ambermariepenashu.weebly.com · Web viewRUNNING HEADER: ORGANIZATIONAL CHANGE. Readiness for Organizational Change. Gateway . LDR 686. Shannon Barker. Victor Dube. Teri McGuigan

ORGANIZATIONAL CHANGE 1

Readiness for Organizational Change

Gateway

LDR 686

Shannon Barker

Victor Dube

Teri McGuigan

Karrie Moore

Amber Pena

Barbara Schmidtman

Fall 2012

RUNNING HEADER: ORGANIZATIONAL CHANGE


Table of Contents

Introduction......................................................................................................................................3

Organizational Design and Growth.................................................................................................4

Strategic Goals.............................................................................................................................5

SWOT – Distribution (See Appendix, Table 1)..............................................................................6

Gateway’s Capacity for Change......................................................................................................6

Participants......................................................................................................................................7

Demographic Map........................................................................................................................7

L.A.D.D. – An Operational Analysis..............................................................................................7

Recycling...................................................................................................................................13

Marketing.......................................................................................................................................13

Marketing Management.............................................................................................................15

Marketing Strategies..................................................................................................................15

Cost Effective Forms of Advertising.............................................................................................17

Marketing Conclusion...................................................................................................................17

Press a Print................................................................................................................................18

Local Collaboration....................................................................................................................18

Survey Results – Comparison to Previous Data (Participants).....................................................18

Area Resources..............................................................................................................................18

Fundraising at Gateway.................................................................................................................19

Fundraising Opportunity 1.........................................................................................................21




After Prom – An Evening with the Stars.......................................................................................23

Conclusion.....................................................................................................................................24

Appendix........................................................................................................................................26

S.W.O.T.....................................................................................................................................26

L.A.D.D. Demographic and Characteristic Breakdown................................................................26

L.A.D.D Strategic Plan..................................................................................................................27

References ……………………………………………………………………………………….29


Introduction

Should Gateway refocus their vision for the rehabilitation, community building, and

financial support of the disabled? Based upon current organizational design, Gateway is facing

aged services, outdated equipment, and dependability upon outside sources. Employee turnover

and internal communication are large areas for other areas of improvement. It is shown that local

resources, fundraising, and grant writing is essential for non-profit success.

Organizational Design and Growth

Organizational culture may refer to shared meaning which is held by members that

distinguishes the organization from other organizations. Components of the culture should

include innovation and risk taking, attention to detail, outcome orientation, stability and team

orientation , to mention a few ( Judge, 2009). Organizational culture can be viewed as values and

beliefs of an organization that tend be affected by change in the organization’s climate and

design. Culture is only meaningful in the context in which the change process unfolds

(Woolliams, 2003).

Organizational culture is a very important in that it acts as glue that helps hold the

organization together by providing standards to be followed by employees. It also acts as a

control mechanism that guides and shapes employees’ attitudes and behaviors (Judge 2009).

Organizational culture and climate again help to answer many questions that lean towards

change and these questions include questions about rewards, support and many dimensions

related to climate of the organization (Schneider, Brief & Guzzo , 1996)

Categories of organizational culture that are shown in the article by Mallinger, are of vital

importance in the change that needs to be implemented by an organization. The design of an

organizational hierarchy has a greater meaning as to how decisions can be made in a manner that


is inclusive of all members in the organization. Comfort with communication, sharing of

information concerning vision, values, goals and mission of the organization have a strong

impact on how the organization meets its futures with greater prosperity. Diversity and equality

are among the factors that may serve as a tool for engaging, empowering and encouraging of

employees to get motivated in doing their job effectively. Moreover, the physical layout of the

organization can impact fear or free communication with both the top and bottom employees.

Mission

“The mission of Gateway is to improve the quality of life and level of independence of

individuals with disabilities and barriers through vocational opportunities, therapeutic services,

training and other support (Gateway 2012).

Vision

“Making a difference by collaborating; and creating opportunities to increase

independence in the community, at home, and on the job.”

Strategic Goals

Gateway has three year objectives; which include employees, executives, fundraising,

and marketing. The following strategic goals are discussed in this paper;

Increase utilization of parents, volunteers and interns to engage community support

Stay informed of business trends to be the leader of innovation in our industry.

Continuously enhance staff training to exceed service requirements.

Initiate one or more business opportunities to employ participants.

Increase customer, participant and staff satisfaction survey scores by 5%

Stay abreast of changes in state and federal funding to move quickly as needed in

response.


