Strategic Planning and Governance at Bridge Adult Servie

NA0184
Strategic Planning and Governance at
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Bridge Adult Service Centre: Where to
Begin?
Gina Grandy, Mount Allison University
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Rhiân Stewart, ENMAX Corporation
“I
an, I think we do a good job here but I would like to find ways to provide ad-
ditional services and improved programming to our current clients and other
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possible client groups.” It was June 1, 2011 and Susan Thibodeau, Executive
Director and Ian Naylor, Chair of the Board of Directors (the Board), discussed by
telephone the annual general meeting coming up in a couple of weeks. As usual, Nay-
lor’s response demonstrated his support but also confirmed what Thibodeau suspected;
decisions about the future direction of Bridge Adult Service Centre (Bridge Adult)
were on his mind. “Well, we do not want to interfere in how you handle operations at
Bridge Adult. By the end of the summer, however, I think together with the Board we
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need to determine our strategic priorities and how we intend to move forward for the
next three years.” Thibodeau agreed with Naylor and they decided to talk more about
it next month.
Thibodeau devoted her career to working with adults with intellectual disabilities
and wanted to ensure the longevity of Bridge Adult. She would turn 60 next year and
with more than 30 years of service she was eligible to retire in June 2012. She was seri-
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ously considering the possibility. Regardless of her decision, Thibodeau realized impor-
tant decisions had to be made about the strategic direction and operations of Bridge
Adult. Bridge Adult had not engaged in any formal strategic planning for a number of
years and Thibodeau felt it was probably time to do so.
A Brief History of Bridge Adult & Adult Service Centres in

Nova Scotia
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Bridge Adult was a registered not-for-profit charitable organization located in Am-

herst, Nova Scotia, Canada. The organization did not have a formal mission statement,
but Thibodeau stated that Bridge Adult aimed to enhance the lives and promote in-
clusion of intellectually challenged individuals (clients) by providing life skills train-
ing, real work experience, and on-going support to all participating clients. Bridge
Adult was established in the late 1960s as an activity-based program by the parents of
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Copyright © 2012 by the Case Research Journal and Gina Grandy and Rhiân Stewart. All rights reserved
by the authors and NACRA. An earlier version of this case was presented at the 2011 NACRA meet-
ing in San Antonio, Texas. We would like to thank members of the Strategy roundtable discussions at
NACRA 2011, three anonymous reviewers, and the editor, Deborah Ettington, for their thorough and
invaluable feedback throughout this process. We also wish to thank the Executive Director and Board
Chair of Bridge Adult for their patience and continued willingness to respond to our endless questioning.

Strategic Planning and Governance at Bridge Adult Service Centre: Where to Begin? 1
This document is authorized for educator review use only by Wendy Arias, Universidad Católica de Santiago de Guayaquil until Jan 2022. Copying or posting is an infringement of copyright.
Permissions@hbsp.harvard.edu or 617.783.7860
intellectually challenged individuals. In the early years most of these centres across the
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province had limited program offerings, but participants were involved in construc-
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tive activity with a focus on creating a deinstitutionalized model of support. Initially,
Bridge Adult received funding for its activities from a variety of sources, including
the Canadian Association for Community Living (CACL), the local school board,
grants from the town of Amherst, and donations. In the late 1970s and 1980s the De-
partment of Community Services1 (DCS) undertook an active role in the operations,
funding, and support of the provincial adult service centres and program offerings con-
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tinued to evolve. Adult service centres attempted to create opportunities in-house that
“mimicked” workplaces within the community. Ideally, these environments provided
clients with meaningful and relevant training, as well as real workplace experiences.
The activities of these in-house environments or vocational services eventually gener-
ated additional streams of revenue that supplemented the funds received from DCS.
Program development within adult service centres province-wide continued to
expand, providing a variety of rehabilitation/vocational services to disabled individu-
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als with different levels of ability. The 1990s were a period of continued change as the
focus of adult service centres again shifted to securing community based employment.
Some centres invested considerable time building partnerships with local businesses to
provide community employment opportunities for clients. While these clients were
not usually on-site at the centres, establishing partnerships and ensuring successful
integration of clients into workplaces required considerable ongoing support from
staff employed by the centres.
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The early 1990s was also a period of significant change for Bridge Adult. It added
pre-vocational services for clients who were unable, as a result of their disability, to
function in the vocational service offerings. During this time, the amount of work
generated through a contract with Northern Telecom Limited diminished, largely due
to the mechanization of plants and emerging technologies. Bridge Adult’s woodwork-
ing program, started a number of years earlier, had limited success and was termi-
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nated due to restricted storage space. Smaller contract jobs continued on a haphazard
basis throughout the 1990s and while no developments were made on the community
employment side, in 2004 Bridge Adult introduced one of its most successful revenue
generating programs, a used clothing store. It was closed from 2006 to 2008 because a
fire destroyed much of its building and re-opened in 2008.
In more recent years, many centres, including Bridge Adult, faced a new challenge
because of an ageing client base. Determining the needs of these clients and develop-
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ing programs to meet these needs were growing concerns. One executive director of
another centre located in Nova Scotia indicated, “in 1991 we had only one client over
the age of sixty-one; in 2007 that number had grown to seventeen. We have also seen
a significant increase in the number of clients over the age of fifty.” Bridge Adult’s
numbers were not that high but Thibodeau knew it would become a more significant
issue in the future.
The Directions Council

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Bridge Adult was a member of the Directions Council for Vocational Services
Society (the Council). It was a provincially mandated body whose membership was
open to all adult service centres across Nova Scotia2. The Council was created to sup-
port its members in the delivery of services and development of its leadership with

