P l a n n i n g f o r 2 0 1 6

HealthyChildren

SupportiveCommunities

StrongFamilies

GROW STRONG WITH

I. Introduction

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The enclosed executive summary of Y.O.U., Inc.’s strategic plan, “GrowStrong with YOU – Planning for 2016” reflects a diverse range of strategic assessment and planning processes and contributions from hundreds ofstakeholders. Led by the organization’s governance and leadership, Y.O.U., Inc. engaged in assessment and planning activities to promote acomprehensive view of the following:

• Perspectives of youth, families, staff, governance, and external constituents on key organizational strengths and areas for improvement;

• Priorities of funding stakeholders who support our organization; • Strengths, weaknesses, opportunities, and threats we should understand

in order to sustain the vitality of our organization; • Political, economic, socio-cultural, and technological factors we expect

to shape our services and the way we provide them; • Strategic priorities of interest, value, and relevance to our viability

and sustainability.

We understand that the value of strategic assessment, planning, and implementation is to:

Increase Effectiveness: By responding to rapidly changing circumstances. In doing this, we enhance our performance and further our mission;

Enhance Efficiency: By taking actions to achieve the same results or better;

Strengthen Organizational Learning and Understanding: By conceptualizing or re-conceptualizing a framework to guide strategy development and implementation;

Foster Better Decision Making: By articulating a focused and defensible basis for our decisions, and understanding how our decisions today affect programs and services of the future;

Fortify Organizational Capabilities: By taking action to strengthen our organizational and industry-level leadership and to enhance our capacity for continued strategic thought and action;

Improve Communication and Public Relations: By effectively communicating our mission, vision, goals, strategies, and actions with key stakeholders.

The continuing success of Y.O.U., Inc.’s services will require that we recruit and retain a highly talented, diverse, andculturally-competent staff, with the support of a very dedicated Board of Directors. Like all strategic plans, the ultimate measure of our success rests in our ability to make sound progress towards our goals and objectives.

Finally, to all who have helped us to develop “Grow Strong with YOU – Planning for 2016” – Thank you.

Beth FolcarelliPresident & CEO

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II. Mission, Vision, Goals, Values and Beliefs

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Mission:To provide youth and families with opportunities to fulfill their potential and build a brighter future.

Vision:Healthy children, strong families, supportive communities.

Goals:To be the leader among non-profit, child welfare, behavioral health, and educationagencies. We will accomplish this by providing a comprehensive and integrated system of care that sets the standard for:

� Empathic Care� Innovative Programs� Highest Quality Care� Effective Management� Achieving Measurable Results

Values:Caring • Respect • Hope • Commitment • Excellence • Diversity

Beliefs:� Our top priority is to provide holistic and integrated services that are

strength-based, child-centered, and family-focused.� Advocacy for the well-being of families is an essential part of our work.� Our success depends upon a broad base of community collaboration and support.� Employees are our most valuable asset.� Our learning environment fosters the growth of both clients and staff.� Community collaborations and volunteers make a difference.� Our Ethical Code of Conduct guides all our actions.� Effective care honors youth and family voice.� All individuals should have the opportunity to be the best they can be physically,

socially, emotionally, and spiritually.� Prevention and early intervention are always the best practice.� Every child needs positive, long lasting relationships with nurturing adults.� Collaboration and teamwork produce the best results.� Treatment in appropriate and least restrictive environments fosters growth.

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III. Strengths, Weaknesses, Opportunities and Threats (SWOT)

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The following information summarizes data gathered from a variety of internal and external sources. Collectively,this data helps us to identify important trends that guide our strategic decisions.

Thank you to the youth, parents, service staff, management and leadership, and the Board of Directors for yourthoughtful participation. SWOT findings – provided below – offer valuable information about how we should bestgrow and serve the communities of Worcester County.

