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Bethlehem Haven
. . . turning lives around for good.
Strategic Plan 2009-2012
Table of Contents
1. Letter from the President
2. Process and Purpose
3. Organization Profile and History
4. Vision, Mission and Core Values
5. Strengths, Weaknesses, Opportunities, Threats
6. Priority Issues
7. Conclusions
8. Recommendations
9. Strategic Goals, Strategies, Outcomes and Champions
10. Funding Strategies
11. Implementation and Tracking
12. Appendices
a. Bethlehem Haven Organization Chart
b. Current Bethlehem Haven Board Committees & Committee Members
c. Organizational Capacity Self-Assessment
d. Strategic Planning Process
e. Housing First Model Summary
f. Comments from several stakeholders
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LETTER FROM THE PRESIDENT
As we enter our third full year as a ‘merged’ and integrated Bethlehem Haven, we find ourselves poised
with a plan to aggressively attack the obstacles standing in the way of fulfilling our mission. It is imperative
that each of us…board member, staff and volunteer…adopt a sense of urgency to find the financial
wherewithal to make the goals outlined in this document become a reality.
For us as board members, we must identify new ways to bring significant incremental dollars to the Haven.
We need to recruit friends who have or have access to meaningful financial resources to properly fund the
coming year’s budget. And we need many of these friends. We, as do many non-profits, face a perfect
storm. The country is in a deep and serious economic downturn making it much more difficult to find the
dollars needed for our constituents. At the same time, the need for our services is growing significantly.
Many of the foundations, which have so graciously supported us in the past, find themselves with severely
weakened portfolios. We do not believe that this situation will turn around in the near term. Also, there are
emerging threats to some of the governmental support we have traditionally enjoyed.
The board has two main purposes: to set and oversee policy and ethical practice and to insure adequate
resources are available to carry out our mission. In these challenging times the organizations with a welldeveloped plan, an aggressive and organized approach, and a real passion for their mission will survive
and prosper. Bethlehem Haven will be one of these organizations.
Our focus must be razor sharp. We must be proactive, accepting the responsibility and initiating the
actions to secure the resources needed to fulfill our mission. As board members we all must be actively
engaged with our Executive Director and Development Director in raising money for the Haven.
For the staff, we ask you to find ways to be even more effective in daily support of the women we serve.
We need to eliminate all duplication of services and wasteful spending and seek new ways to deliver
services even more smartly.
All of us must do better. I ask each of you to join with me in making a personal commitment to fulfill our
mission. I further ask each board member to make a personal financial gift to the Haven commensurate
with your means. We need your passion for our mission and your dollars to reach our goals.
I thank each of you for your past support and look forward to working with you to end homelessness in our
region.
Respectfully yours,
Tom Herward
President, Board of Directors
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PURPOSE
The Bethlehem Haven Strategic Plan provides the framework that will help the organization focus its vision
and priorities to ensure that stakeholders are working toward the same goals. The Strategic Plan outlines
the fundamental decisions and actions that will shape and guide what the organization is, what it does and
why it does it, with a focus on the future.
With the guidance of the strategic plan, the Board of Directors and staff will be able to develop an annual
operating plan which articulates the objectives and critical actions required to build a consistent, highly
creative and cost-effective business strategy.
The strategic plan will govern the future direction of Bethlehem Haven over the next three years. The
Board of Directors will undertake a review of the strategic plan at their annual meeting and make updates
as appropriate.
PROCESS
The Bethlehem Haven Board of Directors appointed a Planning Committee to spearhead and coordinate
the planning process. Board Members Terry Beggy, Bonnie DiCarlo, Tom Herward, and John Lovelace
and Bethlehem Haven Executive Director Lois Martin along with staff members Cathy Dutko, Amber
Jackson, and Denise Simpson formed the committee.
The Planning Committee provided the linkages and liaison with constituencies and decided which
stakeholders to involve and how to involve them. Throughout the process, the Planning Committee helped
prioritize information for the organization to discuss and evaluate. In addition, the members participated in
preparing a draft of the plan. The Planning Committee followed a 17-step process that was approved by
the board of directions in February 2008 (See Appendix d).
An extensive assessment of the organization was conducted in several stages: First in January of 2008,
Interim Executive Director Michele Atkins conducted an employee perception survey and an Operational
Survey. In March 2008 the board completed a self-assessment, in October the senior staff completed a
Service Review of all of the services offered by Bethlehem Haven and in October the Planning Committee
completed an Organizational Capacity Self-Assessment. The notes that were compiled as part of this
process provided a comprehensive base of information.
Updates on the development of research and information relating to the Strategic Plan were provided to the
Board of Directors at each of the board meetings.
On June xx, 2009, the Board of Directors voted to adopt the strategic plan as presented in this document.
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BETHLEHEM HAVEN ORGANIZATIONAL PROFILE AND HISTORY
In 1981, Bethlehem Haven was founded in the basement of the Smithfield United Church in downtown
Pittsburgh in response to a growing need for emergency shelter for homeless women. Recognizing that
the original focus of “crisis intervention” was insufficient to address the multiple issues confronting the
growing number of homeless individuals, Bethlehem Haven created a collaborative model of service
providers. This resulted in a comprehensive approach to helping chronically homeless women and men in
Allegheny County.
Bethlehem Haven is a 501(c)3 nonprofit organization providing a number of services including emergency
shelter, transitional housing, medical, dental, obstetrics and mental health services, as well as employment
services to women in the Pittsburgh area. The Haven also provides some medical, mental health and
employment services to non-residents, including homeless men.
Over the past 28 years, Bethlehem Haven has provided shelter to thousands of homeless women for over
10,000 consecutive nights.
On July 1, 2007 a merger of Bethlehem Haven and Miryam’s was completed. These two organizations
have rich histories of selflessly serving the chronically homeless women in the region. The staff and boards
of the two organizations worked over 18 months to make the merger a reality and one that would be
achieved with no interruption to the services to our clients.
Today, Bethlehem Haven is a vibrant organization, realigned to provide unduplicated and streamlined
staffing support to our clients. Implementation of a new organization structure is underway to continue the
focus on client support and unduplicated staffing.
VISION, MISSION AND CORE VALUES
Our vision, mission and core values have been reviewed several times in the past year, specifically focused
on changes relating to the merger between Bethlehem Haven and Miryam’s and the changes in the
executive director as a result of the retirement of our long-time executive director. Most recently, the vision
and mission were reviewed during a board retreat in November 2008.
Our mission statement clarifies the reason for the existence of Bethlehem Haven. It describes the needs
the organization was created to fill and answers the basic question of why we exist. Without guidance, it is
difficult to establish programmatic priorities.
The mission statement provides the basis for judging the success of our organization and its programs. It
helps to verify that the organization is on the right track and making the right decisions. It provides direction
when the organization needs to adapt to new demands. Attention to mission helps the Board adhere to its
primary purpose and helps during conflicts by serving as a touchstone for every decision.
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OUR MISSION
Why we exist
“Bethlehem Haven serves women by providing a continuum of care1 that leads toward selfsufficiency.2” Our mission statement emphasizes our three core competencies: Emergency Shelter (we
provide a place to stay one woman at a time); Advocacy (becoming a leading voice of the homeless in the
community); Collaboration (it is the way we achieve our success and support the women and men we
serve).
