Dear Friends,

This three-year strategic planning document is the culmination of a concerted effort by many of the stakeholders connected to the Brockton Area Arc. We were expertly led in this process by our consultant, Mary Beth Vargus.

After receiving feedback from our members, families, friends, staff, funding agencies, and referral sources, we began our planning by developing a new Vision Statement and a new Mission Statement. We then worked on developing a strategic plan, which when properly implemented, will allow us to move forward in fulfilling our agency’s mission.

Funding cuts in the previous three years had caused us to drift off course. This strategic plan gives us a new and clear direction. I found this process to be challenging, yet very worthwhile for the betterment of our association. I found working with the committed members of our Strategy Planning Committee very enjoyable.

My sincere thanks are extended to the Strategic Planning Committee members. They are:

Your hard work on behalf of those served by the Brockton Area Arc is most appreciated.

Sincerely,

John J. Lynch, Executive Director

A strategic plan generally defines an agency’s vision, mission and goals. The planning process involves three primary stages. During the first stage, the agency’s current status is evaluated, including its strengths and weaknesses. During the second stage, mission and vision statements are developed. A mission statement defines the organization’s business, purpose, and values. A vision statement creates a desired future picture of the agency. During the third stage, goals and action plans are formulated. The goals and plans define the steps that will be taken to move closer to the objectives of the vision statement. The three-year plan developed by Brockton Area Arc’s families, support recipients, Board members, staff, and the Executive Director accomplishes these tasks and offers a blueprint for successful strategic change.

Strategic planning accomplished several important objectives for the agency including the following.

• The organization’s leadership relayed a positive, forward-moving message about the agency’s future to families, service recipients, and employees.
• The process offered a structured forum for stakeholders to evaluate pressing matters (revenue development).
• The plan defines the agency’s priorities for the next three years.
• The plan communicates the agency’s vision, objectives and mission to the organization’s constituents.
• The planning process gave a clear message to volunteers and staff that their input is valued by the organization. Family members, service recipients, business leaders, and staff discussed and debated important organizational and policy matters.
• The strategic team focused on consumer and family needs and interests through a creative planning lens.

The agency’s three-year plan was developed in three phases.

PHASE ONE
During the first phase, a written survey (Questionnaire A) was distributed to service recipients, families, Board members, staff, and other members of the organization. A second questionnaire (Questionnaire B) was sent to referral and funding agencies (Department of Mental Retardation (DMR), Massachusetts Rehabilitation Commission (MRC), local schools). See Attachments 1,2,3 and 4 for Questionnaires A and B and results from both surveys. Telephone interviews were conducted with three representatives from DMR and MRC. The questionnaires requested information from respondents about their opinions on the quality of the agency’s services, recommendations for improvements or new services, feedback on the leadership of the organization, etc. The survey response rate was as follows.

• Staff- almost 80%
• Members of the Board of Directors-50%
• Families-under 5%
• Service Recipients-15% (Selected recipients only)
• Funding and Referral agencies-23%
• Overall response rate-approximately 14%

Although the response rate was low from some groups (families), the response rate was high from groups that know the organization well (staff and Board members). Also, some important feedback was received from leaders at key funding agencies (DMR and MRC). All results were compiled and consistent patterns were noted. These patterns were charted on a one-page matrix. The matrix served as a useful tool for planning participants. See Attachment 5 for the Matrix.

The questionnaire results showed a high frequency of positive responses in the following areas: devoted and committed leadership, a respected Family Support program, caring staff, and solid fundraising efforts. The results recommended improvements in the following areas: building and equipment, the staff performance review system, staff morale, and revenue development.

PHASE TWO
During the second planning phase, vision and mission statements were developed.

Vision Statement
A vision statement describes a desired future state (or picture) of an agency (5-20 years). It sets a clear future direction for planning. Committee members were asked to complete a vision statement exercise before the first meeting. See Attachment 6 for the Exercise. Following a presentation by the consultant, small groups developed 4 possible vision statements. The large group reviewed the statements and shaped one final statement. See the Final Vision Statement in Section VI.

Mission Statement
A mission statement focuses on an agency’s current work. It provides a concise description of the business, purpose and values of an organization. See Attachment 7 for Mission Statement Information. Following a presentation by the consultant, small groups developed 4 possible mission statements. The teams agreed on central themes to include in the final statement and the consultant shaped the final product. See Section III for the final Mission Statement.

PHASE THREE
Following a presentation by the consultant on goal development, the large group divided into small groups to develop goals and action plans in four areas. (Goals are measurable objectives that will move the agency closer to achieving the objective of the vision statement. Action plans define the steps that will be taken to achieve the goals.) The four areas were selected based on the results of the questionnaires, the objective of the vision statement, and planning member’s history and experiences with the agency.

