As Living Well continues to grow and evolve, we remain focused on ensuring our mission continues to guide every decision we make. Over the past year, Living Well’s leadership has worked to strengthen organizational alignment, improve internal operations, and plan thoughtfully for the future. Insights gained through our partnership and merger exploration helped clarify where we are strongest, where opportunities exist, and how we can best position Living Well for long-term success.
Those efforts have led to the development of a new three-year strategic plan. Grounded in feedback, organizational learning, and an assessment of the changing environment in which we operate, the plan provides a clear roadmap for the future. Built around four strategic pillars, it will help guide investments, priorities, and decision-making so Living Well can continue delivering exceptional support, empowering our workforce, strengthening our community impact, and advancing our mission for years to come.
A strong strategic plan serves as a roadmap, helping organizations stay focused on their mission, make informed decisions, and prepare for the future. It ensures that resources, priorities, and efforts are aligned around the areas that will have the greatest impact.
At Living Well, our strategic plan is built around four key pillars that will guide our work in the years ahead:
Service & Care Excellence
We are committed to being a trusted partner in the lives of the people and families we serve. This means continuing to provide responsive, person-centered supports, expanding expertise in complex and aging-related needs, and strengthening our advocacy efforts so people with disabilities and their families are carrying the message and ensuring they have a voice in decisions that affect their lives.
Workforce Advancement
Great support starts with great people. We are focused on creating a workplace where staff feel valued, supported, and equipped to grow by our organization, and the communities that we work in. Priorities include strengthening well-being, enhancing compensation and benefits, and creating clear pathways for leadership and career development.
Strategic Growth
To remain strong and sustainable, we must be prepared for change. This pillar focuses on modernizing systems and technology, maintaining sound financial stewardship, and identifying opportunities that position Living Well to meet the evolving needs of our community.
Awareness & Impact
Our mission grows stronger when more people understand and support it. We will continue expanding fundraising, storytelling, advocacy, volunteer engagement, and community partnerships to increase awareness and create even greater impact.
Together, these four pillars help ensure Living Well can continue delivering exceptional support, investing in our workforce, growing responsibly, and strengthening the relationships that make our mission possible. By staying focused on these priorities, we are building a future where people with disabilities can experience lives that are rich, meaningful, and full of opportunity.
Together our leadership, staff, and board members are committed to the plan and are collectively looking forward to the roll out of the strategic plan. Board Member Kevin Fossum has been involved since 2012 when his brother moved into a Living Well home. He says, “Having a brother who was served by Living Well, I know firsthand the profound difference compassionate; person-centered support can make in the life of an individual and an entire family. As a board member, I’m inspired by a strategic plan that builds on that legacy of exceptional care while creating new possibilities for the people and families Living Well will serve for generations to come.”
Fran McCloskey’s sister has been served by Living Well for 28 years, and Fran has been on the board since 2023. She says, “As a board member and sister of a person served by Living Well, I’m so excited about the future and confident that our new strategic plan will strengthen and sustain us for years to come.”
Tony DeRose, has been affiliated with Living Well since 2014 when he first joined the board, and says, “As Board Chair, I’m proud of this strategic plan cycle, because it strengthens our shared commitment to the people we serve—the heart of Living Well. It honors the staff who bring the mission to life and reflects the partnership between the Board and employees that keep us grounded in purpose. With disciplined stewardship and a clear mission focus. This plan ensures Living Well can continue to advance our work with a high quality of care, dignity and heart for another 54 years PLUS!!”
What’s Next?
The adoption of Living Well’s 2027-2029 Strategic Plan is just the beginning. Over the coming months, we will take a phased approach to bring these priorities to life and ensure they are embedded across the organization.
This fall we began sharing the plan throughout the organization, with leaders helping staff, volunteers, and stakeholders understand the vision, priorities, and goals. Departments will then translate the plan into specific initiatives and work plans that guide day-to-day operations and measurable progress. Finally, organizational priorities and resource needs will be incorporated into the 2027 budgeting process to ensure the investments needed for success are in place.
As noted above, the Board of Directors has voiced strong support for the plan and its vision for the future. Their reflections underscore the importance of remaining mission-focused while preparing for the opportunities and challenges ahead.
Together, through thoughtful planning, clear communication, and strategic investment, Living Well is positioning itself to strengthen services, support employees, expand community impact, and ensure the organization remains strong and sustainable for years to come. The 2027-2029 Strategic Plan provides a roadmap for that future, helping Living Well continue to advance its mission and create meaningful opportunities for the people it serves.
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