annual report a o 11 12 noon[1] 8 5x11 jt

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  • EarlyHeadStart69served

    ChildrensDDServices45served Autism

    Homes23served

    AdultDDSupportedLivingServices

    28served

    TargetedCaseManagement673served

    AdultMentalHealthCaseManagement

    377served

    SuccessfulStarts

    286served

    YouthHomes

    161served

    School-basedServices

    335served

    YouthCaseManagement1479served

    HomeSupportServices

    807served

    Work&DayServices79served AdultDDHomes

    65served

    Westby

    Sidney

    Glendive

    MilesCity

    Hardin

    BillingsLaurelColumbus

    LivingstonBozeman

    Lewistown

    Whitehall

    DillonRedLodge

    Joliet

    ButteAnaconda

    DeerLodgeBonner

    Missoula

    Polson

    Kalispell

    Eureka

    ColumbiaFalls

    CutBankShelby

    Conrad

    Choteau

    Vaughn GreatFalls

    Cascade

    HelenaEastHelena

    Townsend

    GlasgowMalta

    Westby

    Sidney

    Glendive

    MilesCity

    Hardin

    BillingsLaurelColumbus

    LivingstonBozeman

    Lewistown

    Whitehall

    DillonRedLodge

    Joliet

    ButteAnaconda

    DeerLodgeBonner

    Missoula

    Polson

    Kalispell

    Eureka

    ColumbiaFalls

    CutBankShelby

    Conrad

    Choteau

    Vaughn GreatFalls

    Cascade

    HelenaEastHelena

    Townsend

    GlasgowMalta

    147,042 square miles of service.

    What kind of service? Choose one. Good preparation = good stewardship.777,697units of mental health services we delivered to children and adults

    472,886units of s

    ervice delivered to

    children and

    adults with develo

    pmental disabilities

    For-profit companies around the world have a responsibility to their shareholders. The shareholders expect that the organization theyve invested in is doing everything it can to balance its diversification, risks, and human capital. We liked that, so we sought some help. Much like with our trainings, we decided to go big. We wanted to move beyond motivational posters, conferences, and webinars, so we began working with Paladino and Associates, a Pittsburgh-based consulting firm that has worked with Fortune 500 companies around the world. Working on what? A balanced scorecard.

    Like a for-profit venture, we have a responsibility to manage resources in a way that brings the best value to the people who are buying the services we offer.

    The balance scorecard uses strategy maps for each service we offer and for the organization as a whole. Think of it as a one-page depiction of a companys strategy consisting of objectives across the financial, stakeholder, process, and people perspectives. It feeds the scorecards primary purpose: answering the question: how do we know we are making progress toward reaching our strategic goals?

    As AWARE grows more diverse in both its person-centered services and ventures around the country we think its more important than ever to be working toward a

    clear and common goal, and to satisfy our commitment to our shareholders. Montanans.

    Market and providePR for businesses & services

    Provide the right services to the right

    people, at the right time

    Comply with allregulations

    Pilot newopportunities (do stuff)

    Identify opportunitiesfor growth (try stuff)

    We Provide Innovative Services

    Proc

    ess

    We Manage a Sustainable Business

    Reinvest cash prudently

    Maximize revenuewith quality services

    Managecontrollable expenses

    Collect receivables Manageorganization-wide risks

    Fina

    ncia

    l

    We are Residential, Community Care & Treatment, and the AWARE Business Network

    Informal service partnersprovide services

    Shape federal and stateregulatory environment

    Build strategic relationships

    across communities

    Provide outstanding service

    Improve client outcomes

    Stak

    ehol

    ders

    We Value our People, Climate, & Culture

    Pursue service excellencethrough professional

    development and training

    Buildorganizational

    depth

    Identify, recruit, and retain talent

    Enhance and reward

    professionalism

    Meet health and wellness, safety, and environmental goals

    Cultivate a performance-based culture

    Peop

    le

    Paladino Associates/AWARE, Inc.

    Dear Reader,

    Its with a great pride that we submit this report. As you can imagine, trying to pick and choose the things that get highlighted in something like this is an exercise in thrift. Everyone weve talked to in the process of putting this together has been eager to talk about the things theyve done over the course of the year.