2 Case Research Journal • Volume 32 • Issue 2 • Spring 2012
the overarching objective to improve provincial centres. The twenty-eight centres that
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were members of the Council employed more than 300 staff. These staff supported
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approximately 1,800 clients with intellectual, mental, health and physical disabilities.
See Exhibits 1, 2 and 3 for comparative information of selected centres in 2011.
In 2007 the Council produced a position paper directed to DCS about a variety
of issues including funding formula, human resources, relationship with DCS, gov-
ernance, outcomes, and programming. Council members met twice a year to discuss
best practices among centres and to determine future focus and direction. Member
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organizations could raise questions or share information with other members on an
electronic discussion board. Thibodeau recounted the establishment of the Council
and the benefits that followed its establishment:
Some twenty years ago all centres formed a council. We have an office in Halifax and
over the years the Council has managed to negotiate a number of things with DCS.
Our pension plan was negotiated by the Council. In this way, we act as our own
advocacy group.
Governance
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A volunteer board, composed of 10 individuals from the Amherst community, met
monthly to discuss the activities of Bridge Adult. Through an informal nominat-
ing process, the chair and other members attempted to create a board comprising a
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cross-section of people from the community. Directors were both retired and actively
employed individuals, including an accountant, parents of clients, law enforcement,
retired teachers, and business owners. A lawyer from the community previously served
on the board but was no longer a member. The Deputy Police Chief of Amherst, Nay-
lor, served as the Chair of the Board for the past five years.
Naylor indicated that the board members worked well together but he also recog-
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nized there were a number of areas that needed attention. The Board operated with
several committees, including Admissions and Discharge, Public Relations, Finance,
Personnel, Programming, and Building. Naylor felt that a Fundraising Committee was
needed in order to secure the necessary funds for additional staff and new program-
ming. In the fall of 2010 Bridge Adult served as a case site for a group of undergradu-
ate students taking a Strategic Management course at nearby Mount Allison Univer-
sity3. As a part of this process, the Board completed a self-assessment questionnaire
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(Exhibit 4). Based on the responses to the survey, Naylor believed there were several
issues that needed to be addressed, including lack of policies detailing the orientation
process for new board members, communications/public relations, roles and responsi-
bilities, operations, and human resources. There were no succession plans in place for
board members or staff; no specific expectations on the length of term for sitting on
the board; and no strategic plan in place. The Board had devoted little time to address
these concerns over the past six months but Naylor was attempting to secure an exter-
nal facilitator to assist with strategic planning.
Naylor was looking forward to his retirement as Deputy Police Chief in five years
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when he would be able to devote more time to governance issues at Bridge Adult. He
felt there were a number of unexploited opportunities and improvements needed in
programming and client assessment processes.

If a new client comes into Bridge Adult, we fit you into what we have. Summer Street
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Centre in New Glasgow is the Cadillac of centres. They have seven times more cli-
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ents than us but we can learn from them. They have one fundraiser a year that raises
$100,000. One of our new board members contacted them and someone visited to
give a presentation to us and to staff. If a new client comes into Summer Street they do
what they call “personal outcome measures.” They interview the clients and ask them,
“What are you interested in?” and “What are your goals?” Then they do what they can
to meet those personal outcome measures. The next step for us is to have our staff visit
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them for a day to observe. Then we’re going to see if we can try it on a couple of clients
here. We will never have the same resources they have or the diversity in programming,
but there may be something we can take from there to improve the quality of services
provided here.
A relatively new member of the Board, Evelyn Bradford, joined in the summer of
2010 to assist in program development. Bradford was a retired teacher who had strong
relationships with other service centres, as well as the provincial and regional associa-
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tions of community living. She chaired the Personnel Committee and was a member
of the Programming Committee. Bradford expressed that the Board was in a transition
phase and echoed Naylor’s comments about the need to further develop many activi-
ties of Bridge Adult. She noted,
It is my understanding that for some time the Board focused on fundraising to build
a physical structure. I understand that, but we still have a lot of work to do. There are
no job descriptions for any member of the staff or board. We have been making some
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changes and working with other centres to learn from them. The first priority of the
centre should be community living. It needs to always be working towards improving
that. I firmly believe that everyone is a contributing member to society and it always
has to come back to the clients’ needs—how can we bring the community here and
how can we meet the clients’ needs while also integrating clients into the community.
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Clients
Bridge Adult’s age of admission was twenty-one years or older because technically indi-
viduals could stay in the school system until that time. For several years many potential
clients completed their high school education as early as age eighteen and often this
meant they were left without access to adult service centres until twenty-one. Some of
the provincial adult service centres reduced their admission age or developed programs
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to address the needs of the 18–21 gap group. Not all centres could do this as most had
waiting lists, composed of individuals who were already twenty-one years or older. In
2008 DCS identified the development of programs for 18–21 year olds as a priority4
and in 2011 committed $750,000 for capacity building. DCS had not released any
information detailing the processes or timeframe under which allocation of this fund-
ing across the province would occur.
Potential clients were referred to Bridge Adult by parents, guardians, doctors, indi-
viduals within the community, or through self-referrals. Bridge Adult had one indi-
vidual on their referral list that would finish high school later in 2011 and another
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who would turn twenty-one in five years. Although the building could technically
accommodate extra clients, Thibodeau expressed “given the current workload of staff,
additional clients could not be taken on without hiring additional staff.”

Clients had varying medical and/or mental challenges and therefore required dif-
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ferent types of support. Bradford’s son, Chris, was on a waiting list at Bridge Adult
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when she joined the Board. Since that time and in response to multiple requests for
funding, DCS provided a grant to hire someone to work with Chris on a part-time
basis at Bridge Adult. Bradford described the role of Bridge Adult in enriching the lives
of Chris and other clients.
It was Chris’ decision to come to Bridge. He wanted to come here because his friends
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from high school are here. I take an active role in his programming and work collabo-
ratively with Susan and the Centre. He has strong computer skills and with supervision
he assists with writing a newsletter for the Centre. Some of the new programming
developed specifically for Chris is also beneficial for the other clients. For example, the
workshop has a relatively new initiative whereby clients have established pen pals with
clients in another centre located elsewhere in the province. So clients who are unable to
read or write dictate to Chris and he types their letters.
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The twenty-three clients at Bridge Adult were classified as either pre-vocational
or vocational. The six pre-vocational clients required more one-on-one instruction
and help developing basic life, coordination, and cognitive skills. Vocational services
provided job specific training and work experiences that enhanced individual work-
related attitudes and skills. Vocational clients were able to participate in the revenue
generating services of Bridge Adult.
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Facilities
For a number of years Bridge Adult operated in facilities sponsored by the CACL. A fire
at the facilities in 2006 was a significant setback. Thibodeau stated, “When the build-
ing burnt, only one part of the old building was salvageable with some smoke damage,
so we cleaned that up and put our laundry services back in business and rented space
across the street. Some of the programs we had to cancel because across the street just
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wasn’t big enough.” Thibodeau recalled that it was a difficult time for Bridge Adult but
“ironically, because of the fire, we were able to build our dream building.” The new
building opened in October 2008 with capacity for thirty-eight clients (Exhibit 5).
Financing for the new building came from a variety of sources, including DCS,
insurance funds, sale of the old building, donations from the county, service groups,
and private donations and foundations. The new building was almost twice the size
of the old and contained a large kitchen and flexible dining area that were used for a
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number of activities, including preparation of food for farmer markets, as well as other
fundraising activities.
Programs & Services

