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Building upon a strong foundation

Strategic Directions 2016 – 2020

Haven Foundation​ | 240 Davis Rd, Gabriola, British Columbia V0R 1X1 Canada haven.ca​ | 1 800 222 9211 | 250 247 9211

Rachel Davey

rachel@haven.ca

250 740 5268

Dennis Marriott

dennis@haven.ca

250-247-9211 x215


The Haven – Strategic Directions 2016 – 2020

Building upon a strong foundation Executive overview We’ve come a long way since the early 80’s, through bursts of growth, times of uncertainty, milestone achievements, organizational restructuring and renewed focus. The theme of our previous 5-year strategic plan, ​ Moving The Haven to Sustainability​ , encapsulated that success. What’s next? From 2016 through 2020, we will build upon the strong foundation we have established, to enable even more positive change in the world through our transformative education programs in self-responsible relational living. ➢ People ​ – we will deepen our engagement with participants, interns, faculty and operations team, extending our reach and impact, developing and supporting our leaders, and further enriching the experiences of all. ➢ Programs ​ – maintaining our high standards of quality and integrity, we will do more of what we do best, and adapt to the evolving needs of our participants. ➢ Operations ​ – we will implement our ​ Facilities Master Plan​ , strive for optimization in all facets of our business and manage in a manner that is socially, environmentally and fiscally responsible.

Our 2020 vision is clear, and the future is bright.

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The Haven – Strategic Directions 2016 – 2020

Building upon a strong foundation

Table of Contents 2020 Vision Haven Foundation History Situation analysis Assumptions Risks Goals Support our participants Involve our youth Inspire our team Pass the torch Expand the core Diversify delivery Engage the world Build to plan Optimize the flow Sustain the gains Stay water smart Success

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The Haven – Strategic Directions 2016 – 2020

Building upon a strong foundation

2020 Vision What might The Haven be like in 2020? A participant’s experience will likely read like this: It’s June 2020. I’ve just arrived for a Come Alive at The Haven and I’m excited. I’ve heard a lot about how life-changing this program has been for people throughout its long history. This is not the first time I’ve been to The Haven, however. My first visit, a few years ago, was as a volunteer. I wanted to check The Haven out before I committed to a program, and I’m very glad I did. I got to work in different departments and experience some Haven teaching in the evening. I left with a greater appreciation for the Haven staff and an understanding of how the Haven teaching principles underlie everything the organization does. There is also a fantastic online learning community. It’s part of the volunteer program. It keeps me in touch with my fellow participants and up to date with what is happening at The Haven. All of this led me to register for Come Alive. I’m amazed by all the work that has been done since my previous visit on the buildings and the green spaces. The entrance is beautiful and welcoming. It’s clear to me that there is a long-term commitment to make the buildings as good as the programs. Leaving my car tucked away in the woods, I follow the artful footpath between Heron and Phoenix that yields a spectacular view of the ocean. There’s a lot of construction activity near the centre of the property where the new lodge will be. When I was here last, the foundation cistern, part of an elaborate rain water harvesting system, had just been completed and topped with a large solar array. The original lodge is still standing, but it won’t be for much longer. Once the new lodge is built, the old will be taken down to open even more expansive views to the sea. The grounds are looking great. During my volunteer service I learned that the grounds are managed to be drought-resistant and resilient to climate change. I check in and head to my dorm room. I stayed in the dorm as a volunteer and loved it! A great mix of affordability and comfort, and camaraderie. I’m really looking forward to Come Alive tonight and dinner too! I love the focus on local, organic healthy food. According to the web page, a senior member of faculty is leading this Come Alive, assisted by a leader-in-training. Who knows, maybe I’ll be a leader-in-training someday. -- a participant, 2020

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The Haven – Strategic Directions 2016 – 2020

Building upon a strong foundation

Haven Foundation Vision The Haven is an exceptional institution creating a relational world where every person is whole and responsible for themselves and their environment, and where all life is met with dignity and respect, open curiosity, and loving compassion.