Committee members developed goals and plans that would strengthen the agency’s organizational systems, policies and programs, and allow individuals and families greater choice and opportunities. The planning groups were comprised of the Executive Director, Board members (business leaders and family members), service recipients and staff. Following the goal-planning meeting, the consultant met with the Executive Director to review the goals and action plans. Minor modifications and additions were made. A second meeting was convened with all members to review the final product and obtain their feedback.

All strategic planning meetings were convened between August ‘04 and October ‘04. The consultant met with the Executive Director regularly to develop plans and obtain his feedback and direction.

Committee members developed a three-year plan that will be implemented from January 1 2005 – December 31 2007. The Executive Director, Program Manager, staff and Board members will implement the plan.

The objectives in the plan will shape the agency’s future in several important ways.

• The agency will increase revenue. The increased revenue can be used to address several plan objectives.
• The agency will develop and implement a marketing plan.
• The organization will develop a renewed focus on creating jobs.
• The agency will explore and establish new business opportunities.
• The organization will create important services for children, young adults, and their families.
• The agency will strengthen staff development plans, policies, and practices.
• The agency will implement management and organizational changes that will result in more efficient operations.
• The agency’s building and equipment will be upgraded and modified to provide more efficient and desirable work conditions.
• The organization will develop creative solutions to strengthen its competitive position across the area.

The goals and action plans developed by the committees will be monitored in three ways.

1. A team or person will be responsible for each goal in the plan. They will monitor that goal until it is achieved.
2. The Executive Director (or his designee) will monitor progress with the plan’s goals. Tracking forms will document the results of his review. See Attachment 8 for Tracking Forms.
3. The Executive Director will provide updates to the Board of Directors quarterly.

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Our mission is to work in partnership with the community to provide advocacy, information, and direct services that offer new opportunities and choice for individuals with disabilities and their families. Our services empower and support individuals to realize their personal goals, and foster independence, respect and dignity.

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The greater Brockton area will recognize the Brockton Area Arc as the premier agency for services, advocacy, and information pertaining to the needs and interests of individuals with disabilities and their families.

1. Increase the organization’s total revenue by 10% ($100,000.) over a 3-year period.

Action Plan
Year One

• Increase Redemption Center income by implementing a new marketing plan. The plan might include approaching new businesses, using bumper stickers to advertise the service, buying bins that could be placed at convenient locations, and investigating the system used by supermarkets. Develop a plan by July 1 ’05. Increase revenue by January 1 ‘06.
• Maximize referrals from DMR and MRC. Increase job placements, expand CREWS opportunities, increase volunteer options, secure evaluations for MRC consumers in the community, and approach DMR about individuals that attend day habilitation programs that might want part-time work. Seek a minimum of 3 new referrals from DMR and 6 new referrals from MRC annually.
• Explore the development of printing services with the RISO machine.
• By November 1 ‘04, have a preliminary meeting with Buy the Case.net (on-line bulk groceries) to explore a pyramid marketing fundraising plan. Create a plan by January 1 ‘05. If successful, the agency will profit from purchases made by members, friends, and other organizations.

Year Two

• Explore hiring a professional development person to work on fundraising, grant writing, public relations, and marketing. Hire a person by December 31 ’06 if funds are secured.
• Hire a consultant between March 1 ‘06-June 30 ‘06 to explore and work on the development of a day habilitation program.

Year Three

• Use newly raised revenue to address building and other agency needs.

Team Responsible: Shaun Fitzgerald, Member of the Board of Directors (Redemption Center Marketing)
Executive Director, Marketing Manager, Job Developer, Program Manager, Case Managers

1.  Develop 2-3 new work opportunities, including new businesses, within 3 years.

Action Plan
Year One

• By July 1 ’05, review strategic plan questionnaire results for information on consumer / agency employment needs and interests.
• Interview key stakeholders (schools, MRC, DMR) by July 1 ‘05 for updated information on their program needs and interests.
• Hold small group discussion with consumers to obtain information about their interests and work choices.
• Analyze results by October 1 ’05.
• Develop a printing business with the RISO machine as described in Section I.
• Develop and expand work options as described in Section I (CREWS, jobs, part-time work).

Year Two

• Develop a third program or business by July 1 ‘06 based on the results of stakeholder interviews, questionnaire results, and consumer discussions.
• Identify the financial, marketing and staff resources required to implement the plans.
• Include timelines in the plans for the various stages of program development and completion.
• Analyze any impact the new programs will have on the present organization and make appropriate adjustments.

Team Responsible: Marketing Manager (Printing)
Secretary, Staff, Executive Director, Board President

2. Develop 2-3 new services for young families.

Action Plan
Year One

• Survey greater Brockton schools about their need for a transitional service for students (use meetings, phone interviews or a written survey).
• If a transitional program is needed, formulate a detailed plan to develop the program by June 30 ‘05.