For the past forty-four years Bridge Adult had offered a variety of programs and services
to adult clients. Activities for pre-vocational clients often included donated puzzles and
books designed for young children, rather than for adults with intellectual challenges.
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Vocational clients were involved in the various revenue generating activities, as well as
other activities including games and reading. Two donated and refurbished computers
were on-site. “People have sent in different games and programs they have at home
and it has become very, very popular with the clients. Unfortunately, these games and
programs are not designed for the specific needs of our clients,” noted Thibodeau.

Pre-vocational and vocational clients received remuneration from Bridge Adult.
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Bridge Adult provided pre-vocational clients with $1 per day whereas payment to voca-
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tional clients varied depending on the type of work performed. Thibodeau explained:
We try to base vocational clients’ payments not so much on their abilities because some-
body might work hard and still not be able to accomplish as much as someone else but
they still might be putting in their whole effort. Those working in the laundry tend to
be the highest paid because of the type of work they are doing and because it is more
labour intensive. The two individuals who are paid the most here are the individuals
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who do most of the ironing and they get paid approximately $60 in a two-week period.5
Farmers’ Market. Bridge Adult rented a table at the local farmers’ market every
Friday providing cold foods (e.g., salads) during the summer months and hot foods
(e.g., soup, chili) during the other months. It was located in a building approximately
100 feet from Bridge Adult. The rental cost was $17 weekly and in recent years Thi-
bodeau explained that traffic had slowed at the market. This activity was viewed as
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“nominal in generating revenue and more about getting exposure in the community
for the clients,” noted Thibodeau.
Laundry Services. Bridge Adult operated a laundry service for approximately
twenty-five years. Seven clients and one staff member, Liz Purdy, operated these serv-
ices. Thibodeau explained the services they provided and the clientele they serviced.
We do drop offs, pick-up and delivery in the Amherst area. We do have some clients
who will drive up to an hour to drop off laundry but they do it while they are in town
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for something else. We do a lot of shirt ironing for businessmen. Seniors also like the
service because we have pick-up and delivery. We have two motels that use us, some
estheticians, dentist offices, and massage therapists. Summer is our busiest time because
the motels are busier. We have seen tremendous growth in massage therapists using our
services. There are two laundromats in Amherst but they don’t offer the same service we
do, including folding and ironing.
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Most of the hotels, hospitals, and senior complexes within the area had commercial
laundry facilities on-site. Thibodeau had contacted these organizations in the past;
however, only the local hotels indicated that they would consider using the services for
any overflow they were unable to handle. To date, no such need occurred. Thibodeau
commented that most clients became aware of the laundry services through word of
mouth. Bridge Adult did not have a website but Thibodeau indicated she had con-
tacted someone locally to help develop one. Bridge Adult had taken advantage of a
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free advertising opportunity provided by a local radio station twice over the past year.
It was not clear if the advertising had any impact on sales.
“The clients in laundry services are all fairly high functioning,” noted Purdy. Some
of them worked in the laundry services for twenty years. “It might have taken ten years
for some of them to get where they are. One client, Ryan, took about fifteen years to
get to where he is now and he is doing really well. He now takes initiative and starts
jobs on his own. You do the same task every day and I explain the activities until they
become comfortable.” Purdy felt clients also benefitted from interacting with others:
“they also see others doing certain activities. Each client has different skills and they
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learn from each other as well.”

Used Clothing Store. In 2004, staff members suggested opening a used cloth-
ing store and it had “turned into a money maker and a very good business for us,”
explained Thibodeau. The merchandise sold by the store was received through dona-
tions and 75 percent of the donated items were clothing. Only rarely did Bridge Adult

accept furniture and other house wares because of limited space. Legally the store
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was restricted from selling any children’s high chairs, car seats, or any other “related”
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children’s items. Bridge Adult had one collection bin for donations located outside the
building and it had been donated by the Red Cross. Thibodeau estimated approxi-
mately 70 percent of the items dropped off were used, with “the rest picked up by the
Red Cross and Salvation Army.” This also reduced garbage removal bills. Staff mem-
bers who worked with pre-vocational clients were responsible for sorting through the
donations.
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There were three other used clothing stores in Amherst: Guy’s Frenchys, Salvation
Army,6 and an independently run store. The lay-out of the facilities at Bridge Adult
was similar to its competitors, with racks and wooden bins to display clothing and
dressing rooms for trying on clothing. Prices at Bridge Adult were lower than competi-
tors. For example, Bridge Adult items were generally priced between $1 to $2, whereas
Guy’s Frenchys would charge between $2.50 to $3.95 for pants or skirts and between
$3.35 to $7.00 for dresses. Thibodeau and the staff believed that by keeping the prices
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low the store experienced higher visitor rates and it aligned with the philosophy of
Bridge Adult to “help those in need.” Thibodeau indicated that a lot of the clientele
of the clothing store were on income assistance. On the last Thursday and Friday of
each month Bridge Adult ran a “Bag Sale” whereby customers could fill a shopping
bag of goods for $3. This served to clear out old inventory and make space for new
donations. This event was advertised in the local newspaper monthly. For the last two
years, Bridge Adult contacted a local reporter to run a piece about the Clothing Store.
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Thibodeau noted that, following the coverage, donations increased.
The store operated from 9 a.m. to 3 p.m. Monday through Friday with an excep-
tion on Thursday when it remained open until 6 p.m. One competitor, Frenchys,
remained open every evening during the week. Thibodeau indicated, “sales are higher
on Thursday evenings because of the extended hours but it would be difficult to remain
open on any other evening because it would result in a lot more over time expenses in
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order to cover the shifts. And although it is a good business it doesn’t warrant paying
over time to cover the extra hours.”
Four clients and one staff member, Theresa Hearn, worked in the used clothing
store. Hearn described how the clients benefited from working there. “I love work-
ing in the used clothing store. The girls (clients) are great to work with. They hang up
clothes, sort clothes and help customers. One client who works here was fairly shy
when she started. You can see her self-confidence grow. Now she’s in charge of keep-
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ing the bookshelf full and takes that responsibility very seriously. Most customers also
know the clients by name and will speak to them—the girls enjoy the recognition.”
Staff
Naylor described Thibodeau as a compassionate and giving individual who under-
stood and empathized with the needs of clients and their families. When Thibodeau
was hired by Bridge Adult, thirty-four years ago, no specific training requirements
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were needed for employment. However, Thibodeau did have experience working with
children who had intellectual challenges, as well as experience working with individu-
als in a hospital who had special needs.
Bridge Adult employed five full-time and three part-time staff to work with their
twenty-three clients. Thibodeau indicated, “the staff complement at Bridge Adult was

