It's not often you see an article about a strategic plan in blog story, and for good reason: strategic plan reporting doesn’t normally generate ‘clicks’. But we promise, there’s no long list of goals and accomplishments here. It’s just to share some good news.
Five years ago, Bethesda leadership embarked on a five-year strategic plan and its completion date is coming up this spring and we have a lot to be proud of – in a grateful-to-God way. It’s really a moment of celebration we want to share with you.
In 2018, we took a good, long look at where we were and where we wanted to be. Members of the board, self-advocates and the executive and director team identified five outcome areas for growth: capacity to respond to service needs, marketing and communications, leadership development, engaged and equipped staff and empowering people supported as leaders and decision-makers
Members of Bethesda’s board and executive director team who participated in the April 2018 strategic planning session.
So much has been accomplished in those five years, its hard to know where to begin. Each year, staff and the board have diligently set goals relating to each of these areas. And at the end of each year, staff reported on what they had accomplished. Now in 2023, Bethesda has in place modernized administrative systems, updated and accessible homes and CI services, leadership training, a renewed investment in family support and community development, and empowerment of self-advocates to have a voice in decisions that impact them.
Building and growing an organization is never complete. Many of the goals we’ve set are ongoing. Knowing we have made tremendous progress in identifying the kind of organization we want to be—one that supports people with diverse abilities and their families effectively and with God’s love—is incredibly affirming. Dan Steenburgh, COO says, “Having clear goals informs our decision-making and give us confidence in our intentionality. It’s not just a checkbox exercise. Following our strategic plan makes a difference in our operations, culture and in the quality of our services. And that shows up as how people experience Bethesda.”
Coming out of these past five years, we have identified the kind of organization we want to be. A simple aspiration, but that encompasses steadfast commitment to making that happen.
This spring, Bethesda’s leaders and self-advocates will gather to brainstorm another five-year plan.
Self-advocates, who participated in the 2018 planning session, review the flip chart notes from the session.
Jody Siebert, CEO, led the 2018 planning initiative and says, “As we are coming to the end of our 5-year strategic plan, it has been so exciting and humbling to see the growth and accomplishments of Bethesda. The commitment of our staff and our self-advocates to our strategic direction and becoming the best we can be, is foundational to our success. God has richly blessed Bethesda over the last 5 years, and with His wisdom and strength, we continue to learn how to serve and to empower all people. Overall, Bethesda is stronger, more intentional and responsive, and well positioned to practice our long-held inspirational message from Galatians 6:10, As we have opportunity, let us do good to all people.”
More detailed information about the 2018 Strategic Plan outcomes is contained in Bethesda’s annual Outcomes Management Reports.
