annual report a o 11 12 noon 8 5x11 jt
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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
adults with develo
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
We Manage a Sustainable Business
Reinvest cash prudently
Maximize revenuewith quality services
Collect receivables Manageorganization-wide risks
We are Residential, Community Care & Treatment, and the AWARE Business Network
Informal service partnersprovide services
Shape federal and stateregulatory environment
Build strategic relationships
Provide outstanding service
Improve client outcomes
We Value our People, Climate, & Culture
Pursue service excellencethrough professional
development and training
Identify, recruit, and retain talent
Enhance and reward
Meet health and wellness, safety, and environmental goals
Cultivate a performance-based culture
Paladino Associates/AWARE, Inc.
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.
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 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