Business Strategy Case Study: Casa De Esperanza

Karen Moran

PPA 519

CASE A

Casa de Esperanza is a non-profit organization created to serve immigrants and their families who need affordable legitimate educational and social services, as well as a place to go when they need help. A refuge, providing protection, schooling for people caught in the series of domestic violence, sexual assault and child assault. Casa is healing communities where victims can receive the nurturing also support necessary, to their efforts in gathering control of their own lives. The actions of administrative organizations within the laws, practices, regulatory measures, and funding priorities strongly have emotional impact how females and their relatives experience life and freedom from domestic violence. This expanse

provides facts and tools to contribution in the critical thinking as well as critical action of those and their collectives at peers to end domestic violence through public policy and systems change.
Casa de Esperanza as every organization’s achievement is influenced by on the organization’s ethical behavior and accountability for its actions. Nonprofit organizations are no different. On the contrary these organizations have a greater difficult in succeeding. Each aspect of a nonprofit organization requires the time, energy, strength, passion and fortitude of simple individuals who have the vision and mission of the organization at hand. Unfortunately, Casa de Esperanza lacks on more than one aspect.
One of the issues with Casa de Esperanza is that the organizations fails strategic strategy, the board did not have a recognizable business goals.

It also lacks the emphasis necessary to reach business goals and to develop strategies that will move the company onward. Having no objective weakened the possibilities of long term growth and risked achievement in the business. It put at threat funds for future projects that needed them especially since there business kept growing, not with the intent that they had at the beginning which was to help Latina women fighting domestic violence but to expand to every women going thru the same

problem.
Lacking of coherent business strategy, difficult to create budgets for special projects also to understand the personnel as well as funding resources necessary to introduction new services and grow the company. Principally when Casa de Esperanza was no longer suitable on sheltering all the troubled people; they didn’t foresee how big of a problem domestic violence was not only in the Latina community but several other ethnicities.
In addition, the lack of leadership was major components which lead to no communication. As a consequence Casa de Esperanza kept questioning themselves what the goal of the project was throughout the years. Moreover, there was also no management, which was a concern because there was no formal audit for the company for about a year, which the company couldn’t foresee any financial problems not until someone in the accounting concentration was hired. Which the company should have gotten to the expense of hiring someone else for something the Board should have appointed in that area.
Furthermore, funding was an issue since the government’s funds only applicate to those who were only legal immigrants. On the other hand most of the females that need help were undocumented. Nonetheless, the help was for Latinas, they didn’t anticipate how cultural the problem, which lead to more financial issues for more women were in necessity of help.
Merely, as the business grew with so many women in need the space was not enough to shelter all women. The business did not have sustaining resources it needed financial support.
Casa de Esperanza an in-progress business with many holes to fill to be successful in what they intent to for goal to be nonetheless, it did help many women in need, at the end the board saw the main problem decided to take action and have a role in the long- term future.
Casa de Esperanza: Strategic Plan
2015-2016
The following is a summary of 2015-2016, strategic plan of Casa de Esperanza, a nonprofit organization, created in 1980’s to provide shelter for women that suffer domestic violence .

Introduction - Casa de Esperanza is a non-profit organization has demonstrated throughout the years its services created to serve immigrants and their families who need affordable legitimate educational and social services, as well as a place to go when they need help. A refuge, providing protection, schooling for people caught in the series of domestic violence, sexual assault and child assault. Casa de Esperanza has added programs and services, always in response to the needs in the community.

Grounding Principles

Mission - Casa de Esperanza is committed to providing a safe, supportive environment in which women and their children can heal, affirm their own strengths, regain control of their lives, examine their situation and make their own decisions

Vision – Casa de Esperanza is a safe home for children in crisis due to mistreatment. Casa de Esperanza provides housing care, and manages health and psychological services according to the needs of each

child.
Values -To attain our goal, I have established 4 guiding values:
• Customers - Main concern - We will delight all our women’s, both internal and external, by understanding and surpassing their needs.
• People - Highest Asset - All our people will be encouraged to realize their full potential as valued members of the team.
• Performance - Significant to Winning - We will set targets to be the best, continually challenging the way we do things, both as persons and as members of our teams.
• Partnering - Prospect - We will do your best to be the partner of choice and be valued by each person for our collaboration and openness.
Goals and Strategies
Strategic planning should be the Boards main accomplishment by identifying strategies that the nonprofit should achieve by its mission. A good mission is motivating, centers on helping women, and is very ambitious. It is frequently the idyllic result, and is bigger than just the business can deliver alone. It should be developed in discussion with the Board and Executive Management Team. Ideally, as staff and board engage in the process, they become committed to measurable goals, approve priorities for implementation, and also commit to revisiting the organization’s strategies on an ongoing basis as the organization's internal and external environments change; helping every woman despite her legality.
We will remain focused on serving the needs of women who go thru domestic violence, while expanding to serve those who are at high risk of suffering of abuse.
These approaches are consistent with current national, state and local pblic policy directions to prevent and end domestic violence.
Government sources of funding for the domestic violence programs, supportive and affordable housing, and support services will be under pressure for reduction as a result of the economic downturn. Services will likely come from redirecting fund from current programs and services. Long term planning for major new activities must consider how new revenue can be secured, including increased private support.
Strategic Directions
Strategic Directions Capacity
Demands on the partner organizations are so high that it is extremely challenging for
them to address the complex needs of survivors of domestic violence with mental
health concerns. Funders enable providers to offer services, but some of their
requirements and policies can inadvertently act as barriers to survivors getting their
needs met.
Strategic Directions Accessibility
Each partner organization is strong in particular areas of accessibility, but they each
have room for improvement in other areas of accessibility. The lack of accessible and
elcoming services in the community at large makes it much harder for service
recipients to get their needs met, and puts more strain on the service providers who will
help them. The environment in which services are provided makes a difference.
Strategic Directions Screening & Assessment
A one size fits all approach to screening and assessment does not meet the needs of
many service recipients.
Conclusion
Our change initiatives all have something in common. They are all about building trust:
• Service recipients being able to trust that providers will have the necessary
knowledge and understanding to be able to help them
• Service recipients being able to trust providers enough to ask for what they need
• Service recipients being able to trust providers will respond appropriately to their
needs or refer them to someone who can
• Providers being able to trust each other to provide quality services and helpful
consultation
• Providers being able to trust each other to work collaboratively to meet the
needs of service recipients