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P.I.L.O.T. SERVICES STRATEGIC PLAN 2010 TO 2015 EXECUTIVE SUMMARY
 
AGENCY OVERVIEW AND OUR STRATEGIC PLANNING PURPOSE.....

P.I.L.O.T. Services has been incorporated since 1992 and has been consistently providing quality community based services to individuals with developmental disabilities and their families. The agency has grown from an initial administrative grant of $125,000 from the New Jersey Department of Human Services, Division of Developmental Disabilities, to a revenue stream of $3.75M for fiscal year 2010.

P.I.L.O.T. Services operates the following services with approximately 106 full and part-time well trained employees:

  • Social Services: Community Living, Family Support Voucher Stipend Program, Rental Subsidy, Wrap-Around Services, Transportation
  • Day Programs: Facility-Based Community Program, Crew Labor Program
  • Residential Services: Senior Group Homes, Group Homes, Supervised Apartments

The agency presently serves 70 consumers throughout four counties in South Jersey (Atlantic, Burlington, Camden and Gloucester) while primarily focusing on individuals with Developmental Disabilities from the mild to moderate range.

The senior leadership of P.I.L.O.T. Services has long recognized the need for the agency to undergo a strategic planning process and in 2008 solicited the Philadelphia Foundation for financial support to fund this endeavor. The Foundation granted their request and the consulting firm KDH Enterprises, LLC was retained to facilitate the task.

The strategic planning process was initiated in December 2008 with a backdrop of one of the worst economic downturns since the Great Depression. For example, during the period of this strategic planning effort, the New Jersey unemployment rate increased 3.3% to 10.1%, which was slightly less than the national average. The Dow Jones Industrial Average showed sign of recovery by exceeding 10,000 after an initial start of 8776. This being said, the focus of the planning process continued to view the volatility of the economic climate as a cyclical phase that would pass or "heal itself" over time. Unfortunately, living through the ramifications of minimal cost of living support and the lack of capital to meet expansion and replacement costs, lead the Planning Committee to be relatively conservative in their deliberations.

The primary purpose of this strategic planning document is to provide the Board of Trustees, senior leadership, and all stakeholders with a set of recommendations for action that will assist the agency in moving into the future with a clear purpose, a measurable set of strategic objectives, and a method of sustaining positive change.

 

OUR PLANNING PROCESS.....

The planning process was designed to ensure that all levels of the direct care and administration were included in the decision-making process and that the process utilized the organizational structure to support its findings. The intent was to create a methodology that was inclusive, transparent, and one that effectively managed the time and resources of the agency. As a result, the planning process included the following:

  • The establishment of an eight-member Strategic Planning Committee to guide and inform the planning process,
  • A review of organizational mandates that are formally and informally required by external authorities established to direct the organization in legitimately fulfilling its mission,
  • The identification and analysis of stakeholders,
  • A review and edification of the mission statement,
  • The development of Guiding Principles/Values,
  • The analysis of critical data and environmental scanning information,
  • The synthesis and identification of emerging strategic themes and issues,
  • The establishment of strategic areas, goals and objectives,
  • The agreement of a regular evaluation process,
  • The preparation of a format for a detailed strategic action plan.

 

OUR STRATEGIC GOALS AND OBJECTIVES.....

KDH Enterprises, LLC utilized several different formal strategies to identify strategic direction. The direct approach allowed for the identification of strategic issues after review of the organizational mandates, stakeholder analysis, mission statement and S.W.O.T. meetings. The goals approach allowed for a continuous focus on the critical issues facing the organization that were clearly articulated early in the planning process and further examined during the S.W.O.T. meetings and reinforced by opinions by senior leadership. The oval mapping approach was also utilized in an effort to identify the potential actions that the agency might take, given the cause and effect or influence relationships that are present throughout the service system. By using these three approaches, KDH Enterprises, LLC was able to identify critical areas in need of focused and strategic intervention.

This synthesis led to the establishment of five primary strategic areas of recommendations. The strategic areas are purposely organized to be applicable throughout the entire agency and to present an aerial view, as well as a balanced perspective to goal attainment. With input and advice from the Strategic Planning Committee, the five identified Strategic Areas were broken down into goals and objectives.

 
STRATEGIC AREA GROWTH & DEVELOPMENT
Goal: Focus on the continued growth and development of the organization which should include new lines of business, expansion of the existing service delivery system, and an increase and diversification of the funding base.

