Strategic Management

Casa de Amparo has a highly developed system of Board governance, infrastructure and policy which guides new programs and donor development. It is the result of an extensive, multi-step strategic planning process that was initiated in May 2005.

In late 1996, a new Executive Director was hired to develop the organization to the next level of maturity and to complete a major capital project. Following several years devoted to the development of Board governance, infrastructure and policy, new programs and funding sources, and donor development, an extensive, multi-step strategic planning process was initiated in May 2005. The plan is updated annually.

The process incorporates the planning of goals and objectives, the execution of programs and projects to reach those objectives, and measurement of how closely the results come to achieving the goals and objectives. It includes an analysis of the external/internal environment, potential competitors & collaborators, organizational capabilities, program & service gaps, goal identification and a strategic action summary. In 2006, Casa de Amparo was recognized with the University of San Diego Kaleidoscope award for Governance Excellence. Since the initiation of Casa de Amparo’s Strategic Plan, the same elements are utilized continuously in organizational capacity-building and decision-making. Our strategic goals direct the dedication of human and financial resources as we pursue Casa de Amparo’s mission and vision.

In preparation for the Annual Board/Management Retreat, the strategic planning materials are reviewed and updated by key management staff. The San Diego County Director of Health & Human Services and the Director of Child Welfare Services are consulted for input one or more times per year to provide an update on County direction. Input from these activities is integrated into the updated Strategic Plan and into the retreat agenda.

The Board of Directors reviews and approves the updated Strategic Plan and various elements receive focused attention via facilitated activities during the Annual Retreat. In-depth work plans are developed for the Board of Directors and management staff to pursue over the next year.

Staff performance goals are linked to organizational strategic goals and incorporated into annual employee evaluations, in particular those of management level staff.

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