The James House
2010
Since 1989, The James House has been committed to providing comprehensive, cost-free services for people who have been affected by sexual violence, domestic violence, and stalking. By providing mission driven, client centered, culturally relevant services through case management plans, The James House creates outcomes that address life satisfaction, hope and optimism, empowerment, and knowledge about issues associated with interpersonal violence and the services available to address these issues. It also provides technical support and training for allied service professionals, schools, houses of worship, law enforcement, and community groups at no cost.
The James House has a small staff of six. Three years ago, its board recognized the fact that the organization needed a strong strategic plan to lead the group into the next phase of operations. They also understood that, as a board, they could work more effectively if they had better training and tools in place. The James House sought technical assistance (TA) funding from The Cameron Foundation to secure the consultants that were needed to assess the organization and make recommendations that would enhance its internal capacity.
The Foundation had provided The James House with TA funding for three consecutive years, enabling the organization to contract with multiple consultants. To date, the group has developed and begun to implement a five-year strategic plan, has completed executive training for the organization’s CEO, and has realized a stronger, more effective board.
In order to accomplish these goals, the staff and board have held multiple meetings, retreats, and phone conversations. Chana Ramsey, James House CEO, explained that using an outside consultant has helped to ensure maximum input throughout the process. Each staff and board member has had an opportunity to complete an online assessment about The James House, with 100 percent of the staff completing the assessment, and with about 60 percent of the board doing the same. The consultants then met individually with the board and staff members to answer questions, explain the process and get their feedback. The consultants also held two working sessions with the board to begin to craft the strategic framework, followed by a working session with the board and the staff to further develop the strategic objectives. The consultant has met with the board president and CEO both together and separately on multiple occasions throughout the process.
Once the directors fully understood their roles and responsibilities through consultant-led board development sessions, it became apparent that not everyone was suited for the work. Specifically, some felt that fundraising would prove especially challenging since they were serving on multiple nonprofit agency boards and would not feel comfortable pitching one organization over another. This realization led some board members to resign. Those who remained have since been trained on how to match their audience to their pitch and how to determine which nonprofit hat they should wear on any given day.
“Part of the process we had not anticipated,” explained Ramsey, “was the resignation of certain board members who were not able or willing to commit to the process.” She added, “This is leaving us a bit short handed for some of the ‘heavy lifting’ steps that are required next, and we now need to recruit more dedicated people to the board to make the next phase happen in a way that will be both meaningful and appropriate.”
The group has found that those who have remained are now much better prepared to move into the next phase of the process. With a strategic plan in place and a team of board and staff ready to implement it, The James House expects to remain solvent during the current economic crisis.
“The work we have completed thus far makes our directors champions for our cause and our organization, and has instilled our staff members with confidence in our organization and their own capabilities,” said Ramsey. “Once the economy improves, we are now perfectly positioned to grow the organization and better serve our clients.”
Gay Cutchin, board chair agrees. “In its 21 year history, The James House has never been more organized, focused and mission-driven.” She added, “As a result of three years of admittedly hard work, staff and board are on the same page, with the same agenda, which I am confident will greatly enhance our sustainability as an organization and our effectiveness in helping people in our area who have been affected by sexual and domestic violence.”