Viability, Inc.

We at VIABILITY believe individuals with disabilities and other societal disadvantages are an essential resource for our country's future. Our mission is to help build a world in which individuals with disabilities and other disadvantages realize their full potential.

VIABILITY will be a positive disruptive force in the marketplace, leading the innovative designs of future service delivery for individuals with disabilities and other disadvantages to realize their full potential within communities of their choice.

VIABILITY is a premier provider of human services that leverages community and employer partnerships to create opportunities for the people we serve, aiming always to be BETTER TOGETHER. Our agency’s strength lies in embracing our differences and empowering the people we serve to live, learn, work and thrive in the community. Headquartered in Northampton and serving over 4,000 individuals throughout Massachusetts, Connecticut, Rhode Island, Oklahoma, New York, and Florida, VIABILITY is enriching the lives of the people we serve and continues to be driven by the belief that every individual, no matter their ability, can be a valuable contributor to our community and our workforce.

In order to continue to put our mission into operation throughout the country, our services and staff need the backing of a well managed, financially viable accredited organization. The vision behind VIABILITY's strategic planning process is to look ahead three years, identify specific goals and strategies the company will work toward, and develop a detailed plan with measurable objectives each year. The business objectives identified for this period of strategic planning are:

*Become an employer of choice - to be recognized as the best place to work, our culture and offerings will attract talent so that openings are filled with minimal recruitment.

*Attain status as an industry leader - to set the standard and be recognized for the type and quality of services that should be offered within human services at a valued price point.

*Maintain sustained growth - to regularly introduce innovative emerging services and business models into the marketplace that will diversify our portfolio, while growing our base services in line with our business model to achieve our revenue and profit goals.

The 2019 Strategic Goals are listed below. For more specific information on the 2019 Strategic Goals please review our full Strategic Business Plan under Additional Documents.

*Employer of choice - to be recognized as the best place to work, our culture and offerings will attract talent so that openings are filled with minimal recruitment.

- To create performance expectations and implement an objective 360 performance evaluation system to be tied to compensation.
- To adopt a diversity inclusion model that will be measured against national standards.
- Implement an employee engagement analytics system.
- To perform a comprehensive review and create an implementation plan to align benefits & working conditions with emerging workforce trends.
- Implement a company-wide management training series that increases individual competencies and creates alignment with the VIABILITY way.

*Industry leader - to set the standard and be recognized for the type and quality of services that should be offered within human services at a valued price point.

- To establish and implement metrics in all program services and departments that will be benchmarked against national standards.
Implement an evaluative and disciplined approach to margin and program sustainability.
- To partner with a research organization to quantify and publish the effectiveness of one service area.
- To showcase our Corporate Inclusion Solutions model at a national event that raises the stature of the VIABILITY brand.
- To create VIABILITY’s value proposition to ACO’s and to execute a campaign to be the top of mind provider of services.
- Full company-wide implementation and utilization of Credible.
- Full company-wide implementation of Sales Force or EDP software to create accountability and efficiencies in our job placement/sales approach.

*Sustained growth - to regularly introduce innovative emerging services and business models into the market place that will diversify our portfolio while growing our base services in line with our business model to achieve our revenue and profit goals.

- To create a pilot to scale model of community based day services that demonstrates employment readiness.
- To fully implement and capture all resources available to providers under Ticket to Work within our current services and CIS brokering arrangements.
- To do feasibility study to evaluate the market need and profitability of a new day habilitation site in Hampden County and if feasible launch.
- To foundation fund a national pilot that increases employers’ pipeline of qualified disabled job candidates.
- To launch a formal idea-to-market model that generates two new innovations per year using Shark Tank decision making.

The following internal and external resources have assisted VIABILITY in maintaining the highest standards for providing quality services:

*Internal:

- Outcome Management Report - VIABILITY's annual evaluation of its programs serves as its primary quality improvement effort to ensure consistent, customer-driven results.
- Satisfaction Surveys - This annual survey polls participants, employers, funding agents, staff and family members on their satisfaction with VIABILITY programs and services
- Annual Report - VIABILITY's annual report details the year's accomplishments and progress, financial stability, and program highlights.

*External:

- CARF Accreditation - VIABILITY must "demonstrate that it conforms to a series of rigorous and internationally recognized CARF standards"
- Annual Financial Audit - VIABILITY's financials are audited on a yearly basis by a Certified Public Accountant
- Massachusetts DDS Licensure - VIABILITY must maintain services for licensure by the State Department of Developmental Services

A summary of our 2019 progress is provided below. For more specific information, please review our full 2019 Outcomes Management Report under Additional Documents.

*EXECUTIVE OFFICE
Obtain CARF Accreditation/ Achieved January 2019
Finalize Strategic Plan for 2019/ Completed August 2019
Create branding and communications plan/ Plan developed and in progress
Enhance VIABILITY's recognition/ APSE conference last June, Florida, Chief Human Resources and Senior Vice President have actively traveled and engaged stakeholders across the country as well as presence at regional and local career fairs, stakeholder events
Open a new regional branch of VIABILITY/ Operations in Florida have launched
Affiliate with autism organization/ Developed affiliation with the Fields Center
Develop employee guiding principles/ Guiding principles developed and implemented agency wide

*ADMINISTRATION AND FINANCE
Maintain standards for auditing and CARF/ Achieved
Update and revise risk management plan/ In progress
Reorganize A&F to achieve scalability/ Achieved
Manage implementation of EHR/Cloud 2.0/ Achieved
Revise and update technology plan/ Achieved
Finalize merger of HRU and CE/ Achieved
Secure properties for program growth/ New property obtained in Massachusetts and Connecticut

*HUMAN RESOURCES
Maintain readiness for audit and CARF/ Achieved
Implement ADP platform redesign/ Achieved
Develop system for career advancement/ Phase 1-role descriptions and grade have been developed
Expand HR function to include diversity/ Program is in progress, current compliance percentage is at 9.6%
Create leadership position for department/ Achieved
Create VIABILITY employee handbook/ Achieved

*PROGRAMS AND SERVICES
Implement EHR system company-wide/ In progress
Determine EHR key performance indicators/ In progress
Maintain services for licensure and CARF/ Forum House received three-year accreditation from Clubhouse International
Continue expansion of existing services/ awarded new contracts for existing services and awarded additional funds to expand to other locations