Keep staff and board members informed of our industry trends.

Increase revenue from the Softball fundraiser by 10% annually.

Focus marketing materials on abilities rather than disabilities.

Utilize online resources in promoting Gateway to all stakeholders.

Become the employer of choice in our industry.

Strive to be a leader through benchmarks in our industry. promote Gateway through 10 or

more events and presentations annually.

Develop outcome dashboard reporting for internal and external stakeholders

SWOT – Distribution (See Appendix, Table 1)

Gateway’s Capacity for Change

Gateway has great potential for change based on its organizational climate and culture

that promotes and values team work. When members are in an achievement orientation mode;

they are committed to doing their work to achieve goals. However, achievement of goals appears

to be more on an individualistic side than as a team

If collectivism is promoted, there may be several benefits to the organization and this can

be in the form of sharing ideas, cooperation in achieving goals, group harmony, reduced level of

competition and insecurity. Collectivism is a central cultural value with important influences on

social behavior (Triandis,1989). Collectivism represents an individual's belief that collective or

group interests should take precedence over individual self-interest (Kim et al., 1994; Parsons

and Shills, 1951).Gateway has room for change if both the physical and internal organization can

be redesigned to meet the competition and current standards of operation. Media platforms such

as Facebook and Myspace may also be looked at for change to encourage stronger team work

and communication. All these changes can be achieved by listening to what stakeholders have to


say about the services they offer to the community. Also the organization can do a lot of

benchmarking; this may help them improve on the current services they offer while they face

current obstacles.

There are at least two inconsistencies between nonprofit missions and the competitive

achievement of performance objectives, and one source of institutional pressure that may hold

nonprofits back from achieving the efficiencies of for-profit firms. With the location of Gateway,

the company faces challenges which are related to the culture of dependency and competition.

Like most nonprofit organizations that do not have direct political influence; Gateway can

become the victim. Another obstacle that nonprofits face when attempting to compete is related

to the most basic features of nonprofit organizations, namely, their dedication to important

cultural, spiritual and secular values.

Participants

Demographic Map

There are resources within Southern Michigan to help grow business, especially a non-

profit business that serves a greater cause such as Gateway. One organization, Southwest

Michigan First, is a council designed at creating economic development within Southwest

Michigan (Southwest Michigan First, 2012). In a discussion with this council, they provide

support and services to existing companies who may need help with expansion or sustainability.

This would be a council that Gateway could become involved with to ensure that they can

continue to have business development, on behalf of the participants that they serve.


L.A.D.D. – An Operational Analysis

Living Alternatives for the Developmentally Disabled, Inc. (L.A.D.D., Inc.) have been

accredited by The Commission on Accreditation of Rehabilitation Facilities (CARF) since 1998.

They provide a variety of services for approximately 330 adults and children with disabilities in

Buren, Cass, Oakland, and Van Buren counties. This section will first focus on L.A.D.D.’s

mission/vision/values, followed with the services they provide, the corporate structure, strategic

plan, identify stakeholders, and finally the employees.

Mission/Vision/Values

The foundation that L.A.D.D. is built from is their mission of: “we make a difference”

(LADD, 2012). They are continuously working towards creating meaningful and positive life

experiences for everyone. Which fits with their vision of: “always strive to enhance the quality

of life we for all we serve” (LADD, 2012). This guides all employees in the service they provide

to their customers: disabled children and adults, their families/legal guardians, employees,

regulatory agencies, and the community. L.A.D.D. strives to grow as positive, caring, and

compassionate individuals by simply putting people first.

Their values derive from the word “people”: P eople : to see them as “people first;”

E nvironment : provide one that is caring and built on interdependence and trust; O pportunities :

for growth and open communication on all levels; P rovide : support by using gentle teaching;

L earn : to appreciate differences, promote dignity and respect for all people; E ncourage : team

approach in providing support services (LADD, 2012). A job requirement for every employee by

L.A.D.D., Inc. is to commit to following the mission, vision, and vales.


Services

Currently L.A.D.D. employs 533 people in Michigan. They provide personal and social

services in: 15 residential homes and 42 supported independent living apartments, 51 people

attend in program CLS, and over 66 people living in independent/family homes. Approximately

336 adults and children are served across the state of Michigan (see Appendix A for

demographic and characteristic breakdown). These programs are certified by the State of

Michigan to provide assistance for people in a licensed setting. It is essential for all individuals

receiving services from L.A.D.D. to have a person center plan (PCP) before services can begin.

