We envision peaceful, healthy, communities free from domestic and sexual violence

Victims of Violence Intervention Program, better known for our shelter - the Artemis House - is a 501(c)3 corporation committed to ending sexual and domestic violence in our service area of Lawrence, Butte and Harding counties in South Dakota.

Mission

Serving those affected by domestic and sexual violence, as well as working to prevent violence through advocacy and awareness.

Vision

Envisioning peaceful, healthy, communities free from domestic and sexual violence

Core Values

Empathy

  • We are empathetic to clients

    • We work to understand the needs of individuals

    • We strive not to make judgments

    • We believe survivors

    • We listen, validate, and support 

    • We accept people where they are and address their needs individually

  • We are empathetic to partner agencies

    • We lead with empathy in all external relationships and ventures (business partners, volunteers, staff, community members, etc.)

  • We empathize with anyone impacted by domestic and sexual violence

Trauma Informed

  • We create and support environments where staff and clients feel physically and emotionally safe.

  • We understand that healing from trauma is a process which requires a holistic approach. We know that people cope with trauma in a number of ways and we work to minimize those negative consequences.

  • We recognize the impact of secondary trauma and offer opportunities for processing and recovering for both clients and staff affected by this.

Diversity & Equity

  • We honor and respect individuals who come to us with different needs. We strive to be responsive to the cultural differences and needs of our diverse clientele.

  • We offer services to any person affected by domestic and sexual violence; knowing everyone has value. 

  • We are intersectional in our work. We understand how a person’s social and political identities combine to create different modes of discrimination, privilege or power. We understand that domestic and sexual violence is often linked to gender, racial and other forms of violence, oppression and abuse, because the values and tactics behind each are the same. 

  • We understand our work to end domestic and sexual violence should also challenge other forms of social power, exploitation and control that prevent people from living free from violence.

  • In our hiring and board recruitment practices, we aim to create a team that is representative of our clientele. 

 

Innovation & Collaboration

  • We work to understand changing conditions, try new approaches, and refine existing practices in line with changing needs. We understand that our success is dependent on our ability to respond to change.

  • We make referrals and cultivate relationships to link clients to community resources. 

  • We are collaborative learners internally and externally.  

  • We evolve and improve based on insights gained from our colleagues, clients, and partners.

  • We continuously work to improve our skills and knowledge through training and professional development.

Client Centered

  • We strive to recognize, validate, and build on the strengths that people have to offer. We work to facilitate healing and empower clients to direct their journey. 

  • We strive for dignity and equality in our relationships with clients by sharing power and decision-making so that everyone has a role to play.

  • We believe everyone has the potential to recover and grow.

  • We maintain client confidentiality out of respect for their dignity and circumstances.

Transparency

  • We strive to maintain trust by being open and transparent in all our actions and choices, while also maintaining client confidentiality.

  • We honor our promises and commitments, including utilizing funding and donations effectively and for their intended purposes. 

  • We prioritize fiscal responsibility and sustainability of the organization.

  • We are transparent with the community, donors and partners regarding our financial operations.

Strategic Plan 2021 - 2026

  • 1. Cultural Responsiveness: VVIP is able to Offer Culturally Responsive Services to Clients

    Goals:

    • Discover and compile what other orgs are doing to provide culturally based trauma care through entire service area by December 2022.

    • Establishing internal policies/procedures/practices as well as a physical environment which allows Indigenous clients and clients from other cultural backgrounds to feel safe, welcome and empowered to heal by July 2026.

    • Establish 5 effective partnerships with local mental health, cultural care, spiritual leaders and other practitioners to develop culturally based trauma care by June 2026.

    • Staff have received an initial training on providing culturally responsive services relevant to Native American clients by December 2022; establish annual training goals by December 2022.

    • Establish policies and procedures to allow smudging in the shelter by Dec. 2021.

  • 2. Enhanced Services: VVIP evaluates and enhances services in line with client and community needs

    Goals:

    • Facilitate bi-weekly evaluation of current programming with staff to identify areas that need attention and establish best practices for working with clients by July 2021.

    • Expand shelter space in order to serve more clients by December 2026.

    • Create anonymous feedback opportunities for clients to evaluate services and offer suggestions on how to improve work by December 2021, evaluated annually.

    • Maintain ongoing effective partnerships with at least 10 community organizations. To be reviewed annually

    • Establish effective partnerships with at least 5 community contacts in more rural communities VVIP serves, at least 2 of which are in Harding county by December 2023.

  • 3. Holistically Supporting Staff: VVIP staff are holistically supported and equipped by the organization to effectively serve survivors of domestic and sexual violence.

    Goals:

    • By July 2024, salaries offered to all staff provides a living and competitive wage, adequate paid time off, benefit package includes generous health, dental, vision, retirement contribution which enables the organization to retain excellent staff

    • Staff are offered a number of paid mental health days per year and a mental health stipend to enable them to pay for their mental healthcare needs by July 2022.

    • Mental health days built into schedule as company wide holidays

    • Host annual team building retreat, established by the end of 2022.

    • All staff receive annual training on providing trauma informed care by December 2021

  • 4. Board Development: VVIP has a board and staff leadership team that is accountable, diverse, dedicated, responsive, highly-skilled, and equipped to lead the organization into a new chapter

    Goals:

    • All VVIP Board members receive board governance training by December 2021. All new board members complete board governance training within the first year of their tenure.

    • Board hosts an in-person retreat annually in January/February to facilitate open dialogue, review relevant priorities, policies or documentation and receive additional training.

    • VVIP Board will recruit board members with diverse backgrounds that reflect the clients served to be reviewed as terms expire. Recruit 2 additional board members to meet the maximum of 11 by December 2021.

    • By 2026 90% of VVIP Board members will be regularly (monthly) engaging in board activities (ie: participating in committees, championing fundraising projects and other priorities as established by the Board).

  • 5. Financial Stability: VVIP maintains the financial resources to meet strategic priorities

    Goals:

    • VVIP Board and Executive Team will raise $98,000 in the 2022 FY. This is to cover health insurance benefits, salary of the Courses Coordinator, and a cost of living adjustment for current 2021 level staffing.

    • VVIP will establish an annual fundraising community event in FY 2022.

    • Through responsible financial management and effective use of funds VVIP maintains a clean audit annually, and maintains federal and state grant funding annually.

    • VVIP will research realistic capital campaign investments in 2022 and by 2026 will have launched a capital campaign invested with growth and stability in mind.