The Arc of Massachusetts - Strategic Plan 2003-2008 Introduction • The New Plan • Implementation & Evaluation • Mission • Principles • Goals & Objectives INTRODUCTION A Plan is Essential to our Future: The Arc of Massachusetts volunteers, staff and affiliate representatives are our only significant resources. We spend all of our time focused on the important issues of the day, but rarely have the opportunity to examine how it all fits together. Our organization requires a compass that can be achieved through consensus of affiliates and state volunteers. We appreciate the role of The Arc of Massachusetts Strategic Planning Committee in bringing this effort to life. The Strategic Planning Committee included co-chairs Trix Oakley and Don Stewart, and members André Blanchet, David Calhoun, Jerry McCarthy, Mark Pettus, and Bob Seay. In addition, the Arc President of the time, Theresa Varnet and Executive Director Leo Sarkissian served as ex officio members. The members represented all the regions of the state as well as ensuring participation of chapters of The Arc. Special thanks to the 30 individuals that came together on December 2, 2002 for the planning retreat. The work of this large group is represented in this document. In addition, there have been three meetings of The Arc’s planning committee composed of Arc chapter representatives and state volunteer leaders. The previous strategic plan (1998-2003) was a great success as measured by any standard. We achieved several key policy objectives, including Waiting List and Nursing Home (self-determination); partially achieved community services; and were active in all programmatic objectives. We had positive results in infrastructure goals, including public presence and financial and volunteer resources.   THE NEW PLAN As we collaboratively establish the new plan, there is no question that we need to balance between growth in organizational resources and presence with the substantive advocacy for our constituents. In addition, we will face “pre-plan challenges!” These include shifts in the economic outlook, changes in government, and crises in the system. It is up to us as stakeholders to build a foundation that can stand the test of these crises. This plan serves as a vehicle to accomplish such a goal.   IMPLEMENTATION AND EVALUATION This plan includes a budget of resources required in staff/volunteer hours voted upon at the April 28, 2003 Annual Meeting. The financial and volunteer resources for implementation of Years 1 and 2 will be solicited during the Pre-Plan phase of May 1 through September 30. We look forward to input from each local chapter of The Arc on what roles can be volunteered. In addition, each Goal Area has an identified Champion. The Executive Committee will review the status of local chapter participation and Champions, and will use this to assess changes in scope. Such recommendations will be shared with the local chapters. If substantive changes take place, a more formal revision of the plan will be submitted for the April 2004 annual meeting. Each year a report will be prepared with the assistance of the Goal Champions by the Arc Executive Committee, to be submitted to the Board in March and to the local chapters of The Arc at the Annual Meeting.   MISSION The Mission of The Arc of Massachusetts is to enhance the lives of individuals with intellectual and developmental disabilities and their families. We accomplish this through advocacy of supports and services based in the community.   PRINCIPLES Promote the right of all individuals to be full participants in their communities. Further the right of all individuals, with their families, to determine their own futures and required supports. Lead through advocacy in the areas of public policy and governmental affairs. Develop and train leadership to secure The Arc’s volunteer and financial structure. Ensure inclusive, quality educational opportunities. Ensure funding for the delivery of family- and community-based, individualized supports. Achieve maximum participation of individuals from diverse cultures. Leverage our effectiveness through collaboration with other organizations.   GOALS AND OBJECTIVES Chapters of The Arc of Massachusetts will forge a unified and innovative public presence throughout the state. Promote The Arc in print and other media to increase visibility by 25%. [Year 1] Obtain consensus for a new campaign for The Arc. Identify resources to implement this objective. Develop 2-year plan. Implement campaign. To strengthen identity with The Arc, Arc Mass. will utilize the name “The Arc of Massachusetts” in all public materials although its corporate name will continue to be Arc Massachusetts. [Year 1] Develop space for Mass. headquarters to ensure higher public visibility and to attract new donors and corporate supporters. [Year 2] Seek adequate compensation to ensure quality community services and programs. [Begin Year 1] Increase salary and benefits for direct care workers and front line managers, including eliminating the disparity between state and community employees. Increase compensation by 25% specifically for health benefits, training and education for direct care workers and front line managers. Develop a campaign that is broad-based and incorporates administrative, legislative, and legal approaches . Review past advocacy strategies with collaborators prior to determining new plan. Identify funds, which will come from Olmstead activities and the reallocation of dollars from institutional care (see Federal-State Budget Impact of Arc Plan). Develop a system to steer and monitor the campaign’s components. Utilize Government Affairs Committee at The Arc to work on administrative and legislative activities with communication to other organizations. Select steering committee for preparation of legal issues and monitoring. In collaboration with other advocacy groups, identify standards of excellence in service delivery and training standards for direct care staff. Develop a position paper re: furthering the training programs and certification process