based upon a traditional formula set by DCS twenty-five years ago. Pre-vocational
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clients had a ratio of 3:1 and vocational 8:1.” The three part-time employees worked
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solely with individual clients who needed additional attention (one vocational, two
pre-vocational).
Of the full-time staff, Thibodeau had the longest tenure. Hearn had been employed
at Bridge Adult for twenty-nine years and Purdy for twenty-three years. Two other full-
time staff had twenty and fifteen years seniority, respectively. Hearn and Purdy were
also approaching sixty years of age. Given years of service, they too would be eligible
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for retirement in the near future. The Board had begun to talk about succession plan-
ning but no official plans had been developed or approved.
Purdy described her work at Bridge Adult as something she always wanted to do. “I
had always wanted to work with mentally challenged individuals, since I was fourteen
or fifteen years old. I was a teacher’s assistant in a classroom with mentally challenged
children first and then came to Bridge. You get so attached to the people (clients).
Some of them (clients) were children in the class when I was a teacher’s assistant. You
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see them grow up and to see their progress is really rewarding.” In addition to the
desire to help others, Thibodeau attributed the low staff turnover to good working
relations among staff, limited comparable employment opportunities in the Amherst
area, extensive benefits, and the Monday to Friday work schedule.
All full-time staff were salaried and received extensive benefits, including health
and pension plans, eleven paid statutory holidays, two and a half sick days per month,
five personal days per year, additional paid time off for the closure of facilities between
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Christmas and New Year’s Day, and paid vacation. Funding for full-time staff came
from the Provincial DCS, while funding for the part-time staff came from grants pro-
vided through the local DCS.
In the early 2000s all individuals working in centres across the province were
required by DCS to have specific training to ensure they had six core competencies
including non-violent crisis intervention, first aid and CPR, fire safety, medication
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administration, personal care, and personal program implementation7. At that time,

DCS provided the necessary training to all existing staff. The cost of updating cer-
tificates (e.g., First Aid) was incurred by individual centres. In order to reduce these
annual costs, Bridge Adult often partnered with other not-for-profits to coordinate
training. In collaboration with DCS and the Council, provincial community colleges
established two-year Human Services programs to incorporate appropriate training to
address necessary competencies. A community college located in a neighbouring town
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offered the program and as a result Thibodeau was not concerned about recruiting
newly qualified individuals if Bridge Adult experienced turnover.
Partnerships
Bridge Adult partnered with groups such as CACL, Red Cross, Lions Club, and resi-
dential services (e.g., group homes) to provide services for clients and staff. The Lions
Club donated the signage outside the building. Corrections Canada had employed
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inmates from the county penitentiary to build a shed for extra storage. In April 2009,
Bridge Adult partnered with CACL and Cumberland African Nova Scotian Associa-
tion8 to hold an all-day event at the centre. There was a self-esteem workshop followed
by musical performances and social time. In November 2010, these partners developed
a six month “inclusion project” intended to reach out, organize, and provide activities

to individuals in the community who might otherwise not have access. According to
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Thibodeau, the town of Amherst and Cumberland County had also “always been very
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supportive of the workshop. In 2010 the county supported us financially and the town
waived our property taxes. This support comes out to be about $34,000 annually.”
Financial Overview
In its 2008 report, DCS revealed that the twenty-eight centres across the province
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recorded an annual total of $18,674,554 in operating budgets. DCS contributed
$11,393,277 in core grants and per diem funding to these centres. This report noted
that the remaining $7,281,277 was generated through business revenue, fundraising,
grants, charitable donations and other means. In 2007, the Council concluded that
funding for the adult service centres occurred in a haphazard and inequitable manner
across the province. There was no common funding formula administered by DCS.
As a result it was unclear what types of current and potential activities were eligible to
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receive funding and the extent or percentage of funding received.
Significant changes in program offerings of the adult service centres (e.g., addi-
tion of pre-vocational clients, community employment programs) also meant that
costs had risen over the last several decades. The level of funding for operating grants
received from DCS, however, had remained relatively unchanged. Naylor believed it
was vital that programs generated revenue but also balanced this focus with the goal
of providing meaningful experience and attention to the desired outcomes of clients.
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Thibodeau estimated that Bridge Adult received approximately 65 percent of
its funding from DCS with the remaining funding generated from revenue created
through in-house programs and donations (Exhibits 6 & 7). Bridge Adult’s core oper-
ating grant from DCS had not increased in thirteen years, although salary increases for
staff funded by DCS had been negotiated by the Council. Thibodeau indicated that
Bridge Adult did not engage in a formal budgeting process and it was not required
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to submit annual financial information to the DCS. “Funding from the Department
is automatically transferred to us every two months for operating and staff salaries,
although we do bill them for casual staff wages,” Thibodeau noted.
DCS also provided a per diem per client ($3.94/day) to Bridge Adult. This per
diem had remained the same for more than twenty years. Thibodeau knew there were
differences in the per diems across centres. In discussion with other members of the
Council, Thibodeau only recently learned how significant those differences were:
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One centre receives only $2 per day; another centre receives $7 per day; another $9
per day for each vocational client and another almost $35 per day for pre-vocational
clients. I was blown away when I learned this. There is no consistent rate across the
province and I am not sure why. We tried to re-negotiate our rate a while back and
they said “no.”
Fundraising & Rentals

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Bridge Adult held fundraising luncheons open to the public three or four times a year.
The design of the facilities allowed seating for up to sixty people at one time, while an
average of ninety people attended these luncheons each time they were held.
Fundraising efforts had increased over the past six months. Recently, a client of
Bridge Adult cross-stitched a quilt and donated it for use as a prize in a ticket lottery.