Strengths of Y.O.U., Inc. • Stable co-mingled and diversified funding;• Longevity of programs and good reputation with funders, including the Department of Children and Families,

Department of Youth Services, Massachusetts Behavioral Health Partnership, and a variety of community foundations;

• Deep geographic reach and strong presence;• Community focus, centralized referral, strong collaborations, and a diverse service continuum fortify

our agency; • Attention to supporting employees through orientation and training, supervision and mentoring, teamwork,

collaboration, and advancement from within produces an exceptional and commited workforce; • Adventure Challenge Experience (ACE) and bullying remediation (BRACE) have meaningfully contributed to

our organization; • Partnership with pre-schools and other agencies allows for shared resources and greater impact of interventions; • Focus on behavioral therapies built on positive parenting, child empowerment and overall family involvement

strengthens families; • Great service flexibility to attract funders; • Unparalleled employee commitment and work performance align with agency’s mission and vision;• Excellent communication, support, creative problem solving, team work and responsiveness;• Internship program to advance disciplines of social work, counseling, and psychology;• Diverse, hardworking, and committed management team, leadership support, and governance oversight;• Progress with electronic Health Records (e-HR) increases client privacy and timely documentation;• Client-centered and trauma-informed services, with a focus on collaborative problem-solving, goal setting,

and placement for adulthood.

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“We learn to be ready toleave the past behind, andstep out into the future.”- Grafton House resident

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Weaknesses of Y.O.U., Inc. ▪ Address our identity issue: is Y.O.U., Inc. a large or grassroots organization? As our organization has grown, we

find an increased need to address this issue. Lack of clarity around our identity affects internal processes andrelations and impacts our brand image in the community.

▪ Build our presence in non-Worcester localities, especially our “newer” locations in the South Central part of Worcester County;

▪ Strengthen adult psychiatry;▪ Fortify our e-HR technology and training;▪ Update organizational policies and practices to foster a greater sense of cohesion.

Opportunities of Y.O.U., Inc. ▪ Enhance networking across organization with emphasis on resource sharing, information exchange,

and training;▪ Move into new market segments: Pervasive Developmental Disorder spectrum; Respite; Emergency Service

Provider; 45-Day School Assessment; Transitional Age Youth; Psychiatric Testing; Bullying Prevention and Intervention; Family Voice and Choice; Specialty Groups; Pet Therapy;

▪ Partnership and contracting opportunities: Trauma-Informed Care, Caring Together Residential Procurement; Healthy Homes; Family Resource Centers; Adventure Challenge Experience (ACE); Dynamy Internship Year; Dynamy Youth Academy; Occupational Therapy (OT) and OT Training; and Children’s Behavioral Healthcare Initiative [CBHI];

▪ Source out specialties (e.g., Early Childhood Child Parent Psychotherapy; Attachment, Self-Regulation, and Competency (ARC); Trauma-Focused Cognitive Behavior Therapy (TF-CBT); ACE; bullying remediation; substance abuse prevention in schools) to other groups/schools/agencies and businesses;

▪ Potential to grow Intensive Foster Care in niche market (children with intensive needs); potential to bring on Home Finder/Marketing Professional for this program;

▪ Branding opportunity for the organization as it continues to grow;▪ New (core) curriculum and new clinical approaches (e.g. trauma-informed; positive behavior support; early

childhood approaches; bullying prevention; ACE) position the organization toward innovation and growth.

Threats for Y.O.U., Inc.▪ Affordable Care Act requires increased organizational compliance activity and costs (Administration);▪ Affordable Care Act changes structure of healthcare arrangements and requires integrated care arrangements;▪ Federal budget cuts;▪ Insurance regulation, plan changes, and billing complexity leads to write-offs;▪ Competition – Worcester’s saturated market (e.g. 11 agencies in 9 mile radius provide in-home therapy).

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IV. Summary of Political, Economic, Socio-Cultural and Technological TrendsThe key trends are as follows:

� Our key funder, the Massachusetts Department of Children and Families, has a strategic agenda that includes the following initiatives that align with our organization:

• Strengthening involvement with families, with a focus on building parental involvement and capacity;• Enhancing case practice by integrating trauma-informed and solution-oriented practices into care settings; • Building collaborative networks of services to enhance coordination and integration of services, especially

for justice-involved youth; and • Innovating effective services, especially those that promote kinship, placement, education, and adoption.

� Since the passage of the Affordable Care Act (ACA) in 2010 the healthcare industry has begun to address problems of care fragmentation, which include higher costs and lower efficiency for consumers, especiallythose with complex primary care and behavioral health challenges. With increased interest and focus on integrated or coordinated care models, we must find ways to enhance our collaboration with the primary care community, through coordinated care, co-located care, or fully integrated care models.