This ensures that the person served, guardian, case manager, and home manager understand what

is medically necessary for the person. It also gives the individual opportunities to express their

own hopes, dreams, and desires for their future. The individuals PCP is used to build a specific

goal plan designed to help achieve their desires and be successful and happy. It also assists with

proper placement with others of similar interests (LAD, 2012).

Community living services (CLS) are provided in Berrien, Cass, Oakland, and Van

Buren Counties, with respite services being offered to both adults and children. Respite services

give a break to caregiver and families as they give temporary care to children and adults with

disabilities, chronic, or terminal illnesses (UCP, 2012). The three types of services offered are:

supporting licensed residential programs, assistance in community based homes; and community

based programs (LADD, 2012).

CLS provides a range of community living support services to individuals with

developmental disabilities. These services are provided full or part time for individuals. They

include anything from training on manners, how to cook, clean, budget, grocery shop, do

laundry, volunteer in their community, learn to choose and attend leisure activities, and donating


to animal shelters and nursing homes. In 2011 they participated in 852 community involvement

activities. Each individual will work on a set of skills defined in their own person centered plan

(PCP). This plan is constructed around each individual and their needs. New innovative

programs are being introduced that seek to make a positive impact on all areas of a person's life.

L.A.D.D. is also currently working on an “internal training social networking” system

that would give the people they serve a safe training ground to learn how to use the internet and

social networking sites. This will provide another option for keeping in contact with their friends

and loved ones (LADD, 2012).

Residential and supported independent housing is another service provided by

L.A.D.D in all counties, providing support for special needs people to live on their own. In these

programs people served learn to become as independent as possible in their daily living skills,

community involvement, and how to manage their own behaviors and building healthy

relationships. Staff are trained that their role is to support and teach the person served to become

independent in their own home. Staff role model teaches daily tasks and encourages them to

learn new things. In these setting it would not be unusual to see staff and person served working

together to perform everyday tasks such as laundry, preparing dinner, or enjoying a summer

cookout. L.A.D.D. goal for these individuals is to train them to live independently and yet still be

successful at reaching their goals (LADD, 2012).

2011 Person Centered Planning Goals

Program Total Number of Objectives Completed

Berrien CLS/Residential 5,628 4,661Berrien CLS 1,964 1,317

Cass CLS/Residential 1,979 1,823Oakland Residential 1,921 1,670

Van Buren Residential 221 123


Employment services are also offered to help the adults obtain jobs in the community,

based on assessment and personal interests. In addition, L.A.D.D. has developed a couple of

other businesses that assist with giving employment to special needs. The first is L.A.D.D.

Closet, a consignment store located in Niles, Michigan. They carry clothing and shoes for people

of all ages, appliances, electronics, books, toys, and so on. The second is Hedges and Edges

Total Lawn Care, an outdoor lawn care and maintenance company. “L.A.D.D. Inc. has the

philosophy of embracing the entire person; the mind, body and spirit in addressing this limitation

in work related options. We are committed to helping the people develop practical living and

coping skills, along with promoting community integration” (LADD, 2012). Employment

services also assist with placing individual in volunteer positions, such as the Michigan Rehab

Services (MRS).

Corporate Structure

The hierarchy structure used at L.A.D.D., Inc. is a more flat or circular form. The board

of directors, administrator, corporate compliance, directors, supervisors, managers, assistant

managers, coordinators, professional care technicians, all circle around providing services to the

center which is the people receiving support services.

Strategic Plan

Strategic planning is part of the continous quality improvement process at L.A.D.D..

“The steering committee, board of directors and quality assurance department revise the plan

according to the ever changing environment in which we provide services. The strategic plan is

reviewed each month during the steering committee meeting to insure they are achieving

progress towards the goals that have been set. Goals are determined through analysis of

satisfaction survey results, committee meetings, regulatory inspections, family staff meetings,


person centered planning, quality assurance data collections, and risk management. Achievement

of goals is reported annually” (LADD, 2012).

Some of the short term strategic goals for 2011 that were directed to their website,

manage growth, employee training, human resources, technological communication, volunteer &

employment opportunities, personal care services, team building motivation techniques and so

on. For a complete list, see Appendix for their strategic plan 2011.

Stakeholders

The following have been identified as L.A.D.D. stakeholders: special needs children

and adults, caregivers, employees, community members, Responsible Mental Health Agencies

(RMHA), guardian/family, friends of special need participant, nurses, doctors, and care providers

in professional areas.

