Message from our CEO

The Social and Political trends impacting on our mission and our organization are always foremost in our consideration. 2008 and 2009, more than ever, are characterized by significant changes at the Federal and State level, changes that are bound to impact on the way that TRC utilizes its always scarce resources to fulfill its mission.

The implementation of the 2006 Medicaid Reduction Act and the Javits-Wagner-O’Day Act “modernization” legislative initiative at the Federal level; the “systemic” Health Reform initiated in New York State; and the commitment at the State level to change the current fragmented provision of multiple services toward a better integrated and holistic approach – resulting in the development of simpler, effective and less-expensive interventions and supports for individuals with developmental disabilities – all are typical policies and initiatives currently under way.

Another critical trend observed is the evolving change of the personal, family and social environments, challenges, aspirations, and opportunities that individuals with disabilities now face, particularly children, youth and young adults. This trend naturally has a direct impact on our community and on our organization’s obligation to respond in new and different ways that better reflect the expectations and needs of individuals we serve and of their families.

A number of “Themes” emerged during TRC’s annual Strategic Planning Process and Retreat that merit critical considerations and identification of their relative implications.

First and foremost is the realization of maintaining clear focus of our multiple and, at times, competing Customers: the individuals our organization is committed to serve; their families, friends, neighbors, and community; our Funders and Investors; as well as our internal customers including staff, support systems and infrastructure agents.

Each of our key customers, whether external or internal, is undergoing its own unique level of change, stress and evolving expectations. It is incumbent on all of us, especially on each of our key Service Departments, to re-clarify these varied expectations and to stay focused on the different Results that we strive to achieve for each critical set of Customers.

During this year’s planning process, we particularly attempted to identify Customers that many of us have in common, customers within our organization and those outside of TRC as well.

Many TRC Departments are dedicated to serve and support individuals in common, yet our current regulatory and funding sources have conditioned us to provide separate units of service, interventions and supports in ways that are not always effective, and clearly even less efficient. These Departments have been urged to find ways to apply common strategies collaboratively and to measure results jointly whenever possible.

Similarly, The Resource Center and many of our programs provide services and supports in conjunction with many other individuals and entities in our larger community that share commonalities with our mission. We need to continue to pursue and utilize effective partnerships with other entities to accomplish Outcomes that may be beyond our reach if we simply rely on our own limited resources and expertise.

Three areas that have dominated our planning attention in recent years will continue to be of critical import for years to come as TRC moves forward to meet its mission.

First, the positive momentum obtained in our effort to retain and develop our workforce needs to move to a new level of results that are based on our improved ability to support the basic needs of our direct support professionals, while ensuring effective ways of supporting their professional development and corresponding compensation. Efforts of initiating a talent identification and management program as part of our succession planning process will also play a critical role in developing the best possible workforce within all facets of our organization.

The major changes, revisions and re-configurations of various services that have taken place in recent years will need to continue in order to align TRC to the new Federal and State policy directions and, more importantly, to continue to achieve improved results for the individuals we serve and better efficiencies, especially for the programs that need to operate within available revenue generation.

Finally, the plans and activities we have put forth to improve our marketing, promotion and development efforts – utilizing traditional methods, as well as electronic and internet media, and expanded community relationships – need to also reach the next level of performance. Everyone connected with TRC needs to be facile and effective in “telling our story” so as to engage and muster all the necessary support we require to be the very best for each and every individual whom we serve and support.

Paul Cesana

Comment

Paul Cesana is the Executive Director of The Resource Center and the President of TRC Foundation, Inc. Paul first worked for TRC as the Director of Clinical Services until 1981. After moving to Aspire, he was offered the position of Executive Director of Opportunities Unlimited of Niagara. In 1988 he returned to The Resource Center as its Executive Director. During his tenure, TRC's budget has grown from $17 million to $80 million annually; the number of employees has swelled from about 750 to more than 1,200; and the number of individuals who benefit from the services and supports that TRC provides to individuals with disabling conditions, their families and the community at large has reached more than 17,000. Paul invites everyone to support the work of The Resource Center and TRC Foundation by becoming a member. For a small contribution, you can experience the sense of warmth and satisfaction that comes from knowing that you really are "Making a Difference in People"s Lives". Paul welcomes your comments and suggestions at trcpr@windstream.net