Mission The essence of The Haven is human connection and recognition, supported by our structure and spirit. We operate a residential training centre providing high-quality, transformational learning experiences in a group setting. We promote self-responsibility, effective communication, healthy relationships and integration of body-mind-spirit through experiential learning. We operate with love, integrity and respect for humanity and our environment and we manage our resources responsibly and effectively.

Values ➢ Loving – caring, direct honest communication, active kindness and the acceptance and consideration of self and others. ➢ Integrity – ensuring our words match our behaviour in a context of personal and collective accountability. ➢ Joy – in celebrating and sharing who we are and what we offer. ➢ Freedom – illustrated through open and passionate questioning. ➢ Respect – through valuing differences and through consideration of others. ➢ Self-Responsibility – through every person taking ownership for their part in every life situation.

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The Haven – Strategic Directions 2016 – 2020

Building upon a strong foundation Global Ends The Haven Foundation operates using Policy Governance®, an integrated board leadership paradigm created by Dr. John Carver. Policy Governance separates issues of organizational ​ purpose ​ (Ends) from all other organizational issues (Means). Primary importance is placed on Ends, special types of goals that designate the results ​ for which the organization exists, the ​ recipients ​ or beneficiaries of the results, and the ​ resources required to achieve the results. ➢ Results​ – participants leave Haven programs curious about and engaged in self-responsible relational living. ➢ Recipients​ – people of diverse backgrounds and perspectives who are willing and able to take advantage of the Haven educational format. ➢ Resources​ – the majority of the funds generated by the organization is used to achieve the global ends.

About us The Haven is a centre for transformative learning: we offer programs in the art and science of living well, together. The Haven Foundation (The Haven) is dedicated to helping people build richer relationships with others and themselves. At The Haven we see ourselves as an engage centre rather than a retreat. By meeting face-to-face, people explore their desire for deeper connection in all relationships: with friends, partners, colleagues, neighbors, family members, and themselves. We believe in creating a relational world where each of us is whole and responsible for our environment and ourselves. Through our facilitated group process, participants begin a journey of relational discovery through direct experience. By experimenting with new ways of being and stepping forward with curiosity for themselves and others, people learn to shape their own lives and have richer relationships. Our innovative curriculum was created by The Haven’s co-founders Dr. Bennet Wong and Dr. Jock McKeen. It has been developed and practiced for over 30 years, integrating multiple east/west disciplines, which include wisdom from medical science, psychotherapy, existential thought, and eastern philosophy. Our diversity of year-round offerings reflects the people that come to learn—individuals, couples, business leaders, elders, teens, and children. Common to all of them is a willingness to risk being vulnerable and curious, and a desire for richer connections.

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The Haven – Strategic Directions 2016 – 2020

Building upon a strong foundation Our highly skilled faculty embody and model what they teach in a very personal way. They are the first to be open, vulnerable and honest. Most have been long-time students of The Haven curriculum and integrate a wide range of life experiences and professional expertise into their teaching. The Haven is a registered not-for-profit, charitable organization. Located on beautiful Gabriola Island, our vibrant centre offers both ocean-side serenity and living forest—a natural environment that supports the exploration of our innermost emotions. After a transformational learning experience, people leave The Haven with the skills to live self-responsibly and relationally. Haven Foundation is a registered charity: Canada 89280-6407 RR0001; and, United States 30-0278642.

History For more than 30 years, The Haven has been at the forefront of personal and professional development. Founded in 1983 by Jock McKeen, a western physician trained in Chinese medicine, and psychiatrist Bennet Wong, The Haven attracts participants from all over North America, Europe and Asia. The central ideas and programs presented at The Haven were developed by Ben and Jock, and are now taught by our world-class faculty. In 2004, ownership of The Haven was transferred to a charitable organization, Haven Foundation. The Foundation's principal focus is the raising and allocation of funds in order to enhance the quality of our programs and facilities and to provide financial assistance to participants who might otherwise be unable to attend. The day-to-day running of The Haven is the responsibility of our management team, headed by Executive Director Rachel Davey.