Year One-Two

• Survey young families about their interest in an after-school program and other supports. (Use written surveys, roundtable discussions with 1-3 small groups of young families, or phone interviews).
• Develop a needs and interests survey tool by March 30 ‘05. Conduct the survey by June 30 ‘05
• Consider innovative program designs.
• If there is a need for an after-school program, formulate a plan to develop the program by December 30 ‘05. Open the program in the spring of ’06.
• Seek grants, donations, fundraising, and other support for the programs.

Team Responsible: Family Support Director, the Family to Family group, Board President

1. Improve staff morale as measured by a strategic plan follow-up questionnaire in June 30 ‘05.

Action Plan

• Continue to work on obtaining salary increases through the state budget process.
• By March 30 ’05, define 3 new ways to create a climate of positive recognition for good work (Employee of the month, special awards, Creative planner of the month, ‘Thinking outside the box’ award).
• Create a bulletin board where outstanding accomplishments for hard work can be acknowledged. Consistently support positive achievements.
• Communicate appreciation for a job well done.
• Discuss staff ideas at regular staff meetings each month. Relay a message that their input will support the agency’s growth.
• Research incentives that might motivate staff by March 30 ‘05. Ask staff about their most powerful incentives.

Team Responsible: Executive Director (Salary)
Program Manager, Staff representative

2. By July 1 ’06, offer one-half day of staff training a month with a new curriculum that addresses basic requirements and innovative planning (contingent on resource availability). Formulate a development plan for managers.

Action Plan

• The Executive Director will talk to the DMR Area Director about the agency’s need for more training time ($).
• The Executive Director will build the agency’s training needs into the DMR contract.
• By July 1 ’06, the agency will develop a training curriculum based on the results of the strategic plan questionnaire, agency requirements, and the objectives of the organization’s vision statement.
• Conduct research to find expert trainers. Trainers will be selected 30 days in advance of trainings.
• A routine training system will be established within the organization. Investigate how other agencies have achieved success in this area.
• The Executive Director will work with the President of the Board to formulate a development plan for managers. Trainings will be researched and other agencies will be contacted for their ideas.
• Resources needed to implement the staff and management development plans will be secured (if possible) by July 1 ‘06.

Team Responsible: Executive Director, Program Manager, Board President

3. Develop an improved performance evaluation tool by December 31 ‘07.

Action Plan

• Develop a small task force by July 1 ’07 to create a new or strengthened performance tool.
• Research other agency’s successful performance tools by October 31 ’07.
• Develop a tool by December 31 ‘07.
• Regularly use the tool to assess staff’s performance.
• Provide a training for staff on the tool at a staff meeting by December 31 ‘07.

Team Responsible: Executive Director, Program Manager

4. Develop and implement a plan by December 30 ’05 that ensures the delegation of direct support responsibilities to appropriate staff.

Action Plan

• Take steps to change the agency’s organizational and management structure to provide a more efficient staff vacancy back-up system and improve management of operations. Create new positions including a Redemption Center Manager, a Production Manager and a part-time Job Developer.
• Consider additional organizational and management changes that might be required to achieve the goal.
• Identify the resources needed to implement the plan.
• Secure the resources needed to expand the Job Developer’s position to full-time.

Person Responsible: Executive Director

1. Change the physical plant to better support consumer and family’s needs and interests.

Remodel / Improve the existing building

• Obtain space next door for the Redemption center and add a cafeteria
• Drop the ceiling
• Obtain air conditioning
• Create interior walls
• Improve the existing space (paint, rugs)
• Look for equipment and furniture (chairs, couches) from friends of the agency, grants, etc.
• Develop partitions to create individualized space
• Create more bathrooms

Action Plan

• Develop a task force to develop and implement the plan by February 1 ’07 (contingent on funding or donations).
• By July 1 ‘06, develop an assessment tool that evaluates physical space requirements, employment interests and needs of current consumers, projected future needs, possible program expansion (day habilitation) and other key issues. Use this information to design a plan for modifications and improvements for short and long-term plans.
• Secure the resources needed (financial and other) to implement the plan.
• Talk to the landlord about the availability of renting the adjoining building.

Team Responsible: Executive Director, Program Manager, Shaun Fitzgerald (Board member)

2. By June 30 ‘05, improve internal communication by making 3 new purchases: a phone system that can be used in all areas of the building, an answering machine for after-hours messages, and voice mail.

Action Plan

• Seek external funds to support the cost of the purchases (grants, fundraising, etc).
• Research quality and cost issues.

Person Responsible: Executive Director

3. By December 31 ‘06, purchase equipment that will improve lawn service operations including a trailer and industrial machines to decrease the frequency of breakdowns.

Action Plan

• Research cost and quality issues.
• Secure the funds needed to make the purchases by November 1 ’06 (fundraising, grant writing).

