The Mission of Flinthills Services, Inc.

We at Flinthills Services, Inc. are committed to providing the highest quality supports to Kansans with disabilities in Butler County. We achieve this through the efforts of choice, commitment, empowerment, individuality, and growth.

The Vision of Flinthills Services, Inc.

Individually we Dream. Together we Achieve.

Values

Flinthills Services, Inc. holds the following values:

-Choice – All persons with developmental disabilities have the right to exercise their personal choices in all aspects of their lives.

-Commitment – Flinthills Services, Inc. will devote all resources at its disposal to assuring that people with developmental disabilities live their preferred lifestyle and reach their full potential.

-Empowerment – All persons with developmental disabilities have the same responsibilities as all citizens – to become productive, contributing members of the community, to contribute to their individual support, to demonstrate to the community who they are and what they can do.

-Individuality – All persons with developmental disabilities have the same rights as all citizens – to express their views and define their goals, have access to quality care and services, to work and be compensated, to provide appropriate education, and to live in the community with other citizens.

-Growth - Flinthills Services, Inc. must advocate for the rights of persons with developmental disabilities to help them recognize their inherent individual self-worth and to help them contribute to society.

Markets

Many markets or customers look to Flinthills Services, Inc. (FSI) for assistance. They include individuals with developmental disabilities, families of these individuals, referral and funding sources, donors, commercial customers, employers, the Board of Directors, and staff of FSI, and the community-at-large. FSI must consider all of these stakeholders as it develops and implements its strategic plan. (See Attachment A: Summary of Findings of Staff, Consumer, Parent/Guardian, and Community Stakeholder Focus questions)

Environmental Scan

The current and future operations of FSI are affected by the economic and political climate, as well as competitors within Butler County. FSI will consider environmental factors as it develops and implements its strategic plan. (See Attachment B: Summary of Environmental Scan)

Financial Position

The financial position of FSI is taken into consideration when the strategic plan is written and will be reviewed annual or more often as needed with respect to allocating resources necessary to support accomplishment of this plan. (See Attachment C: Financial Position, July 30, 2015)

Strengths, Weaknesses, Opportunities, Threats

These have been identified as the strengths, weaknesses, opportunities and threats of Flinthills Services, Inc., through strategic plan focus questions of stakeholders.

Strengths / Weaknesses
  • Client driven programs
  • Adaptability to revenue reduction
  • LEC building
  • New Day site in Andover
  • 6 agency owned group homes, 4 of which are fully accessible
  • Food Program provides free nutritious meals
  • Transportation for those with no other options
  • Strong leadership and reorganization
  • Open to new ideas, constructive criticism
  • CARF accreditation
  • Development of consistent policies and procedures
  • Development of consistent agency-wide safety program
  • Growth in contract work in Career Development
  • Only provider in Butler County to offer paid work
  • Outreach efforts to connect with community, cultivate relationships
  • Rock and Rollers performing group
  • Strong county support
  • Referral sources
  • Never refuse services to prospective clients
  • Partnership with the ARC of Butler County
/
  • Lack of fundraising/grant writing strategy
  • Inefficient HR process
  • Funding for food program
  • Low wages contributing to high staff turnover and lack of reliable committed workforce
  • Lack of community employment program
  • Increasingly high cost associated with medical premiums/deductibles
  • Need more appropriate adult learning curriculum for Life Skills and Career Development Programs that create more meaningful client engagement
  • Need to develop stronger working relationship with school districts and special educators
  • Need to explore additional age appropriate social opportunities for adults with DD in Butler County
  • Need for more community inclusion and volunteer opportunities
  • Housing opportunities outside of El Dorado
  • Need for more vehicles
  • Lack of succession plan
  • Need for increased Board activity
  • Perception of poor communication between departments, supervisors and employees.

FSI has identified the following as external opportunities and/or threats to the organization:

Opportunities / Threats
  • Improved public image, increased public awareness
  • Potential for fund raising and grant opportunities
  • Potential to develop relationships with community employers, local business partners.
  • Develop management team talent and cohesion
  • Continue CARF accreditation to maintain quality and prompt high level of standards
  • Use of technology to improve client care and increase efficiency
  • Expansion of programs into other areas of the county
  • Re-enter employment services
  • Expand production into an integrated work setting or to offer minimum wage
  • Waiver integration
/
  • State and federal cuts to Medicaid funding/ managed care
  • No Medicaid rate increase in the last several years
  • Difficulty accessing Extraordinary Funding
  • Internal inefficiencies.
  • Internal conflict, lack of teamwork, lack of cohesive vision, lack of respect among co-workers
  • Competition from other organizations
  • Economic uncertainty
  • Too dependent on government funding
  • Trends away from sheltered workshops
  • People exiting services, or people coming with less funding.
  • Unfunded Mandates
  • Pending changes to DOL
  • overtime exemption
  • trends toward increasing minimum wage
  • HCBS final Rule
  • Waiver Integration
  • Future of targeted case management
  • Inconsistent fundraising efforts
  • Changes in stage agency personnel and inconsistent enforcement of regulations
  • Access to full HCBS funding
  • Ability to recruit and retain talented employees
  • Transportation and associated costs

Critical Issues

FSI has summarized its internal weaknesses and external threats into the following critical issues for which long range, strategic goals, using the organization’s internal strengths and external opportunities, will be developed.