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The Haven – Strategic Directions 2016 – 2020

Building upon a strong foundation Situation analysis How did we get here? Moving The Haven to Sustainability​ was our theme over the past 5 years, and we have succeeded in establishing a solid organizational and economic foundation. Our goals for 2010 - 2015 included: ➢ Curriculum ○ Create a relationships ‘stream’ for couples ○ Explore potential for Haven programs for business ○ Plan for faculty, assistant and intern succession ➢ Marketing ○ Make long-term commitment to marketing Haven programs ○ Market and promote selected programs ➢ Facilities and Operations ○ Prepare for and commence significant planned facilities upgrade (obtain rezoning, create master plan) ○ Perform deferred maintenance ○ Foster culture of excellence ➢ Fundraising and Financing ○ Establish a comprehensive fundraising strategy and implementation plan ○ Commitment to a substantial and stable financial aid program ○ Establish, achieve and maintain financial sustainability

Where are we now? We succeeded with our previous goals and are now poised to build upon the strong foundation that we have created. We now have: ➢ Focused vision, clear mission​ – engaged and active directors, leadership team with track record of strategic planning and effective management. ➢ Facilities Master Plan​ – a solid plan and are ready to begin implementation. ➢ Brand elements​ – completed significant research, developed strong, consistent messaging, and have a clear guide for communications.

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The Haven – Strategic Directions 2016 – 2020

Building upon a strong foundation ➢ Integrative programs​ – the first blended onsite/online core program at The Haven was launched in September 2015 with plans for an expansion of online learning in 2016 and beyond. We also introduced webinars and livestreamed training events into our online educational offerings. ➢ Web presence​ – redesigned to better support our participants and programs, with re-launch planned for late 2015. ➢ Education Steering Group (ESG)​ – in place, responsible for creating and recommending educational strategy and direction, faculty and assistant development and encouraging innovation and experimentation. The ESG upholds and ensures standards and quality in programs and program leadership. ➢ New core curriculum​ – we have developed and successfully introduced the Couples Alive series and the Haven Toolkits. And in doing this, we have identified the elements needed to successfully create new curriculum. ➢ Leader and Assistant-in-Training programs​ – developed new programs with quality assurance monitored by the Education Steering Group. ➢ Fundraising ​ – a new approach to fundraising has resulted in increased donations year on year. ➢ Core+ group​ – will start in 2016, as a small group of engaged faculty and assistants who will be compensated differently, lead and assist more core programs and be more engaged with The Haven. ➢ Greater outreach​ - we have continued to invite new thinkers and ideas to The Haven by hosting special events such as TEDxGabriolaIsland and speakers like Dr Gabor Mate and Dr Sue Johnson. ➢ Youth ​ - support for the Youth Leadership Program and for potential future leaders who are graduates of that program or currently on the Diploma path.

Who visits The Haven? People of diverse backgrounds and perspectives who have the willingness to take risks, and have an aspiration for richer connections with themselves and others. People who want to: ➢ ➢ ➢ ➢

Get their life back on track. Develop richer connections (at home, work, in community). Look at how they got themselves to where they are today. Learn how to do it differently in the future.

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The Haven – Strategic Directions 2016 – 2020

Building upon a strong foundation Almost all new participants say that they were encouraged to take a program at The Haven by a friend, family member, counselor, or other reference. Most referrers are past participants. Word of mouth continues to have the greatest influence. The majority of program participants come from Vancouver Island (primarily Victoria and the Capital Regional District), and from the Lower Mainland (Vancouver and surrounding areas). One of the fastest growth areas is within Mandarin-speaking populations, both from the Lower Mainland and from China. The average age of our adult program participants is 47. This average age has been slowing dropping over the past seven years. We have a strong base of repeat participants in their 50’s and older. For 6-8 weeks each summer we host a series of programs for those aged 5 to late teens. These programs, booked by parents, grandparents or caregivers, continue to be sold-out months in advance. The focused relational environment, facilities, food services and accommodations are specifically designed to support our programs. Although we occasionally register holiday guests we do not offer a resort-like experience and cannot meet the needs of luxury-seekers. We occasionally rent our facilities to arts, education and other not-for-profit organizations in support of their conferences and group. Typically, we have a long-standing relationship with these organizations.