for direct support staff and front line managers through community colleges. Enable individuals and families to direct provision of services. Increase the self-direction of services among families/individuals by 10%. [Year 1] Compile present status of activities with partners such as MFOFC, MASS and MDDC to establish a baseline. Work toward completion of TheArcLink.org website in Massachusetts. Increase people’s competence in person-centered planning and methods of managing services through the website, the Advocate newsletter, and other publications. Negotiate settlements where possible to include a % for self-directed activities and assist waiting list clients to control their family member's budget allocation. Expand "Tools for Tomorrow" training to multi-cultural communities and to self-advocates. Increase Family Support funding by 25% and expand availability to Family Support by 50% for communities that are underserved. [Year 2] Develop a unified program with collaborators that will make the case on Beacon Hill. Look at Medicaid [EPSDT, TANF, etc.] and other funding streams to form legislative and legal strategies to increase funding. Build strong partnerships with multicultural communities Obtain funding for multicultural partnership and presence in Springfield (W. Mass. office). Increase financial support for core activities of The Arc of Massachusetts. Increase annualized funding from individuals, major gifts and corporations by 25%. [Begin Year 1] Develop plan, to include staff and volunteers, which will result in 5 visits per month with a one-year target of 60 visits to potential donors. Increase participation in Leaders and Founders by 20%. Develop new revenue streams in the areas of best practice certification, training, and other business activities with goal of $20,000 income in year two of implementation. Develop a health benefits group for local Arc chapters. [Year 1] Negotiate health care premiums on behalf of Arc chapters for staff. Assess other opportunities for group health and related services for chapters. Further implementation of inclusion and least-restrictive principles that are guaranteed through the Americans with Disabilities Act, the Olmstead Supreme Court Decision, and IDEA. Decrease by 100% the population in institutions. Reach out to individuals at state schools and their families through small groups with education and information regarding self-directed services. [Year 1] Provide a coherent report merging best practices for individuals in state schools with fiscal arguments for least-restrictive settings. Ensure transition funding to begin process effectively. [Year 1] Terminate the use of state schools, rest homes and nursing homes as “settings of last resort” when service providers and/or state agencies provide inadequate assessments or services. [Year 1] Monitor services provided to individuals who came off the waiting list and out of nursing homes. Develop report of several case studies (5 or more) that documents the failures in those situations and provides recommendations on best practices for specific examples and general operations. Increase the response of the health care system and other community resources to meet the challenges of people with cognitive and developmental disabilities, including the aging population. [Year 3] Work with other organizations to collect information on issues such as health, dementia, and Alzheimer's Disease for people living in group homes, living independently, and in existing residential programs, etc. Research safeguarding systems with the goal of expanding safeguarding projects statewide. Through partnership with UCD or other organization, educate families and individuals on best health care practices. Collaborate with Elder Service agencies to provide less restrictive adult residential programs within the community. Address funding requirements of specialized services. Encourage inclusion and quality in public education. [Year 3] Identify a few centers of excellence and work with them (such as the "twinning" of school districts through the bridging effort of local Arc chapters). Co-sponsor a conference on inclusion and integration with appropriate partners, such as Mass. Families Organizing for Change. Highlight experiences in others states (Vermont). Increase significantly the number of students who will be able to get diplomas. This goal should include resolution of open issues on eligibility for diplomas and the new MCAS requirements, including the effect of diplomas and MCAS on eligibility for adult services. Recruit families and local chapter staff concerned about these restrictions for subcommittee to implement action plan. [Year 1] Develop a short paper on present status, including barriers posed by MCAS and potential sacrifice of adult services with diploma (eligibility rules of federal and state agencies). Develop action plan to address issues. Develop pilot project in regard to spiritual needs of individuals with disabilities. [Year 2] Assess extent to which needs are being met in faith communities. Review results with partners to determine level of collaboration and goals of pilot project. Increase membership and develop Arc leadership at all levels - local, state, and national. Increase membership by 50% over a two-year period. [Year 1] Utilize training such as Siblings Conference and strategic plan goal projects (MCAS, Family Support, etc.) to membership. Focus on young families through early intervention programs and schools. Offer training such as "Your Future" and "Why are Goals Important?" Build leadership at The Arc by 25%. Increase committee membership from local chapters by 25%. Strategies include a one-day convention utilization of the 2004 national conference hosted by The Arc of Greater Boston. Increase by 75% the number of volunteer leaders to participate in state or national conferences, meetings, or related organizing activities. Develop a leadership training strategy to include training on legislative advocacy, board stewardship and governance for local board members and families.