We are celebrating more than just the 4th of July this week! 
Monday, July 1 was our first day as a newly merged agency: LifeLinks dba/CLASS. Now that the technical, behind the scenes, work of bringing two organizations together is complete we are excited about the opportunities that are opening to us. We are eager to begin the work to blend our organizations, cultures, vision, and goals.
I am proud and humbled to provide leadership to this new organization, to work collectively to set the course of our work and to celebrate what I know will be our many successes. Alfred J. Frugoli will remain with us, transitioning into the role of Chief Operating Officer overseeing all our great programs. As of today, we serve or touch the lives of over 900 individuals and are now almost 30 million dollars in revenue and have over 500 staff; formidable numbers indeed.
The merger of CLASS and LifeLinks provides many opportunities – the first of which is to leverage our collective expertise to make sure we’re providing the best services possible in our existing programs. We believe that the next few years will be a sensational period for us as we come together to be an organization that can truly make sure everyone we serve in homes, day services and community supports experiences innovative, personalized and valued services that promote a full life, where there is an opportunity for personal growth and active, meaningful engagement in their community.
Thank you for your continued support
Have a great 4th of July!
Jean M. Phelps
Chief Executive Officer
Bringing Together Two Strong Teams
One of the most immediate and exciting outcomes of this merger is the combination of our staff teams. CLASS and LifeLinks have each built a reputation for skilled, compassionate, and dedicated professionals, and bringing those teams together under one roof multiplies our strengths. More than 500 employees now share a single mission, and we are already seeing the energy that comes from colleagues exchanging ideas, comparing best practices, and learning from one another’s experiences.
To support this blending, we have begun a series of joint staff orientations, cross-program introductions, and team-building activities across all locations. Our goal is not simply to merge paperwork, but to create a workplace where every employee feels valued, informed, and connected to our common purpose. Managers from both legacy organizations are meeting regularly to map out how individual talents and specialties can be shared across residential, day, and community support programs.
We also recognize that change can bring questions. That is why we have established open feedback channels, including regular all-staff town hall meetings and an anonymous suggestion system. By listening carefully to the people who deliver services every day, we will build an agency that works better for everyone.
Expanding Services and Geographic Reach
The merger of CLASS and LifeLinks creates a significantly larger footprint in the communities we serve. By combining our program locations, transportation networks, and community partnerships, we can now offer individuals and families more choices about where and how they receive supports. This expanded reach means shorter wait times for some services, better coverage in underserved neighborhoods, and greater flexibility when a person’s needs change.
Our shared resources also allow us to pilot new service models that neither agency could have launched alone. For example, we are exploring specialized day programs for individuals with complex medical needs, expanded employment supports for adults who want competitive jobs, and more robust family training series. The almost 30 million dollars in combined revenue gives us the financial stability to invest in these innovations without sacrificing the quality of existing supports.
Families can expect to see the same familiar faces in their current programs, even as new options become available. We are committed to a smooth transition in every location, and no individual’s existing service will be reduced or interrupted because of the merger.
Strengthening Quality and Compliance
A merger of this size requires careful attention to quality assurance and regulatory compliance. We have assembled a joint quality improvement team that is reviewing policies, procedures, and documentation practices from both organizations. Where one agency had a stronger approach, we are adopting that as our standard; where both had excellent practices, we are blending them into a unified system that is clear and consistent for all staff.
This work includes a full review of incident reporting, medication administration, staff training records, and individual service plans. By centralizing these functions, we reduce duplication, catch problems earlier, and give program managers better data to guide their decisions. We are also investing in updated electronic health record tools so that communication between residential, day, and clinical teams is faster and more accurate.
Our commitment is simple: the merger should make our services safer, more accountable, and more responsive to each person’s goals. We will report transparently on our quality metrics and welcome feedback from individuals, families, and funders as we build this stronger infrastructure.
Investing in Staff Development and Career Growth
With more than 500 staff members now part of one organization, we have a rare opportunity to create clearer career pathways and richer professional development opportunities. We are launching a unified training curriculum that combines the best modules from CLASS and LifeLinks, covering everything from CPR and medication certification to person-centered planning, behavioral support strategies, and leadership skills.
We are also introducing a formal mentorship program that pairs newer employees with experienced colleagues across different programs. This not only speeds up onboarding but also builds the cross-program relationships that make a large agency feel like a connected community. Our professional development fund has been expanded, and we will offer tuition assistance for employees pursuing degrees or certifications in human services, nursing, social work, or business administration.
- Core certification trainings offered monthly at multiple locations.
- Leadership cohort program for aspiring supervisors and managers.
- Tuition reimbursement for relevant degrees and licenses.
- Quarterly skills workshops open to all staff.
By investing in our workforce, we are investing in the quality of life of every person we serve. A well-trained, supported, and motivated team is the foundation of everything we do, and we are excited to build that foundation together.