� On November 5, 2012, the Child in Need of Services (CHINS) reform went into effect with the passage of “An Act Regarding Families and Children Engaged in Services (FACES).” FACES produced sweeping changes thataffect police, courts, youth, and families. Police can no longer arrest a youth with status offenses (runningaway, stubborn child, truancy) and handcuff, shackle or bring youth to the police station. Because police havemore limited involvement, we have seen a significant reduction in our Alternative to Lock-up Program (ALP) census, which assists youth with non-secure, foster care overnight placement before presenting to the courtthe next day.

� Continued need for strengthening our diverse workforce and culturally competent services: Worcester has a significantly higher African American Population (14.2%)than that of the state average (8.6%); and the Hispanicpopulation of Worcester (38.1%), Southbridge (40.9%),Leominster (26.8%), and Fitchburg (44.6%) far exceedsthat of the state (16.4%).

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� The need for educational and social services persist as statistics reveal continued challenges for youth in Worcester County:

• The Massachusetts Department of Elementary and Secondary Education identified six indicator areas of high risk for the student populations: � school attendance rate; � average number of days absent; � in-school suspension rate; � out-of-school suspension rate; � retention in grade; and � unexcused absences greater than nine days.

• Of suspensions, many of our communities show students with a disability above the state average of 1.2 % indicated by an in-place Individual Education Plan (IEP): � Worcester (2.3 %) ;� Gardner (2.6 %);� Leominster (3.6 %); and� Fitchburg (5.4 %).

• While the state average of unexcused absences (greater than 9 days) is 5 %,Worcester’s average approximates 29.2 %.

� Trends in General Educational Development (GED) preparation and testing will affect our Education for Employment program. GED curriculum andtesting will be web-based effective January 2014. The new GED will mirrorCommon Core and will have two tiers of completion, with the second tier focused on college bound students.With this Common Core emphasis, our teachers will need to increase competency in all subject areas.

� Department of Children and Families (DCF) placements and congregate care admissions continue to wane. In 2008, there were 9,287 placements and 1,774 admissions to congregate care. In 2011, there were 7,355 placements and1,337 admissions to congregate care. This reflects a 21% reduction in placements and a 25% reduction in congregate care admissions. This data supports our continued effort toward service diversification, with a focus on innovative community-based models.

� Sector-wide focus on trauma-informed services and the integration of occupational therapy interventions will continue to support our ongoing performance improvement initiative, encouraging positive behavioral supportsfor youth receiving out-of-home services. The most significant factor in restraint reductions is a skilled and retained direct care/milieu work force. The use of physical/manual restraint at Y.O.U., Inc. continues its trendtoward fewer restraints, with nearly a 50% reduction over a ten-year period. More than 85% of all youth in our out-of-home programs do not experience restraint during placement.

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� Workforce development trends provide evidence and support for the way Y.O.U., Inc. cultivates itsworkforce through varied and diverse opportunities. For example, statistics show that more than 70% of learning occurs through informal channels. Most learning occurs through on-the-job learning, personal andprofessional reading, conversations with colleagues, direct experiences with clients, and web-based resources. Our organizational strategy to provide classroom, project-based, on-line, mentorship, and other informallearning opportunities aligns well with the research on organizational learning and development.

� The statewide procurement initiative – Caring Together: Strengthening Community-Connected Residential Treatment holds the potential to strengthen our involvement with the Department of Children and Familiesand the Department of Mental Health to enhance our capacity to serve youth and families in need.

� Behavioral health trends include the following priorities:• Integrated/coordinated care;• Trauma-informed services;• Electronic service delivery;• Federally Qualified Behavioral Health Centers; and • Mental Health First Aid.

� System of Care (SOC) values and principles continue to inform children’s behavioral health services in Massachusetts. The state continues its implementation of the Children’s Behavioral Health Initiative (CBHI),which encompasses SOC principles and standards. A SOC is a comprehensive spectrum of mental health andother necessary services organized into a coordinated network to meet the multiple and changing needs of children and adolescents with serious emotional disturbance and their families. The SOC has begun to integrate Evidence-Based Practices, including trauma-informed care and integrated services for youth with co-occurring disorders.

