PLB's Strategic Planning initiative.
PLB's Strategic Plan initiative is an ongoing process that allows the Board to address significant opportunities, issues or concerns as they develop throughout the year.
 
Strategic Plan Document - 2016-2017
The Board accepted the following plan at the April 11, 2016 Board Meeting:
Click to view the entire plan:
Summary and Process Overview
Click to review:
Implementation Timeline 2016-2017
 
 
Strategic Plan UPDATE - 2018-2019
Printable Version: Click Here
The Board accepted the following update to the plan at the February 12, 2018 Board Meeting:
 
Goal: Evolve as an organization that will best serve residents of St. Louis County with developmental disabilities
|
 
Strategy: Increase access to information and training that fosters successful connections with services and systems integration
|
Task | Timeline | Progress Indicators |
Develop and launch Information and Assistance (I and A) Partnership with United Way 2-1-1 | 1/1/2018 - 6/30/2019 | I and A launched, outcomes identified and metrics that support decision making are available
|
Expand services related to advocacy and navigation assistance training | 1/1/2018 - 6/30/2019 | Parent Support Partner program in operation and integrated with Information and Assistance
|
 
Strategy: Strengthen governance by ensuring decisions are supported by knowledge of the service system, current needs data, and understanding of impact
|
Task | Timeline | Progress Indicators |
Provide regular opportunities for the Board to learn about and interact with PLB partner agencies
Provide regular updates regarding current issues that impact IDD population and services
Provide clear and concise meeting materials
| 1/1/2018 - 6/30/2019 | Annual Board survey reflects:
meeting materials support efficient and effective analysis and decision-making
understanding of current issues
understanding of funding strategy
Two agency tours conducted per year
Agencies present during Board meetings at least quarterly
|
 
 
Goal: Provide funding for a spectrum of quality services
|
 
Strategy: Provide regular opportunities and a variety of methods for community needs to be captured and analyzed
|
Task | Timeline | Progress Indicators |
Redesign annual satisfaction survey to better identify current and future needs
 
Review metrics from I and A partnership
 
Assess and redesign current method of receiving and discussing data related to needs and challenges with partner agencies
| 1/1/2018 - 6/30/2019 | Needs of the aging and needs for supported living are identified and analyzed
 
Current data regarding needs is readily available
|
 
Strategy: Adopt decision making processes and strategies that incorporate analysis of needs and anticipated impact of funding, reduce the cash balance, and ensure stable and reliable funding
|
Task | Timeline | Progress Indicators |
Design format for presenting funding opportunities for Board consideration that examines current need and anticipated impact
 
Design and implement a multi-year funding strategy, which will be annually reviewed and revised
 
Discuss, prioritize and implement short and long term strategies to address funding requests that outpace resources
| 1/1/2018 - 6/30/2019 | Board is presented with current data when discussing funding opportunities/requests
 
Reviews of funding strategy occur annually, following review of current data
 
Updates provided at least twice a year on status of funding strategy and course corrections implemented as needed
 
Steady reduction in the cash balance
 
Funding available for areas of prioritized need
|
 
Strategy: Utilize policies and procedures that focus on balanced review of policy compliance with facilitating greatest impact
|
Task | Timeline | Progress Indicators |
Evaluate and revise QESE system, with focus on individual outcome attainment
 
Design and implement process for capturing impact related data
 
Implement revised financial review process
| 1/1/2018 - 6/30/2019 | Revised QESE system launches in FY20
 
Agency audits are completed every other year
 
Data is available for impact report
|
 
 
Goal: Become a more open and transparent organization
|
 
Strategy: Communicate consistently, broadly, and with purpose
|
Task | Timeline | Progress Indicators |
Develop Communications Strategy
 
Contract with PR Consultant for areas of communications strategy that relate to the media
 
Provide media training for Board and staff leadership
| 1/1/2018 - 6/30/2019 | Communications Strategy approved and implemented in FY19
 
Leadership staff are prepared for a variety of media opportunities
 
New impact report is created
|