, and even though our rates are low to allow us to serve those truly in need, many families who could benefit from our services still cannot afford them. Sipe’s must attain sufficient and sustainable income to ensure the quality and viability of its services. Programs – As the world of child welfare changes, so must Sipe’s. Legislation, funding restrictions, licensure changes, and current trends all affect Sipe’s ability to serve children and families. While building on its strengths, Sipe’s must be flexible, responsive, aware, and current in order to continue serving children and families. Facilities – Buildings age, and the codes and expectations for those buildings become ever more demanding. Sipe’s must take a close look at its sixty-five year old campus and make decisions regarding old buildings, ill-suited buildings, and unused land. Board – In the past decade, Sipe’s board has made changes; with rotating membership, term limits for officers, written job descriptions, and more, the board has moved forward. Sipe’s needs its board to continue to grow and to provide not only leadership and direction, but advocacy, financial stability, and community connections. Summary For decades, the theme at Sipe’s has been change: children change, programs change, funding sources change, rules and regulations change, leaders change. In numerous board meetings, phrases such as ‘shifting sands’ and ‘moving target’ express the leadership’s frustration with the myriad forces dictating our services and our survival. We do not know what next year’s General Assembly will decide. We do not know the next vogue in child care. It now seems prudent to focus our planning on the foreseeable future. Therefore, the generalities of this strategic plan will guide our thinking and frame our aspirations. Each year, we will re-evaluate this vision and support it with a carefully considered, specific and realistic annual plan based on the facts of current events and circumstances. |