� Technological trends here or on the horizon include the following: • Electronic Health Record, with integrated billing, reporting, and outcome capacity;• ePrescription;• eLearning;• Meaningful Use (Medicaid EHR Incentive Program);• Social Media; and• TeleHealth.

� Non-profit websites have become the center of interaction between the non-profit organization, its members, and the broader community. Onlinetransactions are expected to grow to $327 billion by 2016 and contentmarketing therefore becomes increasingly relevant. Creating an interactivewebsite and opportunities for social media will enhance our presence witha diverse range of clients and stakeholders.

V. Focus Group Summaries

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Legislators present included: ▪ The Honorable James McGovern,

U.S. Representative, 1st District ▪ Dan Donahue

Mayor Joseph M. Petty's Office▪ Susan Templeton

Representative Harold P. Naughton, Jr.'s office▪ City Councilor Sarai Rivera▪ Representative Kim Ferguson▪ Representative Jonathan D. Zlotnik▪ Representative Anne M. Gobi

▪ Representative Peter Durant▪ Representative Kevin J. Kuros▪ Representative George Peterson, Jr.▪ Representative Matthew A. Beaton▪ Representative James J. O'Day▪ Representative Mary S. Keefe▪ Senator Harriette Chandler▪ Senator Michael Moore▪ Senator Jennifer Flanagan

Legislative BreakfastMarch 22, 2013 – Dynamy

Government Relations Committee Chair Roy Angel welcomed everyone to the event and thanked the legislatorsfor their past support.

Beth Folcarelli offered a warm welcome and recognized the legislature’s support for Y.O.U., Inc’s mission and vision, and the passage of An Act Regarding Families and Children Engaged in Services (FACES). In discussions, legislators offered suggestions related to key strategic growth areas.

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Government Affairs Committee Members:▪ Roy Angel, Chair▪ Paul Belsito▪ Susanne Blatt▪ Larry Morrison ▪ Samantha McDonald ▪ Timothy McMahon ▪ Pat Harmon ▪ Michael Keegan – Ex-Officio

Staff: ▪ Beth Folcarelli ▪ Jonathan Miller▪ Kristin Mayotte▪ Amy McCarthy

Other Attendees/Invited Guests:▪ The Honorable Judge Carol A. Erskine, Worcester

Juvenile Court ▪ Nathan Peterson, Assistant Component

Director, Community-Based Services▪ Karen Benson, Program Director, Worcester Juvenile

Resource Center▪ Jose Ramos, Graduate, Worcester Juvenile

Resource Center

Key Recommendations▪ Y.O.U., Inc. requested the support of legislators to preserve funding for DCF contracted Lead Agencies

at the current rate of $10,200,000 in the Governor’s budget for FY2014.

▪ The agency thanked the legislative delegation for its full support of CHINS reform, which successfully decriminalizes activities and processes related to helping a Child Requiring Assistance. We urged legislators to fully support swift implementation of An Act Regarding Families and Children Engaged in Services (FACES) so families can readily access Family Resource Centers, as detailed within the law.

▪ Finally, we presented an overview of our Worcester Juvenile Resource Center, urging the legislators present to consider the intrinsic value of this diversion program, and safeguard vital funding in the future.

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Quality and Senior Management Teams RetreatFirst Assembly of God Church – March 22, 2013

Immediately following the Legislative Breakfast, an impressive contingency of 58 attendees from the Quality Management Team (QMT), as well as our entire Senior Management Team, gathered at our Assembly of God location. Each of the five components and more than 25 distinct Y.O.U., Inc. programs were represented. Our aimwas to fuse the comprehensive data produced by the SWOT and PEST analyses into the beginnings of a formalstrategic plan.

A keynote panel that included Kelly Prendergast, LSW, Area Clinical Manager (Worcester West) for the Departmentof Children and Families (DCF); Barbara Morton, Director of Youth Services, (Central Division) for the Departmentof Youth Services (DYS), Richard Breault, LICSW, Division Director for the Department of Mental Health (DMH) –Child and Adolescent Services; and Elizabeth O’Brien, LICSW, Regional Director of the Massachusetts BehavioralHealth Partnership (MBHP), set the stage for the group’s work for the day.