  1. Compliance with HCBS final rule/Waiver integration
  2. Expansion of all programs strategically into the western part of the county.
  3. Look at reintegrating community employment program
  4. Financial condition
  5. Marketing/public relations/fundraising

Flinthills Services, Inc.

Strategic Plan 2016-2019

Goals and Objectives

Goals are those outcomes that FSI wishes to achieve in the next 3 years. The objectives are those strategies that it proposes to use to accomplish these Goals.

Goal 1: To provide the necessary corporate structure, policies, administration, and financial strength to fulfill the mission of FSI.

Objective 1: Establish fundraising and public awareness activities to ensure the long-term financial stability of the organization.

  • Explore options for hiring a Community Outreach Position to focus on marketing, fundraising, and community relations 2016
  • Establish fundraising committee made up of volunteers, board members, and key leadership. 2017
  • Explore alternative sources of revenue; i.e. grants, tax credits, KDOT funding, Medical Transportation reimbursement, non-governmental funding. All Years
  • Establish capital campaign to pay off LEC. 2017
  • Continue initiative for increasing public awareness. All Years.

Objective 2: Maintain CARF accreditation. All years

  • Complete annual Mock surveys to remain in compliance with standards. All Years.

Objective 3: Focus on opportunities for community collaboration (i.e. local Community College, Butler Co Special Ed. COOP, CDDO, Vocational Rehabilitation, Respite Outreach Care of Kansas Organization). All years

  • Establish stronger relationships with local special education department.

Objective 4: Continue to expand services strategically throughout Butler County. All years

Objective 5: Administrative staff will continue to be actively involved with Interhab, KDADS and legislators at the state and local level to be proactive about and informed of funding, and policy changes that may affect the way we do business. All Years.

Objective 6: Develop a Succession Plan. 2017

Objective 7: Operate within Annual Budget as established by management staff with input from consumers and employees, and as approved by the Board of Directors. All Years.

Objective 8: Maintain monthly review of corporate compliance with regards to all Medicaid billing activities. All years.

Goal 2: To maintain and provide programs and services that is consistent with the mission of FSI, its statement of values, and strategic plan.

Objective 1: All programs and services will meet the requirements of the HCBS final rule. (Time line TBD)

  • Promote community Integration to the fullest extent possible in all programs.
  • Reestablishment of communication employment services

Objective 2: Life Skills programs will promote full client engagement and meaningful learning opportunities for all participants.

Goal 3: To provide and maintain facilities and equipment necessary to carry out the mission of FSI and to meet the physical plant and equipment needs with attention to safety and accessibility.

Objective 1: Maintain an adequate and reasonable number of vehicles to meet client transportation needs including exploring alternative funding sources. All years

Objective 2: Study feasibility of finding adequate, safe, affordable site. All years

  • Andover lease ending September 2017. Need to explore alternative sites to provide services to growing clientele in that area. 2017
  • Explore options for residential and day services in the Rosehill/Andover area 2016

Goal 4: To provide the structure, staffing pattern, training and compensation necessary to recruit and retain qualified staff at all levels of the organization.

Objective 1: Maintain annual review of job descriptions to ensure they reflect essential job functions of each position and are aligned with the current organizational structure. Annually, all years.

Objective 2: Pay competitive compensation to all staff (wages and benefit package combined) based on norms of our local communities. Use Interhab Salary Surveys, local employment office data, surveys, etc., national and local benchmarks to measure this objective.

Objective 3: Maintain a positive work culture and high employee morale

  • Mentoring program
  • Ongoing management training
  • Staff recognition

Objective 4: Monitor staff retention and reduce annual turnover by 5% per year over the course of 3 years for a total of 15%. Annual, all years

Attachment A

Summary Findings of Staff, Consumer, Parent/Guardian, and Community Stakeholder

Focus Questions

2016

PERCEPTIONS

What are your perceptions of Flinthills Services strengths?

LEC building

Residential Sites

Agency coordinated parties/activities

LEC kitchen

Paid jobs in production

Our vehicles

Good and dedicated staff/supervisors

Strong management

Client driven services

Commitment from staff

More efficient

Expansion of services into other areas of county

What are your perceptions of the organizations weaknesses?

Space-we need more storage and room, especially in production

More agency directed parties and activities

A new commercial showing off our services

Communication-more efficiently using our methods in place rather than tribal knowledge and grapevine

Wages for DSP’s

Need more community inclusion

More meaningful client engagement

Gossip/drama/disagreements

Describe your ideas about what could make Flinthills Services a better place to work.

