STRATEGIC ORGANIZATIONAL PLAN - 2015-2018
The Board of Directors and Staff has developed this strategic plan which provides the organization with a roadmap for achieving agency goals and objectives.
> The purpose of Pleasantview Industries, Inc. is to:
A. Provide work services, supported employment, and other support services for adults with developmental disabilities.
B. Develop, maintain and/or maximize skills and capabilities to assist program participants in gaining their maximum potential vocationally, psychologically and socially, and greater independence within the community.
> The following is a brief summary of strengths, weaknesses, opportunities and threats affecting (or possibly affecting) our organization:
The internal characteristics, qualities and capabilities are strong. Pleasantview has demonstrated the ability to provide quality services that help people with disabilities live a fuller life in the community. The staff is committed, dedicated, and the services are monitored for quality.
The organization has successfully maintained its maximum three year CARF accreditation for many years.
Pleasantview has developed a very good reputation in the community.
Staff salaries are low, particularly among direct service employees. The organization is not able to provide competitive salaries and benefits.
The federal mandate that is coming in 2016 to direct more clients away from traditional facility-based programs and into competitive, integrated employment will put our supported employment in ever increasing demand. At the same time, this creates an issue for our current facility based program.
The increase in autism will most likely create an opportunity that will require new skill sets and services to meet the needs of this population.
Clients, currently working in our facility based WAP will still need services and Pleasantview will need to adapt to meeting this need.
The federal government is moving toward funding (Medicaid) primarily competitive, integrated employment. Work-activity programs, like ours, will most likely be phased out over time. Implications: The WAP would need to be converted into another program model and all clients considered capable of moving into community employment.
The government (federal and state) appear determined to phase out section 14(c) of the Fair Labor Standards Act which allows payment of wages under the minimum wage. Implications: This is another issue, if implemented, that would do away with the WAP in its current form. The WAP would be forced to convert to another program model or be phased out. This would also affect our groups currently working in the community because they are also paid under 14(c) regulations.
The effort to dramatically increase the minimum wage can have repercussions for our organization and its programs. Implications: Will, most likely, affect our clients working in supported employment and those in the future (should a dramatic increase occur) who want to obtain competitive employment. The belief is that employers will not hire as many minimum wage workers and will be much more discriminating in who they hire, expecting them to have a much wider range of capabilities. Competition for open positions will be much more intense. Another concern is that clients currently working in the community will be “reassessed” as to their future usefulness to the company.
Furthermore, a dramatic minimum wage increase would create intense financial pressure on our organization unless the State will fund the increase to our programs. This remains to be seen.
Our organization becomes subject to Obamacare in 2016. Providing healthcare, without help from the State, would be very difficult for us.
> Service Delivery:
A. Quality of services: Maintain CARF accreditation.
B. Service models: Research new programs and services that may better serve our clients and/or appeal to new client populations
- Research service models that will assist us in the possible conversion of current programs/services that may be eligible for funding.
- Review the possibility of a consultant who could assist us in making necessary changes or program conversion.
- Determine what WAP clients can realistically be moved into competitive employment.
- Review expanding emphasis on identifying and moving individuals into competitive employment.
- Expand and improve educational programming to assist this effort toward greater independence.
D. SEP: Continue to expand individual and group placements.
> Resource Development:
A. Research and identify grants, fundraising and other money making opportunities.
- Research and obtain outside grant writing help.
B. Develop an annual giving campaign through participation of Board, staff, families and other stakeholders to obtain new donors.
C. Increase organization visibility.
> Human Resources:
A. Develop a stable, qualified and motivated workforce that actively delivers the organization’s mission.
B. Improve the organization’s capacity to attract and retain qualified direct service and supervisory staff.