Issues and themes highlighted by the panel:

• In order to fulfill its mandate to protect abused and neglected children and preserve the family unit, DCF ensures services are child-driven, family-focused and culturally-competent. DCF has and continues to focus onthe appropriate placement of children who have suffered traumatic events into safe homes. To support this effort, the Massachusetts Child Trauma Project provided comprehensive workshops in evidence-based traumatherapies to a number of agencies who successfully bid and qualified for this training, including a team ofY.O.U., Inc. clinicians.

• DYS identifies four priority goals: (1) ensuring the right youth are in the right place, and for the right reason,(2) focusing on continued and improved success for DYS youth in community-based settings; (3) decreasing therecidivism rate for youth in DYS care; and (4) building a workforce infrastructure to support DYS programs whilesupporting organizational capacity to meet strategic planning goals. Barbara described DYS’ plans to reduceracial and ethnic disparities in the juvenile justice system, and enhance educational outcomes and work opportunities for DYS youth in partnership with the Department of Economic Development.

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• DMH continues to strengthen its focus on partnering with youth and families as it further develops an integrated continuum of mental health services for Massachusetts’ youth. As part of this initiative, DMH re-procured flexible therapeutic and activity-based support services, including youth support groups, youthmentoring, and family in-home therapy, as well as respite and residential services through a joint procurementwith DCF.

• MBHP brings together key stakeholders with a shared vision to improve the health of at-risk youth and families via an integrated system of high quality care. That system would identify and address the comprehensive physical and behavioral healthcare needs of individuals at high risk as the result of multiple and intersectinghealthcare needs, and would include as key components a 24-hour nursing line, available in English and Spanish, to respond to questions and create “best-fit” referrals in order to reduce unnecessary EmergencyRoom visits. MBHP’s Integrative Care Management Program is a comprehensive and voluntary programwherein intensive clinical care managers assist individuals to coordinate their medical and behavioral healthneeds, improving communication and outcomes. 

Mission, Vision & Values O’Connor’s Restaurant - April 22, 2013

As part of the comprehensive planning process, our Board of Directors joined key members of the Senior Management Team to review and update Y.O.U., Inc.’s Mission, Vision, and Values statement.

Our discussion on Mission, Vision, and Values revealed a strong sense of alignment between potential strategicdirections and our core mission and values. Highlights from the evening included:

▪ Participants identified Dynamy’s Internship Year as a very strong program that should be expanded upon as a strategic initiative;

▪ The Adventure Challenge Experience (ACE) program is likewise ripe for expansion, with strong potential for marketing to corporate and non-profit organizations;

▪ We must continue to strengthen our Centralized Referral capacity in order to ensure youth, families, and referring providers receive a swift response to their needs;

▪ We should sustain and build upon our attention to measuring and sharing outcome data with key stakeholders;

▪ Most of the agency’s existing Mission/Vision/Values statements remain relevant, strong, and integral to our organization’s current and future goals. The group strengthened language around youth and family voice, community collaboration, and organizational diversity.

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Board and Senior Management Team Retreat Coral Seafood – April 24, 2013

After months of assessment, analysis, and planning, Y.O.U., Inc.’sBoard of Directors and Senior Management Team convened anafternoon conference to solidify key strategic directions and supporting goals to guide the organization forward. The retreatpresented a final opportunity for open dialogue and revisions,setting the framework for “Grow Strong with YOU – Planning for 2016.” The full Board of Directors approved the plan on May 22, 2013.

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VI. Strategic Direction

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Strategic Direction #1: Growing Our talent Develop employee talent to sustain service quality and facilitate organizational growth.

Goal 1.1: Implement a fully integrated Talent Management System (TMS), to include the following: coaching andmentoring, supervision, performance evaluation, succession planning, and organizational learning.

Objective 1: Finalize policy, procedure, and toolkit for TMS core elements by the end of FY 2014.Objective 2: Provide a learning series to promote TMS core elements and to sustain long-term change

initiative benefits.Objective 3: Continually measure, assess, and improve our TMS by the end of FY 2015.

Goal 1.2: Revitalize Y.O.U., Inc. Leadership Institute and management training offerings.

Objective 1: Design policy and procedures related to Delta I, II, and III management and leadership development processes.

Objective 2: Define and expand Tier II practices.Objective 3: Modify Tier III to integrate experiential application of key leadership functions, including

but not limited to ethical leadership, teambuilding, change management, advocacy, marketing and public relations, financial management, and strategy and business development.