OUR VISION
What we strive for to develop and operate
“End Homelessness.” Our vision puts the women we serve at the heart of our future and recognizes the
leadership role we continue to play in the Pittsburgh region.
OUR CORE VALUES
What we feel is important
Nonprofit organizations are known to be values-driven. At Bethlehem Haven the following core values
clarify our belief systems. They are the principles that guide our Board and staff’s interactions with each
other and with our constituencies. As an organization we strive to live these values:
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Hospitality
Compassion
Integrity
Empowerment
SERVICE REVIEW
For each of Bethlehem Haven’s lines of business, we gathered information that enables us to present a
clear picture and understanding of what we do and how we do it:
Organizational Environment:
We primarily serve homeless women over the age of 18. Homeless men are also served in professional
development, Health and Wellness Services offered at the 902 Clinic, and the Uptown Legal Clinic.
What are we providing? Bethlehem Haven provides a “continuum of care” within its three facilities – Fifth
Avenue Commons (FAC), 1410 Fifth Avenue and Life’s Work building on Forbes Avenue.
We define “Continuum of Care” as a variety of services, varying in intensity, intended to assist an individual to progress at
her/his own pace to a maximum level of independence.
2 We define “Self-Sufficiency” as an individual’s ability to care for and support her/himself in economic and self-care skills.
1
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HOUSING PROGRAMS (for women only)
1. 60 day Emergency Shelter provides for basic needs of homeless women as well as appropriate
case management. Through supportive services each woman is individually worked with to find
housing. We are the only ‘women-only’ emergency shelter within the city limits. Funding for this
program comes primarily from an Emergency Shelter Grant (ESG) from the City of Pittsburgh and
FEMA and HUD non-county money. This program is offered from our Fifth Avenue Commons
(FAC) facility.
2. Transitional Housing is provided in several venues throughout the agency for a period up to two
years. Twenty beds in “A Step Up” program receive women with 30 days clean time from drugs
and alcohol in our FAC location while 30 beds are available to women with a Mental Health
diagnosis in our 1410 Fifth Avenue location. The goal of Transitional Housing is to work with each
woman individually to overcome barriers, secure employment, education, permanent housing and
wellness care. Primary funding for the Transitional Housing program is HUD.
3. Permanent Supportive Housing is provided through our SOAR program for chronic homeless
women with chronic mental health illness. Located off-site at Life's Work, SOAR provides
permanent supportive housing to up to 16 chronically homeless women with severe mental illness.
Residents have their own bedrooms and participate in a range of activities, all of which are
structured to help them to stabilize, to increase their ability to take care of themselves and to
eventually move into independent housing, recognizing that support may always remain necessary.
The overarching goals are to increase residents' quality of life and to prevent them from becoming
homeless again. Primary funding for the SOAR program is HUD. Bethlehem Haven is the only
organization in the city of Pittsburgh to provide permanent supportive housing for women.
4. Aftercare allows BH to support up to 33 women who are now living in permanent housing. During
this vulnerable time, trained staff supports clients for up to six months providing a bridge to
independence and self-sufficiency. Aftercare services are provided off-site and are primarily
funded through a HUD grant.
5. Severe Weather Shelter is emergency shelter provided to women when severe weather occurs.
Women are housed on an emergency basis at both FAC and 1410 Fifth Avenue as needed.
Primary funding for this service is provided through an ESG grant from the City of Pittsburgh and
HUD non-county.
ENHANCED PROGRAMS (for women and men)
Supportive Services
1. 902 Clinic – provides group and individual mental health services for homeless women and men.
These services are provided out of the FAC building and are primarily funded by HUD.
2. Day Program – offers a safe environment for women to receive nutritious meals, personal care
access, case management, life skills, and community-building activities for homeless and at-risk
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women. This program, offered through our 1410 Fifth Avenue location is the only one of its kind in
the City and is primarily funded through ESG. The Day program receives no HUD money
3. Health and Wellness Center - is provided through our clinics located in all three of our facilities, in
partnership with medical professionals, volunteers and staff. Services are delivered to our primary
clients (homeless women) at all locations and secondary clients (homeless men) at FAC. The
center offers medical, podiatry and dental care and obstetric/gynecological services and women’s
health education. This is possible through collaboration with Mercy Behavioral Health, Western
Psychiatric Institute and Clinic, Healthcare for the Homeless, Pittsburgh Aids Task Force, and
more.
4. Project Employ – offers individualized life skills, professional development, job training, and
supportive employment to women and men, ages 18 and over who have experienced an instance
of homelessness at any time in their lives. Through 14 weeks of occupational therapy-based
curriculum, students attend classes at the FAC site and at a satellite site in McKeesport. This
program is the only life skills and professional development program in the region taught by
Occupational Therapists. Project Employ is primarily funded through Work Investment Act (WIA)
and Housing Assistance Program.
5. Uptown Legal Clinic – provides free legal counseling for civil cases to men and women who meet
income requirements. Cases include family law, landlord-tenant, public benefits, consumer
protection, wills, power of attorney and bankruptcy. The legal clinic is offered in our FAC location.
The Allegheny County Bar Association provides these services pro bono.
6. Springboard Kitchens - Food is prepared and delivered daily to our 1410 and 905 locations
through a contract with Springboard “Kitchens with Mission” and Lutheran Services. Breakfast,
lunch and dinner are distributed to day program participants and SOAR and dinner to all residential
programs. A professional cook assists staff in nutritional meal preparation and culinary training is
provided through Kitchens with Mission and Project Employ. This is a new program and funding for
the food preparation comes through the Social Enterprise Accelerator.
7. Internships – Internships are provided to students in local universities (undergraduate and
graduate level) in their field of study. In the past, Bethlehem Haven has had a rich internship
program that has resulted in the creation of the Project Employ training curriculum, as well as
student service learning projects. We have occupational therapist (O.T) students, pharmacy
students and students in social work and computer science.
8. Volunteer and Social Enhancement – Bethlehem Haven receives meals prepared by volunteers
both to our day program, SOAR and emergency shelter. This is a significant source of support and
in-kind donations to Bethlehem Haven (between $50,000 and $60,000 annually). Volunteers also
offer a myriad of other “helps” such as: resume building, computer training, art and writing classes,
domestic violence awareness and much more. Bethlehem Haven also has a strong relationship
with AARP, which provides senior citizens to support our women in an amazing variety of ways
including kitchen help, program assistance, maintenance and repair, mentoring, social
enhancement, listening and administrative work. On a weekly basis a registered dietician teaches
a class on how to prepare nutritious meals from food obtained from the food bank. Local churches
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provide a pool of our largest volunteers and donors including transportation to religious services,
preparation and serving of evening meals and general volunteer support.
Other Programs/Initiatives
1. Social Enterprise – Since 2004, Bethlehem Haven has owned Ambiance Boutique, an upscale
women’s consignment store. This two-location successful business has been adding working
capital to the Bethlehem Haven funding streams. Funding to launch this business was provided by
a local foundation.
2. Landlord – as part of the original design and mission of Fifth Avenue Commons, Bethlehem
Haven provides on-site rental space for collaborative programs offered to our clients. This enables
Bethlehem Haven to cover some of the costs associated with the building. In the future, we plan to
work to be an all-encompassing one-stop location for our clients to receive many of the services
they need to become self-sufficient.