Assumptions A set of assumptions was identified for the 2010-2015 Strategic Plan by the Haven Foundation Board. We believe these assumptions remain true for the 2016-2020 plan as summarized below. Longevity ​ – we will operate indefinitely; our decision-making process considers future impact. Location ​ – we will maintain our physical presence on Gabriola Island and conduct operations year-round, including accommodations and food services. Educational format​ – we will continue to offer transformative learning experiences in a group setting, grounded in a common, dynamic, and evolving philosophical foundation expressed in programs such as Come Alive and the Living Alive Phase programs. We strive for a rich synergy of Haven-developed and leader-owned programs. Our programs are educational – not substitutes for psychotherapy or medical therapy. Growth ​ – we will seek opportunities to expand our educational reach to make a bigger difference in the world. Team ​ – we will continue to engage, energize and retain our faculty and staff, recognizing that their passion and caring are essential to the learning and growth of our program participants. Charitable purpose​ – we will keep our programs accessible to people with diverse backgrounds, perspectives and economics; we will offer financial aid to participants in need; and, we will invest any surplus to achieve the global ends. Responsible ​ – we will operate in a manner that yields a positive environmental and social impact - our results and achievements will be attained through sustainable and responsible activities.

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The Haven – Strategic Directions 2016 – 2020

Building upon a strong foundation Risks Many of the risks associated with our 2010 - 2015 plan remain true for our strategic directions 2016 - 2020. However, ‘water’ is clearly our major concern in the years to come. The opportunity offered to The Haven is to mitigate these risks by means of the goals presented in this document. Water ​ – regulatory restrictions and limited water source options will combine to interrupt our ability to operate on Gabriola. Succession ​ – we will not successfully recruit and train the next generations of faculty, staff and board. Even if we are successful, we are not able to maintain the same high level of quality. Facilities ​ – economics will not allow us to upgrade and replace aging facilities and infrastructure. Fundraising ​ – we will be unsuccessful in developing new sources of fundraising revenue, remaining reliant upon a limited pool of participant-donors. Referrals ​ – we will be unsuccessful in developing new ways to attract participants, remaining reliant upon a limited pool of personal references. Capacity ​ – we will fill available session rooms/seats on the Gabriola property, accommodations and dining space (especially during peak season) and will have no capacity for additional guests. We will reach a price ceiling (maximum we can charge for tuition, rooms, meals, etc.) and will not be able to increase prices further as a means of generating additional revenue. This will result in stagnation, no capacity to grow. Curriculum ​ - the Haven core curriculum and/or its method of delivery does not remain relevant for future generations, or we don’t do a good enough job of communicating its relevance and offering it in formats that are accessible to a greater number of people.

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The Haven – Strategic Directions 2016 – 2020

Building upon a strong foundation Goals People 1

Support our participants

2

Involve our youth

3

Inspire our team

4

Pass the torch

Programs 5

Expand the core

6

Diversify delivery

7

Engage the world

Operations 8

Build to plan

9

Optimize the flow

10 Sustain the gains 11 Stay water smart

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The Haven – Strategic Directions 2016 – 2020

Building upon a strong foundation

PEOPLE 1

Support our participants Goal

To engage (in a personal way) with participants prior to their arrival and after their program is over.

Strategy

Regular email and online contact both before and after key programs such as Come Alive. Emails prior to the program focus not only on practicalities and logistics, but also provide ‘food for thought’ in advance of the program. Emails after the program provide material to integrate and communicate their learning (e.g. podcasts) as well as support for referral conversations, and highlight opportunities for past participants to return. Integrate teleconferences, online communities and webinars into pre-program and post-program contact. Review (and modify as needed) post program resources for participants, such as Staying Alive groups, Haven Coaching etc.

Rationale

Participants will be more likely to come back for another program at The Haven, and more likely to recommend The Haven to friends, family members and coworkers.

Team

Registration. ESG and curriculum project team. ED and Programs and Registration manager.

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The Haven – Strategic Directions 2016 – 2020

Building upon a strong foundation

PEOPLE 2

Involve our youth Goal

To engage with our youth participants and youth leadership program graduates in a broader way, not just focussed on the programs which happen in the summer months.