Objective 4: Annually, assess management training needs and preferences: design and implement a plan to address these needs and preferences.

Goal 1.3: Develop, communicate, and implement succession planning, prioritizing our Emerging Leaders and other rising talent.

Objective 1: Integrate succession planning assessment and planning into annual employee performance evaluation.

Objective 2: Identify individual (person-specific) and collective (organizational) strategies to cultivate and engage Emerging Leaders and Rising Talent.

Objective 3: Communicate opportunities to employee workforce and encourage active participation and engagement.

Goal 1.4: Annually, assess and develop a Recruitment Plan to attain the staff necessary to sustain quality and promote growth.

Objective 1: Conduct an organization-wide salary assessment (FY 2014).Objective 2: Identify and prioritize addition of positions necessary to strengthen infrastructure, including

but not limited to the following: Nursing leadership; licensed clinical positions; informationtechnology; quality management and data analysis; facilities management; marketing anddevelopment; and mission (business) development.

Objective 3: Develop and follow a three-year plan to bring salaries into competitive range and incorporate needed infrastructure positions.

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Strategic Direction #2: Cultivating Connections Strengthen Y.O.U., Inc. through community connection and collaboration.

Goal 2.1: Strengthen community, corporate, and funder awareness of Y.O.U., Inc. services.

Objective 1: Form a focus group to articulate Y.O.U., Inc.’s identity: reconcile centralized and decentralized elements of our organizational structure and culture.

Objective 2: Develop and follow a Marketing Plan, which addresses public relations as well as event, Web, and print-based technologies and strategies.

Objective 3: Develop an organizational Marketing and Public Relations Committee to implement Marketing Plan.

Objective 4: Evaluate return on marketing and public relations effort (objectives 2 and 3) in order tosupport an additional full-time professional within the Marketing and Development Department.

Goal 2.2: Expand mission impact through collaborative relationships, alliances, and geographic reach.

Objective 1: Assess service needs for children’s services in Southern Worcester County and address the most viable through targeted new services/programs.

Objective 2: Explore vocational development for adolescent and transitional-aged youth populations by expanding existing services and/or through creative mentorships, programs, and linkages with corporations, and resources such as technical schools, Worcester Youth Office, and other supports.

Objective 3: Evaluate need for and extend, if indicated, areas of outpatient expertise (e.g., addiction services; group treatment; and early childhood mental health services) to Gardner, Southbridge, Milford, and other community locations.

Goal 2.3: Build YOUniversity to include learning opportunities for employees and external customers.

Objective 1: Assess and select a Learning Management System (LMS).Objective 2: Formalize our faculty and curricula for internal offerings, while being mindful of potential

external application.Objective 3: Consider potential certificate, degree, or credit programs with a college or university partner.

Goal 2.4: Strengthen and promote our involvement in the communities we serve.

Objective 1: Assess our current involvement in community committees, organizations, boards, task forces, and other opportunities to enhance the communities we serve.

Objective 2: Through publications, web-based technologies, and public service events, strengthen public awareness of our contributions to the communities we serve.

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Strategic Direction #3: Sowing Relevant Needed Services Pursue clinical, professional, organic, and geographic growth opportunities.

Goal 3.1: Strengthen development, integration, and promotion of Emerging Practices (EPs) and Evidence-Based Practices (EBPs) within Y.O.U., Inc. and to external stakeholders.

Objective 1: Incorporate evidence-based practices throughout our organization, with a focus on motivational interviewing, cognitive behavioral therapy, occupational therapy, and various trauma-informed approaches.

Objective 2: Fortify our capacity to treat youth with co-occurring disorders.Objective 3: Strengthen Dynamy Internship (GAP) Year to sustain its positive renewal.

Goal 3.2: Expand Adventure Challenge Experience (ACE) to External Customers.

Objective 1: Develop and follow an ACE growth plan, with a focus on:(i) Schools;(ii) Corporations and other nonprofit settings; (iii) Embedding ACE in retreat settings.

Objective 2: Reinvigorate ACE within Y.O.U., Inc.’s programs/services.Objective 3: Grow ACE talent pool through alliances by building internship opportunities with colleges

and universities with this specialty area.

