Description of Organization

            Dawn Enterprises, Inc. is a private non-profit 501 (c)3 organization that offers Employment, Housing, and Community Support Services to assist individuals of Southeastern Idaho with mental, physical, or social disabilities to achieve independence up to each person’s maximum capability.

            Dawn Enterprises filed Articles of Incorporation on the 20^th day of December 1974. Dawn Enterprises, Inc. has been in continuous operation since and continues to be governed by a Board of Directors whom are volunteer citizens from the local community with a wide range of interest and expertise. They meet monthly to oversee the operation of the company and to make decisions on the future course and direction of the organization. The Executive Director, in conjunction with the Assistant Director, oversee the day-to-day operations of the organization and report directly to the Board of Directors.

            The organization is divided into four departments, each managed by an individual department coordinator selected for experience, education, and dedication to enhance the programs they oversee.

Employment Services -

Community Employment Services and Job Development address questions covering areas such as appearance, resumes, applications, interview skills, and work behavior. Information is made available regarding the employment market and how to locate available positions for which an individual is suited. Services provided in this program also include job development, task analysis, on-the-job training coordination, and follow-up activities directed at assisting referred individuals in successful job placement. This program offers ongoing support to both the employer and the individual.

Organizational Employment Services provide opportunities for individuals not ready for competitive community employment to receive vocational training that includes remunerative work experience with work skills training, vocational counseling, job related social skills training, and work behavior identification and modification that will deal with employment barriers and help prepare those served to move into some type of community employment.

Community Living Services -

Cedar Living Center is a licensed Residential Care Facility for the Developmentally Disabled. It has 12 licensed rooms and 1 room available for respite care and a Day Service Program. Cedar Center is designed to allow the physically and mentally disabled the highest probability of obtaining the most independent living status possible. The training programs provide for adequate supervision while allowing and encouraging each resident to function as independently as possible.

Respite and Day Programs provide family and/or the primary care providers with time-limited and temporary relief from ongoing responsibility of care for a person with a developmental disability. Both programs are flexible to family needs and are provided at Cedar Living Center.

Community Support Services -

Developmental Disabilities Program provides training in daily living skills, in using community resources, economic self sufficiency, communication, mobility, self-direction, and social skills. Other services included are psychological therapy, occupational therapy, physical therapy, speech and language therapy.

Residential Habilitation Program provides training directed at assisting individuals to acquire, retain, or improve his/her ability to reside in the community or maintain a family unit.

Adult Activities Center is a supervised and structured day program that provides a variety of activities and services in a safe and protective environment. It will aide the participation in a variety of social, recreational, and health activities, as well as maintenance of self-help skills, and assistance with daily living.

Contracted Services -

This department works closely with the vocational department and the community to provide work training opportunities and income for the organizational employment program.

The Department of Health and Welfare, Idaho Division of Vocational Rehabilitation and the School Districts have a standard ‘fee for service’ that is paid for the individuals we serve. This fee is negotiated on an annual basis and is the same for every Idaho agency that provides services. The contracted Services are negotiated on an annual basis with the individual businesses for which we provide services.

            Dawn Enterprises, Inc. bases its programs on the needs of current and prospective program participants. We strive to disseminate information about the services being provided at Dawn Enterprises, keeping the referring agencies, funding agencies, and general public abreast of current program developments, and to monitor community needs and satisfaction in order to maintain and enhance program quality.

            Dawn Enterprises, Inc. is the only non-profit community rehabilitation agency in Bingham County and remains the only agency in the county that provides organizational employment skills training. Our services are unique in that we provide an opportunity to achieve a level of independence not always available to these populations. Dawn Enterprise, Inc., unlike other agencies in our direct service area, have the resources to meet the vocational needs, the developmental needs, and the housing needs of our individuals. Other agencies offer a limited mix of these services.

            Dawn Enterprises, Inc. contracts with a variety of outside professionals to enhance the services provided to our program participants and the community. We maintain professional and contractual relationships with a Lawyer, an insurance Broker, a Physician, a Licensed Practical Nurse, a Social Worker, a Psychologist, a Physical Therapist, and an Occupational Therapist.