This resulted in more than $2000 in profit for Bridge Adult. A quilters group had since
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donated another quilt. In April, a staff member organized a “Zumba Fitness Day.” A
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Zumba instructor volunteered her services and members of the public paid $10 to
participate in the all-day event. Staff also approached local businesses for donations
and a silent auction was held on-site during the event. This event resulted in more than
$1500 in profit for Bridge Adult.
Rental requests had also increased as groups learned about the facilities through
word of mouth. A quilters group rented one night per month and a rug hooking group
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one evening weekly. The Tantramar Senior’s College9 rented the facilities when it was
delivering courses, especially cooking courses. This group rented one night weekly,
usually for four consecutive weeks at a time. Thibodeau did not desire rentals from
children’s birthday parties or events where liquor would be sold because the risk of
damage to the facilities would be too high.
Contract Work
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Bridge Adult occasionally completed contract work for companies but, as Thibodeau
indicated, “this work only came in dribs and drabs.” Bridge Adult recently completed
a contract for the Department of Public Health, preparing packages of toothbrushes,
toothpaste and related items for distribution in elementary schools. Another contract
involved packaging plugs and screws together to accompany doors manufactured by
Atlantic Windows. The contract was ongoing, “but not steady and depended upon the
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manufacturer’s demands,” Thibodeau indicated.
Decision Time
Over the last number of years, Thibodeau assessed and considered the need for changes
in the program and service offerings available. She knew a number of decisions needed
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to be made regarding fundraising, unmet client needs, program development, and

even succession planning. Thibodeau expressed,
A major concern right now is that the school system is graduating individuals at the
age of eighteen while we do not admit anyone before twenty-one. DCS recognizes
this is a problem and intends to invest in capacity building to address this but we are
unsure what that will involve at this point. Right now DCS funds us for what they
call an approved staffing level and have not approved our requests for more full-time
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funding. If we had more staff we would take in more clients, but we must provide the
funding ourselves. Having more clients also means we must have programs for them,
so another priority is new programs. For example, we have an ageing population who
could benefit from some kind of recreational program. I also think that we need to
work on securing community employment for clients.
Thibodeau wondered what could and should be accomplished over the next three
years. She was kept busy with the day-to-day responsibilities of operating and manag-
ing Bridge Adult and there was little time left to reflect upon the when and how of a
strategic planning process. Her retirement was in the back of her mind but she had not
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formally decided upon the exact timing. In the meantime, Thibodeau and the Board
needed to establish strategic priorities and a feasible plan of action.


Exhibit 1: Comparison of Selected Adult Service Centres in Nova Scotia: Staff and Clients
Centre Location Full and Part-time Staff Clients by Program

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Vocational Prevocational Community Employment Other
Anchor Industries Society Lower Sackville 28–35 28 9 30 Recreation & Leisure clients = 15
(AIS)1
Regional Occupational Port Hawkesbury 6 35 Independent Living Support clients = 9

Centre2
No
Flowercart3 New Minas 34 31 25 194 Broadened Day Options = 4

Lake City Employment Dartmouth 31 50+ 400
Services Association4
Prescott Group5 Halifax 38–39 80 68 28

(plus 11 of the vocational
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clients)
Summer Street6 New Glasgow 25 191

(anticipated for 2011–2012)
1. Source. Executive Director of Anchor Industries Society and http://www.anchorindustriessociety.org

2. Source. http://www.rocsociety.ca/
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3. Source. http://www.flowercart.ca/
4. Source. http://www.lakecityemployment.com/

5. Source. Executive Director of Prescott Group and http://www.prescottgroup.ca
6. Source. http://www.summerstreet.ca/

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Strategic Planning and Governance at Bridge Adult Service Centre: Where to Begin?
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Exhibit 2: Overview of Activities of Selected Adult Service Centres in Nova Scotia

Centre Vocational Service Pre-Vocational CE Program Other Programs
Anchor Industries The Ladle Restaurant, The Print- All Wrapped Up (wrapping services), Community Options, Job Readiness Recreation & Leisure Club (offered to
No
Society (AIS) shop, The Offshot Shop (e.g., train- Work skills (communications, profes- & Life Skills training. Youth Employ- individuals 19 years and older)
ing in assembly line work, packaging, sional image), Life skills (social inter- ment Project (18–21).

mailout services), Literacy classes. action, daily living)
Dartmouth Mail preparation, Promotional Button Prevocational (fine and gross mo- Community employment Services— Active Lifestyle Club (music and ex-

Adult Services Production, Communion Wafer Pro- tor skills), Communication (sign lan- Archive Services: Federal Archives ercise), Snoezelen Room (sensory
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Centre Industries duction, Packaging and Assembly guage, picture identification), Life Building (shredding). input and stimulation room)
(DASC) Skills (eating, dressing, personal hy-
giene), Work Skills (contract work),

Socialization (role modeling, coun-
seling)

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Flowercart Baker's Choice Fine Foods & Used Life skills (self awareness/esteem, Community Employment Services Information not available
Clothing/Woodworking social, communication), Work skills (CES), Partners In Employment Out-
reach program, Transition-to-Work
Case Research Journal • Volume 32 • Issue 2 • Spring 2012

project for youth (52 week program)
Horizon Achieve- Product Lines: Tie-dye t shirt; Basic Work Skills, Social, Interper- Work Activity Program. Departments: Life Enhancement Services: Social,
ment Centre Wreaths; Bakery, Catering/Events sonal Skills Basic Office, Retail, Food Services, Leisure and Recreational. Certificate

Planning, Maintenance Department, & Maintenance. Courses: Academic programs in such areas as: Team
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Provincial Canteen Program, Cus- Upgrading, Life Skills, Job Develop- Work Skills, Interpersonal Skills,
tom Projects & Assembly, Mail Serv- ment, & Work Force Technology. Communication Skills, Healthy Liv-
ices, Promotional Buttons, & Printing ing, Workplace Training, & Safety

Services. Skills
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Summer Street In-house businesses in trophies, Life and Work Skills (communica- Skills Link, Youth Employment Pro- Wellness (self-esteem, healthy life-

awards, catering, rentals, mailing, tions, personal development, func- gram styles), Literacy (enhancing employ-
and packaging. tional academics, problem solving, ment skills & literacy)
and health and safety).