Goal 3.3: Develop internal capacity to assess and respond to development opportunities in order to fortify our mission within existing or new communities.

Objective 1: Develop an internal capacity to continually assess the environment for opportunities and proficiently respond to these opportunities.

Objective 2: Prioritize and respond to viable development opportunities that closely align with our core organizational competencies and mission, vision, and values.

Objective 3: Explore promising programs, such as the Recovery School, specialized services for youth on the Autism Spectrum, partial/day hospital, and services designed to foster youth voice and empowerment.

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Strategic Direction #4: Influencing and Responding to Climate Changes Continue and strengthen role as industry leader in child welfare, education, and behavioral healthcare services.

Goal 4.1: Define organizational performance and measurement systems to enhance our capacity to produce and communicate outcomes to key funders and constituents.

Objective 1: Identify – per service – the social, educational, developmental, and/or clinical outcomes most relevant to each service.

Objective 2: Determine the appropriate instrumentation to measure defined outcomes. Objective 3: Develop policy, procedures, and practices to communicate what and how we measure

within each of our services, as well as the manner in which we use outcomes to inform service design and delivery.

Goal 4.2: Continue to assess and strengthen vulnerable but valuable Y.O.U., Inc. services.

Objective 1: Create and follow performance and quality improvement (PQI) plans to strengthen:(i) Behavioral healthcare outpatient services;(ii) Intensive foster care services; (iii) Acute outpatient services; and (iv) Other programs/services as identified.

Goal 4.3: Intensify our contribution to behavioral healthcare, child welfare, and related fields in order to improve outcomes for our core populations and communities.

Objective 1: Develop a Division of Professional and Consultative Services.Objective 2: Pursue development opportunities that link Y.O.U., Inc. with institutions of higher learning

and research.Objective 3: Regularly seek out opportunities to share our organizational expertise on local, state,

and national industry levels.

Goal 4.4: Implement CARING TOGETHER programs as awarded through joint (Department of Children and Families and Department of Mental Health) procurement process.

Objective 1: Identify, plan for, and attain staffing to meet broad range of needs under the CARING TOGETHER initiative.

Objective 2: Form and support leadership teams for new CARING TOGETHER programs.Objective 3: Take lead participatory role in the design of important systems of care elements of

CARING TOGETHER programs, including but not limited to nursing, occupational therapy, youth voice; family choice; and family partners.

Goal 4.5: Advance youth and family voice and choice throughout the organization.

Objective 1: Increase opportunities for peer support.Objective 2: Integrate family involvement across Y.O.U., Inc. continuum of services.Objective 3: Build alliances with other community-based organizations that specialize in youth

empowerment and positive youth development.

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VII. Y.O.U., Inc. Board of Directors

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Michael KeeganChairperson

Thomas JenkinsVice Chairperson

Thomas DohertyTreasurer

Tom McGregorAssistant Treasurer

Samantha McDonaldSecretary/Clerk

BOARD EMERITI

George BernardinMarilyn BiekshaSusanne BlattGeorgia GriffithPatricia HarmonGary MacConnellMary Elizabeth McGrathDouglas MeystreLaurance MorrisonSally SchenckEdmond TinsleyBruce WellsWallace Whitney

April AulickRobert CarnegiePaul BelsitoBrian ChandleyDonroy FerdinandAnne KottlerJohn LynchThomas ManningTimothy McMahonGerard MoralesChristopher Palermo Christopher PerisClyde TalleyDonna TruexDolly Vazquez

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Quality Management Team Chair: Paul Kelleher, COO

