The Abc Service Agency Tourism Essay

The Abc return execution Tourism EssayThis intend was developed with broad involvement and guidance from the Board of Directors and mental faculty. The Strategic Planning deputation involved seven board members and four staff on the management team. This Committee including several past presidents of the board met twice to reflect on the mission, vision, force operating values and assumptions underlying the geological formations approach to its work. These meetings set the stage for a work session of the full board during which the organizations strategical direction was defined. The staff helped coordinate the planning process and resultd important wear and analysis to complete this plan.The ABC Service image began in 1961 as a volunteer pargonnt keep group. Today the organization provides bides and operate annu aloney to nearly 2,000 children and adults with disabilities and their families, and is one of the countys largest plighters. Its assistance is designed to support individuals and their families from birth through the senior long time.The theatrical helps include residential serve and support job placement and support, planned relief for the c begivers of children and adults with disabilities, social activities, and vocational training. The authority also offers information and referral services, and works to educate community.3 Direction and ResultsThe Agency strategic direction and goals included in this plan are The Agencys resolution to its understanding of what its customers value most about the organization, and current opportunities and challenges for crack a high quality system of support in the community for nation with disabilities.The five-year period of this strategic plan pull up stakes be a clock of assessing and deepeningWith a fresh perspective on its mission, understanding what it does well, and the environment in which it operates, The Agency exit pursue the following strategic direction1. Agency get out re view and deepen its existing direct supports and services over meter to control that they are state-of-the art for working effectively with children and adults with disabilities.2. Agency will foster assess consumer and community call for to identify gaps or needed shifts in service delivery.3. Agency will take a leadership function in working with a range of providers to identify and meet the call for of children and adults with disabilities.4. Agency will explore the feasibility of scattering the organizations visibility in the community and fashioning greater utilisation of volunteers.5. The Agency will emphasize building its discretionary financial resources to invest in providing quality services.4 Set goalsThe following goals for The Agency over the next five years are the organizations response to the important issues identified in the environmental s sewer that was completed as part of the strategic planning process. These goals provide a roadmap for fulfilling the strategic direction.5 Delivery of servicesThe Agency will provide model supports for people with disabilities and their families, either directly or through partnerships with or referrals to other service providers in the following areas work week opportunities (e.g. employment and day supports) Recreation and leisure activity Residential support (e.g. community living and participation) Family support and educationNote this is a sample plan and is non intended to refer to both particular organization.6 adult male ResourcesThe Agency will develop a stable, highly qualified and motivated workforce that actively delivers the organizations mission.7 Resource DevelopmentThe Agency will be a highly visible, well-respected, non-profit organization that attracts increased numbers of volunteers and higher levels of contributions to support operations and the endowment investment comp any(prenominal).Successful implementation of this strategic plan will subject in more quality supports and services delivered to consumers, The ultimate result It is about changing community conditions that make full community conduct possible for both person.8 Organization of the Strategic PlanThis plan has two purposes. First, it presents the most comprehensive compilation of the plan and its component parts. Second, it is a reference guide for strategic planning. At the beginning of apiece section a box includes a definition of the component part. at that place are a few footnotes with additional subservient tips about how The Agency can use the information in the plan. In the future8.1 Comp all VisionVision statement describes the organization in the evenhandedly distant future twenty to30 years. Components of the vision statement may include 1) how big is the reach or scope of the work? 2) What is the organization doing? What is its role? 3) What does the organization itself look like? 4) Who are biggest partners? 