Source. Company websites: http://www.anchorindustriessociety.org; http://www.dasc-ns.ca; http://www.flowercart.ca/; http://www.horizon-ns.ca; http://www.summerstreet.ca/
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Exhibit 3: Partnerships & Fundraising Activities of Selected Adult Service Centres in Nova Scotia
Centre Partnerships Fundraising Activities

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Anchor Industries Society (AIS) Bedford-Sackville Literacy Network Building Futures Campaign—Capital Campaign (2007)
Dartmouth Adult Services Centre Information not available Fundraising Auction—Annual; DASC Capital Campaign
Industries (DASC)
Flowercart Michelin partnership—45 positions, Hodge Podge Art & Craft Information not available

Studio.
No
Horizon Achievement Centre Work Placements Examples: Chartwell’s Food Services Bowl-a-rama, Christmas Craft Show, Christmas Tree Deco-
(CBU), Zeller’s Skillet Restaurant, Kiosk Provincial Building rating Contest (Casino NS), Lasagna Supper

Canteen, Tim Horton’s, My CB Homes Seniors, Burger King,
Walters Rentals, CB Regional Hospital
Summer Street Over 50 Partner Businesses Summer Golf Scramble, Winter Wine & Cheese Social, Art

Exhibit (frame & sell), Leave a Legacy (estate planning)
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Source. Company websites: http://www.anchorindustriessociety.org; http://www.dasc-ns.ca; http://www.flowercart.ca/; http://www.horizon-ns.ca; http://www.summer-

street.ca/.

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Exhibit 4: Bridge Adult Service Centre. Summary of Board Self-Assessment October 2010
14
Area of Assessment: Evaluation of how the board as a whole fulfills its governance roles and responsibilities
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Scale of 1 to 4 with 1 = poor and 4 = outstanding
Question Mean Question Mean
Mission: The board understands the mission and purpose of the organization 3.13 Financial: The board safeguards assets through financial oversight and 3.00
making sure that effective internal controls are in place.
Legal: The board ensures compliance with regulations and fulfillment of 3.13 Executive Director: The board monitors and evaluates the performance of 2.14

contractual obligations. the ED on a regular basis and delegates the day-to-day management to
the ED.
No
Planning: The board participates with staff in determining program and ad- 1.60 Programs: The board approves an annual operating plan, monitors im- 1.67

ministrative strategies and overall long-term priorities. plementation, and makes sure there are program evaluations to measure
impact.
Efficiency and Impact: The board ensures a realistic budget that maximiz- 2.89 Financial Viability: The board makes sure that the organization has an 2.25

es use of resources. overall fundraising strategy to support the effective delivery of services and
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monitors its implementation.
Policies: The board approves personnel and other policies and reviews 3.78 Evaluation: The board regularly assesses whether the organization is achiev- 2.38
them periodically. ing its purpose, at what cost, and is meeting the needs of the community.

Area of Assessment: Evaluation regarding board composition and processes in place that support board effectiveness

Question Mean Question Mean
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Board members clearly understand their board responsibilities and fulfill 2.88 The board actively recruits, orients, and trains new board members, and re- 2.43
them. moves those members who are not fulfilling their agreed-on responsibilities.
Case Research Journal • Volume 32 • Issue 2 • Spring 2012

The board has a clear policy on the responsibilities of board members in 2.17 The board encourages and supports individuals to treat fellow board mem- 3.14
fundraising. bers and staff with trust, respect, and understanding.
The board currently contains an appropriate range of expertise and diver- 2.63 Board and committee meetings are interesting, well run, and effective. 3.00

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sity to make it an effective governing body.
The board ensures effective governance through evaluation of the board it- 2.38 The board has the necessary effective board leadership—an individual 3.29
self, committees, and its leadership, and ensures the board’s own continuity. and/or group of individuals who are willing and able to help the board fulfill

its governance and support functions.
Area of Assessment: Evaluation of the fulfillment of your support responsibilities.

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Question Mean Question Mean*
Fundraising: I participate with staff in raising adequate financial and other 1.67 Credibility: I lend or would lend my name and personal reputation to the or- 2.17
resources. ganization to use in brochures, grant proposals, and other marketing material.

Public Relations: I act as an ambassador to the community on behalf of the 2.13 I understand and fulfill my governance and support responsibilities as a 2.00
organization and its clients. member of the board.
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Exhibit 4: continued
Volunteerism: As needed, I volunteer to assist staff and/or recruit new 2.13 I am knowledgeable about the organizations’ mission, programs, and 2.00
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volunteers. services.
Advises staff in areas of expertise: I act as a sounding board for the execu- 2.17 I come prepared to board and committee meetings and follow through on 2.14
tive director and other executive staff. commitments.
Other Areas of Assessment
What recommendations and/or comments do you have regarding any of your ratings in What do you see as the most important priorities that need to be developed over

terms of either your (or your board colleagues’) fulfillment of support responsibilities? the next 6 to 24 months?
No
• Length of term on board • Secure contract services for clients in community
• Difficulty in balancing needs of board with personal and employment commitments • Address waiting list

• Completion of board activities in a more timely manner • Additional funding for new staff and programming
• Increased communication with staff about program expectations and imple- • Improve partnerships in the community (volunteers to teach programs, work
mentation placements, entertainment for clients)

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• Increased diversity of board members to facilitate board responsibilities (e.g., • Involve families of clients in more centre-based activities
legal) • Clients’ needs assessments (personal outcome measures)
• Need to understand our role as a governance body and develop a governance • Develop assessment process for staff, board and overall service delivery

model
• Equipment for building (e.g., high room temperature in laundry service area in
• Committee chairs should meet with members more often, formulate policy, and summer, additional storage)
bring recommendations to board for approval
• Develop separate body devoted to fundraising

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• Development of strategic plan
• Succession planning of ED and other staff (job descriptions, formal evaluation
processes)

• Maximize the use of the facilities
What do you see as the most significant challenges facing Bridge Adult Service What do you see as the most significant challenges facing Bridge Adult Service
Centre in the next 6–12 months? Centre in the next 3–5 years?

