Service Coordination’s FY20-FY25 Strategic Plan

It is with great excitement that we share Service Coordination’s FY20-FY25 Strategic Plan!

This plan was developed with input garnered through four components:

1. A survey of SCI team members,

2.  A survey of  stakeholders, including people we support and their families,

3.  Telephone interviews with members of the Board of Directors, and

4.  A strategic planning conference conducted on May 13, 2019 comprising 25 people representing a cross-section of SCI team and Board members.

Through these steps, we examined the internal and external environment of the organization, updated the mission, vision, and values that will guide the organization forward.  We developed seven driving strategies, with accompanying action steps to steer the direction of SCI over the next several years.

We are grateful for your support in helping us fulfill our mission of providing the highest level of quality case management.  The following is an Executive Summary pulled from the Strategic Plan.

EXECUTIVE SUMMARY

This executive summary presents a brief overview of the key elements in Service Coordination, Inc.’s Strategic Plan FY2020-2025.

MISSION 

Service Coordination, Inc. (SCI) provides quality case management and other related services by helping people understand what their choices are and connecting them to resources in their communities in ways that respect their dignity and rights.

VISION 

People experience the quality of life they choose. They are connected to an array of quality supports and services that are tailored to each of their unique wants and needs.  People are valued in and by their communities.

STRATEGIC DIRECTION AND RESULTS FY2020-2025 

Over the next five years, SCI will continue to provide high quality case management and other related services.  We will continue to strengthen our role as a leader in the field by enhancing relationships with all customers and by collaborating for improvements across various systems. SCI seeks to grow by expanding our services both in and outside of Maryland to people with disabilities or complex medical needs, older adults, Veterans, and others who would benefit from our services, and by further investing in our organizational capacity with diversified resources.

SCI will pursue this direction by accomplishing the following outcomes in areas of Quality Customer Services, Team Member Development, and Organizational Development.

OUTCOMES AND DRIVING STRATEGIES FY2020-2025

Outcome #1: Quality Customer Services

SCI is a recognized leader of person-centered quality services by enhancing relationships with people we support, connecting them to valued resources of their choice, and collaborating with our primary customers and other supporting partners.

Driving Strategy 1A: External Communication (short-term 1-3 years)

Develop and implement a plan to improve communication resulting in information flowing efficiently and effectively to people served and SCI’s supporting partners.

Driving Strategy 1B: Strategic Alliances (medium-term 3-5 years)

Strengthen relationships with existing supporting partners and develop new relationships in targeted environments.

Driving Strategy 1C: Consistent Process and Program Management (long-term 5+ years)

Adopt a total quality management system to ensure quality service delivery and customer satisfaction.

Outcome #2: Team Member Development

SCI is an employer of choice by attracting, retaining and developing an engaged workforce.  We do this by utilizing a positive strengths-based approach.

Driving Strategy 2A: Professional Development and Training (short-term 1-3 years)

Create and implement a program that supports continuous professional development and training for team members.

Driving Strategy 2B: Internal Communication (short-term 1-3 years)

Develop and implement a plan to improve communication resulting in information flowing efficiently and effectively within the organization.

Outcome #3: Organizational Development

SCI has diverse, sustainable resources that strengthen the organization and the services it provides.

Driving Strategy 3A: Technology (short-term 1-3 years)

Develop and implement a plan to identify and streamline business processes, hardware, and software.

Driving Strategy 3B: Business Model/Funding (medium-term 3-5 years)

Diversify revenue streams and programs aligned with current core competencies