Surveys are conducted amongst the stakeholders for their valuable input. From looking

over the data, it appears that all questions received scores in the 90% agree/strongly agree

category. Below is a list of some of those questions:

QuestionAgree or Strongly

Agree

Disagree or Strongly Disagree

No Opinion

My manager/immediate supervisor works alongside his/her employees to make sure things are running smoothly and help us

when needed.87% 7% 6%

L.A.D.D., Inc. employees use a polite, respectful, and professional manner as well as show dignity and respect in their interactions 95% 5%

L.A.D.D., Inc. staff are willing to work with me on removing obstacles that prevent me from achieving my goals so that I can be

successful93% 7%

L.A.D.D., Inc. staff are helpful and treat me with dignity and respect 100%

The home is clean, safe, and equipped with necessary items needed by the people served 99% 1%

(CLS Guardian) I feel my questions, concerns, or need for general information are responded to or addressed in a timely manner 98% 2%


Employee Retention

Corporate wide, L.A.D.D. employed 668 professional care technicians and

management in 2011. Then 135 employees left the organization, giving a 20.21% turnover. This

number was reported as slightly higher than 2010 due to the number of people hired. This

percent was reported as less than ½ of the state average of 50% turnover for direct care workers

(LADD, 2012). There is a focus on improving employment conditions to maintain long term

employees because it benefits the special needs person and the company as a whole.

L.A.D.D. Conclusion

There seems to be a focus on several aspects of the organization in order to make the

overall experience an awarding one for the people receiving support services. Throughout the

process a case manager continually connects with the special needs people and their caregivers,

verifying that the type of support being provided meets their standards. Through open dialogue,

and surveys, work practices are adjusted to better suit everyone. It seems that there is a current

high satisfaction rate for what L.A.D.D., Inc. is providing for the people in the community.

Recycling

Gateway is trying to decide if they should update their recycling equipment. We found

that it may not be in their best interest. After the economic downfall a few years back, the

industry is failing to pick up. The commodity pricing has not increased The majority of revenue

earned is being able to send the recycled material to China, where new packaging is made to ship

items back to the US. Many recycling companies were either selling out or merging. In our area

there the competition is too strong for others to compete.


Gateway also lists that they do various recycling drives. The website does not give any

information regarding the recycling drives. Unless someone was specifically searching for

recycling drives at Gateway in Berrien Springs, a community member would have very little

knowledge about the recycling drive.

Marketing

This section of the paper will analyze the current not for profit (NFP) marketing

environment, including; an overview of current marketing and management design, and forming

new strategic design and defining the importance of relationship management, or the “humanistic

element”. Finally we will focus on current trends in the nonprofit marketing environment and

cost effective ways to deliver an organizations purpose and vision.

Steve Jobs, on the subject of product design, was quoted as saying; “I’m actually as

proud of many of the things we haven't done as the things we have done”. There are many ways

an organization can design a marketing program. What a marketing plan does take… “is courage

and a clear, consistent expression of your vision” (Raisanen, 2012). To design new growth in

nonprofit marketing, there should be no confusion by any stakeholders as to the organizations

purpose.

The only thing the marketing industry knows is that change is inevitable. Overall, any

marketing plan must be suited to deal with “…uncertainty, and business’s obsession with

analysis is best suited for a stable and predictable world” (Liedtka & Ogilvie, 2011). This will

be a difficult process for the more right-brained staticians. “Market research, consequently,

plays a critical role in communications and marketing campaigns” (Williamson, 2009).

Market research is critical, not just for external knowledge but internal knowledge.

Speaking with staff, management, and the board of directors is a critical step to engagement,


followed closely by the opinions of the end consumer. A nonprofit organization must reach their

vision through the quality of the services provided. “Figure out what motivates your audience.

That’s the basis for your message, not what the board, management, and staff want”

(Williamson, 2009).

Market research will uncover new ways to deliver an organization’s message. Are their

common technological characteristics among donors and contributors? How do stakeholders get

current information? “The key is being disciplined in articulating the distinctive set of attributes

that collectively define an organization’s position in the marketplace for funding, ideas, and

influence” (Williamson, 2009). Williams goes on to warn that if an organization begins their

marketing design with the overall message, then that organization will never fully succeed at

communicating the service provided (2009).