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• Securing new projects for clients & new client programming • Succession planning for retiring staff and board members
• Integrating clients into community • Increase in clients & program development for different needs (e.g., younger
• Assessment of overall performance of service delivery and board governance and ageing clients)

and following up on recommendations • Securing funding to hire additional staff
• Development of a common vision and strategic plan • Development and implementation of a long-range plan
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• Communicating Bridge Adult activities to the community • To become financially self-sufficient

• Recognition of donors to date and future donors
• Increase volunteers from community into activities of Centre
• Increase revenue/fundraising

Source. Summary compiled by authors from data collected by undergraduate student teams at Mount Allison University in the fall of 2010. Assessment tool was modified from
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the following sources: “Boardroom Dancing: How to Lead and When to Follow,” a seminar by Jude Kaye, and J. Masaoka, The Best of the Board Café (St. Paul, MN: Amherst
15
H. Wilder Foundation, 2003) and Alison, M. & Kaye, J. (2003) Strategic Planning for Nonprofit Organizations, Second Edition, Wiley. t
Exhibit 5: Bridge Adult Service Centre
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Facilities
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Kitchen Facilities
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No
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Laundry Services
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Bargains at the Bridge Used Clothing Store
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No
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Pictures taken by authors (2011)

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Exhibit 6: Bridge Adult Service Centre. Comparative Income Statements
2007–2011 (Yr. End March 31)
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2007 2008 2009 2010 2011
Laundry 18,030 17,106 19,686 27,395 30,380
Used Clothing 6,683 0 5,804 17,126 34,770
Contracts 1 Note 1 965 140 725 290 275
Buttons 2 Note 2 657 400 400 0 564
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Rentals 0 0 0 615 1,555
Fundraising 437 0 1,181 1,894 2,174
Total Program Revenue 26,772 17,646 27,796 47,320 69,718
Community Services 188,178 266,192 204,818 202,626 223,646
Employment Grant 21,502 20,099 29,161 22,617 21,078
Per Diem Rates 23,641 21,853 25,131 22,899 23,211
Misc. Revenue 20,852 17,079 2,750 0 75
Total Gov. Funding 254,173 325,223 261,860 248,142 268,010
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Donations 715 2,500 0 3,740 7,607
Interest 50 22,663 5,508 100 50
Misc. Revenue 3 Note 3 29,591 667,293 291,286 0 0
Total Other Revenue 30,356 692,456 296,794 3,840 7,656
Total Revenue 311,301 1,035,325 586,451 299,302 345,384
Expense
Laundry 6,178 3,877 5,371 3,657 4,364
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Used Clothing 711 0 2,630 345 704
Contracts 524 204 0 222 434
Buttons 1,827 285 299 0 0
Fundraising 0 0 422 310 306
Total Program Expense 9,240 4,366 8,723 4,534 5,808
Advertising & Promotion 0 0 1,109 0 2,429
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Training 18,297 17,143 17,134 18,688 19,022

Bank Charges & Interest 886 852 803 1,886 928
Conferences & Meetings 905 1,277 373 537 1,307
General:Office 4 Note 4 3,985 3,299 6,316 4,863 4,408
General: BuildingNote
5
5 10,284 12,017 14,524 16,563 18,609
Maintenance & Repairs 5,829 4,961 7,500 7,981 10,388
Prof. Fees&Assoc.6
Note 6 1,083 1,240 1,240 1,240 3,503
Wages & Benefits 224,969 231,815 243,108 241,322 243,723
No
Rent 3,420 10,238 5,843 0 0

Fire Expenses 23,682 10,443 2,106 0 0
Misc. Expenses 4,092 1,137 1,308 6,463 4,463
Total Admin. Expense 297,432 294,422 301,364 299,544 308,778
Total Expense 306,672 298,788 310,087 304,078 314,586
Net Income 4,629 736,537 276,364 -4,776 30,798
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Notes:
1. Contracts revenue and expenses resulted from the miscellaneous contracts
entered into with local businesses, i.e. Atlantic Windows, etc. and amounts from
participation in the local Farmer’s Market.
2. The Buttons program was discontinued in 2010. Equipment related to this pro-
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gram was sold in 2011 and included in revenue ($564).
3. Miscellaneous Revenue in 2007 comprised two components: (1) Fire Fund
Donations—$21,367 and (2) Insurance Recovery Fire Expenses—$8,224.
2008 comprised four components: (1) PNS Building—$500,000 (2) Fire Fund
Donations—$34,176 (3) Insurance Recovery Fire Expenses—$7,182 and (4)
Fire Insurance Funds—$125,935. In 2009 comprised two components: (1) Fire
Donations—$145,232 and (2) Fire Insurance Funds—$146,054 due to the
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2006 fire at Bridge Adult.
4. General: Office includes telephone and general office expenses.
5. General: Building includes electricity, heat, water, and insurance expenses.
6. Professional Fees & Associations includes annual membership fees paid to
Direction Council.
Source: Bridge Adult Service Centre files.
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No
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Exhibit 7: Bridge Adult Service Centre. Balance Sheet 2007–20111
(Yr. End March 31)
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2007 2008 2009 2010 2011
Asset
Petty Cash 275 275 275 275 275
Cash: Bank -108 10,587 20,225 18,568 16,020
Cash: Bank (Fire Fund) 21,325 15,626 2,921 2,921 36,771
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Cash: Term Deposits 0 99,128 0 0 0
Accounts Receivable 3,388 0 8,245 3,852 4,003
GST pd on Purchases 4,459 17,009 59,223 4,096 6,689
Prepaid Expense 0 4,245 3,350 5,798 4,285
Trust Account - CSD 0 520,194 0 0 0
Total Current Assets 29,339 667,064 94,240 35,511 68,043
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Equip. for Buildings 33,149 33,149 29,543 29,543 29,543
New Building 0 0 887,043 887,043 887,043
Land 0 96,829 96,999 96,999 96,999
Total Capital Assets 33,149 129,978 1,013,585 1,013,585 1,013,585
Total Assets 62,488 797,042 1,107,825 1,049,096 1,081,628
Liabilities
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RBC Loan 4,000 2,000 0 0 0
Accruals 4,140 4,140 6,103 281 6,726
Account Payables 14,854 10,941 15,879 12,610 10,166
Buildings Payables 0 0 15,000 15,000 15,000
Due to Group Home 0 0 50,000 0 0
Receiver Gen.,Payable 0 0 0 -50 0
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WCB Payable 163 163 163 0 0