            Dawn Enterprises, Inc. utilizes the wide expertise of the Board of Directors, the persons we serve, and the local community to provide ongoing input on a regular basis. An internal system is in place to implement these ideas into the formal planning process of the organization. In addition, a Board member and program participant representative are involved in every formal committee within our organization.

            Our organization employs a variety of full-time and part-time management, direct care, and general labor personnel. Placement referrals primarily come from the local employment agency. Dawn Enterprises, Inc. maintains a hiring practice policy which includes screening, background, reference and credential checks. New employee training is completed during the initial orientation process and once completed, the new employee will participate in the ongoing company training program.

            As a service organization working primarily with people, Dawn Enterprises, Inc. is vulnerable to many inside and outside risks. In addition to the standard structure, vehicle, employer and employee insurance protection packages, our agency maintains comprehensive company policies and procedures to prevent potential liabilities.

The Organization Today

            Dawn Enterprises, Inc. is in the business of providing supported employment, supported living, and community inclusion services to adults and children with disabilities, or “program participants”. The key strengths of the organization are the quality services that are “program participant driven”, the growing community support of the program, and the self-fulfillment of program participants’ life aspirations. The uniqueness of the program lies in the approach to providing services. All services start with the hopes and dreams of the individual and the development of an individualized plan for services.

            Early services were modeled after school programming, i.e., primarily during traditional school hours. However, in an attempt to meet the increasingly demanding needs of the program participants, the programs now provide many services in the evening and on weekends. The service delivery system of Dawn Enterprises, Inc. is evolutionary. The services are more comprehensive and community-based, providing instruction and training in the “real world” as opposed to simulated environments or classrooms. The services are constantly changing, evolving, and developing as the needs of the program participants change. The focus of current services are on the employment, communication, residential, community participation, transportation, and recreational needs of the program participants.

            Dawn Enterprises, Inc. currently serves approximately 95 individuals per year, with a large waiting list controlled by the Idaho Division of Vocational Rehabilitation. the agency’s primary revenue sources are the Idaho Division of Vocational Rehabilitation, Medicaid, and contracted sales and services. The organization works from a facility located in a primarily residential section of town, with a rural service area encompassing a 40 mile radius. The service area is dictated by where the program participants live, work, learn, and recreate. The residential care facility is located directly behind the main facility.

Mission Statement

            The purpose of Dawn Enterprises, Inc. is to assist individuals of Southeast Idaho with mental, physical, or social disabilities in achieving independence through employment training, skill training, social development, living enhancements, or employment opportunities up to each individual’s maximum capability.

Dawn Enterprises, Inc. bases its mission on the following principles:

►           All people with disabilities are individuals with the ability to lead productive, fulfilling lives while becoming participating and contributing members of the community.

►           It is imperative that Dawn Enterprises, Inc. is considered a highly visible business partner in our community.

►           The community recognizes, accepts, and respects the value of differences in our society and the contributions that are capable of making.

Demographic Assumptions

            The population served by Dawn Enterprises, Inc. is a growing population in numbers and needs. It is assumed that there will be a growing need for vocational, community, and housing services. In the past few years there has been an increase in service providers for adults and children with disabilities in our area. The competition for program participants is expanding and intensifying. Thus, it will be imperative that Dawn Enterprises, Inc. continue to provide high quality services that are within the organization’s mission in order to stay competitive.

            It is assumed that Medicaid and IDVR will continue to be the primary funding sources for services at Dawn Enterprises, Inc.; however, our organization will have a growing need to seek and obtain additional funding. The approved rates of the state funding does not and will not provide adequate resources to provide the best quality of services.

