This document outlines the vision, strategy, and culture of James House Child and Youth Care Centre. Their vision is to model best practices in child and youth care interventions. Their strategy involves developing themselves, improving effectiveness, measuring outcomes, addressing failings, managing resources sustainably, and leading in care provision. Their 5 key objectives are to ensure community children's well-being, provide solutions for difficult behaviors, equip youth, develop replicable models, and provide support services. Their culture is based on values of integrity, respect, teamwork and best practices, and behaviors like putting children first and engaging stakeholders.

1. James
House
Child and Youth Care
Centre
Our Vision and
Strategy

2. Starting from the foundation
• We are a values-guided organisation
• Our four key values are:
• Integrity
• Respect
• Team-work
• Best-Practice in all we do
• These are the roots that will bear our fruit

4. Our vision is:
To model best-practice
child and youth care interventions
Our Motivation
We are passionate
about the well-being
of at-risk children and youth

6. Our Strategy
• We will purposefully develop ourselves
• Individuals | Teams | Methods | Systems | Relationship Capacities | Resources
• We will improve our effectiveness
• We will diligently measure our outcomes and impact on the community and report honestly
• We will be ruthlessly pragmatic about our failings and eliminate our faults
• We will manage our resources to enable us to sustain ourselves for decades to
come
• Broaden funder spread
• Increase reserves
• Manage the details of spending
• We actively seek to lead the way in providing effective care for at-risk children and
youth
• Bench-marked, Documented Best-Practice Models

9. 5 Key Objectives
• Community Modelled
• To ensure the continued well-being of all at-risk children and youth in Hout Bay
• BEST
• To provide systemic solutions for teens viewed as having very difficult to manage behaviour
• Youth
• To provide youth with the necessary skills and opportunities to realise their potential
• Development
• To develop and package best-practice child and youth care models for replication elsewhere
• Support Services
• To provide professional support services that enable us to realise our vision
• Management, M&E, R&D, Administration and Fundraising

15. What we do
• Our values are our foundation
• Our vision is the distant goal on the horizon
• We have a map that will help us get there – a strategy
• Our strategy is broken down into 5 key objectives
• Community Modelled
• BEST
• Youth
• Development
• Support Services

16. The way we do it
• Two elements make up the HOW of getting things done at James House
• Our CULTURE – The way we do things at James House
• Our BRAND – The way we want to be identified and thought of
• Our CULTURE is based on our values and the actions that accompany and reinforce those values
• Our BRAND is both visual and behavioural. “We are what we do”

18. Our BRAND
• Our identity carries a message. It’s a message we need to communicate clearly.
• We have a logo
• We have a catch-phrase – The home that love built
• But we are mainly known by association to our actions and outcomes. This is the must powerful part of our
branding
• Our “Action Message” is guided by the promises we make to our stakeholders
• James House has four categories of stakeholders – hence we have four promises that all staff
and volunteers MUST keep
• Promise to BENEFICIARIES
• Promise to FUNDERS
• Promise to COMMUNITY MEMBERS
• Promise to PARTNER ORGANISATIONS

20. Our CULTURE
• The James House CULTURE is based on 2 elements:
• what we value as non-negotiable – OUR VALUES
• and what we do to reflect that belief – OUR BEHAVIOUR
• We use the acronym C H I L D R E N to summarise our key behavioural elements
• Children First
• Help the team win
• Invest in yourself
• Love your work
• Deliver on your promises
• Run with purpose
• Engage with stakeholders
• NOW is a good time

29. Measuring Our Behaviour (Bi-Annual Appraisal)
• Children First
• Time spent on child-related issues
• Programme spend per child as a percentage
• Child Protection Outcomes
• Help the team win
• Organisational ratings Increase
• Programme ratings increase
• Team ratings of member
• Invest in yourself
• Personal Accountability to Peers
• Personal Development Plan (PDP)
• Love your work
• Job Satisfaction Scoring
• Absenteeism & Team Retention
• Deliver on your promises
• Line Management Records
• Feedback from Stakeholders & Team
• Run with purpose
• KPA Report ( 5 KPI Scorings)
• Knowledge of Organisational Strategic
Roadmap
• Attainment of PDP goals
• Engage with stakeholders
• Community, Funders, Beneficiary, &
Partners
• NOW is a good time
• Flagged items completed – Line
Management Record
• Time-Keeping