    When CARF auditors were with us this summer, they spread out in every different direction, auditing files and charts, touring facilities and interviewing staff at every level. Independent of one another, each CARF representative made note of the fact that, regardless of the community they were in, and regardless of the population being served by any given staff member, employ-ees from entry level all the way up to our leadership thoughtfully answered interview questions in a way that incorporated our Principles of Unconditional Care.

    You may notice that were asking the same questions of ourselves year after year, and youll see them here, too: are we doing what we say well do?, do people like what we do? and are the things we do worth doing? By asking ourselves these questions at every juncture in our work, were forced to examine our ability to work toward our mission and view the challenges and successes of the communities and families we work with through an unconditional lens.

    Weve been doing this for 38 years. For the first 13, we were an Anaconda-grown, grassroots organization helping people we knew. For the last 25, weve been led by CEO Larry Noonan, who came in with the confidence that AWARE could keep the intimacy that makes a service relevant to a family or community, while promoting a culture of confidence and risk for the benefit of others. That culture leads to innovation and exemption from the status quo.

    Despite being the fourth largest state in the country were pretty small, and our community-based work relies heavily on people talking, debating, asking questions, and demanding more for their family. As a board, we value these things, and invite your involvement in the discus-sion, too.

    Blast away.

    Jack HaffeyChair, AWARE Board of Directors

    A note from our Board of Directors.AWARE envisions a world in which no child or adult

    with developmental disabilities or mental health diagnoses will ever need to be in an institution, and

    will have the opportunity to make choices and benefit from services assisting them in becoming as successful

    and living as full a life as they are able.

    Our Vision.AWARE will, consistent with its vision, develop the highest quality, individualized, community-based

    supports and services, which includes providing access to the right services, to the right people, at the right time while fostering and advocating the inclusion,

    acknowledgement, and respect for those with disabilities to be a meaningful part of their community.

    Our Mission.

    Our Principles of Unconditional Care.

    We are agents of change.

    Families are our most important resource.

    We take onand stick withthe hardest challenges.

    Lighten up and laugh.

    Everything is normal until proven otherwise.

    We strive to the highest quality of care.

    Im OK, youre OK.

    It takes a team.

    Our connection with communities is vital.

    Building on our strengths is the key to our success.

    Progress. Governed by values.

    Our year in review.

    Fiscal Year 2013

  • Are we doing what we say well do? Are the things we do worth doing?The short answer? Yes, and we say that because we check and recheck. All the time. In fact, we opened our agency to more than 800 hours of surveying by 6 separate accrediting bodies demonstrating our com-mitment to both organizational transparency and a willingness to welcome thorough examinations of our practices at any given time. But just inviting scrutiny doesnt begin to cover it. We also ask more than 600 of the families we serve how were doing and whether were living up to their expectations, and hold ourselves

    Do people like what we do?

    UNWAVERING COMMITMENT TO PROFESSIONAL DEVELOPMENT

    From left, COO Jeff Folsom, Dr. Amy Hunter, Dr. Rob Corso, Early Childhood Services Director Melinda Edwards, CEO Larry Noonan, and Dr. Pat Friman at the 2013 Consortium.

    All of our work, regardless of the service, community, or level of staff, is conducted by Montanas best-trained, most informed specialists. And the

    trainings that were conducting arent your typical workplace

    safety videos, and no name is too big to be put on our list.

    Were not your average Wraparound Care provider. Literally. For four years in a row now, weve scored higher than the national mean score of organizations using the University of Washingtons Wraparound Fidelity Index Scale. This isnt a committee or a taskforce. This is a test. A test that we ace...every time.

    In an age when we can access real time information on the experience and proficiency of doctors, car mechanics, dentists, and teachers, shouldnt people be able to get that kind of information about their human services provider? Yes, they should. The stakes are too high for families not to be skeptical, and for them we carry around our annual report card.

    A REPORT CARD WEREPROUD TO STICK ON THE FRIDGE.

    A SERVICECALLED ADVOCACYToo many times, the right thing for a family has been compromised for the expedient thing. Were committed to doing the right