3. Human Resources Collaborative – Bethlehem Haven, along with POWER and the Center for
Victims of Violence and Crime have shared a Human Resource Manager for more than five years.
This collaborative arrangement has worked so well, representatives from all three organizations
have recently worked on expanding the scope of this service to enable us to ‘sell’ these services to
other similar organizations.
What are the delivery mechanisms used to provide our services to our primary customers?
1. Case Management goals for all programs include education, employment and securing necessary
identification/documentation, life skills, income, employment, education, assessment and plan for
Mental Health and Drug and Alcohol issues, and other hindrances to self-sufficiency. The ultimate
goal is permanent housing.
2. Collaborative partnerships are the hallmark of Bethlehem Haven and the services we provide to
all of our clients. POWER and Wellspring Mercy Behavioral Health are on-site agencies.
3. Street Outreach for chronic street homeless women.
4. Advocacy on behalf of our clients through membership in regional groups such as government
task forces and the Greater Pittsburgh Nonprofit Partnership (voter registration, transportation to
polling places).
5. Web site and telephone inquiries are significant sources of information and referrals.
Who are we providing services to and how has this population changed in the past three years?
Who
1. Primary Customers: homeless women
2. Secondary Customers: current or former homeless men
How has this population changed over time? The population has increased in both elderly and agingout youth. We have also seen an increase in mental health assessments as well as ‘new’ homeless
resulting from harsh economic times.
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What is our workforce profile? What are their education levels? As of 12/2/2008, Bethlehem Haven
employs 40 full time and 32 part time employees. Our work force profile includes:
 66 (92%) female; 6 (8%) male
 44(61%) Black; 28 (39%) Caucasian
 Education Levels:
HS Diploma/GED:
12 (17%)
Associate Degree:
10 (14%)
Bachelor Degree:
19 (26%)
Master’s Degree:
8 (11%)
Certificates:
10 (14%)
What are our workforce groups? We tend to categorize our employees by the services they provide to
our clients and their professional status from volunteers to nurses, from direct care workers to
administrative staff. Our employees support our clients 24x7x365.
What is our organization’s workforce and job diversity by type of work?
Administration (16.5)
Executive Leadership
Administrative Staff
Finance/HR/Grants Admin
Administrative Support
Facilities/Maintenance (FT)
Facilities/Maintenance (PT)
6
6
5.3
.5
1
1
Shelter, Transitional Housing & SOAR (14+20)
Case Managers
4
Residential Managers
2
Full Time Program Assistants
8
Part Time Program Assistants
20
Supportive Services (11.5)
Day Program
Project Employ
902 Clinic
Uptown Legal Clinic
5
4.5
2
0
Ambiance (7)
Retail Manager
Assistant Manager
Sales Assistants (PT)
Sales Assistants (FT)
1
2
3
1
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Key benefits and special health and safety requirements? Bethlehem Haven’s benefit plan includes a
wide variety of offerings to our employees and is very competitive relative to other like providers in our
region. The benefit plan includes:
Medical Benefits
Paid Time Off
Employee Assistance Program
Professional development
Dental Benefits
Short Term & Long Term Disability
Bereavement leave
Defined contribution plan
Life Insurance
Vision Coverage
FMLA
401(k)
Many of our employees and facilities must maintain federal, state and local licenses and certifications that
range from Food Handling, Health Department, ADA compliance, driver certifications and criminal
background checks.
What constraints does the current funding stream diversity (or lack of diversity) pose to the longterm financial viability of Bethlehem Haven? The biggest constraint is that 48% of our budget comes
from public sources. It isn’t flexible and we are at the discretion of the Federal, State and County
administrators. In regards to private funding, the biggest constraint is the lack of corporate or business
support. In a bad economy, when we need funding the most, corporations and small businesses are the
first to tighten their discretionary spending. With the increase in tax ‘products’ there is less and less of an
incentive for a corporation to give outright versus taking the tax credits.
What’s the competitive advantage for each of our programs? Our competitive advantages include the
size, scope and diversity of the programs we offer to our clients, that our programs are offered internally
and in collaboration with other providers at our facilities. Our middle to senior managers are highly
educated with a large percentage having advanced degrees.
What are our major facilities, technologies and equipment? Our facilities are large, state of the art,
clean and well maintained. We have high-end security systems in place. Our employees have the
technology (email, voice mail, computers, and individual work stations) in place that enable them to
accomplish their work.
Organizational Relationships:
What are our key customer and stakeholder groups?
Our key customer groups include:
 Current and former homeless women and men
Our key stakeholder groups include:
 Police and emergency service workers
 Funders
 Hospitals
 Religious/Faith communities
 Housing providers (public and private)
 Other service delivery providers (mental health, wellness, drug & alcohol)
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What are our most important types of suppliers, partners and collaborators? We have consolidated
most purchasing including food, office and pharmacy supplies. We have outsourced to professional
providers our information technology work, some financial support and some building/equipment
maintenance.
What are our key supplier and customer communication mechanisms? Our key supplier
communication vehicles are primarily phone conversations, email and face-to-face discussions. Our
outsourced work is on a contract basis.
For our clients and potential clients, our primary communication vehicles include, word of mouth, the web
site, referrals from other providers, street outreach and in-home visits.
For current and potential donors and volunteers, our primary communications vehicles include the web site,
printed materials and mailings, community presentations and our events/tours.
STRENGTHS, WEAKNESSES, OPPORTUNITIES, THREATS
The Interim Executive Director conducted a survey of all of the employees of Bethlehem Haven to get their
input and perspectives on the culture, facilities and operations of the organization. The results of that
survey were shared in January 2008 at an all employee staff meeting and have formed the basis of this
section of the plan. The data from the January 2008 survey were augmented by work conducted by the
staff members of the Strategic Planning Committee.
Strengths
 Capable, loyal & dedicated staff
 Providing comprehensive services and commitment to the women
 Diversity of programs
 Keeping true to our mission
 Doors are always open
 Solid community reputation
 Strong Board of Directors
 Active volunteers
 Strong financial resources
 Passion for helping
 Continuum of care and on-site supportive services
 Accessible locations; on bus route
 Computers for clients
 No entry requirement for shelter
 Support of the faith community
 Strong collaborations within the community
 Relationship with Allegheny County DHS
Weaknesses
 Too dependent on HUD funding
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Low salaries for staff
Ineffective internal communication
Lack of training for staff
Not enough programs for women who are leaving or shelter/programs
Too much concern for bureaucracy over mission
Staff turnover
Lack of funding to expand/augment the programs to help our clients
Ineffective systems and processes
Data collection system
The IT systems
Development – Major Gifts
Our ability to provide data to support the outcomes we deliver
A large amount of effort is needed to manage a number of smaller grants
Donor development
We’re not certified to provide care to elderly, or pregnant women
Relationship with Allegheny County DHS
Opportunities
 To become a regional and national leader
 Develop partnerships with other service providers
 Web site
 Provide more permanent housing
 Provide more serves in aftercare
 Understand mental illness better
 Better outreach to the community through media and marketing
 Advocacy with politicians and business leaders
 Providing more programs to sustain those already in place
 Internal and external education about our mission
 Educating the public about programs and services
 Earned income through rental of space
 Social Entrepreneurship ventures through Ambiance & HR-C
 Increase staff education levels around mental health
 Outcomes evaluation and measurement can lead to excellence and funding
 Consolidation of purchasing and other services to reduce costs increase efficiency.
