Annual Balanced Scorecard Targets
How were the annual targets created?
To focus the work of each department, included in our strategic plan are specific priorities for the organization. The Strategic Plan and Priorities guide the development of the measures and annual targets in our Balanced Scorecard. To the right are our Fiscal Year 2024 annual targets.
Every summer, each department at Miriam’s Kitchen makes the time to step away from their daily tasks and plan for the coming fiscal year. During the planning process, each department reviews its measures and develops targets based on past data and what is known about the environment at that time. Throughout the year, departments review progress to targets and prioritize work as needed to make the largest impact on ending chronic homelessness.
If you have questions or feedback about measures and annual targets, we would love to hear them. Please get in touch with Adam Rocap, Deputy Director at adam@miriamskitchen.org.
Contact Adam Rocap
The MK Strategic Plan
Our 2024-2026 Strategic Plan was developed in a highly inclusive process. Our Board, staff, guests, and other major stakeholders all had a voice in developing the plan. We believed that to make the most impact, we needed to hear from all our stakeholders and how they see our role and impact in DC.
The 2024-2026 Strategic Plan was built off that process and input. The final document is quite extensive, but it boils down to three impact areas:
Impacting Individuals
Helping individuals obtain housing as well as the support, resources, and health connections to thrive in housing
Impacting Systems
Ending homelessness city-wide through increasing housing resources, preventing homelessness, improving systems through policy change, and addressing root causes of homelessness.
Impacting Culture
Ending homelessness requires a shift in our collective culture. We will change the way we think about, talk about, and respond to homelessness, and mobilize others to do the same. We will invest in shaping a bold narrative around long-term homelessness, work to meaningfully change the way people of color experience our organization and its impact and allocate resources to actualize equity in our organization and community
Quarterly Performance Reports
We are happy to share with you our Quarterly Performance Report. These reports were developed to:
- foster transparency throughout our work
- help prioritize future work
- make key decisions within the departments, across the organization, and with our Board of Directors.
You can download each report card here:
FY23
FY23 Quarter 4 External Performance Report
FY23 Quarter 3 External Performance Report
FY23 Quarter 2 External Performance Report
FY23 Quarter 1 External Performance Report
FY22
FY22 Quarter 4 External Performance Report
FY22 Quarter 3 External Performance Report
FY22 Quarter 2 External Performance Report
FY22 Quarter 1 External Performance Report
FY21
FY21 Quarter 3 External Performance Report
MK Values
Our guests are at the center of everything we do.
At the end of the day, our work is not about us. We are here to serve and be guided by our guests. To do this work most effectively and equitably, we engage our guests in the conversations and decisions that impact their lives directly while recognizing the unequal power dynamics at play.
Our work is to create social justice and meaningful change.
As we seek to end chronic homelessness in D.C., we must examine and address the ways in which our guests have become homeless. From an affordable housing crisis to institutional racism, understanding the root causes of homelessness is important to developing a sustainable solution. We do this work for the purpose of making lasting, meaningful change for our guests.
We are good stewards of our relationships and resources.
As we do for our guests, we practice radical hospitality with everyone in the Miriam’s Kitchen community. We are grateful for the partnership of individuals who wish to join us in ending chronic homelessness in D.C. and treat these partners with the respect they deserve. Similarly, we use the resources we are asked to steward on behalf of our guests wisely.
We work hard and have fun together.
The work we do can be challenging—mentally, physically, and emotionally. To serve our guests well, we take care of ourselves and each other. We celebrate our successes, share our disappointments and ask for help when we need it. We also assume the best in each other and approach our coworkers in a spirit of goodwill.
