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Where Imagination and Opportunity Meet
A Five Year Strategic Plan
Alabama Institute for Deaf and Blind
Helen Keller believed that...
"The most beautiful world is always entered through imagination."
In our five-year strategic plan AIDB envisions a world...
Where Imagination and Opportunity Meet.
Since1858, AIDB has pursued its mission to provide comprehensive education and service programs of superior quality for children and adults who are deaf, blind, deaf-blind and multidisabled and their families. Today, we have earned the distinction of being the nation’s most comprehensive education and service program of our kind.
As an organization dedicated to human services, we value -
· Respect for all individuals
· Open and honest communication
· Superior education, service and care
· Integrity in all we do
· Teamwork
· Commitment to Service
Last year AIDB served 12,419 individuals who are deaf and blind and their families through a network of regional and campus programs that stretch all across the state of Alabama. To each of them what we do is not just business, it’s personal. It’s feeling good about working for your own living. It’s the pride in a parent’s face when their child is awarded an academic scholarship or wins a state track championship. For the parent of a newborn faced with a sensory challenge, it is hope for the future. And for seniors coping with the aging process it is a discovery that quality of life is not gone. Each individual story is as diverse as AIDB itself, but each not only imagines, but lives with success.
AIDB’s first Board Chairman, William Taylor, declared that "the Institute was not established for the present generation alone. It was intended to be permanent and to transmit its human and beneficial influence to future ages." In order to remain strong for future generations AIDB must plan and respond to changes in the education and workplace environments of the people we serve - in a world that is not limited by geographic or technological boundaries and is driven by consumer and parent choice. Our vision is to provide diverse programs of superior quality that meet the short and long term, and often underserved, education and rehabilitation needs of deaf and blind individuals of all ages in consumer-friendly environments statewide including homes, classrooms, regional centers and campuses.
In 2008, AIDB will celebrate its 150th year of service and chart a new course for the future by focusing on at least five critical goals that impact the personal and professional lives of deaf, blind and multidisabled infants, toddlers, children, adults and seniors.
Assessing AIDB’s Strengths, Weaknesses, Opportunities and Threats
Strengths
1. Diversity, strength and distinctiveness of programs and services offered to a broad continuum of individuals with hearing and vision loss.
2. Availability and use of technology.
3. Strong, overall positive public image.
4. Skill and talent of employees.
5. Sound financial position and practices based on accountability standards.
6. Strategic plan.
7. Demonstrated successful outcomes of students and clients.
8. Strong stakeholder involvement in programs and planning.
Weaknesses
1. Aging facilities need updating and repair to meet accessibility and security standards and parent/student expectations.
2. Insufficient staffing patterns to meet all program needs.
3. Insufficient diversity in AIDB employment base - including deaf and blind professionals in leadership roles - and lack of effectiveness in recruitment efforts for critical positions.
4. Lack of understanding of diversity in AIDB’s programs by general public, school district and health professionals.
5. Insufficient interaction between units.
Opportunities
1. AIDB could provide leadership in developing innovative programs in response to advancement and change in the workforce, medical technology and underserved children with hearing and vision loss.
2. Senior citizens with hearing and vision loss represent a growing service market.
3. AIDB can develop partnerships and strategic alliances with local, state and national public and private agencies, organizations and school districts that will help fulfill our mission and funding initiatives.
4. AIDB could develop comprehensive remedial education programs and technical assistance training for sensory impaired students and LEAs statewide.
5. AIDB could develop state of the art staff training programs that ensure high performance, accountability and effectiveness.
6. In observing its 150th anniversary in 2008, AIDB can develop a marketing plan that celebrates the success of the past and bring attention to our efforts to build a strong future.
7. AIDB has potential to increase federal and state funding.
8. Through expanded transportation options, AIDB can provide additional program alternatives for children and their families.
Threats
1. Enrollment is stationary or decreasing in residential programs.
2. Limited funding sources could prevent upgrading and repair of aging facilities which can negatively impact safety and security issues of students and enrollment issues.
3. Reduction and/or elimination of university training programs in deaf and blind education fields could hurt employee recruitment at AIDB.
4. A lack of public understanding/awareness of AIDB’s overall mission and diversity of programs can diminish opportunities for program and revenue growth.
