Chapter-1-REVISED-7-12-2011

HOCAK KIJIRE NAGU COMPREHENSIVE MASTER PLAN CHAPTER 1 INTRODUCTION MAY 2011 8 www.strolloarchitects.com 718 Virginia Drive, Orlando, FL 32803 Tel: (407) 423-5355 Chapter 1. Section 3: How Current Conditions and Practices Differ from Stated Values, Vision and Mission In planning facilities, it is most critical to plan for the program that is to be delivered for an identified community need. In this case, there was significant work put forward to identify community strengths, challenges, opportunities and threats. This was all part of the process required to identify the problem area and the target population that was to be served through a newly designed program. In processing through any program and facility design, the following should be kept in mind: 1. Vision and values leads to mission 2. Mission leads to policies 3. Policy leads to program 3. Programs leads to operations 4. Operations leads to facility design 5. Facility design leads to cost With that in mind, the process began with numerous discussions related to values. Although not scheduled for on every meeting agenda, Value-based discussion was a regular part of almost every meeting. This was encouraged because it allowed for the vision for the program and facility to be defined and shaped at each step of the process. While initially it seemed to be unimportant subject matter, the Local Planning Team (LPT) quickly realized the importance of Values, Vision and Mission and embraced the content and discussion as the foundation for everything that followed. The LPT offered program and facility design considerations with the understanding they would first decide upon a foundation for the Ho-Chunk bed needs, and then plan for growth that would allow for expansion with minimal costs. This strategy would likely lead to more initial expense. With confidence, the LPT formed the projections and schemed the campus layout and facilities to accommodate a great deal of flexibility for future uses, with minimal costs in the future. Working under the direction of the LPT, Strollo Architects proposed a main building design that would accommodate the clients and staffing patterns ranging from 32 to 160 beds. Housing Units can be added as needed and as the program evolves. It is anticipated these Housing Units will be expanded in the future as Kijire Nagu becomes renowned and in demand by other federally recognized tribes. To follow on the Values and Vision exercises, the recommendations for the healing care system improvements are broken down into three categories: 1) Care System Infrastructure and Case Referral Processing; 2) Care System Policies and Practices; and 3) Community Programs and Services.

Chapter-1-REVISED-7-12-2011

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