Intent Statements

Mission Statement

The organization’s mission statement is intended to communicate and guide services and impact to the community. Our mission is to empower people with disabilities by preparing and placing them into meaningful work.

Consumer Impact

The nature of the organization’s work demonstrates a commitment to services that are designed to identify social or person center needs and desires of the consumer served.

Staff Impact

The staff is supported by leadership as they are the persons in line with carrying out the mission directly with consumers. Staff development, both personally and professionally, is valued and promoted.

Communication of Intent Statements

Communication of the intent of the Opportunity Center- Easterseals to practice a person-centered philosophy is accomplished by training staff, sharing practices, communication through consumer and staff handbooks, promotional materials, and sharing with consumers.

Demonstration of Philosophy

Leadership

All managers and leaders of the Opportunity Center- Easterseals universally support, communicate, and demonstrate person- centered philosophy, which guides service delivery.

• The leadership ensures that specific activities are conducted to guide the organization ethically, effectively, and efficiently in achieving its mission.
• Our mission influences the activities of job development, vocational placement and employment retention or achievement of outcome.
• Annually, the Board of Executive Directors assesses the mission statement as it relates to service delivery, achievement of outcomes, and strategic planning activities. This review serves to reinforce the vision of personnel and board members regarding outcomes for consumers and focuses efforts toward achieving the agreed-upon outcomes.
• Throughout the employment development process consumers and other stakeholders provide feedback that influences the mission as their needs and desired outcomes change over time.
• Leadership works through Employment Specialists and other staff facilitators to achieve and improve outcomes. Efforts and achievements are documented monthly on progress reports. These outcomes guide the strategic plan.
• The Board and Executive Officers review the Center’s operating statements and finance statements monthly against the agreed-upon annual budget. An annual audit is conducted by an independent accounting firm at the end of each fiscal year to protect the Center’s assets, maintain its viability and move the organization forward. The budget is built and submitted for approval each August to be effective October 1, the beginning of the fiscal year.
• Leadership guides planning to manage risk and reduce the severity of potential threats to its people, property, income, goodwill, and ability to accomplish goals. Property and liability insurance is provided by Thames-Batre of Mobile, Alabama. The coverage is through our relationship with Easter Seals Alabama.
• The standards that relate to the development and implementation of corporate responsibilities respond to questions regarding accredited services. Questions may include inquiries concerning CARF survey results and the survey report, quality and effectiveness of services, description of services and persons served, performance outcomes, satisfaction with services and other information that persons may use to make informed choices about service and service providers. The public is informed through brochures, newspaper articles, and the OC-ES website.

Personnel

All personnel will universally support, communicate, and demonstrate person-centered philosophy, which guides delivery of services.

• Easterseals Alabama notifies the Center of implementation and revisions of applicable state and federal laws and regulations that include employment, health, safety, cultural competence, diversity, and OSHA regulations.
• An annual review of all personnel policies is performed by the Personnel Committee of the Opportunity Center Board each February. Policies that deal with fiscal and risk related items are performed by our independent auditing firm each November with the annual audit. Policies that impact services and accreditation are reviewed by ADRS each July as we discuss rehab budget. Suggested revisions or additions provide in part for changes to be made in Personnel, Fiscal, Risk or Program areas.

This philosophy is based on the expressed needs and desires of the people served and their abilities, capabilities, and the support necessary to reach their goals. Services and support are to be provided in environments that promote maximum independence, community inclusion, and quality of life.  The process will fully explore the individual’s and family’s desires with respect to lifestyle decisions and future dreams.  We will support any concerns or issues about the person’s health, welfare, and safety.