The Board of Directors began developing the strategic plan in April and the following is the current status. The Board followed the following structure.
A vision is our dream – it expresses our hope for the future. It is specifically intended to be broad and gives us direction as to where we are heading. It links the present to the future. The vision of St. Peters Kitchen is:
“To create a warm welcoming community that goes beyond providing immediate nourishment, by empowering our guests with hope and a pathway to a healthy and safe future.”
A mission statement is who we are and what we do to achieve our vision. It is why we exist. The mission of St. Peters Kitchen is:
Provide healthy and tasty lunches on a daily basis.
Distribute food, clothing, other necessities and children’s items.
Provide one on one assistance to listen, problem solve, make referrals and advocate for guests
Develop healthy eating approaches including a community garden
Providing opportunities for individual and community growth.
Core Values are the behaviors that guide us in the work that we do.
We will:
Act with honesty and integrity
Respect the dignity of the human person
Meet people where they are at
Act with joy as a faith based community where all are welcome
Listen and be supportive of our guests
Cultivate friendship and community in a compassionate environment
Nourish body, mind and spirit
Be good stewards of our resources
Collaborate with other community partners for the common good
The strategic initiatives that we will undertake over the next three years to move us closer to our vision.
Develop a plan to identify existing community resources, reach out to them and determine if we can collaborate in the areas of:
Long term healthy eating
Literacy
Behavioral health
Family and Children – emergency care
Transportation to appointments
Collaboration can range from establishing a warm referral program, bringing programs in or using resources of others to deliver programs in house.
Complete an organizational design review, define specific roles, responsibilities and skills needed. The design should include a distinction between strategic activities and day to day operations. This will also include a succession plan.
Develop a long term equipment and facilities plan to ensure space for growth and keep equipment and facilities up to date. This will include a plan for regular equipment replacement.
Develop a long term plan for financial stability that includes a formalized approach to fund development and a more effective utilization of grants.