More paid jobs for clients

Community employment options

More affordable medical coverage

Better staff wages

Describe how currently offered services could be improved.

Staff engage with clients more

Communication-better utilization of methods we have in place

Further expansion in the county

What does the person on the street have to say about Flinthills Services:

It’s a place that people like to visit

Some people aren’t sure what we are or what we do

We don’t show up easily in internet search engines

Describe threats to the organization and ideas you may have for responding to threats.

Funding-fundraisers, breakfasts, selling client art

Not lease high end vehicles, people don’t realize we are underfunded when we show up in a Mercedes

BARRIERS

What do you perceive as the most urgent needs of people with DD and/or families of people with DD in your community?

Need for more funded services

More funding

Barriers to full community inclusion?

Money

Staff

Vehicles

Public perceptions of our population

Barriers to finding meaningful employment?

Clients don’t want to

Public perceptions and attitudes

Choices available in the area

COLLABORATION

Do you feel that services for people with DD are well-coordinated? If not what are the shortcomings?

Yes, well coordinated, but frustration when case managers are not available. Wish there were more community employment opportunities that we want to do.

Yes, services are well coordinated, but sometimes follow through and follow up fall short when ensuring plans and services are carried out.

TRENDS

What are emerging trends you are seeing in terms of needed services for people with DD.?

Dealing with emergent and crisis situations

Medically fragile population

Increase in dual diagnoses clients coming into services

Community integration and community employment

ECONOMICS

Given the current economic climate, agencies will have to take a long, hard look at resource allocation. In terms of priorities, what do you see as the essential services that much be maintained in order to support people with DD in our community?

Residential and Day programs a must

Food program costs us a lot to operate with little reimbursement

High end vehicle leases cost us a lot

Attachment B

Environmental Scan

Environmental Factor / Potential Impact on FSI
Economy
Kansas unemployment rate June 2011 - 6.3%, June 2015 4.5%, Feb 2016 4.0%
Butler County unemployment rate June 2011 - 7.2%, June 2015 4.3%, Jan 2016 4.4%
Federal unemployment rate June 2011 – 9.2%; June 2015 5.3%, Jan 2016 4.9%
Kansas Budget shortfall for FY 2012 – $492 million; FY 2015 $238 million FY2016 190 million
State Aid funding in jeopardy
Changes in exempt employee criteria / Fewer applicants, few with good qualification.
Clients temporarily funded by State Aid Funds either lose services or have to go private pay.
Raising criteria on exempt employee poses potential problems with on call rotations, and duties performed outside of the average work week
Potential that our largest reimbursement stream could be cut due to state shortfall
Political climate
New personnel at KDADS – uncertainty of future focus of this department.
State Administration fiscally/socially conservative
HCBS final rule
Waiver Integration / Inconsistency in licensing standards and quality measures
FSI must focus on advocacy, educating decision makers, reach out to families and persons served to tell their stories.
Current programs may need to be changed to meet final rule. i.e. community integration, access to community employment, future of sheltered workshops, etc.
Waiver integration could be an opportunity or a threat.
Demographic changes
Increase in Autism Spectrum Disorder
Increased number of aging clients
Increase in dual diagnosed, TBI, kids coming out of foster care.
Increase in crisis placements
Early onset of Dementia
Younger clients and families want less traditional services, and aspirations of their kids being employed in community based jobs. / Need for programs specializing in serving persons with Autism especially in supported employment and residential.
Focus resources for aging population in locations where adaptive equipment, technology, and staff expertise are in place.
Need more coordination with mental health services, additional staff training for dealing with dual diagnosis, etc.
More flexible with placement options, particularly residential
Need for more care
Increased need to expand on our residential settings and community employment options.
Technology
Use of Internet, Video Monitoring, Sensor Technology, Medication Reminders, and Electronic Documentation / Need reliable, responsive IT support.
Potential to increase independence and reduce staffing costs
Competitors
Capper Foundation (formerly Creative Community Living) – Day, Res, Targeted Case Management (TCM). Specializes in medically fragile/behavioral, mostly tier 1’s, majority of Extraordinary Funding (EF) in county – no Supported Employment/Competitive Employment.
Paradigm – Day, Res only, niche services that specialize in community inclusion – no Supported Employment/Competitive Employment.
Goodwill Industries-TCM only
KETCH – TCM only
Mosiac-shared living, day services
The Looking Glass-day services only
Individual Advocacy – TCM only
Rainbows United – early childhood, Tiny – K, TCM up to 21, In-home supports. / Consumers with higher tiers, fewer medical issues, longer life spans, capable for being employed.
Potential market for younger, higher functioning consumers who may seek semi-independent settings and community employment.
We are the only CSP that provides paid work.

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3/24/2016