5) What are the major sources of musical accompaniment? It may also include major external context or assumptions that will influence this vision.9 20- division Vision for the Agency9.1 In The ContextIn the year 2025, greater acceptance and full comprehension by the community, improved services and support and more prevalent and helpful technology will add to the quality of life for children and adults with disabilities. At the same time, because of population growth, the aging of the population, and higher incidences of eight-fold diagnoses, the needs of people with disabilities and their families will remain extensive and varied.Finally, people with disabilities and their families will control more of the resources and decisions about who provides them with help and support.10 Role and Program functionThe Agency is the leader in identifying needs and bringing together all kinds of resources and services for all children and adults with disabilities and their families in the county to support full long-term community cellular inclusion and participation.Specifically The Agency Leads a collaboration of providers and community organizations and political platforms Directly provides cutting-edge, model services that meet identified gaps Collaborates with and makes referrals to other high-quality service providers Leads m any another(prenominal) advocacy efforts to ensure services are provided either by The Agency or other providers.Note this is a sample plan and is not intended to refer to any particular organization.11 Funding SourcesWhile government contracts are still a significant source of funding, The Agency has a robust and innovative fundraising syllabus earning resources from private sources including individuals and businesses.12 Company MissionAchieving full community life for children and adults with disabilities one person at a time.The Agency introduces a new cardsharper mission statement in this strategic plan. This statement reflects two dimensions, they areAchieving means insuring that individu als with disabilities gain the right combination of support and opportunity to experience their profess individual potential.Full community life means the opportunity for every individual with disabilities to actively participate with their family, friends, co-workers and other valued relationships in creating a life that is joyful and fulfilled.13 Core Operating ValuesCore Operating Values are the fundamental values or ideals at the heart of the organization. They devise ideals that the organization aspires to hold itself accountable for and offer guidance about how the organization be amazes in carrying out its mission.The following core operating values influence the refining and public image of The AgencyCaring Attitude The Agency demonstrates compassionate support and concern for people with disabilities and their familiesNote this is a sample plan and is not intended to refer to any particular organization.Responsiveness The Agency finds solutions that meet the needs and preferences of people with disabilities and their families through direct service or referrals to other providers. compliancy The Agency honours the choices of people with disabilities, encouraging each person to take control over his/her own life, and helps to shape these based on what is important to each consumer.Individualized Support -Agency knows that peoples needs vary significantly and can change over timeDiversity The Agency understands that people with disabilities are part of all races, ethnicities and religionsIntegrity and Accountability The Agency has the highest level of integrity in its administrative, service, and outreach activities we tie these activities directly to our mission, and we maintain and report our records accurately.State of the Art Practices -The Agency aims for excellent, high quality, state-of the-art approaches that people with disabilities and their families can always count on to be there. partnerships The Agency works with a wide variety o f partners and advocates for quality service by all partners.protagonism The Agency educates the public and advocates for the long-term toppers interests of people with disabilities and their families.Financial Sustainability The Agency believes its work as an advocate and service provider will be needed for many years into the future.14 Underlying Service AssumptionsThis is a set of beliefs about the world that frame an organizations work.Directors and staff believe that the actions they will take will have the desired results.All of The Agencys services and the way it goes about its work are based on fundamental beliefs best way to support people with disabilities. TheAgency believes All people have equal rights. All people have strengths and assets.Note this is a sample plan and is not intended to refer to any particular organization. It is possible to make a positive difference in the lives of children and adults with disabilities. People thrive when they make their own choice s and people with disabilities are capable of and have the right to make their own decisions People with disabilities deserve the same opportunity to participate in their community. Engaging and participating in community life has a positive impact on people with disabilities. People with disabilities are valuable members of their communities.Note this is a sample plan and is not intended to refer to any particular organization.15 Summary of Most Important Points in the EnvironmentAn environmental scan, called the e-scan for short, is a process for discovering and documenting facts and trends in the operating environment of an organization that are likely to affect the organization in its future work. E-scan findings are used to orient strategic planning participants on the context in which the organizations mission is carried out. The e-scan can also include a summary of internal information about the organization and its history including who has been served, results it has achiev ed, its current structure, and financial data. It is often put in the exemplar of a SWOT (Strengths, Weaknesses, Opportunities and Threats) analysisThreats are external activities