5. Volatility or unpredictable growth/decline in Education Trust Fund and financial markets.
6. Changes in State or Federal legislation and regulations could negatively impact AIDB.
7. Resistance to change can seriously diminish future program growth.
‘The Tipping Point is that magic moment when an idea, trend or social behavior crosses a threshold, tips and spreads like wildfire.’- Author Malcolm Caldwell
‘Find a need and fill it.’- A. G. Gaston
Goal One
AIDB will design innovative programs to meet the unique and changing education needs of students and families.
School age children with hearing and vision loss and their families have a choice of educational options in Alabama. AIDB fully supports the philosophy of inclusion, but we believe that inclusion is defined uniquely for individual students and their families.
A variety of factors enter into student and parent choice including the severity of hearing or vision loss, long-range academic goals, quality and availability of services, interest in extracurricular or athletic activities, medical issues and personal family preferences and cultures. And all of these factors are subject to constant change.
Many families choose to enroll their children from ages 3 to 21 in one of three campus programs where they excel at academics, athletics, career exploration, independent living and leadership programs. Approximately 70 percent of these students are residential and take full advantage of all the extracurricular, social and athletic opportunities.
AIDB also serves more than 1,000 children who are vision impaired in public schools through our Instructional Resource Center for the Blind.
Nationally, about 90 percent of blind and visually impaired students are enrolled in public schools. Similarly, about 75 percent of deaf and hard of hearing students are enrolled in public schools. But many of these students do not receive the full range of services and training programs they need to become independent.
Strategies - Where Imagination Meets Opportunity2010
· AIDB will review and implement curriculums in campus programs that are based on research of best teaching practices and driven by continuing educational improvement.
· AIDB will provide strong extracurricular and athletic campus options that enable students and clients to develop maximum independence and leadership skills.
· AIDB will expand a statewide network of children’s services to serve greater numbers of deaf and blind children in local educational programs aimed at providing technical assistance and improving academic outcomes.
· AIDB will develop support services including mobility and Braille instruction, sign language classes and assistive technology support for children who are deaf and blind in their local educational programs.
· AIDB will explore new service options for children and their families including expanded transportation resources, cochlear implant support, services for the hard of hearing and programs that address short term training needs.
· Address health services staffing patterns in response to student and client needs.
· AIDB will create a committee of educators, parents and consumers to identify and address the needs of underserved students and clients.
· AIDB will develop curriculums for adult education based on consumer and professional outcome expectations.
Goal Two
AIDB will craft a highly stimulating learning environment for students and clients through expanded Staff Development and Technology training programs.
Student and client needs change as quickly today as the advances in medical and computer technology - presenting unique challenges and training needs for staff committed to providing the very best for those we serve.
Many children today survive premature and birth complications to be faced with vision or hearing loss or other complex disabilities and health issues. Seniors are living longer and demanding higher quality of life as their sight and hearing fail due to age-related conditions - and their number will double over the next decade as "Baby Boomers" enter their graying years.
In today’s classrooms, regional centers and workplaces, increasing numbers of students and clients are faced with complex medical issues that emphasize the need for staff to be as well informed and properly trained as possible.
Computer and assistive technology improves more quickly than imagination can even allow - but is a major force in leveling the playing field in education and employment for individuals with hearing and vision loss. We know with certainty that, irrespective of a student’s aptitude, the placement of technology in the classroom, dormitory and home has a positive influence on the learning environment.
In a carefully crafted environment of highly trained staff and state of the art technology students will be stimulated to meet and exceed their expected outcomes for life and work.
Strategies - Where Imagination Meets Opportunity2010
· Develop a comprehensive staff development program to encompass all critical training needs related to student, client and employment services including topics related to education, health care, technology, diversity training and career development.
· Facilitate the professional growth and development of staff and demonstrated targeted competencies and credentials.
· Provide and/or expand state of the art Assistive Technology labs and training in all Regional Centers and AIDB classrooms.
· Establish a statewide Assistive Technology loaner program and increase the availability of technology training support to consumers in their homes.
· Develop a mobile Assistive Technology lab to serve senior citizens.
Goal Three
AIDB will foster outreach efforts that will create new education and employment opportunities for deaf and blind children and adults.
