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
TaskTimelineProgress Indicators
Develop and launch Information and Assistance (I and A) Partnership with United Way 2-1-11/1/2018 - 6/30/2019I and A launched, outcomes identified and metrics that support decision making are available
Expand services related to advocacy and navigation assistance training1/1/2018 - 6/30/2019Parent 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
TaskTimelineProgress 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 - 6/30/2019Annual 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
    TaskTimelineProgress 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 - 6/30/2019Needs 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
    TaskTimelineProgress 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 - 6/30/2019Board 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
    TaskTimelineProgress 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 - 6/30/2019Revised 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
    TaskTimelineProgress 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 - 6/30/2019Communications Strategy approved and implemented in FY19


    Leadership staff are prepared for a variety of media opportunities


    New impact report is created