Strategy

Initiate projects led by youth in the following areas: ➢ Programming - how to continue to attract youth to programs at The Haven - bridging the transition from youth to adult programs. ➢ Content/curriculum - what are the issues that youth are facing and how can The Haven core programs and training programs remain relevant? Integrate the content of adult and youth programming. ➢ Scheduling - can youth programs run at times other than the summer? ➢ Location - should we be running at other locations? ➢ Marketing - what are the best ways to bring Haven programs to the attention of a youth audience? ➢ Succession planning - include youth perspective when planning for future generation of faculty, staff and board directors. ➢ Future planning - create a youth ‘board’ or integrating youth into group/committees to ensure that their voice is heard at all levels in the organization, and particularly when envisioning the future.

Rationale

The Haven is fortunate to have so many youth attending programs at The Haven. They have a lot of useful information to give us about what is important to young people now and into the future.

Team

Youth. ESG. Haven Foundation board.

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The Haven – Strategic Directions 2016 – 2020

Building upon a strong foundation

PEOPLE 3

Inspire our team Goal

Match the levels of excellence and professionalism exhibited through our programs, in a rich and supportive environment for our team. Be the employer-of-choice with the highest levels of employee retention and satisfaction by providing year-round, reliable employment to Haven staff, as well as look for other ways to improve what we are able to offer.

Strategy

The biggest obstacle in ensuring that Haven staff earn a ‘living wage’ is that we cannot guarantee year-round employment to everyone. This can be addressed by increasing the number of participants in the shoulder season and also by cross-training across departments. Other ways to build on our strong reputation are: ➢ Increase opportunities for staff recognition. ➢ Continue to add to the portfolio of benefits. ➢ Review how we schedule staff and balance of full time, part time, casual etc. ➢ Encourage staff participation in Haven programs and make it more accessible. ➢ Research and apply for external employer recognition programs.

Rationale

Happy staff means happy participants and leaders. High staff retention saves training money and time. The principles that we teach in the programs can and should be translated into the workplace.

Team

Haven management and tactical team.

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The Haven – Strategic Directions 2016 – 2020

Building upon a strong foundation

PEOPLE 4

Pass the torch Goal

To plan for perpetuity we need to ensure that the next generation of faculty, assistants, interns, staff, bodyworkers and others are offered opportunities and live up to the high standards that have been set in all areas.

Strategy

Invest in succession planning for faculty, assistants, staff and bodyworkers. Identify obstacles in the current terms and conditions that prevent people from wanting to be faculty, assistants, staff and/or bodyworkers. Review the current leader and assistant training programs. Expand the reach of the Leader in Training program. Ensure there is a clear link between the youth and adult training programs. Broaden the reach of The Haven out into the world, making it an attractive and exciting place where people want to come to work, learn and lead. Attract more younger people into the training programs, and upon graduation, retain them as assistants. Establish succession plan for all staff, with particular focus on management.

Rationale

Without the leaders and assistants, and support staff, there can be no programs at The Haven. We are already feeling the shortage in some areas (e.g. assistants). Our staff, faculty, assistants and interns are aging - within the next 5-15 years many of our current staff will have retired.

Team

Haven management.

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The Haven – Strategic Directions 2016 – 2020

Building upon a strong foundation PROGRAMS 5

Expand the core Goal

Expand core programming into new areas while ensuring the quality of our current core curriculum.

Strategy

Investigate creating core programs in new areas (see suggested list below) and selection some of the following to focus on:: ➢ ➢ ➢ ➢ ➢ ➢ ➢

Volunteer programs. Bodywork. Families. Not for Profits. Government, schools, education system in general. Young adult programs. Haven for business.

Investigate expanding and diversifying our core programming into: ➢ More online/virtual delivery. ➢ LGBTQ. ➢ More ‘on the road’ programs like the Haven toolkits.

Ensure the quality of our current core curriculum by: ➢ ➢ ➢ ➢

Reviewing the curricula for existing core programs. Bringing together leaders to share best practice. Peer observations of leaders in action. Consult with assistants who work with a variety of leaders.

Rationale

The Haven’s core curriculum is one of its greatest strengths. It has been identified as one of our key differentiators - the thing that makes us different from other centres. In The Haven’s history, when the core curriculum is thriving and attracting participants in significant numbers, the rest of the organization is healthy.