Marketing Management

In order for a marketing manager to implement empathy into important internal and

external messages, it must be accepted it is almost impossible to measure, both mathematically

and emotionally. “Nor is it an activity that you can clock in at work and start “doing” like market

research, design, or project management” (Raisanen, 2012). Raisanen goes on to describe the

similarities between an actor and empathy. Great empathy must be delivered by the right person,

at the right time. Some individual’s have extreme talents in this area, while others leave room for

improvement. “The messenger alone is not enough, but the right messenger carrying the right

message can do wonders to motivate an audience. Of course, that message also needs to reach

the audience in a way they trust; heart and the head (Williamson, 2009). Strategic alliances

involve developing cooperative ties with other organizations. Not-for-profit organizations often

use alliances as a way to enhance their capacity to serve clients or to acquire resources while still


enabling them to keep their identities. Services can be purchased and provided more efficiently

through cooperation with other organizations than without.

Marketing Strategies

A strategic alliance is one organization cooperating with another organization for a mutual

benefit. “Not-for-profit organizations often use alliances as a way to enhance their capacity to

serve clients or to acquire resources while still enabling them to keep their identities”

(Williamson, 2009). With larger market power, a barter-type relationship can be developed by

lowering costs through reduced value chain services.

A “pull” strategy tries to convince an audience to a call-to-action or other behaviors

through benefits and incentives. A “push strategy”, on the other hand, typically appeals to logic.

“Sentences in nonprofit communication materials usually start with the word “we” or else the

organization’s name; look at any nonprofit annual report for a case in point” (Williamson, 2009).

Williamson believes that “…best-practices nonprofits combine the best aspects of both these

approaches, and appeal to both the logical and emotional.

Strategic piggybacking refers to the development of a new business venture for a not-for-

profit organization that could generate the monies required for the differences between revenue

and expenses (Liedtka & Ogilvie, 2011). The new business should be related to the scope of the

nonprofits mission. Its purpose is to help subsidize the main purpose. “It appears to be a form of

concentric diversification, but it is engaged in not as part of the mission but only for its money-

generating value” (Liedtka & Ogilvie, 2011). For example, an organization may invest in new,

safe ways or refuse to change its current organizational structure.

Strategic piggybacking is a fairly old process. “As early as 1874, for example, the

Metropolitan Museum of Art retained a professional to photograph its collections and to sell


copies of the prints. Profits were used to defray the museum’s operating costs.” (Liedtka &

Ogilvie, 2011). Williamson adds, “Some 70% of colleges and universities now offer “auxiliary”

services, such as bookstores, conference rooms, and computer centers, as sources of income”

(2009), The Baptist Hospital of Nashville, Tennessee, created and maintains an eighteen-acre

office and training-field complex, which it rents to the Nashville’s football team (Williamson,

2009).

Cost Effective Forms of Advertising

Social marketing is not the answer to every marketing problem and is not required by all

organizations. It can add additional costs. It can also require technical support which is not

available to reasonably maintain.” But it works, and must be part of your marketing and

communications strategy if changing the world for your organization involves changing the

behavior of people: health habits, purchasing choices, social norms, voting patterns”

(Williamson, 2009).

Reduced funding is leading an increasing number of not-for-profits to consider mergers

with other organizations. It recently has grown in popularity because it would require such

drastic measures to remain competitive. Merging with competitors is as a way of reducing costs

through “…economies of scope and reducing program duplication and raising prices because of

increased market power” (Liedtka & Ogilvie, 2011).

Marketing Conclusion

Attending community events, positive word-of-mouth, and employee diversity will all

assist an organization to successfully, and professionally move forward. Employees, staff,

management, the board of directors should all be seen as ambassadors of their respected

organization. Stakeholders should also encourage others in the community to send clients to


their organization. A wide range of personalities, from different backgrounds and stories, will

encourage organizational growth. With a limited marketing budget, building service awareness

can be accomplished by lowering fixed costs. No longer will you need to scramble for

maintenance funds for replacement parts. The space of the current facility is not able to maintain

the required need for maximum capacity to maintain both fixed and variable costs.

Press a Print

Competitive Advantage – Small Order Niche (Consumer)/Supplement Larger Orders (B2B)

Local Collaboration

Promotes Social Responsibility, Economic Growth, Independence, Promotes New

Social/Applied Skills for Participants.

