Capstone Project Part V: Action Plans

The strategic goals for St. John’s Homeless Shelter and the strategies to implement each of them are:

1. Providing of opportunities for individuals with low pay who are on verge of homelessness

2. Working with local fund-raising charities to raise money to help families on the curb of homelessness sustaining their current living and housing conditions (Institute of Medicine (US) Committee on Health Care for Homeless People, 1988).

· Providing job opportunities to ensure they do not fall off the mark.

3. Empowering government and public associates to progress their response to people and families undergoing homelessness.

· Developing, distributing and employing toolkits and proposals to reinforce outreach, registration, and provision distribution.

· Working with authorities and local administrations to uphold a strategy emphasis on homelessness, as well as homelessness as an outcome of a catastrophes

· Ensuring psychological counselling of homeless guests to root out the main causes of homelessness and aiming at preventing them in the future Working with local healthcare providers to donate a certain time to assess and meet applicants to root out causes of homelessness.

· Focus on encouraging applicants to attend group meetings and sessions while they are staying at the shelter, to converse about their experiences.

The implementation of these goals requires assessment and co-operation of local officials, policies, laws and a larger entity, globalization. As in the effect of globalization redefines housing rights, states are encouraged to assume proper strategy, legal, and managerial procedures (Kenna, 2008), which in turn effect shelters trying to provide the necessary help. Potential alliances can be formed with local government officials to ensure maximum help to the homeless. Like reassuring national agencies to integrate linguistics into their program subsidy leadership that approves candidates of homeless shelters to be able to attain financial aid to stabilize their current situations (U.S Department of Health and Human Services, 2017). Likewise, selections can be examined to enlarge suppleness in reimbursing for amenities that retort to the requirements of individuals with numerous complications. Such alliances are important as St. John needs all the positive support that they can get to meet their goals in improving their services

Accountability of Employees and Stakeholders

The employees in charge of executing these strategic plans will be the management and counselling team. In order to work with local government, employees like Operation Managers will be responsible to communicate the needs and goals to the relevant people. The monitoring and execution of the strategic plans would be done using weekly scheduled meetings and follow-ups, and assessment of progress reports that enlist the tasks completed and the tasks pending. In order to ensure accountability from all employees and stakeholders that are part of the organization, the interests of everyone need to be aligned (Neilson, Martin & Powers, 2008). The leadership will be responsible to assess all possible avenues and drawbacks to the strategic plans and then impart roles to each employee as deemed reasonable. All stakeholders, internal and external, will be responsible to help achieve the intended goals. To keep all related stakeholders interested and accountable, continuous surveys can be taken, pamphlets of progress and upcoming events and strategies can be distributed, seminars to help assess the current situation and take further suggestions and inputs can be held, in short pure transparency between the stakeholders and the execution of the plans will ensure accountability from all ends.

References