For many years it has been reported that 70 percent of adults who are blind or vision impaired in this country are unemployed or underemployed. Despite substantial policy and system change efforts directed at improving employment outcomes for individuals with disabilities, disabled Americans still experience higher rates of unemployment and lower average earnings in lower skilled jobs. Quite often this lack of success is attributed to inadequate transition, life skills training or local support services.
Through its diverse continuum of services, AIDB serves thousands of individuals who are deaf and blind in campus programs and their homes and communities all across the state. The network of Regional Centers was created through a partnership with the Kellogg Foundation and has since fostered the expansion of outreach programs - taking AIDB services where families need us most.
Recognizing that family ties and commitments are equally important for adults, the Gentry campus and Regional Center programs will develop new opportunities for individuals to acquire desired outcomes in their work and personal lives in the communities they call home.
Likewise, the Alabama Industries for the Blind has moved beyond its original location and primary emphasis on manufacturing to expand job opportunities for individuals who are blind and deaf in satellite and base store locations. Efforts to reduce unemployment rates will focus on development of service industry and non-traditional jobs in flexible locations.
Strategies - Where Imagination Meets Opportunity2010
· Research the feasibility of additional locations for Industries for the Blind satellite manufacturing plants.
· Increase the number of orientation and mobility, Braille instruction and independent living services provided in Regional Centers.
· Expand job coach and training opportunities for deaf and blind adults statewide.
· Create new job opportunities for blind adults by developing service contracts.
Goal Four
AIDB will provide appropriate facilities that meet student and program needs.
AIDB’s greatest strength is found in its human resources, but the Living with Pride campaign will continue to focus on priorities that will provide a safe, nurturing and comfortable environment for our students and clients. Through its four residential campuses, manufacturing complex and nine regional centers AIDB maintains more than 1.2 million square feet of space in 90 buildings. A few of these buildings date to the 19th Century, and only 15 percent of AIDB’s buildings were constructed during the past 20 years.
Repeated years of budget cuts and/or level funding led to deferred maintenance and renovation projects, many dealing with accessibility and security issues. During the initial two years of the Living with Pride Campaign, three dormitories have been renovated, one new dormitory constructed, and many roofing, repair and accessibility issues met. Still, more than $15 million in maintenance and repair needs persist. The Campaign will continue to emphasize funding for facility needs on all campuses and Regional Centers from private and government sources.
Strategies - Where Imagination Meets Opportunity2010
· Develop and maintain system for attending to maintenance related repairs of all buildings and grounds.
· Implement a plan to make all buildings as energy efficient as possible.
· Address the safety and accessibility issues of all AIDB buildings.
· Explore options and identify priorities for new building designs that meet student and program needs.
· Pursue funding plans for facility improvement through state, federal and private sources.
Goal Five
AIDB will pursue new opportunities for partnership alliances and revenue development that will advance our ability to empower students and improve measurable outcomes and accountability.
For many years individuals who are deaf or blind have benefited from the successful collaboration of AIDB and the Alabama Department of Rehabilitation Services. Other beneficial union exists between AIDB and the University of Alabama at Birmingham; AIDB and the State Department of Education; AIDB and the Area Agencies on Aging; AIDB and the National Industries for the Blind, and on and on. Partnerships between agencies, businesses and organizations that share common goals produce winning results for those we all serve.
Equally important are our financial partnerships with state and federal government, private foundations, businesses and organizations. Operating costs continue to rise with increases in energy, technology, health care, services and instructional materials. Staff and faculty compensation and the recruitment of high qualified teachers and professionals. Maintenance and upkeep of facilities.
Ninety percent of AIDB’s operating budget depends upon an appropriation from the Alabama Legislature. Without options for local tax revenue or tuition, AIDB must explore new funding options through the AIDB Foundation and through other government sources if we are to provide the quality programs and services our students and clients deserve and that will ensure successful outcomes.
Strategies - Where Imagination Meets Opportunity2010
· Expand relationships with state and local education agencies, communities and businesses statewide that will result in improved services and job opportunities for deaf and blind consumers.
· Research new sources for state, federal and private revenue support that address AIDB priorities.
· Develop marketing and public education strategies that promote awareness and understanding of AIDB programs and services statewide.
· Review and implement new procedures as needed to ensure optimal fiscal and program accountability.