Scott Berry Marketing

1509 W John Beers Rd.

Stevensville, MI 49127

First Glance Grass Roots – Small Firm, Creativity, Industry Knowledge

Competitive Edge – President Mary Jo Tomasini – 17 employees (competitive-edge.net)

5924 Red Arrow Highway

Stevensville, MI 49127

Survey Results – Comparison to Previous Data (Participants)

Area Resources

In an effort to truly understand the capabilities of fundraising and philanthropy for an

organization, it is essential that the company understands the make-up of the community that it


serves. Gateway extends services to Berrien and Cass counties, therefore, at this time, the market

for fundraising and philanthropy would be within these two counties. As time progresses and

Gateway is able to grow their services, it would be important to understand the make-up of other

counties.

Demographic Make-up of Berrien and Cass County

Berrien County

Population = 156, 941

Home Ownership Rate = 72.8%

Median Household Income = $42,625

People Below Poverty Level = 16.4%

Cass County

Population = 51,988

Home Ownership Rate = 82.8%

Median Household Income = $45,177

People Below Poverty Level = 13.9%

(State & County Quick Facts, 2011)

According to the United States Census, Both Counties fall below Michigan’s median

household income of $48,432. This information allows an assessment to be done of donor

capabilities, etc. Although not supported by the information disclosed in the Census,

Southwestern Michigan has a history of wealth and donor abilities.

Research has shown in a Giving and Volunteering Survey conducted for 2011, that

Southwest Michigan scored the second lowest in the entire state for charitable donations.

Throughout the entire state, the survey also showed that nearly 82% of residents making less

than $30,000 a year donated, 91.7% of those making between $30,000 and $99,000 donated, and


100% of residents that make more than $100,000 donated for charitable causes (Michigan

Nonprofit Association, 2012).

Fundraising at Gateway

Fundraising and philanthropic services is one of the most important money generators

within non-profit organizations. Research has shown that non-profit organizations need to utilize

fundraising services in order to fulfill their mission to the community. There are a variety of

ways non-profits can execute an effective philanthropy plan, generate money within the

community, and sometimes get funding from government grants

In Gateway’s 2007-2008 Annual Report, only .9% of their funding came from

fundraising. Based on the previous financial reporting, it appears that fundraising is an area of

opportunity for Gateway. Less than one percent of revenues generated comes from fundraising.

Although there are currently fundraising initiatives within the company, a further review and

analysis is necessary to ensure that they are generating as much revenue from fundraising and

grants so they can either build their business, relocate, and/or replace existing equipment with

newer items.

Gateway’s website has a link on their website which allows for people to give donations.

It was noted that on their website, there are three different locations where an interested donor

could donate. This was located on the homepage, a donation tab, and another location under the

“About Gateway” tab. Although there are three locations to allow for donation, overall the

website has not been updated since 2009. An interested donor may be negatively impacted, if

information is known to be three years outdated.

Gateway’s website also speaks of a community softball tournament that is done, in an

effort to raise money within the community. There is very little information on Gateway’s


website regarding this community fundraiser. It may be beneficial if Gateway were to include

photos of the event on the website and business partners involved throughout the community.

Fundraising poses to be the biggest opportunity for Gateway at generating revenues. With

a little bit of creativity and project planning, there is a variety of different fundraising options.

Specifically, three fundraising opportunities have demonstrated the possibility for greater success

for Gateway.

Fundraising Opportunity 1

An option for fundraising for Gateway would be a concept called affinity fundraising.

This concept of fundraising would require that a group of people be assembled and would

support initiatives within the community. The group of people that could be assembled would be

from the key participant groups. For example, Riverwood would have a representative to serve

on the fundraising committee, etc. The affinity fundraising concept gives the members of the

group a common purpose, ultimately leading to a unique component of team success (Garecht).

The concept of affinity fundraising could be taken one step farther, and the group could be at

point for ensuring that the next two fundraising opportunities are planned and executed, with the

involvement of Gateway’s participants


Another fundraising opportunity that Gateway currently does is a yearly sporting event

such as a softball tournament. Currently Gateway gets the support of community businesses to

create a softball team. This fundraising opportunity could utilize the support of the affinity team,

described above, in order to execute effective planning. Fundraising such as this allows the

participants to meet members of the community and have fun, all while showing the community


the need to continue to support funding of the Gateway organization. It appears as one of the

broadest opportunities for this event would be appropriate marketing.