Team

ESG and curriculum project leads.

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The Haven – Strategic Directions 2016 – 2020

Building upon a strong foundation

PROGRAMS 6

Diversify delivery Goal

Diversify program delivery beyond traditional contiguous multi-day sessions at The Haven.

Strategy

Further develop: ➢ ➢ ➢ ➢

Rationale

Integrative (blend of online and in-residence) formats Non-English language programming Strategic delivery-partners in target markets. Reciprocal venues.

Integrative formats – attract participants who are not able to schedule extended periods away from home, provide a longer sustained period of learning and real-world application, and increase our program throughput. Languages and delivery-partners – expand our reach to people of diverse backgrounds and perspectives, for example Mandarin and French languages, and First Nations communities. Proactively train translators.

Team

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The Education Steering Group (ESG) will provide leadership and guidance.

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The Haven – Strategic Directions 2016 – 2020

Building upon a strong foundation

PROGRAMS 7

Engage the world Goal

To build on the branding and messaging work and the new web site to continue to have The Haven better known in the world.

Strategy

Increasing and broadening The Haven’s profile and recognition in the world by: ➢ Having a bigger group of people (including faculty and assistants) involved in social media marketing. ➢ Increasing the number and type of events which take place ‘on the road’. ➢ Individuals presenting on behalf of The Haven at conferences. ➢ Articles published in non Haven publications. ➢ Transfer credits and recognition for Haven programs (including the intern training program) from educational institutions, professional bodies, employers, employee assistance programs, like minded institutions etc.

Rationale

By increasing The Haven’s visibility in the world, we present ourselves to a bigger audience of potential program participants, thereby potentially increasing participation and supporting our referral base.

Team

Selected group of faculty and assistants. ESG. Registration team and ED.

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The Haven – Strategic Directions 2016 – 2020

Building upon a strong foundation

OPERATIONS 8

Build to plan Goal

To undertake a phased implementation of the first stages of the Facilities Master Plan.

Strategy

Complete the all of the projects in the first phase (the ‘Front Door’) of the Facilities Master Plan before 2020, and launch the capital campaign for the first new lodge. If not already underway by 2020, the plan and funding should be in place to begin new lodge construction in 2021, or shortly thereafter.

Rationale

The Facilities Master Plan was a major undertaking and has been widely recognized as a very comprehensive plan for the future of The Haven’s facilities. The plan now has to become a reality. The Haven’s existing facilities will continue to deteriorate and it is imperative to begin the process of bringing the buildings up to the high quality standard of the programs.

Team

Operations management and teams. Fundraising team, including contract staff. Outside contractors. Masterplan team.

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The Haven – Strategic Directions 2016 – 2020

Building upon a strong foundation

OPERATIONS 9

Optimize the flow Goal

To increase efficiency and effectiveness of operations by changing aspects of how we currently run programs.

Strategy

Adjust program start dates, meals, room set up, department organization, hours of operation etc. to optimize operations and eliminate expensive redundancy and exceptions. Utilize technology to support these changes and ensure that they work. Observe how this kind of system work in centres which already do this such as Hollyhock and Esalen.

Rationale

Considerable cost savings can be achieved through this kind of approach, as well as increased opportunities for interdepartmental efficiency. Schedule consistency will reduce chaos, or at least contain it into specified days, rather than it being an everyday occurrence! This will support staff to do their jobs more effectively.

Team

Operational management and staff teams.

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The Haven – Strategic Directions 2016 – 2020

Building upon a strong foundation

OPERATIONS 10

Sustain the gains Goal

To ensure that The Haven continues to operate financially in way that means that we can fund all the goals in this plan.

Strategy

Annual budgets and fundraising are constructed such that the majority of revenue generated goes towards achieving the Global Ends, and: ➢ There is an annual investment in education, so that important curriculum projects and initiatives can be funded. ➢ There is a continuing investment in capital projects, so we remain proactive in facilities maintenance and upkeep. ➢ We invest in current and future staff, faculty, assistants and interns. ➢ Donations and funding received is sufficient to ensure the continuity of important programs such as Financial Aid and Youth Leadership. ➢ Prior to initiating any major capital project (such as the building of a new lodge) at least 50% of the funding is already in place with a plan for how to fund the rest.