or trends that threaten the current and future success of the organization.StrengthsThe Agencys key strengths include the organizations demonstrated ability to provide high quality, necessary services, which help people with disabilities live a fuller life in the community. Staffs are committed, and the services and programs offered are monitored for quality. When there is a challenge, the organization meets it through innovation. The Agency has an excellent reputation and is looked to by other service providers as a leader.WeaknessesSome believe that The Agencys significant growth has led to challenges to serviceman resources, difficulty with supervision, lack of structure for coordination among departments, and inconsistent administrative and clerical support. There is a perceived need for improved man agement practices, use of technology, and increased use of volunteers. Issues with the employment program were mentioned, including tracking, matching people to jobs, training, and finding more opportunities.OpportunitiesThe opportunities considered most important included Increasing community acceptance and opportunity for further inclusion through employment. There appears to be increased emphasis on inclusion at schools and increased openness by employers to hire people with disabilities. These changes make The Agencys ism more prevalent and may increase demand for its services and opportunities for employment and inclusion.Government Agency Waiver. Government will now provide the person with disabilities with a check to buy services..ThreatsThe threats considered most important included Dependence on government funding. Funding, particularly the residential funding stream, doesnt keep up with needs.Implications The Agency needs to assess the real demand for its services, increa se private stick out options, and be prepared to explore other opportunities for generating revenue. The question of what happens when private money is gone needs to be addressed.Other threats mentioned included The aging population, which means aging caregivers and aging people with disabilities. The improvements in medicine mean people are living longer. There are a lot of nonprofits in the county, and volunteers and donors may not be engaged forever with a single service provider. Employment for persons with disabilities, especially in bad economic times, gets very difficult. Rising housing prices make affordable housing increasingly difficult to find and maintain.16 Strategic DirectionThe strategic direction is a succinct statement about the strategy or approach an organization will take toward its work over a particular proposition period of time. The statement is based on a combination of both the current environment (the opportunities and threats facing the organization) and the mission and competencies of the organization. It is often a direct response to the strategic questions asked by an organization.Based on the Board of Directors understanding of The Agencys mission, primary customer, core values, and the opportunities and threats in the current environment, the next three to five years will be a time of assessing and deepening its approaches to its work. Concurrently, The Agency will take more of a leadership role in working with a broader place of community resources, and it will explore the feasibility of actively engaging volunteers.The Agency will review and deepen its existing direct supports and services over time to ensure that they are they are state-of-the art for working effectively with children and adults with disabilities.They will further assess consumer and community needs to identify gaps or opportunities for shifts in service delivery.17 Goals AreasGoals and objectives set out the broad results that the organization hopes to ac hieve within a specific time period (goals) and statements of shorter term results and collections of activities (objectives) which if achieved will constitute and execution of the goals.In order to pursue the strategic direction described above, The Agency will fulfil the following goals and objectives.Note this is a sample plan and is not intended to refer to any particular organization.18 Delivery of ServiceThe Agency will provide model supports for people with disabilities and their families, either directly or through partnerships with or referrals to other service providers in the following areas work week opportunities (e.g. employment and day supports) Recreation and leisure activity Residential support (e.g. community living and participation) Family support and education19 Main ObjectivesA. Employment Support1. More people with disabilities find and keep jobs in the community that pay a living wage and are satisfying.2. The number of referrals for jobs and the amount of a vailable training support increases.3. There is an increase in the number of businesses in the county that employ people with disabilities.4. Local public policy continues to create favourable conditions for supported employment.1. Increase in the number of consumers in all programs over 5 years with disabilities who are using community resources in the county.2. Consumers have greater choices and opportunities in social, recreational and civic activities in the community.3. Consumers are more socially interactive and are better integrated into the community.Note this is a sample plan and is not intended to refer to any particular organization.C. Family Support and Education1. More families with five-year-old children use The Agency as their go