The last fundraising option that was explored is likely the most profitable. Several times a

year, the affinity group could organize a local electronics drive. Gateway currently does

recycling drives, however there is minimal information regarding what they currently do. There

is a company called Planet Green, which gives money for unused electronics, cell phones, and

inkjet cartridges. Planet Green pays top dollar for these types of devices, and they sort the

shipment themselves (Planet Green). The involvement from the participants could include pickup

of the boxes from the various collection sites across Berrien and Cass County, similar to what

they do currently with recycled paper goods. Additionally, Planet Green claims that they have

paid out over $40 million dollars to date to various organizations nationwide (Planet Green).

Grant and Grant Writing

Depending on the purpose of the non-profit company, many people who have interest in a

particular cause will want to donate. For an organization such as Gateway, people may feel a

great calling to provide grants because of Gateway’s commitment at employing participants.

Research has shown that identifying government grants may be challenging. However, it

is important to continue searching for grants that would be fitting for Gateway. Searching for the

right grant takes time and input from other non-profit agencies. There are online library search

tools that help non-profit companies locate a grant that suits their needs. The Enoch Pratt Library

is an online tool that is intended for non-profit companies (How to find grants for your non-profit

organization).


When a grant is identified, writing the grant becomes one of the most challenging

components. If a team does not have a grant writer, there are ways in which someone can easily

learn effective ways for writing grants. There are a variety of resources that someone could use

in learning how to write grants. The UCSF Office of Care & Professional Development has a

comprehensive guide and provided samples for effective grant writing (Derish, 2010).

After Prom – An Evening with the Stars

After attending the Special Needs Prom, I dropped a fellow graduate student off at his

place of employment. We spent the entire time reflecting on what we had seen and felt our

conversation was best utilized if expressed.

I was touched mostly by a mother and grandmother, who used Van Buren Mental Health

for their 30 year old daughter/granddaughter. Because the lighting was bad and the Grandmother

had a previous stroke, I had to kneel close to her and ask her the questions. They were unfamiliar


with Gateway, but were very upset with Van Buren for dropping the ball on a job at McDonalds

they had promised her. The grandmother even told me how they prepped her for her job. She was

so excited that SHE was going to be part of us, earning a wage and working with everyday

society. The grandmother said it never came to be and how disappointed they all were.

They explained there are NO services except Van Buren Health, for those with special

needs. She is given five hours of socialization a week. The rest of her time is with her family.

She sees no other points of view, or even new faces except for these five hours a week. How can

this encourage positive morale for anyone involved? Is there an opportunity for a continual

relationship and home visits for those in the Tri-County Area How to expand the services of

Gateway, while building their services to include the daily live of its participants? With baby

boomers aging at a larger rate then ever I believe services could include long-term strategies.

Where are these adult children going, and who will take care of them when the caregivers pass?

Conclusion

For Gateway to be strategically sound in the future and remain significant to their vision,

they must implement long-term relationship strategies on a daily basis Strategies by many

nonprofit organizations are mainly favored by writers following the lead of the cost cutting

business culture of recent decades. They argue that the core challenge in the nonprofit sector is to

improve the efficient use of financial and human resources in the accomplishment of mission

(Dropkin &LaTouche, 1998; Drucker, 1992; Letts, Ryan,& Grossman, 1999; Pappas, 1995;

Sandler & Hudson, 1998; Schmaedick, 1993; Walraven, 1994;Wolf, 1990, 1999). This industry

needs to come up with some strategies of differentiation that make it hard for other companies to

imitate. This differentiation might be based in the values of the organization and the expressive

dimension of its work (Berger &Neuhaus, 1977; Mason, 1996).


There are resources within Southern Michigan to help grow business, especially a non-

profit business that serves a greater cause such as Gateway. One organization, Southwest

Michigan First, is a council designed at creating economic development within Southwest

Michigan (Southwest Michigan First, 2012). In a discussion with this council, they provide

support and services to existing companies who may need help with expansion or sustainability.

This would be a council that Gateway could become involved with to ensure that they can

continue to have business development, on behalf of the participants that they serve.

Analysis will show much more room for opportunities and growth. If change is not

wished at this time, your reputation will be unmatched if you can socially engage the same group

I saw at the Prom, but in monthly or quarterly session. It was a very moving night and I was

blessed to have attended and shared some opinions directly with this special audience.

We would focus on revamping my web-site and make ease of navigation for all

stakeholders. As a parent looking for services, I would be fully knowledgeable looking at the

LADD site, over the brochure approach of Gateway. Although Gateway appears more like an

organization on webpage’s, is this fuel that will fire Gateway in the future?

It seems the turnover of new staff CLS workers is a problem. I talked to one caregiver of

a gentleman who works at Gateway. I asked him if there was something pressing he had to say.

