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Strategic Plan Summary

2010-2012 Planning Process and Strategic Initiatives

Mission: Creating jobs and opportunities for people with differing disabilities so they can have a good quality of life.
The essence of our mission is intact. A group of staff and board members reviewed our past, current state and future growth, including data on whom we now serve and who will need services in the future. From this, the mission was revised to include people with differing disabilities. The new statement values our roots serving people with developmental disabilities, while recognizing that many employees in Contract Services have other types of disabilities.

Vision: A world where people with disabilities are fully included.


Melwoods vision has not changed, as there is consensus that our work continues to bring greater inclusion and acceptance of people with disabilities.

Core Values and Guiding Beliefs


The topics of partnership and accountability recurred throughout the planning process, and now appear in the plans goals and strategies. These themes emphasize the importance Melwood places on improving internal and external relationships and transparency, and a willingness to build new relationships and evaluate new ways of doing business.

Environment and Process


Melwood developed this strategic plan in a challenging economic environment. Melwood has dealt with a steady decline in our major fundraiser and a world in a long, difficult recession. Unsurprisingly, our first strategic initiative is to achieve financial viability. We asked for the opinions of our stakeholders, including parents, individuals, customers, funders, staff and board. Their responses formed the motivation for the initiatives to improve services and create new employment opportunities. The fourth initiative, enhancing board support of the strategic plan, reflects the partnership and accountability themes within the plan.

Strategic Initiatives: 1.0 Financial Viability


Melwoods revenue will depend on diverse sources, not the will or whim of one person, resource, funder or customer. Reserves and non-designated revenue will be available in the future to respond to forces not in our control. Each division will have its own revenue base, with corporate fundraising to support general overhead and growth needs. Objectives: I. Corporate Accountability and Revenue Production a. Over the next 3 years, the CEO and the Board of Directors will increase revenue by $100,000 through fundraising. b. The PGA Nationwide event will raise a minimum of $200,000 yearly. c. Sustain and build on core competencies and infrastructure of the vehicle donation program by developing a business plan. d. Provide cost-effective supports to program operations: All support services at Melwood will reflect the needs of the two major divisions of Melwood. e. Implement a culture of accountability across the organization. II. Community Services Division will become financially self sufficient by 2012 a. Program fundraising will raise $150,000 b. Reduce transportation expenses c. Divest residential properties d. Develop and increase additional revenue sources in addition to DDA III. Contract Services Division will utilize its resources by reinvesting in the division. a. Increase budget effectiveness b. Improve current contract performance
Melwood 5606 Dower House Road Upper Marlboro, MD 20772 301-599-8000 www.melwood.org

Melwood Strategic Plan Summary 2010-2012 Planning Process and Strategic Initiatives, continued

2.0 Improve Services


Melwoods services will be aligned with the disability movement and our vision of a world where people with disabilities are fully included. External customers, stakeholders and referral sources will recognize Melwoods brand as quality. Objectives: I. Person Centered Programs a. Services will be tailored to ones abilities and preferences, allowing each person to maximize their independence. II. Provide Program Choice Community Services will provide program choice in individual, day and employment support services a. All programs will have the ability to customize programs based on individuals needs.

3.0 Create Employment Opportunities


Opportunities for people to be integrated in the community through employment will grow both in numbers and in types of employment. Objectives: I. Improve business development to address expanding types of work being offered as well as amount of work. a. Create a realistic and executable business plan that contributes to guiding Melwoods growth. b. Develop a product line at Melwood in addition to services II. Partner with government/small businesses, outsource.

4.0 Enhance Board Support of the Strategic Plan


The board, as representatives of the community at large and as our prime stakeholders and partners in fulfilling our mission and vision, are an important asset of Melwood. Their governance and fundraising skills should be strengthened and fostered to attract a continual flow of supporters and new board members and lay leadership to Melwood. Objectives: I. Fundraising will increase by $100,000 over the next three years. a. Appropriate board committees will be committed to cultivation/stewardship of new/present donors b. Board will be equipped with aligned case statements II. Board members will support and enlist support for agency events and PGA fundraising event. III. Board will develop systems for recruitment, evaluation, training, and succession planning for strengthening board leadership and governance.

For a detailed copy of Melwoods strategic plan, contact: Sandra Ginyard Executive Assistant to the President/CEO 5606 Dower House Rd., Upper Marlboro, MD 20772 (301) 599-4516 sginyard@melwood.org

Melwood 5606 Dower House Road Upper Marlboro, MD 20772 301-599-8000 www.melwood.org

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