Rationale

Over the past 5 years, we have demonstrated that we can generate sufficient revenue via different means to ensure financial stability. We need to continue to do this in the future to make sure that these goals can be reached without saddling the organization with debt levels that cannot be sustained.

Team

Finance and accounting. Management team. Fundraising.

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The Haven – Strategic Directions 2016 – 2020

Building upon a strong foundation

OPERATIONS 11

Stay water smart Goal

To ensure that The Haven will have sustainable, safe and sufficient sources of water.

Strategy

Every possible step is taken to ensure that The Haven uses the minimal amount of water needed, and that we deal with waste water sustainably and in the most environmentally friendly way possible. We will: ➢ Continue to reduce our reliance on groundwater by increasing water collection from other sources. ➢ Increase the amount of water storage capacity on The Haven property. ➢ Ensure that water is included as a key component in every planning process. ➢ Ensure that all appliances are water efficient. ➢ Continue to work with VIHA , the Ministry of Environment and other regulatory authorities to ensure that our water supply is both safe and sustainable.

Rationale

Water has been a precious resource throughout The Haven’s history, and it is not possible for The Haven to operate without sufficient supply. We are fortunate to have an established culture of water conservation and planning for the future including water as a vital component. As climatic conditions change, The Haven needs to do more to ensure that we can continue to operate on Gabriola Island. The Haven is well positioned to be at the leading edge of commercial water management.

Team

Operations. Maintenance. External water consultants. VIHA.

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The Haven – Strategic Directions 2016 – 2020

Building upon a strong foundation Success In an organization such as The Haven, success can be challenging to measure, and it is important that we do our best and continue to improve how we monitor and update, and ensure follow through on this plan. In addition, The Haven needs to remain open to new opportunities and adapt to a changing environment. To answer the important question of what success looks like at The Haven, it is useful to reflect on what makes us different from other centres. In 2014/2015 the branding project that was undertaken identified these three key differentiators: We’re an Engage Centre - not a retreat centre. Our invitation is to explore self through our connection to others. ➢ The Haven’s innovative core curriculum - it has been developed and practiced for over 30 years, integrating multiple east/west disciplines which include wisdom from medical science, psychotherapy, existential thought, and eastern philosophy. ➢ Haven faculty - our highly skilled faculty embody and model what they teach in a very personal way. They are the first to be open, vulnerable and honest. Most have been long-time students of The Haven curriculum and integrate a wide range of life experiences and professional expertise into their teaching.

Other significant differentiators include: ➢ ➢ ➢ ➢

A long standing and successful youth program Diploma and certificate training programs Bodyworkers who enhance and complement the program experience, vs. just being an add-on Use of cathartic processes skillfully, relationally and responsibly

Success can only be achieved if these elements which make up The Haven’s DNA are nurtured and continued into the future. In terms of the specifics of this strategic plan, there will be ongoing review and reporting annually and a significant milestones such as the halfway point and the final year. If this done appropriately, in the next five years the strategic plan may look very different to its current incarnation. There are also a variety of sample metrics which The Haven draws on to measure the health of the organization, such as: ➢ ➢ ➢ ➢

Registrations (new, repeat) Room nights Fundraising Successors identified for key roles (named, trained, ready) ➢ Annual surplus

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➢ ➢ ➢ ➢

Surveys Staff retention Community involvement Evaluation of staff, faculty, board, groups, committees

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The Haven – Strategic Directions 2016 – 2020

Building upon a strong foundation

The greatest predictor of success at The Haven has always been the people involved, in a wide diversity of roles. The process for creating this Strategic Plan included reaching out to the wider Haven community and asking for feedback in addition to working with major stakeholder groups, such as board directors, managers, members of the ESG. This plan is better for that input, and as long as The Haven continues to inspire people to join our circle of participants, staff, faculty, assistants, interns, bodyworkers, boards directors and members, suppliers and supporters, the future looks bright!

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The Haven Strategic Directions 2016 - 2020  

We’ve come a long way since the early 80’s, through bursts of growth, times of uncertainty, milestone achievements, organizational restructu...

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