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10 Seven Hills Foundation PROMOTING A VISION Even as he embraced the philosophy of servant leadership, Jordan faced some challenges during the first five years of his tenure. Fear of the unknown permeated the board, the families, and the staff. Jordan spent those years in ongoing conversations with these groups to reassure and promote his vision for a larger organization well positioned to serve a broader base of individuals in need of services. VISION STATEMENT e vision of Seven Hills Foundation is to be a preeminent leader and resource in the identification of unmet community needs; in the promotion of professional and compassionate models of service; and as an advocate of emerging public policy which exemplifies the dignity of all persons regardless of physical, social, or emotional condition. e original Worcester-focused organization had fulfilled its intent and mission defined in 1953 when it was founded. With an operating budget of approximately $5 million and 150 employees, the organization did what it could at that time to improve the lives of children with disabilities. When Jordan arrived, the organization had a solid foundation on which to build. "In essence, we stood on the shoulders of a lot of great people who had done wonderful things in founding the entity," Jordan said. But he was ready and prepared to implement a new, more aggressive plan. Jordan's vision started with the creation of a foundation, which would allow the organization to expand well beyond Worcester. He and his leadership team created a management company, which would serve as an umbrella for affiliated companies. Although this concept had been implemented in other states, it was new to the Worcester community. ese ideas became the mustard seed from which everything else emerged. During those early days, Jordan faced opposition at times, but routinely communicated his vision to staff, always receptive to their input. Because he had worked on the front lines in direct care and held a client-based perspective, he could relate to all employees as direct support professionals. BUILDING A SOCIAL ENTERPRISE Soon after Jordan became president/CEO, the organization began to position itself as a social enterprise, meaning that it was a business with a social focus rather than a charity. "e perception that a non-profit organization is poor and serves 'poor people with disabilities' would not be self-serving. Rather it would keep the organization in a negative mindset," Jordan said. "Let's start changing the narrative." Jordan kept Seven Hills on an upward trajectory by taking a cue from successful business models. e organization began using debt financing, created an endowment to ensure its financial stability, and began branching out to other parts of the state as well as around the globe. Along the way, Seven Hills viewed and dignified people with significant life challenges, whether economic, psychological, physical, neurological, or some level of poverty, abuse, or addiction. Seven Hills Foundation Annual Report 2000