Vision All children and adults have access to needed
therapy services. Mission
Improving lives by providing exceptional and compassionate therapy services.
Hope, Compassion, Community •Providing Hope Values
•Showing Compassion •Serving Community
PBRC Leaders’ Letter to Our Community
Imagine a world where every individual, regardless of their circumstances, is empowered to overcome the hurdles of diseases, disabilities or injuries. This is a dream that the Permian Basin Rehabilitation Center works towards every day. The Center provides physical therapy, occupational therapy, speech therapy and audiology services to patients from 34 counties in the Permian Basin who face challenges from autism, stroke, brain injury, developmental delays, deafness and accidents. Established in 1953, the Center has been able to help countless patients speak their first word, take their first step, feed themselves, stand independently and increase their independence. As a nonprofit, we strive to provide quality therapy services to all who need them, regardless of their ability to pay. What happens at the Rehab Center truly changes lives and positively impacts our community. Our work is only possible because of our community’s generosity and love for our patients. The support from our community allows us to provide financial assistance to patients who are underinsured, uninsured, or in financial need. As we look to the future, we recognize that we must expand in order to meet the growing need for the services we provide. Our board and staff have worked together to develop a strategic plan to ensure we meet the needs of our patients, their families and our community. We are excited to share this innovative plan with our community, and to invite the community’s ongoing support.
Kim Ortega Executive Director
Brian Carter Board PResident
Commitment to Ethical and Respectful Relations Expanding on our core values, we the PBRC Board and Staff commit to accountability, compassion, environmental consciousness, fairness, honesty, integrity, leadership, legality, loyalty, respect, responsibility, and transparency.
These are simply the right things to do and we as a nonprofit organization hold ourselves to the highest principles in order to ensure that we may continue to serve our patients with the standards of care they deserve. Situational Analysis In the 35 counties of West Texas, there are about 750,000 residents, 20 percent of whom are without health insurance. There are approximately 20 physical rehabilitation service providers in this area with whom we actively collaborate. Our market differentiators include that we provide: • One-to-One Therapy Services • 70 Years of Experience • Outdoor Therapy Center • Exceptional expertise due to rigorous ongoing professional training • Financial assistance through our Sponsorship Program • Integration of four essential services: • Audiology • Occupational Therapy • Physical Therapy • Speech/Language Pathology
Facilities
Central Question: How to improve and grow our facilites to better serve our patients, staff and community? SMART Goal: Develop new Physical Space Plan
Form a Commitee • Include board, staff and significant donors • Invite architects and designers to bid • Determine next steps according to bids and fundraising potential Expand the facility Create and equip
• Entrance anti-room • Consultation room • Storage area • New treatment spaces • Sensory rooms
• Feeding/ADL kitchen for patients • Parent/guardian observation room • Expand physical therapy gyms • Adequate office space • Adequate gym space to accomodate all patients • Quiet treatment space for adults/children with sensory issues • Kitchen for feeding therapy • Design more work space and less hall space in current building to increase space for additonal therapists and therapy services. • Consider creating and equipping a satelite campus closer to Midland • Meeting/training room
Create more life-affirming, attractive, safe aesthetics on exterior of building
8/2023-8/2026
• Determine eligibility for funding sources • Research downtown mural program to improve outside of building, considering upkeep • Add xeriscape landscaping and color to complement OTC • Improve parking lot lighting Improve interior design • Improve downstairs traffic flow to facilitate open movement (perhaps limiting amount of hall space) • Determine small bath use (Asbestos could be an issue) • Make Audiology more accessible so it does not have to depend on the elevator or be near noisy areas 8/2024-8/2026
Fundraising Central Question: How to develop the funds needed for facilities, marketing/ communications, programs/services, and staffing? Smart Goal: Develop new fundraising plan Create additional income streams • Consider creating a foundation that could encompass the rest of the following initiatives 8/2023 - 8/2026 • Attract new donors, especially targeting younger donors in business, real estate, oil/gas/minerals, and those who are related to long-time donors • Get involved in community-awareness events such as parades • Create a social fundraiser targeting younger donors. Those which work at present include beer/wine tastings, live music events, bar/restaurant crawls, the corn hole tournament, etc • Build a networking fundraiser for well-known, well-connected energy company officials. Examples include beer tastings, corn hole tournaments, clay shoots, and golf tournaments • Reach donors in Midland by developing relationships with current donors and new Midland businesses
Grow relationships with current donors • Determine how to improve recurring donor growth
8/2023 - 8/2026
