News

    Last issue we reported on the ongoing strategic planning process. We are happy to report that the 2019-20 Strategic Plan has been completed and approved by the Wildwood Programs Board.

    For more than a year, Wildwood staff, the people we support, families, volunteers and other stakeholders, began work on the organization’s next strategic plan. A strategic plan is a written guide of the direction that the organization intends to take in the next few years. It involves examining the current environment for threats and opportunities before developing a plan to address the future.

    Last year, Wildwood Leadership, with David Liebschutz, a Siena professor, facilitating, held a retreat to brain storm the direction the organization wanted to take in the near future. A great deal of information was presented, then tabulated and organized and finally, edited into a simple one page document. The Wildwood Strategic Guide emphasizes “Wellness” throughout and in all  aspects of our organization from how supports are conceived and developed, to how our workforce is grown to the approach the agency will take going forward. Wellness was chosen, not as a “new age” type of definition but rather as the best term to best encapsulate all of what the organization wants to accomplish and how it wants to frame Wildwood’s future.

    The plan was purposely worded for simplicity, eschewing complicated and esoteric terminology, for easy to understand and usable information. It was deliberately kept to one page to make it accessible and easy to digest.

    The entire Strategic Guide is below.

 

Wildwood’s Strategic Guide

2019-2020

 

Our Goal (What we want to do):  Wildwood will advocate for and advance the wellbeing of the people we support, our workforce, and our culture.

 

Our Plan (How we will do it):

People We Support

 

What: Wildwood will evolve and adapt to the changing needs of those we currently support, as well as those seeking, but not yet receiving, our services.

 

Why: The people we currently support, as well as their families, rely on Wildwood and deserve to receive high-quality supports for as long as possible. Those who seek Wildwood’s services are doing so because of Wildwood’s long-standing reputation of providing exceptional, creative, person-centered supports. They deserve, whenever possible, the opportunity to access the supports they seek.

 

How (Examples of how we will meet this goal): Upgrade our facilities to accommodate changing physical needs; invest in additional clinical resources; expand collaborations with community partners; expand the breadth of support responses to individual needs.

 

Workforce

 

What: Wildwood will strengthen its efforts to build a competent, motivated, fulfilled workforce.

 

Why: Without a stable, well-trained, engaged workforce, nothing Wildwood seeks to accomplish is possible. Wildwood must make the same commitment to the staff who bring its mission to life every day as it does to the people and families it supports. The longer that the agency can retain quality staff, the better the lives of the individuals and families that Wildwood supports will be.

 

How (Examples of how we will meet this goal): Nurture work-life balance, build career ladders, increase pay, evolve Wildwood’s benefits package and offer meaningful, relevant opportunities for training and skill development.

 

Culture

 

What: Wildwood will seek to preserve, protect and strengthen its very special, unique, family-founded culture of holism, acceptance, inclusiveness, transparency, and innovation.

 

Why: All of Wildwood’s stakeholders have built, invested in and committed to Wildwood’s founding values and lasting culture. They deserve a firm commitment to preserve the best of the agency’s past, and to be fully invested and involved in its future.   Transparent communication among all stakeholders is essential to Wildwood’s success.

 

How (Examples of how we will meet this goal): Facilitate ongoing opportunities for stakeholder groups to come together in regular, meaningful and organic dialogue to share information and define future goals; utilize videos and social media to share progress and successes with individuals, families and staff; encourage social interactions and opportunities for shared learning among the entire Wildwood Family; and seek and nurture strategic partnerships and shared collaborations with other community-based organizations.

 

Our Pledge:  Over the next two years, operating within a sound fiscal framework, sharing accountability with one another, and using measurable outcomes and ongoing data monitoring, Wildwood commits to this plan, in order to strengthen Wildwood and its future, and to ensure that Wildwood lives up to its fundamental, foundational and timeless promise to address the ever-changing needs of the people, families and staff at the heart of its mission and work, with Respect, Integrity, Creativity and Holism.

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