 Women with children, elderly and/or pregnant women
Threats
 Lack of funding/uncertain economy
 Staff turnover rate
 Loss of HUD funding
 Becoming too big, leading to mediocre services
 Safety --- staff & clients
 External opinion of homelessness
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Ineffective internal processes
Lack of affordable housing
Criminal background barriers for our clients
Performance based funding --- specifically around PE
Our data collection software/system does not enable us to effectively evaluate our outcomes
PRIORITY ISSUES
Throughout the many meetings and discussions that have led to the creation of this document, the issues
facing Bethlehem Haven and our clients have been at the forefront of our thinking. Below, we’ve pulled out
a few of the issues that keep our leaders awake at night:
1. How can we move to more “rapid re-housing” options for the women?
2. Can the board and senior management build a culture of absolute excellence within the
organization in order to maximize our vision and mission? How do we get everyone on board and
working to maximum effort?
3. How will we get the board more engaged in fundraising so we can weather this economic storm
more effectively?
4. How do we effectively advocate as the leader in the care of the homeless in our region without
antagonizing our government sponsors and peers? Can we ever approach our vision without a
true regional commitment to end homelessness? What should our role be? Is it possible to build
such as community partnership?
5. How do we meet the ever-increasing need for our services while the support that we have
traditionally enjoyed (earned) is in jeopardy?
6. How do we best structure programs and operations in such a way that they are seamless to our
clients? What’s the best way to communicate this to staff?
7. How do we ensure that we maintain integrity in all things?
8. How do we fund and find the time for the essential staff trainings and professional development
necessary to maintain quality service to clients and staff empowerment?
CONCLUSIONS
Throughout this process, the strategic planning committee has had many opportunities to meet with groups
of employees and board members. The following represent some of the conclusions we’ve developed
through out work:
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The merger between Bethlehem Haven and Miryam’s took longer than anticipated --- and has
exacted a significant toll on the staff.
If we were to do the merger again, we would not have hired a new executive director during the
merger transition time. We probably would also have asked the former Executive Director to stay
on for the additional months before the new executive director arrived. The hiring of a new
executive director during the first year of the merger had an impact on the staff, especially on the
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senior leadership team, and that impact and transitioning is still taking place --- with some
concluding it is still an unsettling distraction from the work of serving our clients.
The mistake we made with hiring the finance director set us back over a year in our management
of our finances and has a significant negative impact with our major funder Allegheny County
Department of Human Services.
A review of the board members and their tenure highlights a significant loss of directors next year.
We need to insure that the nominating/governance committee, in unison with the development
director, is working diligently and consistently over the next 12 months to insure we are not
significantly and negatively impacted by these losses.
RECOMMENDATIONS
 Metrics for each of the goals and strategies needs to be developed by those responsible for
implementation and included in the first status update to the board.
 Follow the suggested implementation plan.
STRATEGIC GOALS, STRATEGIES, OUTCOMES & CHAMPIONS
1. Program Development and Evaluation
Goal: By Fall 2011, Bethlehem Haven will enhance our existing programs, develop new programs
based on client needs, and develop a set of outcome metrics for all major program areas.
Strategies:
1. Provide alternatives to our supportive housing and shelter by embracing the “housing first”
approach.
a. Expand permanent supportive housing for women who live with a chronic
mental illness by Fall 2010. Bethlehem Haven currently operates two transitional
housing programs – one that serves women in recovery and another that serves
women with a chronic mental illness. Both programs allow a woman to stay with
Bethlehem Haven for up to 24 months as they regain control of their lives and work
towards independence; and both provide supportive services that reduce the barriers
to housing. However there are many differences:
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
A Step Up
Clientele are in recovery from
a drug or alcohol addiction
A Step Up clientele are
required to be working,
volunteering or in a workrelated activity such as
Project Employ
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
1410 Transitional and Safe Haven
Clientele are living with a chronic
mental illness. Some are
compliant and in treatment, others
are not.
The majority of women at 1410
Fifth Avenue are disabled and are
not required to work or be in a
work-related activity
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
A Step Up clientele are more
likely to leave Bethlehem
Haven in the first 12-18
months of their stay

The majority of women at 1410
Fifth Avenue stay for the full 24
months

A Step Up clientele are more
likely to move onto
independent living in the
community when they leave
Bethlehem Haven

The majority of women at 1410
Fifth Avenue leave Bethlehem
Haven for other permanent
supportive housing options, not
independent living in the community
The Executive Leadership team estimates that at least 75% of the women currently living
at 1410 Fifth Avenue would benefit from a permanent supportive housing option.
Supportive housing works well for people who face the most complex challenges—
individuals who are not only homeless, but who also have very low incomes and serious,
persistent physical or mental health issues. For these women, the “transitions” from
homelessness, to shelter, to transitional housing, to supportive housing are simply too
disruptive. By placing a woman into permanent housing first, she can then develop the
connections and community support systems she needs to remain stable in housing.
b. Recommendation: Develop a “Rapid Re-Housing” model of care by January
2011.
Rapid Re-Housing is a “housing first” strategy that moves women from the shelter to
permanent independent housing as quickly as possible. This strategy works best for
those with the least barriers to housing stability. For these women, the greatest
barriers to housing are the lack income and lack of references for housing. To mitigate
these barriers, Bethlehem Haven will employ a Housing Specialist. This Housing
Specialist will help women to identify appropriate housing in the community and to
negotiate with the landlords/property managers to develop payment and leasing terms
that are acceptable for the women. As well, Bethlehem Haven would seek funds to
assist women with move-in costs such as rent deposits and utility deposits. By moving
women out of the shelter and into appropriate affordable housing, we will be able to
free up much needed shelter beds for other women in our community. We will also
consider the build/own versus rent model for housing options for our clients.
c. Recommendation: By December 2010, extend the Emergency Shelter length of
stay to 6 months and reduce the stay for women in A Step Up to 12-18 months.
The team believes that we can best serve our clientele by extending the length of stay
at the shelter to 6 months while requiring participation in supportive services during
their stay. Often, women need to stay with us for just a few months while they save
their income for rent deposits and such. By extending the time allowed in the
Emergency Shelter, both the women and our staff will have more time to locate and
secure appropriate, affordable housing in the community and the income needed to
maintain it.
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And, as noted above, women in recovery are likely to stay in ‘A Step Up’ for an
average of 12 months, even though they are eligible to stay up to 24 months. And, for
those who stay for the full 24 months, it is usually do to their inability to locate and
secure appropriate housing in the community. Therefore, we recommend that we
reduce the allowable stay to just 12 months and work closely with the Housing
Specialist to locate safe, affordable housing during that time.
2. By January 2010, Bethlehem Haven should invest in an outcomes database to more
effectively track our clientele and their achievements. As well, we believe that to remain
competitive, we recognize the need for an independent third party evaluator. Note: we
believe that this work will need to include research of similar programs in other similar cities
(Charlotte, Buffalo, Seattle, Milwaukee); with measurement specialists such as the Office of
Child Development at Pitt and others; and includes the need to identify a software system &
data base that will meet the needs of our employees, management and funders.
