YAI's 2018-2020 Strategic Plan
Recently, YAI celebrated its 60th anniversary. What began as a very small, not-for-profit serving seven people with intellectual and developmental disabilities (I/DD), has grown to become one of the largest I/DD providers in New York State, annually supporting over 20,000 children and adults. Today, YAI operates hundreds of programs that cover the lifespan including information and referral; residential, day, and employment services; medical and clinic services; respite; crisis intervention; summer camps; travel; and recreational opportunities.
Throughout YAI’s history, the I/DD field has evolved significantly and is now beginning a transition toward a managed care environment utilizing a value-based payment model. To transition successfully and continue to thrive under this new model, it is incumbent on YAI to proactively prepare and position itself to pursue innovation and engagement across all fronts and with all stakeholders.
Given the changing landscape, the Board of Trustees and I felt strongly that it was an ideal time for YAI to embark on a formal strategic planning process. We very much wanted to create a thoughtful and well-conceived playbook to ensure YAI’s sustainability, growth, and success in the years ahead.
Developing an effective strategic plan requires discipline, foresight, introspection, and candor. YAI’s Strategic Plan is the result of a year’s worth of work and reflection from myself, the Senior Leadership Team, and our Board of Trustees. We realize that in order for this plan to prove successful, the strategies it contains must allow for flexibility. This necessitated that the final product be an authoritative yet user-friendly roadmap that takes into account and allows for the possibility of real- time detours, rather than a static tome that upon completion collects dust on a shelf.
Our plan carefully reflects YAI’s current position within the I/DD field, our relationships with our partners, and our standing within the communities we support. It establishes meaningful priorities and outlines clear opportunities for improvement and growth, which we will pursue to the best of our abilities.
For YAI, the next several years present promising and exciting opportunities. Our strategic goals align with New York State’s mandate that, starting in 2018, the I/DD field must begin its transition toward managed care and value-based reimbursement. These goals include diversifying our funding streams, embracing technology, and furthering our mission through holistic supports and services that are community-based and person-centric.
YAI’s commitment to actualizing this Strategic Plan represents our promise to the people we support and their families that, no matter what, we will continue to provide opportunities of the highest caliber that are built around the universal tenets of living, loving, working, and learning.
Chief Executive Officer