Life is much about priorities, and ProAct’s efforts to set achievable goals helps the nonprofit to build up its programs for people with disabilities and the managers who operate them.
“It’s always been my goal to develop new leaders,” said Vice President Kim Feller. “You set up priorities and it feeds down to your staff, as well.”
Managers are strengthened and programs become better as people focus on outcomes, she said. There is an increasing focus at ProAct on a business-type model as this combines with a human service perspective with its mission services.
Chief among goals for ProAct’s new fiscal year is growth, with Day Support Services as one target. The nonprofit is working to increase participation with a focused approach on the desires of individuals served and an emphasis on goals and outcomes.
Helping people find and keep work
Employment Development Services covers not only the placement of participants into appropriate employment but ensuring they have the supports in place to maintain their jobs, Feller explains. Goals for job placements and job retention at 90 days are set. Placing a focus on employment outcomes, naturally brings more referrals, which ProAct has also set as a goal for 2023. An increase in services is also being planned for ProAct’s Hudson and Shakopee sites, where a high priority is being set on community classes for those receiving enrichment services.
Because quality programming has always been a focus at ProAct, molding that into goals surrounding job retention through ongoing counseling and support allows the Employment Support and Extended Employment programming teams at three of its sites to build on what it does best, help individuals become stable, excel in employment and become self-sufficient, Feller explains.
Business Services support mission
ProAct’s Business Services which include a competitive production floor at both its Eagan and Red Wing location, is focusing on building its customer base and productivity to further support ProAct’s overall mission.
Goals and outcomes have been a part of Feller’s work in the industry for more than three decades. Teaching managers and raising up the next generation of leaders is really important, she explained.
“It is essential. You are not only building strong managers, but a stronger company and organization.”