STRATEGIC PLAN
2026-2029
STRENGTHENING SERVICES THAT SUPPORT DIGNITY, RECOVERY, AND PERSONAL POTENTIAL
Kevin Martone joins the annual GWGH packing party.
A MESSAGE FROM
OUR PRESIDENT & CEO
LOOKING AHEAD: POSITIONING BAY COVE FOR THE FUTURE
Dear Friends and Colleagues,
I am pleased to share the 2026–2029 Strategic Plan for Bay Cove Human Services. Building on our 50-year legacy of care grounded in dignity, respect, and possibility, this plan provides a clear roadmap to align our work, navigate uncertainty, and strengthen our role as a human services leader in Massachusetts.
As President & CEO, I remain deeply encouraged by the skill and compassion of our employees. Despite internal and external headwinds, they show up each day committed to delivering high-quality services to individuals across our communities.
Through this strategic planning process, we found strong pride and deep commitment to our mission across our workforce. The process also surfaced critical areas for growth: the need to modernize systems, improve efficiency, strengthen recruitment and retention, enhance training, and reestablish Bay Cove’s reputation as a recognized industry leader.
In the pages that follow, our 2026-2029 strategic plan provides a clear path forward to restore and reinforce confidence among our employees, those we serve, our supporters, and our partners while positioning Bay Cove for a strong and sustainable future.
With gratitude for your partnership,
Kevin Martone
President & CEO
WHO WE ARE
OUR MISSION, VALUES, AND IMPACT
Bay Cove Human Services’ mission is to partner with people to overcome challenges and realize personal potential. Bay Cove pursues this mission by providing individualized and compassionate services to people facing challenges associated with developmental disabilities, mental illness, substance use disorders, and homelessness at more than 175 program sites throughout Greater Boston and Southeastern Massachusetts.
Through a comprehensive network of housing, crisis intervention, employment, outpatient, and day programs, we meet people where they are and support their journey toward stability, independence, and well-being.
IMPACT
AT A GLANCE
2,754 individuals served | Overnight & day shelter
6,809 crisis encounters | Short-term behavioral health
175 programs & services | Organization-wide
53 ZIP codes | Communities reached
500 families, 1,400 children | Early Intervention
1,806 outpatient visits | Treatment services
HOW WE WILL ADVANCE OUR MISSION
STRATEGIC PRIORITIES FOR 2026–2029
GOAL
Bay Cove will provide welcoming and wellness-oriented programs for persons served.
What we will do:
Implement Connection by Design, an initiative that will be shaped by staff and persons served to strengthen the quality of services. Bay Cove will also implement a tobacco wellness and harm reduction program modeled after Learning About Health Living through the Rutgers University Choices program. Wellness goals will be included in all person-centered planning.
What this will achieve:
Services will be provided in welcoming environments that promote dignity, safety, recovery, and are trauma-informed. Persons served will have greater voice and choice in their programs, increased satisfaction in their services, and improvement in wellness goals.
GOAL
Bay Cove will recruit, develop, and retain a diverse, compassionate, and highly skilled workforce equipped to meet the needs of service recipients.
What we will do:
Strengthen hiring and onboarding practices to improve early engagement and readiness, particularly for hard-to-fill roles, and implement targeted retention and performance review initiatives. Direct service staff will receive training in wellness practices and the Connection by Design initiative.
What this will achieve:
Staff retention rates and workforce wellbeing will increase and employees will be better equipped to meet their responsibilities with increased competencies in wellness, trauma-informed approaches, and other key areas.
GOAL
Strengthen policies, practices, and infrastructure to support effective service delivery
What we will do:
Revise the Compliance Plan and centralization of some functions. Bay Cove will convene a Policy Committee to review policies, ensure consistency, and reduce conflicting practices across the organization. Bay Cove will also make improvement to technology, including Electronic Health Records.
What this will achieve:
Improved cohesion, stronger service quality and safety, and reduced organizational risk. Agency systems, technology, and data practices will become more efficient, better support decision-making, and increase accountability.
GOAL
Bay Cove will be a resource for policy makers, funders, local communities and other key stakeholders.
What we will do:
Increase Bay Cove’s presence and influence with state associations, policymakers, and funders. Bay Cove will participate in committees, task forces, advocacy campaigns, and media opportunities to educate stakeholders and advance issues related to our mission.
What this will achieve:
Bay Cove will inform policy and system change, protect and sustain funding for services, and increase organizational visibility and understanding of our impact through coordinated outreach, advocacy, and community education.
GOAL
Bay Cove will fill gaps in services for underserved populations, ensuring impact, quality, and operational feasibility.
What we will do:
Pursue public, private, and philanthropic funding to meet current and emerging service needs and strengthen program sustainability.
What this will achieve:
Improved financial viability and quality of Bay Cove programs, and increased access to comprehensive services to meet their needs.
Each year, the incredible team at Bay Cove helps more than 25,000 adults, children and families in Greater Boston and Southeastern Massachusetts thrive through programs that address:
Substance Use Disorder
Mental Health Challenges
Homelessness and Housing Supports
Developmental Disabilities
At Bay Cove, we know that everyone has their own unique set of dreams and goals and the potential to achieve them. We’ve been partnering with people to overcome challenges for over 50 years in the Boston area—and thanks to our staff, we’re ready for 50 more.
MOVING FORWARD TOGETHER
This strategic plan reflects Bay Cove’s commitment to strengthening our services, supporting our workforce, and expanding our impact across the communities we serve. We invite our partners, supporters, and community members to follow our progress and continue working alongside us as we advance this mission.