10/2023 - 1/2024 Grow and improve fundraising • Have Development Committee analyze revenue history, consult with partners such as Channel 9, brainstorm expansion ideas, and set goals for increasing revenue of Steakout, Telethon, and endowment • Create a new annual fundraiser to grow sponsors, attendees, & proceeds to eventually take the place of Telethon due to downward trends for this type of fundraiser • Capture needs and successes in vignettes to use in fundraising for the center on social media/TV • Grow relationship with Chamber of Commerce and Discover Odessa to include Center in tours and publicity because we are located downtown and they are trying to revamp it • Consider creating fundraising event to bring awareness to Center along with other downtown businesses as a bar/restaurant crawl would • Consult staff to improve current and create future fundraisers • Brief staff prior to fundraisers so that they may amplify our messages through their networks for even greater success • Market to and build relationships with locally-owned businesses in order to attract more young funders • Create Capital Campaign Committee • Create capital campaign budget based on architect/designer bids Create budget for next three years 8/2024 - 8/2026 • Identify new ways to show donors appreciation and/or recognition • Make appreciation more personal, especially for new donors • Grow relationship with Crystal Ball Board Engage parents Invite patients to orientation • Convert long-time donors to legacy-gift makers
Engage the board in our mission • Ensure that new board members observe a treatment session • Host board meetings at the Center • Establish quarterly board member lunch with staff/therapists • Assign Executive Committee Members to mentor board members, especially new board members • Create photos and videos of work with patients who have diverse ages and challenges at the center and public events to share at board meetings (July ’23) • Create detailed board position and committee descriptions • Pair outgoing and incoming board members/officers for training and guidance (each November) • Create monthly newsletter for board members Q3 - 4/2023 Governance Central Question: How to ensure that our leadership structure can advance our administrative, fundraising, and operational goals? SMART Goal: Capacitize and empower our Advisors, Board, Committees, and Staff to work cooperatively and collaboratively to meet our goals, especially in the area of resource development
8/2023 Increase organizational diversity Grow board by engaging new members with diverse careers and demographics with a focus on potential board member’s heart for the mission to allow for support of the organization’s goals, specifically recruiting through the Nonprofit Management Center of the Permian Basin, the Chamber of Commerce and its Leadership Odessa Program, and the Board of Realtors to identify potential board members
Clarify Advisory Board roles/responsibilities Roles and Responsibilities to consider include:
Q4/2023
• Meet annually • Advice • Consultations • Professional Insights • Sounding Board • Think Tank
Create leadership succession plan • Identify what bylaws stipulate about board succession • Create succession plan for all leadership roles • Evaluate board and staff leadership to identify who could rise • Create mentor program to develop potential leaders
12/2023
Central Question: How do we create the most effective community awareness? Marketing / Communications
SMART Goal: Build the most positive community opinion in order to attract the most appropriate clients, funders, and team members.
Q4/23 - Q4/24 Evaluate Name • Create Name Change/Rebranding Committee • Research ramifications of changing name, specifically checking with IRS, Medicaid, Medicare, and others with whom we have contracts • Rebrand to strengthen identity, especially with younger folks • Carry brand across all communications, including with partners and staff, using name, logo, slogan, signage, stationery, SWAG, etc Q4/23 – Q4/26 Enhance community awareness • Incorporate new values on website • Research potential platforms and their effectiveness • Engage staff and board in social media campaign • Emphasize use of images, stories, and videos • Enhance and consider increasing social media marketing (such as Twitter and TikTok) • Enhance promotional activities • Enhance CRM system • Consider advertising • Improve website appearance, and SEO • Promote community partners • Grow social media presence by engaging more platforms via additional staff • Create impact statements • Incorporate HIPAA media document in PIF at patient registration
Central Question: How to support families, patients, and staff? SMART Goal: Determine therapy programs, training and financial support, family, patient and staff needs and how to meet them. Programs/Services
9/23 – 9/26 Increase marketing to new doctors • Emphasize service to children and adults, especially for laryngectomy and PT referrals • Identify more physicians who can refer adult speech patients
Determine what Patients and Families need
2024
• Create bimonthly or quarterly staffing with therapists to discuss patients with specific needs • Consider lunch meetings • Consider group educational trainings • Share CEU learnings with staff after such trainings have been attended • Consider grant to create funds to sponsor helmets and AFOs (Partner with ABLE Center)
Grow staff Additional positions • At least one social worker for school/transportation, patient and family support groups, crises • Two ABAs (might require continuing ed model) • Marketing associate • Bilingual adult Speech therapist
2024
• Lymphedema therapist • Occupational therapist • Determine incentives to attract new clinical staff/support staff • Build social media campaign for specific job openings • Continue communication with universities for open positions/attend job fairs • Offer to pay moving costs as a staff recruitment incentive • Consider increasing starting salaries to recruit additional therapists
Q1/24 Current staff • Identify support necessary for therapists and assistants • Additional training for adult therapy, including Vitalstim • Behavior management training • Other training as identified • Identify other incentives for retention • Create staff appreciation opportunities other than therapist month • Identify performance-based incentives for retention • Flexibility in the use of CEU funds • Flexibility (for training and work schedule) Q1/24 Support patients and families • Consider partnering with Centers for Children and Families to create a video resource library • Determine how to increase time for parent debriefing • Create support groups for patients and families, to include stroke and autism • Create podcast for patients and families • Create resource room for patients to access during their children’s therapy appointments
Improving Lives by Providing Exceptional and Compassionate Therapy Services.
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