Youth and families continue to remain our priority, and we are proud to report significant improvements in the manner in which we meet their needs.  Our completed six month strategic planning process, has yielded in an inspiring vision for our agency through the year 2010.  Based on input from business leaders, non-profit executives and our staff, we have revisited our programming and even our most basic care assumptions.  Your suggestions, while challenging at times, have resulted in a series of more than ten agency goals in the areas of corporate governance, finances, programming, technology and human resources.  I am convinced that the achievement of these goals, will leave Servant Manor, even better to deliver better outcomes for the families we serve. 

Perhaps the most significant development during our strategic planning process is the programmatic paradigm shift we are undertaking based on a fundamental assessment of the needs within our community and the youth we serve.  Servant Manor has clearly adopted and begun the process of moving towards implementation of an evidence based behavioral treatment model which we believe will offer our youth a more pragmatic skills set suitable for use within a family setting, as well as in the broader context of life. 

 As part of our efforts, Servant Manor is presently engaged in a collaborative effort to study nation-wide best practices in out-of-home care, and specifically define a plan for meeting the needs of our youth in an urban residential setting.  This $100,000 study has already received generous support from the Elizabeth A. Brinn and Helen Bader Foundations.  We look forward to sharing our results with you as the study unfolds. 

 I am also pleased to announce that in addition to much long term planning, Servant Manor has taken significant steps toward concrete results in many of the goals and outcomes we have defined. 

 Throughout 2007, we completed a six month pilot program, funded by the Helen Bader Foundation, exploring the impact of physical education and recreational programming within the context of out-of-home care.  The pilot, we believe, has emphasized the importance providing positive, confidence building, recreational opportunities for our young adults.  Through a partnership with Shaolin Boxing Methods, our youth participated in a summer program providing basic instruction in the arts, within the context of a traditional familial setting.  (Please refer to program highlights found on our DVD presentation).  Youth learned the philosophy behind the practice of traditional Chinese Kung Fu and the importance of maintaining a healthy body.  The traditional Chinese instruction program emphasizes filial relationships within the broader community; older individuals are treated with respect as “elder brother” and younger individuals “younger brother” are viewed with an attitude of supportive learning encouraging one to become a positive role model.

 Another substantial development resulting from our strategic planning process, has been the review and reclassification of our agency staffing requirements.  National best practices and peer interviews challenged Servant Manor to re-examine and redefine the qualifications and compensation we offer to those called to serve our youth.  New incentives, qualifications, evaluations and rewards packages have been implemented resulting in many new faces, and opportunities for our loyal staff to continue growth, while being rewarded for the many years of service they have already offered.

 As I look forward to 2008 and beyond, I am excited to accept the calling of this agency to become a leader in youth and family services for southeastern Wisconsin.  I ask for your continued prayers, time and contributions as we working toward the fulfillment of our vision; to provide a loving family for every individual.

Thank you for your support.

Very truly yours,

Ms. Adrienne Hunter

CEO & Co-Founder