Strategic Plan 2026-2030

1. Fully leveraging technology and whole-person, person-centered models that optimize using natural supports where possible.
2. Nationally known for expertise in serving people with very complex, high-acuity needs.
3. Offered to all people who experience barriers to living their most boundless life.
4. Whole-person/Whole-Life where services that address all health and social drivers of health are integrated and coordinated.

1. Predominantly through strategic mergers and acquisitions.
2. By successfully implementing new programs that quickly ramp up to create sustainable community impact, including services that are not reliant on public funding, and redesigning programs that are either not profitable or no longer aligned with our goals.
3. By becoming excellent at change and growth management and never sacrificing quality.
4. By becoming excellent at communicating who we are, what we do, why people should choose us, and making it easy to engage with us.
5. By becoming a top tier employer that people seek out and are proud to work with.

1. By leveraging technology, useful data, and AI’s possibilities
2. By showing the way that providers like us can sustainably be paid for outcomes, not time or tasks
3. By focusing on only doing what really works based on the data
4. By influencing public policy and regulations on behalf of the sector

Expand services/ programs in all regions that make use of remote support, environmental automation, assistive technology, and emerging practices and technologies to enhance independence and reduce staffing constraints.

Develop and scale specialized programs for people with intensive multi-system needs, with an emphasis on intervening early with Multi-System Youth (MSY), especially those with high behavioral or medical needs.

Develop and scale new specialized programs that fill gaps or needs in the market, such as for people as they age, for younger children, and for people with chronic co-occurring conditions and needs.

Establish or ensure access and integration into sustainable, whole-person, person-centered health care services—including specialized primary care, dentistry, behavioral health, and ancillary supports—across all major metropolitan Boundless service areas.

Identify, pilot, and implement promising service technology solutions  and trusted AI technologies that promote independence, meet the needs of people we serve, and extend the impact of, improve the efficiency of, and increase the productivity of our workforce, allowing our employees to prioritize person-centered care.

Implement data architecture, outcomes monitoring, and documentation platform(s) that meets the needs of the organization as it grows while ensuring strong data governance.

Identify, pilot, and implement evidence-based, evidence-informed, and promising practices to best meet the needs of the specialized populations Boundless serves. 

Seize opportunities to partner with universities, partners, and other stakeholders for research and innovation around intervention and service models for the future.

Expand advocacy and government relations work to achieve policy and regulatory impact at the state and federal level, including promoting the transition toward models that incentivize value and achieving outcomes.

Strengthen communications and branding to support growth, visibility, and stakeholder buy-in

Identify, pilot, and implement promising service technology solutions  and trusted AI technologies that promote independence, meet the needs of people we serve, and extend the impact of, improve the efficiency of, and increase the productivity of our workforce, allowing our employees to prioritize person-centered care.

Implement data architecture, outcomes monitoring, and documentation platform(s) that meets the needs of the organization as it grows while ensuring strong data governance.

Identify, pilot, and implement evidence-based, evidence-informed, and promising practices to best meet the needs of the specialized populations Boundless serves. 

Seize opportunities to partner with universities, partners, and other stakeholders for research and innovation around intervention and service models for the future.

Expand advocacy and government relations work to achieve policy and regulatory impact at the state and federal level, including promoting the transition toward models that incentivize value and achieving outcomes.