Friendship Community

FC aims to accomplish a stable workforce, fiscal strength to endure the volatile funding environment and competence to provide necessary life care services to those with ID/A.

FC identifies annual goals according to strategic planning related to the current environmental scan.

Currently, the goals are:
1. Nurture a R.I.S.E. Culture (Values - Relationships, Integrity, Spirituality, and Excellence)
2. Diversify Income Streams
3. Strengthen Financial Performance
4. Establish Proactive Strategies for Future Expansion/Growth

FC promotes a culture of Respect, Communication, Collaboration & Competence. We strive to incorporate these 4 pillars in all communication & operations throughout FC and when representing FC in the greater community.

Professional Development Plans, which incorporate these pillars, are utilized for every Team Member in order to promote professional & personal growth.

Learning Enhancement (training), Mentoring, Coaching, various Team Building efforts, Fiscal Audits, Donor Transparency, etc...promote FC's strategies for best practices & positive outcomes for Team Members & ID/A Participants alike.

Legislative advocacy & education is ongoing. Integration & education with community partners enhances awareness & engagement.

The organization strives to be an innovative leader positioning FC for sustainability & growth into the future. An example is the Friendship Heart Gallery, located in the Lancaster Art District, which has grown from 6 to 77 Artists, within the last 10 years.

The experienced & committed Executive & Leadership Teams, in conjunction with the Board, strive to perpetuate the established strategies throughout FC. Through careful selection of Team Leaders & Members, who are communicative, committed & flexible, training focuses on their development towards purposeful competence.

FC is continually seeking creative ways to recruit and retain incredible Team Members. The Team networks with appropriate community resources in order to accomplish this goal.

FC has committed capital in focused areas in order to accomplish the established goals, such as, adding key positions in Operations, HR & Finance departments, as well as through Quality Council, Safety, Risk & Finance Committees, Corporate Compliance, Contentment Surveys and Exit Interviews & the ongoing monitoring of schedules & workload.

Legislative advocacy & education is an imperative accomplished through State and Local Associations, FC & other grassroots advocacy efforts.

The liquidation of assets (3 personal care homes & The Old Mill Apartments) that caused financial stress to the organization occurred since 2014.

The ongoing process of culture change and transformational thinking began in 2014. Collaboration, respect & communication, within the realm of all Leadership & Management Teams, is evident. Ongoing efforts to promote these goals, among the DSPs and Administrative staff are practiced daily.

A restructuring of the Operations Team enabled promotions, which increased development of leaders with grassroots knowledge & experiential input, greater accountability & promoted career ladder movement within the organization.

FC implemented an empowerment practice to promote greater efficiencies, while reducing costs.

FC implemented Team Member retention strategies, which include flexible scheduling, a small loan program, a robust benefit package with options and a matching retirement investment option, to name a few.