Deferred Revenue 1,936 1,935 0 5,000 2,923
Group Insurance 827 828 430 781 541
Total Liabilities 25,920 20,007 87,575 33,622 35,356
Equity
Net Assets 0 0 -269,699 6,664 1,888
No
Capital Assets 31,938 40,499 1,013,585 1,013,585 1,013,585

Current Earnings 4,629 736,536 276,364 -4,776 30,798
Total Earnings 36,567 777,035 1,020,250 1,015,473 1,046,272
Total Equity 36,567 777,035 1,020,250 1,015,473 1,046,272
Liaibilities & Equity 62,487 797,042 1,107,825 1,049,096 1,081,628
Note:
1. According to the Canadian Institute of Chartered Accountants (CICA), section 4431, para. 03, not-for-
profit organizations with annual average revenues for the current and preceding year under $500,000
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were not required to depreciate assets.

Source: Bridge Adult Service Centre files.

Notes
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1. The Department of Community Services, Services for Persons with Disabilities
Program provided services to children, youth and adults with intellectual disabili-
ties, long-term mental illness and physical disabilities in a range of community-
based, residential and vocational/day programs. The Department’s responsibilities
were not limited to funding as it also provided leadership, standards, and policy
development to all adult service centres. See website for additional details http://
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www.gov.ns.ca/coms/.
2. See website of The Directions Council for additional information on mandate and
services provided to members. http://www.directionscouncil.org.
3. Mount Allison University is located in Sackville, New Brunswick, Canada. See the
website for additional information http://www.mta.ca.
4. Two pilot projects were in place. One program, “Strait to Work,” was implemented
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in collaboration with the Department of Education, the Strait School Board, and
the Nova Scotia Community College. The other was located in the Halifax area,
and the Departments of Community Services and Education and the Halifax
Regional School Board funded the “Access to Community Education and Employ-
ment” program, which was offered by the Independent Resource Centre.
5. Income earned by clients was restricted to $150 per month in order to maintain
their level of income assistance received from the government.
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6. Guy’s Frenchys in Amherst was one of a chain of eighteen used clothing stores
located in Atlantic Canada (http://www.guysfrenchys.com/). Salvation Army Thrift
Store in Amherst was one of a chain of used clothing and furniture stores located
across Canada and organized by the Salvation Army Church (http://thriftstore.ca/).
7. Individuals working in a program-specific area such as a baker, woodworker, or
catering supervisor were exempt from having these six competencies.
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8. CANSA was a not-for-profit organization located in Cumberland County dedi-

cated to providing employment services to African Nova Scotians and persons with
disabilities. See website for additional details http://www.cansa.ca/index.aspx.
9. The Tantramar Seniors’ College Inc. was a not-for-profit member-based organization
offering services to seniors over 50 years of age. It served the communities of Sack-
ville, Moncton, Dorchester, and Port Elgin, New Brunswick and Amherst, Nova
No
Scotia, Canada. The College offered courses on a variety of topics including jewellery
making, cooking, tennis, and gardening. Its mission was to “further the intellectual
and cultural interests of its members in an enjoyable learning atmosphere.” Addi-
tional information can be found on its website http://tantramarseniorscollege.ca/.
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References
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Directions Council for Vocational Services Society (2007) One Voice. A Position
Paper, October, 1–10.
Nova Scotia Department of Community Services (2008) Vocational and Day Pro-
gram Services for Adults with Disabilities in Nova Scotia. A Summary Report,
June 2008, 1–29.
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Michels, J. (2009). Bridge Adult Service Centre hosts musical afternoon. The Amherst
Daily News, April 17, Website http://www.cumberlandnewsnow.com/Living/
Community/2009-04-17/article-377893/Bridge-Adult-Service-Centre-hosts-
musical-afternoon/1.
Tetanish, R. (2011). Donations to Thrift Stores Dropping, Amherst Daily News,
March 21, Website http://www.cumberlandnewsnow.com/photo/
Clothing-donations-1438228.
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No
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Strategic Planning and Governance at

A Brief History of Bridge Adult & Adult Service Centres in

Bridge Adult was a registered not-for-profit charitable organization located in Am-

The Directions Council

Programs & Services

learn from each other as well.”

administration, personal care, and personal program implementation7. At that time,

Fundraising & Rentals

to be made regarding fundraising, unmet client needs, program development, and

Centre Location Full and Part-time Staff Clients by Program

Regional Occupational Port Hawkesbury 6 35 Independent Living Support clients = 9

Prescott Group5 Halifax 38–39 80 68 28

1. Source. Executive Director of Anchor Industries Society and http://www.anchorindustriessociety.org

Case Research Journal • Volume 32 • Issue 2 • Spring 2012

Centre Partnerships Fundraising Activities

Question Mean Question Mean

Case Research Journal • Volume 32 • Issue 2 • Spring 2012

Area of Assessment: Evaluation of the fulfillment of your support responsibilities.

Other Areas of Assessment

Pictures taken by authors (2011)

Training 18,297 17,143 17,134 18,688 19,022

Rent 3,420 10,238 5,843 0 0

WCB Payable 163 163 163 0 0

Capital Assets 31,938 40,499 1,013,585 1,013,585 1,013,585

were not required to depreciate assets.

8. CANSA was a not-for-profit organization located in Cumberland County dedi-

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