He told me that HE was made aware of changes but that the participant wasn’t. The NFP sector

is new to me, along with the idea of CLS workers, but he mentioned a problem with the

communication system within this division.

Another opportunity for Gateway would be social skill building for the fragilely ill. With

more research from Jon and the Director of the Prom, a demographic map of this audience along

with the natural empathy within Gateway, could build networking opportunities for the guardians


and caregivers. This group wants to matter and share in their commonality. I do not think the

environment, food, or entertainment matters. It is the process of traveling, of being the center of

attention, and not feeling alone with the same people, day in and day out. If you can capture that

audience, you will find huge rewards.

Gateway needs to work together as a corporate body to promote innovation, change,

engagement and creativity to improve on its diversity. By promoting collectivism, the

organization may as be encouraging employees to hold hands together in achieving the same

goals. This may result in credit to all group members instead of individual members. Group

sacrifice will lead to altruism which then cements the group to keep doing more with each

other’s feelings in mind.

Appendix

S.W.O.T.

L.A.D.D. Demographic and Characteristic Breakdown

This is the breakdown of demographics and characteristics of the 336 adults and children that L.A.D.D. provides services for:

96 live in a licensed residential setting which is a decrease from 103 in 2010 124 live in supported independent housing which is an increase from 83 in 2010 and 108

receive community living supports or Respite services 8 People received employment services 253 have developmental disabilities (DD) 21 have mental illness (MI) 59 have dual classifications of DD and MI 3 with no classification 182 are male 154 are female 27 are between 0-18 years old 110 are between 19-40 years old 149 are between 41-60 years old 50 are between 61-100 years old. 192 receive services in Berrien Co.


76 in Cass Co. 53 in Oakland Co. 15 in Van Buren

L.A.D.D Strategic PlanStrategic Plan 2011

The following areas will be monitored for 2011, to ensure the continuous improvement of the quality of our

services. Short Term Goals

Phase I: 0-2 Years

Goal 1 WEBSITEThe L.A.D.D., Inc. website will be used as a marketing, training, information and referral service. Over the course of the year, we will be working on continued development focusing on the following areas:*Continue towards the ease of navigation*Documents available for employees on the website and in the employee log in sections*Generate outside income with advertisements.* Development of Continuous Training for employees*Information Resource for community members, persons supported, employees, responsible mental health agencies, guardians and family members.

Goal 2 MANAGE GROWTHTo effectively and efficiently manage growth while keeping focus on Mission, Vision and Values.

Goal 3.

EMPLOYEE TRAININGTo achieve excellence in Staff & Management Practices by providing ongoing training opportunities such as Mission, Vision and Values, SOUL, technology and responsibilities training.

Goal 4 HUMAN RESOURCESTo have a well-organized, developed, technological, and efficient Human Resources Department that handles compensation and benefits, hiring and staffing, employee related policy and procedures, as well as record keeping.

Short Term Goals Phase II: 0-4 YearsGoal 1 TECHNOLOGICAL COMMUNICATION

To improve technological communication within the corporation and utilize the


intranet/Citrix system to increase effective and efficient data collection systems linking them to the Wemma Information Database.

Goal 2 VOLUNTEER & EMPLOYMENT OPPORTUNITIES

To Create a continuum of services and increasing positive community awareness of our programs and people we serve while providing and creating meaningful community volunteer work moving towards employment and opportunities for growth.

Goal 3 PERSONAL CARE SERVICESTo assist people into moving into their own home or other living arrangement with the least amount of supports needed.

Goal 4 TEAM BUILDING MOTIVATION TECHNIQUES

To provide ongoing team building/motivation techniques and increase employee awareness and usage of the DISC and other resources to have a cooperative, positive goal oriented work environment.

Goal 5 FUNDING SOURCESTo improve financial strength and security by utilizing outside funding sources due to Michigan financial crisis...*Develop training for marketing to outside organizations*Develop Employment Services*Donations, solicitations and fund raising

Long Term Goals Phase III: 0-10 YearsGoal 1 QUALITY ASSURANCE

To deliver excellent services, building community and stakeholder interest, trust and pride through continually monitoring, developing and revision quality assurance standards. L.A.D.D., Inc. will provide community leadership and support by being active in our communities while recognizing each person’s unique contributions.

Goal 2 ADVOCACY LIAISONTo assist all people served in accessing the available self-advocacy groups in their respective areas through the use of self-advocacy liaisons.


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