Senior Management

Jeannine FollettAssistant Director Human Resources

Paul FultonAssistant Medical Director

Elisabeta GegaTraining Coordinator

Laura PetersonDirector of Human Resources

Ludmilla TonkonogyMedical Director

Elaine Waters-DaverioDirector Quality Management & Training

Elizabeth Folcarelli President/CEO

Paul Kelleher Chief Operations Officer

Dr. Ludmilla TonkonogyMedical Director

Paula Aiello Chief Financial Officer

Jonathan MillerChief Information Officer

Paul Carey Director of Family Support Networks

Nathan PetersonDirector of Residential Services

Evan Graber Director of Outpatient Services

Kristin Mayotte Director of Education and Employment Services

Amy McCarthyDirector of Marketing, Communications, and Development

Laura Peterson Director of Human Resources

Ann Toomey-DoaneDirector of Community-Based Services

Elaine Waters-DaverioDirector of Quality Management

Administration

Anne Bureau Worcester Community ConnectionsCoalition: Resource Center

Paul CareyDirector Family Support Networks

Charisse Gorham Contract ManagerDYS Community Service Program

Christine Kroell Worcester Community ConnectionsCoalition

Peggy LangleySenior ICC/CSA Southbridge

Joanna RosenbergSenior Intensive Care CoordinatorCSA Milford

Christina Stanley Martinez Director Family Networks WorcesterWest

Outpatient Services

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VIII. Management Teams

G r o w S t r o n g w i t h Y O U – P l a n n i n g f o r 2 0 1 6 20

Bob Brown Director School Based Services Gardner Family Center

Sonya EllisDirector of Therapeutic OutreachGardner Family Center

Bethany ConnollyDirector Therapeutic Outreach Services

Annie Fine Director of Trauma Services

Beth FlanzbaumAssistant Director Outpatient Services

Connie FliegerDirector Assessment Services

Maureen GamacheAssistant Site Director Gardner Family Center

Evan GraberDirector Outpatient Services

Russell Gwilliam Director School Based ServicesWorcester Family Center

Deb Kott Site Director Gardner Family Center

Melissa Morey Assistant Director Therapeutic Outreach Services

Jennifer WiechDirector Early Childhood Services

Community Support Networks

Luis Aviles Asstistant Director Worcester JuvenileResource Center

Gisele DuplessisClinical Director Family Center South

Karen GemboskiSite Director Family Center South

Kerri McClearyDirector of Day Treatment Services

Sarah Montigny-ValoisDirector Family Stabilization & ClinicalServices

Judi RockAssistant Director of CommunityBased Service

Lenore RustDirector Foster Care, ALPS & Fire Prevention

Kate Sanford Coordinator Centralized Referral Unit

Ann Toomey-DoaneDirector Community Based Services

Sarah WalkerDirector Worcester Juvenile Resource Center

Community Based Services

Etel CapacchioneDirector Youth Academy

Gaelyn HastingsDirector Upward Bound Programs

Alexia JohnstoneEducational Day Academy Clinical Coordinator

Fred Kaelin Director Dynamy

Andy LaPointe Assistant Director EFE

Andrew MahoneyAssistant Director Dynamy

Kristin MayotteDirector Education, Employment, & Training

Chris PooleDirector Therapeutic Recreation

Jason PooleDirector Education For EmploymentPrograms

Monica Potter Clinical Director Dynamy

Sarah SamsDirector Therapeutic Services YEDA

Education and Employment Services

G r o w S t r o n g w i t h Y O U – P l a n n i n g f o r 2 0 1 6 21

David BaderAssistant Director Oxford House

Karen Baker-O’ConnorClinical Director Wetzel Center

Michael BarneyClinical Coordinator the Village

Patti BerubeDirector of Residences CHA

Gloria BrooksClinical Director CHA

Arni CasarealeAsst. Director Residential ServicesWetzel Center & Village

Nathan PetersonDirector of Residential Services

Angie CruzClinical Coordinator Oxford House

Diane DunsterClinical Coordinator Grafton House

Kristin Edson-ShouseDirector Educational & Day Treatment Cottage Hill Academy

Terrence GibsonAssistant Director STARR Programs

Loni GriffDirector The Village

Marjorie HunkenEducational Director Wetzel Center & Village

Deborah Jensen SanbornDirector Oxford House

Georgia McLeanDirector Latency Services Wetzel Center

Mark McVaughDirector Adolescent Services WetzelCenter

Nicole MuratoreAssistant Director The Village

Jessica O’ConnorDirector Occupational Therapy

Jason OjedaDirector of Admissions Wetzel Center

Liz PatricelliClinical Coordinator STARR Programs

Gene SimsDirector STARR Programs

Sheila SpenceDirector Grafton House

Kelly SullivanDirector Teen Parent Apartment Programs

Alisa TestaClinical Coordinator Teen Parent Programs

Jocelyn ThommanDirector Residential Training & Assessment

Residental Services

Our Mission:To provide youth and families with opportunities to fulfill their potential and build a brighter future.

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