Objective(s):

a. Identify and apply for other grant opportunities that meet the mission of the agency and enhance or support the existing continuum of care.

b. Utilize the New Jersey Transit vehicle to provide transportation on a fee-for- service basis for targeted individuals and groups.

c. Provide in-home respite services on a fee-for-service basis and/or by contract with the New Jersey Division of Developmental Disabilities.

d. Provide before and after program respite services on a fee-for-service basis and/or by contract with the New Jersey Division of Developmental Disabilities.

e. Expand Community Living program by soliciting and accepting referrals in neighboring counties adjacent to the existing 4 county service area.

f. Evaluate the need for additional day program space and conduct a feasibility study to analyze the possible need for expansion.

g. Identify and contract for sub-contract work that can be implemented at the day program.

h. Investigate the possibility of establishing a thrift store where consumers can work and sell products.

i. Research "aging" issues and develop an internal sensitivity to geriatric services so that consumers can remain in their agency supported residence and day program as long as possible and appropriate.

j. Increase recreational opportunities for consumers including exercise and nutritional programs for those using wheelchairs.

k. Increase fund raising options and net income to the agency.
Improve financial support from the community by better publicizing the agency designation number via the local United Way.

l. Design process to identify and quantify capital replacement needs along with funding alternatives to support on-going obligations.
 
STRATEGIC AREA #2 NAME RECOGNITION & COMMUNITY AWARENESS
Goal: Increase name recognition and visibility of P.I.L.O.T. Services through targeted marketing and improved communication with all agency stakeholders (particularly secondary consumers).

Objective(s):

a. Establish a strategic marketing plan for the agency that includes print, television, radio, web site, etc.

  • Create specific marketing effort that addresses DDD initiative placement made through Care Coordinator system.
  • Marketing plan should include agency fund raising events.

b. Establish a parent advocacy group that can support agency initiatives and advocate for human services issues related to their consumer family member.

c. Develop a quarterly newsletter that is targeted to families and other stakeholders.

 
STRATEGIC AREA #3 EXPANDED USE OF TECHNOLOGY
Goal: Promote, expand and utilize technology to support and enhance all administrative and programmatic functions within the agency.

Objective(s):

a. Develop a technology plan that includes an inventory of equipment and a strategy for replacement/upgrades.

b. Evaluate existing administrative paper processes and replace with computer-based technology.

c. Provide basic training in computer software that supports administrative and programming functions.

d. Make better use of agency web site to include information available/helpful to families (i.e., recreation/community integration opportunities, training/conferences, etc.).

 
STRATEGIC AREA #4 EMPLOYEE TRAINING, RETENTION, EFFICIENCY & EFFECTIVENESS
Goal: Focus on employee related issues including training, retention, satisfaction and quality.

Objective(s):

a. Provide targeted and specific customer service training to all program staff, including administrative employees.

b. Identify and implement strategies to evaluate and ameliorate issues related to employee retention that are sensitive to new employees vs. long-term employees. Exit interviews Employee surveys

c. Streamline recruitment process to include House Manager input.

d. Implement a training calendar that includes a consistent review of all agency policies and procedures, along with any topics that enhance productivity, efficiency and safety.

e. Become a DDD training site for new employees.

f. Clarify and revisit specific policies and procedures regarding the following: two week notice of employment separation, vacation, severance, sick time, finger print process, driver eligibility, management of disgruntled employees.

 
STRATEGIC AREA #5 INTERNAL ACCOUNTABILITY/QUALITY ASSURANCE
Goal: Promote efficiency, effectiveness and accountability through improved systems and strategies of quality assurance.

Objective(s):

a. Implement alternative medication dispensement practice in order to minimize medication errors.

b. Expand agency quality assurance function and staff to include regular reviews and analysis of Worker's Compensation, Unemployment Insurance, IR/UIR.

c. Develop a "risk Management Plan" for the organization.

d. Expand expectation survey to include secondary consumers, staff, vendors, funding sources and any other critical stakeholders.

e. Create business model for all program expansion/initiatives to include the following; clear strategy, staff assignments, communication model, task analysis, etc.

f. Expand fiscal decision-making and levels of authority where appropriate.

g. Address all internal control issues identified by the auditor or licensing entity.

 
OUR PROCESS OF EVALUATING THE STRATEGIC PLAN.....

The President and Chief Executive Officer of P.I.L.O.T. Services maintains the primary responsibility for the successful implementation of the strategic plan. The following action steps and structure was established to support the on-going review and evaluation of the plan:

  • Specific work plans will be established and responsible senior staff held accountable for reporting progress to the CEO on a monthly basis.
  • The Strategic Planning Committee will continue functioning as a planning and advisory entity to the Board of Trustees. The CEO and senior staff will report progress to the Committee on a quarterly basis during the first year of implementation and bi-annually thereafter.
  • The Strategic Planning Committee, along with the CEO, will report progress on an annual basis to the Board of Trustees.
 
 
 
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289 Jackson Road Berlin,
NJ 08009.
Phone: (856) 809-0600
Fax: 856-809-0500
E-mail: thepilotservices@comcast.net
 
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