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2010-2011
STRATEGIC PLANNING
Update

 

PRIMARY ISSUES

  • Ensure best use of our resources and expertise.
  • Diversify income and increase funding.
  • Increase salaries, benefits, and opportunities for team members.
  • Increased service options for individuals with disabilities.
  • Maintain a strong financial balance sheet.
  • Maintain a strong quality assurance program.

 

STRATEGIC PRIORITY #1:

Ensure best use of Pride's resources and expertise.

OBJECTIVE:

Pride will enhance its capacity and resources to provide optimum integration and services.

STRATEGY:

  1. Pride will use the internet, email and other social media to distribute information to all Pride service lines.
  2. Review opportunity to enhance capacity at management meetings.
  3. Make better use of the internet to enhance capacity and resources.

 

STRATEGIC PRIORITY #2:

Pride will find ways to diversify and increase funding while maintaining or reducing cost.

OBJECTIVE:

Pride will expand in areas that will increase non-state funding.

STRATEGY:

To increase revenues:
Management at Pride will make sure they are continuously marketing to other potential business partners, such as but not limited to:

  • Community and State organizations
  • Chamber of Commerce for marketing
  • Mayor's Committee
  • Federation of Families
  • Out of Home Placement
  • Youth Works
  • Aid Inc.
  • Welcome House Inc.
  • Residential Treatment Coalition
  • Foster Care Programs

 

STRATEGIC PRIORITY #3:

Increase salaries, benefits, and opportunities for team members.

OBJECTIVE:

Enhance team members' understanding, satisfaction, and happiness.

STRATEGY:

  1. Establish an internet web-based survey process.
    • Conduct exit and re-entry interviews to explore why team members leave and why they return.
  2. Managers will brainstorm with team members about ways to reduce stress and increase support systems.
    • Offer quarterly training on health issues.
    • Monthly Brown Bag in-services will be held on various topics to educate team members on different issues.                              
  3. Managers will explore ways to share labor pool, especially for foreseeable and predictable time frames.
    • List open shifts on company webpage.
    • Provide cross training into other service areas at Pride.
  4. Provide team members with the tools to vote and lobby for more funds.
    • Managers need to explain to team members the reality of funding, the legislation process, and the need to influence and advocate for themselves.
  5. Review and update all hiring practices, interview questions, and reference check procedures when appropriate.

 

STRATEGIC PRIORITY #4:

Increase service options for individuals with disabilities.

OBJECTIVE:

Expand the continuum of care and opportunities for individuals receiving services.

STRATEGY:

  1. Educate and prepare team members and the community of the need.
    • Managers will use every opportunity to educate the community on the needs of individuals receiving services.
  2. Continue to explore the potential for providing integrated Elderly Day Care and In-Home Support (Gracefully Aging), especially in the private pay sector.
  3. Explore:
    • Alternatives for inter-generational supports
    • Opportunities for volunteering with the elderly
    • Developing and/or purchasing housing options
    • Developing more partners with vocational services
    • Developing more partners with other providers
    • Developing more partners with children services.

 

STRATEGIC PRIORITY #5:

Maintain a strong financial balance sheet.

OBJECTIVE:

Develop budget guidelines that will assure financial viability for the future.

STRATEGY:

Administrators will be provided financial reports and be held accountable for the financial results of their service line.
 

  • As needed, Administrators will meet with team members from finance to review financials and get any questions answered.
  • As needed, Administrators will adjust staffing patterns as census fluctuates.

 

STRATEGIC PRIORITY #6:

Maintain a program that provides quality services.

OBJECTIVE:

Improve the satisfaction of the service experience and the quantity and quality of the outcomes.

STRATEGY:

  1. Using the team approach, managers will continually look for ways to improve the experience individuals have while receiving services at from Pride.
    • The team will use the internet to survey team members, parents, and guardians for satisfaction.
    • The team will monitor the physical, social, and psychological health of the individual.
    • The team will monitor outcomes.
  2. Program Coordinators will meet quarterly with individuals to assess satisfaction
  3. A quality assurance report will be completed quarterly and provided to the CEO and the Board.
    • Pride will respond to the quality assurance report and make changes to improve satisfaction and outcomes.

 

INDICATORS OF SUCCESS

  • Better morale for team members
  • Greater retention of team members
  • Improved quality of potential team members (labor pool) to hire from
  • Broader continuum of care for individuals who need services
  • Increased individual satisfaction
  • Increased interaction between service lines
  • Greater integration of the different service lines within Pride
  • Additional revenue
  • Heightened awareness and appreciation of Pride in the community
  • Growth in program areas
  • Higher wages for individuals receiving services
  • Higher wages and increased job satisfaction for team members
  • Legislators come to us to ask how they can help
  • Continued accreditation by accrediting agencies
  • Obtain additional grant funding
  • Stable financial status
  • Increase inter-generational activities

 

MONITORING

  • Survey the team, parents, guardians, and individuals for satisfaction
  • Survey the partners and the general community
  • Regular reports to each other and to the Board of Directors
  • Internal evaluations of programs and progress
  • Continual evolution and changes
  • Celebrate successes
  • Use of the internet, email, and webpage to communicate with team members