Summary of the planning and Outcome Process

            The Strategic Planning and Outcome system has been implemented for the purpose of enabling us to identify the results of our program and services on the persons we serve. Outcome information is gathered and shared on a quarterly basis to assist with informed decision making in relation to:

                         ►           Determining resource allocation

                         ►           Continuing or expanding services or to terminate services

                         ►           Planning future quality assurance

                         ►           Identifying efficient and effective models of service

                         ►           Developing plans for staff training and staff development

                         ►           Conducting short and long range organizational planning

                         ►           Identifying personnel issues

                         ►           Recognizing staff accomplishments

                         ►           Conducting fund-raising activity or writing grant proposals

                         ►           Deciding on ways to restructure services

                         ►           Justifying increased funding

                         ►           Changing staffing patterns

                         ►           Developing new policies and implementing new procedures

                         ►           Planning budget allocation

                         ►           Reassessing the values and priorities of funders/referrers

                         ►           Utilizing continuous quality improvement task forces and committees

                         ►           Recruiting staff and board members

                         ►           Reassessing the mission statement

                         ►           Refining techniques for communication and sharing information techniques

                         ►           Developing public relations strategies, brochures, and promotional materials

Long-term Goals

            The following key objectives will be achieved by the organization over the next 3 years.

                         ►           Financial Stability

                         ►           Quality Service Delivery

                         ►           Solid Community Supports

                         ►           Transportation Shuttle System

                         ►           High Quality and Stable Staffing

                         ►           Customer and other Stakeholder Satisfaction

2008-2009 Fiscal Year Goals and Objectives

1.         Program Management

            a.         Organizational Employment

                         ►           Maximize the number of objectives that program participants meet or pass off

                         ►           Improve supervisory skills of the work area supervisors

                         ►           Increase or maintain average program participant productivity

                         ►           Maximize the average earnings of program participants

                         ►           Maximize program participant satisfaction

                         ►           Maximize affiliate satisfaction

            b.         Community Employment Services

                         ►           Maximize the number of objectives that program participants meet or pass off

                         ►           Minimize Placement Time

                         ►           Maximize the number of individuals who have achieved placement in the community

                         ►           Maximize the number of program participants that no longer require supportive services

                         ►           Maximize the time that participants maintain employment

                         ►           Maximize employer satisfaction with the program participant’s performance

                         ►           Maximize program participant satisfaction

                         ►           Maximize employer satisfaction

            c.          Personal and Social Services

                         ►           Maximize the number of individual hours provided

                         ►           Maximize program participant progress on objectives

                         ►           Increase the number of activities in the ADC Program

                         ►           Optimize the quality of service provided to program participants

            d.         Community Living Services

                         ►           Maximize utilization of beds

                         ►           Maximize the level of independence

                         ►           Maximize presence and participation in the community

                         ►           Optimize the quality of service provided

            e.         Contracted Services

                         ►           Maximize customer satisfaction

                         ►           Increase training for Foremen in skills training techniques

                         ►           Increase Custodian Skills

2.         Public Relations

            a.         Increase community activity to promote public awareness

                         ►           Increase traffic through our facility

                         ►           Increase employer education and establish employment relationships

                         ►           Implement an employer recognition program

                         ►           Maintain and enhance relationships with referral agencies and funding sources

                         ►           Create and implement logo to enhance name recognition

                         ►           Redesign brochures, handbooks, and annual report using color and graphics

            b.         Develop and foster relationships with the community through media

                         ►           Expand local media opportunities

                         ►           Create periodic PSA’s

3.         Marketing

            a.         Develop individual marketing plans for services products to include maintenance and growth goals

                         ►           Vocational Program

                         ►           Developmental Disabilities Program

                         ►           Residential Programs

                         ►           Contracted Services Program

                         ►           Sewing Department

4.         Regulatory Compliance

            a.         Maintain compliance with regulatory requirements

                         ►           CARF

                         ►           ISO

                         ►           Vocational, ADC, and ResHab Quality Review

                         ►           Developmental Disabilities License

                         ►           Residential Care License

5.         Organizational and Staff Development

            a.         Develop and maintain a high quality staff

                         ►           Meet program specific training requirements

                         ►           Decrease employee turnover

                         ►           Evaluate compensation system

                         ►           Evaluate employee recognition and incentive program

                         ►           Evaluate employee benefits package

6.         Financial Stability

            a.         Facilitate budget development and management practices

                         ►           Create a balanced budget

                         ►           Provide monthly reports to the Board of Directors

                         ►           Increase accountability for department budget management

7.         Strategic Planning Process

            a.         Monitor and review strategic plan

                         ►           Review progress of current strategic plan on a quarterly basis

                         ►           Complete an annual report

                         ►           Develop 2009-2010 strategic plan