Pressley Ridge’s strategic plan ensures that our organizational priorities meet the diverse needs of our ever-evolving clients. The urgency of this plan matches the dynamic environment brought about by the COVID-19 pandemic and its cascading effects on the communities served by Pressley Ridge.
Three themes emerged which helped shape the plan: prioritization, consistency of approach to services, and centralized direction. The end product is a strategic plan that is data-informed, future-focused, and actionable.
The following strategic priorities will be the focus of Pressley Ridge (FY2022 – 2024):
Racial equity is just one part of racial justice, and thus we will work to address the root causes of inequities, not just their manifestation. This includes the elimination of policies, practices, attitudes, and cultural messages that reinforce differential outcomes by race or fail to eliminate them. We will continue to advance data-driven strategies, employ racial equity principles, and hold true to our commitment to continual evaluation, assessment, and transformation throughout our organization.
Workforce & Leadership Development
We must ensure that our organization can continue to meet our present workforce needs, as well as grow to meet future demands, with a highly skilled, diverse and culturally competent workforce to handle the complexity of clients we serve. We must also create an internal pipeline of job-ready candidates to assume supervisory and leadership roles within Pressley Ridge as opportunities present.
We will ensure our services and practitioners can meet the increasing complexity exhibited by the children and families we serve with the most effective and consistent clinical interventions. We will also ensure that we have the highest quality of clinical supervision for the continued advancement of skill and knowledge, while being responsive to the ever-evolving community and programmatic needs.
Pressley Ridge will meet our obligations, withstand temporary financial challenges, and plan for our growth and future needs by maintaining a strong cash position, generating consistent surpluses from operations, maintaining acceptable debt ratios, deriving revenue from a diverse pool of sources, and providing for capital project funding.
We will strategically position ourselves for growth by evaluating mission-aligned expansion and acquisition opportunities which return the highest margins, while most efficiently delivering impactful outcomes where there may be gaps in services in communities. We will also actively seek opportunities for coordinating care model expansion in states looking for managed care solutions, and mergers and acquisitions with complementary organizations or in desirable geographic locations.