3. By June 2010 enhance supportive services to accommodate and support the “housing first”
approach to prevent homelessness and maintain self-sufficiency and housing.
a. Recommendation: Add a Substance Abuse Case Manager or Certified Addiction
Counselor to BH staffing.
Based on our experience, we believe that a substance abuse case manager with CAC
credentials would be beneficial to the women we serve in all of our programs. This
position would be available to assist any woman in our housing. Note: this position is
not currently in the 2009-2010 budget.
b. Recommendation: By December 2009, enhance the Day Program with more
structured, but not mandatory, programs.
We believe that we will increase our ability to reduce homelessness by working with
women at-risk of homelessness in the Day Program. However, we do understand that
many of the women who come to the Day Program may already be engaged in
services and activities elsewhere, so participation in services are not mandatory.
c. Recommendation: By December 2009, enhance Project Employ to better serve
the women of Bethlehem Haven
Project Employ is most utilized by individuals not residing at Bethlehem Haven. To
better serve the women of the Haven, we recommend restructuring Project Employ to
include several levels of training that would include 4-week, 10-week and 14-week
programs. These classes will be offered with a “core curriculum” complimented with
electives such as “addressing a criminal history on job applications.”
We also believe that more follow-up is needed so that Project Employ can access the
additional funds that are provided when a graduate reaches certain work-related
milestones such as job retention for six months.
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We also believe that we need to find additional funding sources that more closely align
with the support of our fragile population, and not funding streams that focus on
completion ratios.
d. Recommendation: Expand the Clinic Services on a phased basis beginning by
January 2010.
Based on the growing needs for free or reduced-cost health care, we recommend
expanding the clinic to include more options for those we serve. For example, we
need more dentistry services, optical, and chiropractic services. Expansion of these
services would be coordinated with Health Care for the Homeless to avoid duplication
and to ensure compliance with their funding streams.
Outcome: Effective programs, services and housing arrangements that meet the needs of our
clients with documentation of our outcomes.
Champions: Staff members: Board members: Don Elliott, Tom Herward, Liza Nevin
2. Social Enterprise and Earned Income
Goal: Improve the effectiveness of our earned income and social enterprise endeavors so that the net
income that flows to Bethlehem Haven from these programs improves 10% each year over the next
three years.
Strategies:
a. By June 30, 2009 review our fee-for-service agreements and contracts to insure we are
maximizing our revenue from these programs. Understand what the benchmark rates (of
occupancy) are for each program; our break-even point for each program, along with the plan to
increase our occupancy levels to their maximum. Explore other sources of public funding for the
services we currently provide.
b. By September 15, 2009 explore all potential relationships, including the Accelerator and new
foundations, for the real potential for expansion of Ambiance boutique: additional locations, men’s
business.
c. By September 30, 2009 in collaboration with our partners POWER and CVCC, complete the plan
for the HR-C expansion.
d. By December 30, 2009 increase the number of Bethlehem Haven’s direct clients who intern with,
are employed by, or who directly benefit from the entire scope of service offerings from Bethlehem
Haven by 5% each year over the next three years. (Note: the actual number of clients who
participate in these businesses in FY 2008-2009 is the base year).
e. By January 2010, complete an assessment of building utilization to identify any additional space
that could be used to insure the best use of the space and the maximum revenue from this space.
Space issues to be considered include: overcrowding in the shelter, the shelter is co-located with
‘A Step Up’ therefore women in recovery are sharing a space with women who are using, there is
little dignity in shelter showers for physically disabled, we are unable to allow trans-gendered
individuals to shower on floor of shelter and must send them to Wellspring for showers, the
administrative staff not in one place, SOAR and Miryam’s serve similar populations and could be
better served together in one space, the large amount of rent paid to house SOAR women could be
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better spent on other services, there is a lack of space for Kitchens with Missions, the first floor of
1410 is underutilized and there is limited clinic space at 905 in the basement.
Outcome: Increased unrestricted revenue to Bethlehem Haven and a significant increase in the
number of clients who directly benefit from our earned income businesses.
Champions: Staff members: Lois Mufuka Martin, Nancy Simpronio, Kelley Pezze, Edie York.
Board members: Tom Herward, Sheryl Kashuba, Kathy Coleman
3. Fund Development
Goal: By 2012, complete the implementation of a written fundraising plan that increases revenue from
public and private sources by 10% each year for the next three years.
Strategies:
a. By July 1, 2009 develop a 3-year fundraising plan detailing the targeted audiences, the
targeted amounts of revenue sought from each, the action steps necessary to achieve these
goals, and who is responsible for each action. This plan should also detail at each level of
financial and personal time donated to BH, this is how we recognize the contribution, this is
how and when we contact these donors and this is what we ask of them of turnover, drop off,
and ‘moving up the ladder’ from casual donor to major donor.
b. By September 30, 2009 develop a communication plan specific for each targeted audience
that includes talking points, FAQ, and the training of board and staff to use this tool.
c. By September 30, 2009 increase membership on the Development, Events & PR committees
to include individuals not currently board members such as former board members, functional
experts, and traditional volunteers.
d. By October 31, 2009 develop a fundraising plan for the expansion of BH services such as the
Housing First model to determine the feasibility of moving forward with expanded services and
programs.
e. By December 30, 2009 enhance the board and staff’s capacity to communicate their passion
for the mission and how to identify, cultivate and steward donors of the organization.
f. By January 30, 2010 complete a total review of the BH mission, name, language, tag line and
other external marketing and brand elements. This review is needed to enable potential
donors, staff, board and other volunteers and the general public to better know and understand
our mission and our clients.
Outcome: A financially viable organization that has sufficient funding to provide outstanding service to
our clients and a competitive workplace for our employees. A board that is familiar with and actively
participating in all aspects of fundraising for the organization.
Champions: Staff members: Lois Mufuka Martin and Caroline Woodward ; Board members: EJ
Donnelly, Cathy Caplan, Elisabeth Bennington and Nancy Cohen.
4. Advocacy
Goal: Effectively advocate for Bethlehem Haven and our mission of serving homeless women with
community stakeholders so that Bethlehem Haven and our Executive Director Lois Mufuka Martin are
seen as the voice of our clients in the community.
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Strategies:
a. By August 30, 2009 develop a communication strategy to elevate our exposure in the
community. This should include a concise document for each target audience that will explain
the value that we provide to the community by doing the work we do in the way we do it, and
also include a strategy for the use of these documents.
b. By September 30, 2009 develop a plan that identifies our key objectives for advocacy, the
stakeholders across the political, business and private sectors, the tactics to be employed to
reach these audiences and the outcomes expected.
c. By December 30, 2009 educate and engage the full board and key volunteers so that they can
effectively communicate the importance of Bethlehem Haven’s work in the community.
Outcome: Bethlehem Haven and our mission are seen as a critical component in the community, and
influential stakeholders know about our mission and our value to the community.
Champions: Staff members: Board members: Bonnie DiCarlo, Krissy Zocco,
5. Governance
Goal: Without good governance, we cannot address our other needs. A well-run organization living
within its means, which empowers all members of the board and staff in its decision-making has always
been our goal. We must evaluate our governance structure including both our staff roles and volunteer
structure in order to implement the strategic plan.