Team Responsible: Executive Director, Manager of the Yard Crew

Board Members 7 Service Recipients 2 Family members 5 Staff 18 Other 2 No Identification 2

Respondents are satisfied with their current services.

Question 4. AGENCY STRENGTHS

 *1 Response: Agency’s connection to a larger advocacy effort, work gratification, consumer assertiveness program, fair work distribution, educating staff about the legislative process, consumer day and camping trips, the BAARC banquet, the high quality of work, independence from DMR, a safe work area

*1 Response: Remove some of the pressure from the Executive Director, need consumer physical abuse policy, need time for staff to attend important meetings, short deadlines, explore beyond traditional means of fundraising, no supervision at lunch, consumer pay is low, need supports for families of children, staff turnover, consumer confidentiality a concern, increase family involvement in the organization, offer more staff trainings, organization not open to new ideas

*1 Response: Increase referrals, improve services, increase subcontract work, consider restructuring pricing, attract more families and members, develop a vision, provide consumer education, address tight deadlines, respect staff, improve services, hire volunteers to assist supervisors

Twenty-six services were recommended including a day habilitation program, hiring student interns, exploring DMR family support expansion funds, developing recreation services for children, and hiring additional staff to manage the Redemption program (See Long Version for a comprehensive list).

Twenty-seven forums were recommended. Several sessions were recommended more than once (reading and writing, computer training, Medication training, CPR, First Aid). Additional forums included Alzheimer’s education, Thinking Outside the Box, Sessions for high school students, Seminars on aging, and How to Make the Service Delivery System Responsive to Your Needs (See Long Version for a comprehensive list).

*1 Response: Need to stay informed about current thinking, address communication and confidentiality concerns, see the ‘big picture’ for the organization, treat staff with respect, and provide positive feedback to staff

Positive final comments 13

(Grateful, good job, every success, consumers are treated wonderfully, many great supervisors, I’ve learned here, a nice place to work, admire Jay and Dianne, great organization, huge part of our lives for many years, great working with staff and friends, BAARC is a good organization, the organization is important to many people’s lives, I have seen many changes for consumers)

Comments that identify a need for organizational changes 6

(Underpaid staff, budgetary cutbacks, personnel problems, low morale)

MRC

Fund Employment, Evaluations

DMR

Fund Employment

Local schools

No response to survey

MRC

• Yes. The agency is great to work with. Very cooperative. Jay is great.
• Referred several people in recent years for evaluations. Receive excellent evaluation reports

DMR

• Jay and Dianne are wonderful. They are at the center of the agency’s accomplishments.

MRC

• Staff are very committed (provided an example of the agency’s successful work with one man).
• Administrators are great.
• The agency has good longevity.
• The evaluation reports are thorough.

DMR

• Jay and Dianne are great. Their attitude and commitment to people with disabilities is exceptional. They are very dedicated.
• Jay is very responsive to DMR requests and requirements.

MRC

• Production work is limited (factory work).
• They agency doesn’t offer the ‘right’ kind of work for some of the individuals we support.
• The agency serves their in-house population well, but the need for expanded services is great.

DMR

• Service Coordinator’s aren’t satisfied with the performance of some of the agency’s staff.
• Staff demonstrate limited creativity in consumer planning.
• The environment is lacking ‘energy’.
• The physical plant is unappealing to some families. The agency is losing referrals and revenue as a result.

MRC

• Expand services to provide greater emphasis on competitive employment and follow-up after the evaluation is complete. We could use this service.

DMR

• Improve the physical environment.
• Work with staff on creative planning.
• Jay could offer good insights on recommendations for improvements.

MRC

• Work opportunities for skilled individuals that require minimal support (provide limited support, negotiate with an individual’s employer, etc.).
• Conduct work evaluations in community settings. Possibly make arrangements with an employer to conduct the evaluations.
• Expand the CREWS program. We would use this service.
• We need placement and job coaching for an expanded population.

DMR

• Services for individuals that are aging
• Day habilitation program (The DMR Area Director will explore the possibility of developing a day habilitation program with the Executive Director.)
• Social recreation supports for younger families
• Build on Family to Family
• Day services for individuals with behavioral challenges

MRC

Yes, See # 6

DMR

Yes, See # 6. Individuals waiting for work services are referred to the agency.

MRC

• Yes. Addressed above
• You have an excellent organization. We have an increasing need for the service.

DMR

• Yes, Addressed above
• Jay and Dianne are exceptionally dedicated.

MRC

MRC information was obtained from one telephone interview and one written questionnaire. The MRC Brockton Area Director completed the questionnaire. The telephone interview was conducted with an MRC representative that has worked with the Brockton Area Arc for many years.

DMR

DMR information was obtained from a telephone interview with the DMR Area Director.