to resource for early information and guidance.2. Consumers and their families have a structured approach for planning for all phases of life pedal transitions (e.g. children to youth, youth to young adulthood, adulthood to senior years, en d of life).19.1 Human ResourcesThe Agency will develop a stable, highly qualified and motivated workforce that actively delivers the organizations mission.19.2 Objectives1. The Agency improves its capacity to attract and retain qualified direct care staff.2. All staff thoroughly understands the meaning of the mission and how their job contributes to achieving it.3. A victor ripening program is implemented to strengthen and expand the supervisory and management capacity and opportunities among mid-level managers.4. A professional development program is implemented to strengthen and expand the capacity of direct support staff to be community liaisons and successfully integrate the consumers they support into the community.19.3 Resource DevelopmentThe Agency will be a highly visible, well-respected nonprofits organization that attracts increased numbers of volunteers and higher levels of contributions to support operations and the endowment fund.19.4 ObjectivesA. Visibility1. Update the communication plan to align with the strategic plan.2. mathematical function strategic communication to facilitate volunteer recruitment.B. Volunteers1. Increase by 50% volunteers who are involved in all activities of The Agency.2. Establish a volunteer development program, including selection, training, leadership development and recognition.3. There is an increase in the number of family members and other volunteers who are actively involved in advocacy on behalf of people with disabilities.C. Fundraising1. The talent Fund reaches $1 million in assets.2. There is an increase by 25% in the amount of contributions that support the operating budget.3. A maintenance fund is established and dollars are raised annually to sustain it. (Amount to be determined with additional research.)20 Strategic Action Plan Focus by YearThe following is a summary of the anticipated major focus of activities by goal (in addition to on-going operations) for The ABC Service Agency Board of Directors and Staff in each year of the strategic plan.20.1 Year Summary of Activity1 Service Delivery Shift from strategic planning to plan implementation administrative department and staff reorganization new Administration, Finance and Facilities DepartmentResource Development New Development Specialist position Update the communication plan to align with the strategic plan2 Service Delivery Fully develop capacity of the new administrative support team and strengthen program delivery with new practices using existing resources Program Directors working to strengthen program integration Employment support triage to strengthen training and placement Partnership with business in The County Increase advocacy efforts with HCPSS and DORS Work on communication skills to support people with disabilities accessing and using community resources Develop agency-wide interest inventory buffer typical after work activities Reorganize family support for increased capacity for meeting needs of families w ith young children. Management Team focus on best practicesHuman Resources Update training curriculum for direct support staffNote this is a sample plan and is not intended to refer to any particular organization.20.2 Year Summary of Activity Creation of professional development program for direct support staffResource Development Plan for spread out use of volunteers Establishment of Volunteer Leadership Development program Build capacity of resource development efforts including technology and tracking giving trends Information/funding raising breakfast events Begin seeking support for endowment fund Develop maintenance fund and secure initial funding3 Service Delivery prolong work to strengthen service delivery Formalize system of professional development for direct support staff Implement processes for assessing comfort with employee supports and tracking participation with community resources and expanded family support and education support Expand internship initiative with businesses Community Access Specialist position Meet the Agency events for families children Strengthen supports and approaches for managing life cycle transitionsHuman Resources Implement new staff committee structureResource Development Begin to implement volunteer services plan, including hiring a VolunteerCoordinator Implement a fall fundraising event4 All Goals Develop expanded action planService Delivery Continue developing and stabilizing all new activities and initiativesExpand marketing for employment services to expand the number of people who are supported Dedicate put of rolling access funds to support access to community resources Community Access Specialist focuses on relationship skill building for people with disabilities to further support community integrationHuman Resources Continue focus on staff development including developing a supervisory and management curriculum for mid-level staffResource Development Continue to grow volunteer program Continue strength ening resource development efforts5 All Goals Continue developing and stabilizing all new activities and initiatives begin increasing numbers of consumers supported across program areas Take broad look at lessons learned in legal injury of successes and obstacles in implementing all new activities and initiatives Plan for new strategic plan