Strategies:
a. By September 30, 2009 develop a process to improve the effectiveness of the major
responsibilities relating to the board’s own development. Recruiting new board members,
recruiting new members for board committees, document board committee charters, document
board job descriptions, develop board self-assessment tool, conduct a board governance audit and
find ways to incorporate former clients into our governing processes.
b. By December 30, 2009 develop and document all necessary board policies.
Outcome: The Bethlehem Haven Board of Directors, along with each of the individual board
members, will be more effective in delivering on their roles and responsibilities, including but not limited
to raising the needed capital to deliver the programs to our clients.
Champions: Staff members: Board members: Terry Beggy, Debbie Demchak, Mary
McDonough and Dean Naccarato
6. Written external communications plan
Goal: By January 2010, Develop and begin to implement a written comprehensive
marketing/communications plan modeled on the outline provided to Bethlehem Haven by Marilyn Kail.
Outcome: Bethlehem Haven has in place a solid plan that when implemented will result in a greater
general awareness in the community of who we are and what we do; an appreciation by the
government leaders as to the value of the services we provide the community and improved
fundraising success.
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Champions: Staff members: Lois Mufuka Martin, Caroline Woodward Board members: EJ
Donnelly, Jack Goldsmith,
FUNDING STRATEGIES
Several of the individual strategies listed above are not currently funded in the 2009-2010 budget. In order
to deliver these strategies, additional work needs to be done to find grant opportunities, find individual
donors and/or find new government funding streams to support these initiatives.
IMPLEMENTATION AND TRACKING
This strategic plan was developed to help Bethlehem Haven board and staff to do a better job. Therefore,
the organization needs to put into place an implementation and tracking process to know our progress
toward our goals and if in fact we are meeting our goals and objectives. The Board Chair should request
updates from the Committee Chairs and the Executive Director at each board meeting. The strategic plan
itself should be monitored at least yearly to assess progress toward the achievement of goals and to modify
the plan if necessary as the environment changes.
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Bethlehem Haven
Strategic Plan Implementation 2009-2012
How do we ensure implementation of our new plan?
A frequent complaint about the strategic planning process is that it produces a document that ends up
collecting dust on a shelf --- or is followed closely for the first few months then takes a back seat as more
real time challenges present themselves.
For Bethlehem Haven, we’ve taken the right steps to position us for success implementation. We
have:
 involved the people who will be responsible for implementation --- board and staff as well as other
active volunteers
 used input from the recent employee survey and past board assessments.
 kept a realistic approach, based on our history and our current circumstances.
 organized the data gathering and the development of the goals and objectives.
 communicated to the board and to the senior leadership team about the work and progress of the
planning process on several occasions.
The following steps will help ensure that the plan is implemented:
1. In the implementation section of the plan, we will specify and clarify the plan’s implementation
roles and responsibilities. We will detail the first 90 days of the implementation and build in
regular reviews of the status of the implementation with the board. Suggest that at each board
meeting one of the five goals is reported and twice each year a full review of progress against plan
goals and timelines is completed.
2. Translate the strategic plan’s actions into job descriptions (board and staff) and personnel
performance reviews.
3. Communicate the role of follow-ups to the plan. If people know the action plans will be
regularly reviewed, implementers tend to do their jobs before they’re checked on.
4. Document and distribute the plan.
5. Be sure that one person has ultimate responsibility that the plan is enacted in a timely fashion.
6. Place huge emphasis on feedback to the board’s executive committee from the planning
participants. Via an online survey monkey survey < 5 questions
7. Assign ‘checkers’ to verify every quarter if each of the implementers has completed his/her
assigned tasks.
8. Have pairs of people responsible for tasks. Have each partner commit to helping the other
finish the other’s tasks on time.
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Appendix b. 2008-2009 Board Committees and Committee Members
Executive Committee:
Tom Herward, Chair
Terry Beggy, Vice Chair
Mary McDonough, Secretary
Jim Hohman, Treasurer
Lois Mufuka Martin, ex officio
Governance (Nominating):
Terry Beggy, chair
Debbie Demchak
Finance & Audit Committee:
Jim Hohman, chair
Debbie Demchak
Mark Dunbar
Don Elliott
Paul Rudoy (nonboard member)
Development:
EJ Donnelly, chair
Debbie Demchak
Jack Goldsmith
Tom Herward
Carroll Quinn
Chloe Velasquez
Strategic Planning:
Terry Beggy, chair
Bonnie DiCarlo
Cathy Dutko
Tom Herward
Amber Jackson
John Lovelace
Lois Martin
Denise Simpson
Events:
Risk Management:
Nancy Cohen
Dean Naccarato
Advocacy:
Mary McDonough
Bonnie DiCarlo
Krissy Scragg
Carroll Quinn
Public Relations &Marketing:
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Cathy Caplan, chair
Bonnie DiCarlo
Karen Farmer White
Program:
Cathy Dutko
Sara Dix
Theresa Orlando
A. Quinn
D. Blair
Carol Hirsch
Yvonne Darragh
P. Sunseri
Eliza Nevin
John Lovelace
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Appendix e. Bethlehem Haven Strategic Planning Process Fall 2008
Committee members: Terry Beggy, Bonnie DiCarlo, Cathy Dutko, Tom Herward, Amber Jackson, John
Lovelace, Lois Mufuka Martin and Denise Simpson.
Step 1. Gain Board approval & publish Planning Process. (Board Strategic Planning Committee from
2006)
Completed 2/12/08
Review and update the process used in the past to develop the strategic plan at the Board meeting in
February.
Step 2. Confirmation of Committee Participation. (Strategic Planning Committee)
Completed 6/4/08
The Strategic Planning committee should be comprised of board (2-3) and staff members (2-3). Committee
members will receive a calendar of milestones and job description before the first meeting. All board and
staff members have the opportunity to volunteer to serve on this committee. Before the first meeting,
committee members are provided copies of the most current strategic plan (2006-2009) along with the most
recent updates to the strategic objectives.
Step 3. Determine & Publish the timeline – recruit additional committee members (Strategic Planning
Committee)
Board approval 2/18/08
Revised timeline 6/23/08
Based on the approved plan, determine a reasonable schedule for data gathering, providing updates to
board, staff and stakeholders, and the development of the written plan, strategies, goals and tactics.
Publish this to board, staff and the web. Within this timeline will appear regular updates to employees,
board and relevant stakeholders.
Step 4. Kick-off Meeting. (Strategic Planning Committee)
Completed 6/4/08
The kick-off meeting introduces strategic planning committee members to each other and to the work
ahead of them. After introducing themselves and describing why they wanted to be on the strategic
planning committee. The committee chair walks the committee through the following:
 Overview: the overview places the strategic planning committee within the larger context of the
mission and current operations of Bethlehem Haven. The committee members gain an insight
into how the strategic planning process getting underway will interrelate with the existing plan
and the current operational plans. They also gain a greater appreciation for the importance of
their role as stewards of the decisions about Bethlehem Haven’s future.
 Strategic Planning Process: the chair will provide a brief process overview so members know
what to expect over the next several months.
 Ground rules for participation: All members must complete a conflict of interest policy to ensure
we maintain confidential discussions and to ensure that BH maintains an open process. The
policy allows members with a conflict to remain on the committee but they must follow an
explicit set of guidelines throughout the process. Ground rules also include regular attendance,
participation in meetings, and reading pre-meeting materials.
