Since the inception of the agency, the BRCC has embraced an empowerment model. Our feminist founders who stepped up to respond to a critical need, built the very foundation of the organization based on the belief that our services would create opportunities for empowerment within the agency and the broader community.
Our vision statement reads, “Our work is guided by a spirit of forward movement, openness, and shared power.” In 2013, the BRCC spent an entire year, realigning ourselves with our core mission, coming to understand our own motivations, organizational capacity and the depth of our collective commitment to end sexual violence.
During that process, it became clear that the BRCC has an extraordinary opportunity to become more intentionally forward-thinking and to truly embrace its historical roots: the empowerment model, to its fullest potential.
Given our external threats and landscape, it is our belief that a non-traditional and non-hierarchical organizational approach would help us not only expand the extent of our services to victims of sexual violence, but also help us evolve into a proactive, advocacy-centered, innovative non-profit with the potential of impacting even greater change in the 17-county region that we serve.
The Model: Flattened organizational structure with no direct supervisory positions.
Staff connect and equally contribute to one or more of the three core “pods” of BRCC’s mission: counseling, advocacy, and education.
Program coordinators in those three areas (as well as in the supporting areas of outreach and volunteer services) lead quarterly strategic planning sessions to ensure mission alignment and to assess accountability of individual and pod work plans and priorities.
Individuals develop annual work plans that are shared with the entire staff. All staff contribute to on-going support, feedback, and assessment of goals. Clinical and programmatic mentors offer consult and support as needed.
Pods meet quarterly to set long-term strategic, integrated and measurable goals for each mission-critical area.
Program Coordinators meet weekly to share emerging issues and explore opportunities for collaboration. They also coordinate quarterly strategy sessions in their respective areas.
Transparent and open communications is encouraged and intentionally nurtured between individuals, pods, and program coordinators.
Innovation is encouraged and nurtured. Individuals and pods are supported to pursue ideas, programs, and practices that are new and innovative as long as they align with BRCC mission. Staff are encouraged to provide innovation reports at monthly staff meetings. Budget allocations will be made to support proposals for innovative treatment techniques, prevention education, outreach programs, and general operations.
Clinical and programmatic mentors are available to offer consult and technical assistance. Individuals and staff are encouraged to continue the culture of transparency and support that already exists at the BRCC.