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Step 5. Organizational and Board self-assessments. (Full Board; senior staff and board executive
committee)
Board self assessment completed 3/31/08
Organizational Assessment
In order to move forward even more effectively than The Haven has done in the past, we need to take an
honest assessment of where we stand across all aspects of our business. We recommend the completion
of a board self-assessment and the completion of the Organizational Self Assessment3 that Bethlehem
completed as part of the Social Innovator’s business plan process from 2006 and include a comparison of
the results for this committee’s use.
Step 6. Get Smart Phase – Panel Discussions, Research Calls, Focus Groups. (Strategic Planning
Committee)
Stakeholders identified: completed 9/15/08
Focus group/interviews: completed 12/30/08
The panel discussions with community experts provide the strategic planning committee members with
(perhaps) their first opportunity to learn about key issues, trends in the field, and local/national nonprofits
working in the issue area in which Bethlehem Haven will be operating over the next 3-4 years. We plan on
having 1-2 panel discussions. We will jointly determine the topic areas, (i.e., development of a 10 year
plan).
The second piece of the ‘Get Smart’ phase includes research phone calls with a community expert or
completing web research on a relevant topic of interest. This second phase allows Committee members to
expand upon and round out what they learned from the panelists with additional opinions from other
experts in the field. All Committee members select at least one expert to call. The research calls are then
written up and distributed.
The third piece of the ‘Get Smart’ phase includes at least two opportunities to gather key stakeholder input,
(focus group sessions). We suggest at a minimum two breakfast/lunch sessions that include the following
types of stakeholder representatives:
 Former/current clients of the Shelter, STAR, Miryam’s, Step-Up and Project Employ
 Funders
 Current and former Volunteers
 Representatives from the faith communities that support our work
 Current & former employees (without senior manager attendance)
 Suppliers
 Collaborative Partner Agencies
Step 7. Service Review (Strategic Planning Committee and staff)
Completed 10/15/08
In 2005 Bethlehem Haven competed in a Business Plan Competition sponsored by the Social Innovation Accelerator. As part
of that competition, BH was required to submit a completed self-assessment tool, which is a version of one created by McKinsey
& Company.
3
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For each of Bethlehem Haven’s lines of business, the committee will gather information that will enable
them to provide a clear picture and understanding around each of the following elements:
Organizational Environment:
 What are we providing? What are the delivery mechanisms used to provide our services to our
customers?
 Who are we providing services to and how has this population changed in the past three years?
 What is our workforce profile? What are our workforce groups? What are their education
levels? What is our organization’s workforce and job diversity, key benefits and special health
and safety requirements?
 Where does the primary funding for each of the business unit’s programs come from? What
constraints does this pose?
 What’s the competitive advantage for each of our programs? (why use or fund our program
versus someone else’s?
 What are the legal and ethical obligations and commitments for each program?
 What are our major facilities, technologies and equipment?
Organizational Relationships:
 What is our organizational structure and governance system? What are the reporting
relationships among our governance board and senior leaders?
 What are our key customer and stakeholder groups? What are their key requirements and
expectations for our services and operations? What are the differences in these requirements
and expectations between customer and stakeholder groups?
 What are our most important types of suppliers, partners and collaborators? What role do these
suppliers, partners and collaborators play in our work systems and the delivery of our key
services?
 What are our key supplier and customer communication mechanisms?
Step 8. Put all of the data together. (Strategic Planning Committee) November 4, 2008
At this point, it’s important to summarize what information has been gathered, highlighting any themes or
critical gaps in services.
Step 9. Future Visioning. (Board and Staff retreat)
Completed 11/15/08
What do we want to do, and what will the region look like when we are successful?
Step 10. Business & Operational Analysis (SWOT). (Board and Staff retreat)
Completed 11/24/08
With the input from staff and board complete an analysis that details the strengths (strategic advantages),
weaknesses, opportunities and threats (strategic challenges) ahead for Bethlehem Haven in the next 3
years. Included in this discussion will be:
 Early indicators of major shifts in technology, customer preferences, competition or the
regulatory environment
 Long-term organizational sustainability
 Our ability to execute the strategic plan
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 How do we identify customers? How do we use the voice of the customer to determine key
customer requirements, needs and changing expectations and how do we use this information
and feedback to become more customer-focused to better satisfy customer needs and desires,
and to identity opportunities for innovation?
 Performance measures; what are our service performance results?
 Management of Information Resources – how do we manage our information, information
technology and organizational knowledge?
 Workforce engagement – how do we engage our workforce to achieve organizational and
personal success?
 Work Systems Design: how do we determine our core competencies and design our work
systems and key processes to deliver customer value and prepare for potential emergencies,
and achieve organizational success and sustainability?
Step 11. Smart Strategic Objectives (Specific, Measurable, Achievable, Realistic, Time Bound).
(Strategic Planning Committee)
Completed 1/30/09
A draft is developed of the most critical Strategic Objectives that surface from the work completed to date.
These 3-5 Strategic Objectives are documented, explained in sufficient detail so that non-committee
members (or a new board member) can understand the objective, the resources needed, any known
constraints, a timeline with intermediate milestones.
These Strategic Objectives are reviewed with the Executive Director and the Executive Committee for their
input, comment and approval.
Step 12. Deployment Plan. (Strategic Planning Committee) December 12, 2008
Completed:
The deployment plan will include specific milestones and associated time frames, person(s) responsible
and a progress review timetable (including regular updates to the board).
Step 13. Resource Allocation. (Staff) December 12, 2008
Completed:
Determine the resources necessary and the timeline to deploy those resources associated with each of the
approved Strategic Objectives. Determine how best to integrate into the budgeting process and
Step 14. Write the Plan. (Strategic Planning Committee) January 9, 2009
Completed:
Members of the Strategic Planning Committee collectively produce the draft of the strategic plan.
Step 15. RER – Review, Evaluate, Revise. (Strategic Planning Committee) January 30, 2009
Completed:
Parts of the plan will be reviewed with key stakeholders to get their insights and reactions. Based on this
input, specific sections of the plan might be revised.
Step 16. Adopt the Plan. (Board), 2009 Board meeting
Completed:
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The Strategic Planning Committee formally presents the plan in draft form to the board at the February
2009 board meeting including the strategic objectives to the board for its review. Discussion and approval
follow at the April 2009 board meeting.
Step 17. Do it! (Staff & Board) June 2009
Completed:
The strategic objectives and the necessary resources should be incorporated into the budgeting and
objective setting process for the 2009-2010 fiscal year.
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Appendix f. Housing First Model Summary
The “Housing First” approach moves homeless families into permanent rental housing as soon as possible,
with the services traditionally provided in transitional housing provided after relocation into permanent rental
housing. The basic goal of ‘housing first’ is to ‘break the cycle’ of homelessness and prevent a recurrence.
What differentiates the “Housing First” approach from other housing models is that there is an immediate
and primary focus on helping families access and sustain permanent housing as quickly as possible.
 The housing is not time-limited
 Social services are delivered primarily following a housing placement to improve housing stability
and family well-being; and
 Housing is not contingent with services – instead participants must comply with a standard lease
agreement and are provided with the services and supports that are necessary to help them to do
so successfully.
The “Housing First” approach provides a critical link between the emergency and transitional housing
systems and the community-based social service, educational, employment, and health care systems that
bring about stability, neighborhood integration and improved health and well being of families.
Components of “Housing First” approach”
 Crisis intervention and stabilization
 Intake and assessment
 Assistance moving into permanent housing
 Home-based case management (time limited and transitional or long term)
There is no single model for “housing first” programs. The basic methodology has been successfully
adapted to a variety of target populations. A “housing first” approach can be implemented by one agency
or it can be accomplished through the collaboration of agencies, each providing specialized services.
Traditional housing programs can incorporate the “Housing First” approach into their operations by limiting
the amount of time families spend in the program and by making permanent housing assistance a central
front-end feature of the program – thereby promoting a “rapid exit”.
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Appendix g. Comments from Stakeholders
Feedback gained from several stakeholders (funders and collaborative partners) provided this additional
input into our planning process:
What do you see as the most significant strength of Bethlehem Haven?
 Bethlehem Haven’s historical reputation and strong record of neighborhood collaboration allow
them to build strong partnerships in the community, as well as with other nonprofits. During difficult
economic times it is important to bring in partner agencies (POWER, Mercy Behavioral Health,
Shepard’s Heart) to provide a true continuum of care to Allegheny County’s homeless population.
 The Success of Project Employ is successfully assisting homeless women and men in becoming
productive, employed and successful individuals.
 Beth Haven’s ability to meet virtually every need of the clients receiving services at the facility.
Beth Haven offers a full array of services and the ability to move clients from Emergency Shelter to
Transitional and even Permanent Housing, all within the same organization giving women the
sense of stability. On site D&A treatment, Mental Health treatment and employment services is a
very unique and beneficial aspect to Bethlehem Haven.
 The ability to meet the immediate needs of homeless and mentally ill homeless women.
 Bethlehem Haven is strategically positioned to be the spokesperson/lead for the homeless
population and the shelter population. Have been impressed with the advocacy and with
maintaining the funding to do advocacy role. I encourage you to do more of that. With the merger,
you have even more credibility in this strength area.
 Collaboration – awesome in the past and see this continuing in the future. It’s interesting to see
how other social service agencies are paralyzed around the issue of collaboration. It’s amazing at
how often and how many ways BH has been able to collaborate.
From your perspective, what do you see as the most significant weakness of Bethlehem Haven?
 I have worked closely with Bethlehem Haven and Miryam’s for over 8 years. The main weakness I
have seen over the past year is the extreme turnover in staff, including management. I believe this
loss of intellectual capital during a time of transition has made it extremely difficult for Beth Haven
to be as effective as we have seen in the past. Although I do feel there have been challenges
during the past year, I must say that I have seen progress and believe that management and the
staff of Beth Haven are positioning themselves to fill this gap effectively.
 As I recall, a large admin budget.
 We are facing a few years of very tough economic times ahead of us. The natural inclination is to
turn your attention inward, so much so that you lose an external presence. Is your structure one
that will allow the leadership team to maintain those external roles when the demands are internal?
Can you state any significant change in the community that has resulted from the work of the
employees of Bethlehem Haven?
 We have seen a significant increase in our employment figures for homeless individuals due
directly to the work of Project Employ and their staff, both current and previous. During the cold
weather months, Miryam’s takes overflow women from the Severe Weather Emergency Shelter.
This decision and the staff of Miryam’s should be commended for opening their doors during the
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nights when temperatures fall below 25 degrees and ensuring no woman in Allegheny County is
forced to sleep on the street.
I’m just getting to know Lois, so my comments go back to Marilyn and her impact, and I’ve not
been exposed to others in leadership roles at BH. I’ve observed her behavior in meetings, and it’s
amazing the energy she has and how she’s been a visionary and positive change agent in this
area. She’s been able to keep the conversation on hard issues in a positive way. The leaders of
BH have been a visible change agent in the community and need to continue that role
What do you think should be the focus area(s) of Bethlehem Haven over the course of the next
three years?
 Development of new housing options and a tighter tie with the Allegheny County Engagement
Network.
 With the economic crisis, we should be prepared for an increase in the population. More
collaborations with agencies that provide needed and/or similar services.
 Keeping issues in the forefront of the discussion about why people are homeless and who these
homeless women are. This is what ties us all together. BH needs to educate the public as to who
these women are --- BH is a safety net organization and needs to be seen by the new Neighbor
First collaboration headed by the Pittsburgh Foundation. We need to impress on others and other
agencies where these women would be, and they are not easy cases, if not for BH. Who would
care for these women if not us, especially with working poor being moved down the chain. BH has
earned the right to be the spokesperson for all of these women. Jobs are hard to find and will be
harder still. PE helps tremendously in this area.
We have identified several areas in which we will focus additional attention in our planning process.
Is there any guidance, potential collaborative partners, or insights you can provide in these areas:
 Consideration of fully utilizing Allegheny County’s “Homeless Management Information System” to
assist or be the main source of data, program evaluation and outcome evaluation. The county is
willing to consider development of reports specific to Beth Haven. HMIS is a web-based system
where programs enroll every client receiving homeless services into this system. The system
feeds directly to the Allegheny County data warehouse. This give the county the ability to see what
other services clients are receiving, i.e. D&A, MH, Jail, etc. The system includes a full online
assessment for each client.
 Currently you have a strong statewide advocate on your team in Theresa Chalich. She has been a
strong voice at the state and federal level.
 Depends on what you are trying to do and what resources you have for the development of your
evaluation system. I look for people who have knowledge with homelessness and research to
gather data you can use for additional funding and to make a policy change case. Of course, if it is
to evaluate your programs for quality improvement, you may be looking to implement anointer
process internally.
 Developing a comprehensive system for program evaluation – Women’s Center and Shelter has
done a lot of work on using the Toyota Model to document and improve their service delivery
systems. Shirl Regan should be able to help in that area. What they’ve been able to do is move
more resources into the program development and evaluation work. CVVC has done a good bit of
work on outcomes measures in their field, but feel they are still archaic with all their paperwork --need to use the technology.
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Developing a greater individual donor program.
Determining our place in the regional efforts to end homelessness (advocacy, public awareness
and education, funding) BH should assume the lead and just jump in – host discussions, use
convening power. With all that is likely to happen in the next 2-3 years with the economic crisis, if
BH turns inward then there is a leadership void in the field.
What is your opinion of the work done by the employees of Bethlehem Haven to achieve our
Mission?
 I have a very high opinion of the staff at Bethlehem Haven and Miryam’s. The work and mission of
the direct staff is comparable and/or exceeds those of our best agencies. Current and past staff
should be commended. Specifically, I would like to identify the following staff: Ashley Newhouse,
Theresa Chalich, Mae Quinn, Sister Bernadette and Cathy Dutko for a strong partnership and level
of care for the administrative responsibilities of these programs. All staff of BH has shown
compassion and desire to serve their clients and carry out Beth Haven’s mission.
 I think the work you do is excellent- it is delivered with compassion and respect.
 Overall impact and reputation of BH is top notch. There has to be good work done by good
employees for that reputation to have lasted this long. Seems that BH never forgets the mission.
The employees must really feel that working at BH is their service to the world, true service by
serving these women. The employees are passionate and respectful.
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