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Strategic Pillars Mahoning County Board of Developmental Disabilities

Angela Cameron Center for Human Services Development Youngstown State University

The Mahoning County Board of Developmental Disabilities is currently accepting feedback on this Strategic Plan. If you would like to provide comments, please e-mail Paul Iden at

piden@mahoningcountyoh.gov before Friday, December 8, 2017. You may also send comments to

Paul Iden at 825 Bev Road, Boardman, Ohio 44512Thank You

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CONTENTS

LETTER FROM THE SUPERINTENDENT ......................................................................................... 2

SWOT ANALYSIS ........................................................................................................................... 3

VISION .......................................................................................................................................... 4

MISSION ....................................................................................................................................... 4

VALUES ......................................................................................................................................... 4

STRATEGIC PILLARS ...................................................................................................................... 5

SURVEY RESULTS ........................................................................................................................ 10

ADMINISTRATIVE STAFF ............................................................................................................ 14

ORGANIZATIONAL CHART ……………………………………………………………………………………………………16

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LETTER FROM THE SUPERINTENDENT

Since its creation in 1967, the Mahoning County Board of Developmental Disabilities (MCBDD)

has remained committed to meeting the needs of Mahoning County residents through a

diverse service delivery system. Although our commitment has not changed over the years, the

scope and types of services provided or funded by the board has continually evolved. It is that

on-going evolution that has brought us to where we are today.

For much of MCBDD’s history we have been a direct provider of services. Due to federal and

state rules and regulations changes, our board will shift to being an agency that plans, funds

and monitors services. As the system changes, we too must change our identity and how we

support the citizens of this county. Our strategic plan lays a foundation in which we educate the

community about advocacy, inclusion and our boards changing role. Our board also looks to

take an active role in supporting other service providers in Mahoning County. To build a strong

system of support we must work closely with other local providers to create a system that is

sustainable.

You will see a new logo for our agency. This logo change is representative of our changing

identity. Using one figure in the middle to represent all individuals supported by the MCBDD,

the individual is surrounded by the embrace of four other brightly colored figures. These outer

figures represent the support built around the individual whether it come from family, friends,

community members, or paid relationships. We have also updated our Mission, Vision, and

Values statements to reflect on these changes. It is our hope to make these statements easier

to integrate in everything we do.

As we face system changes and other challenges ahead, we push forward to embrace a culture

where inclusion and community membership are the expectation, not the exception.

Sincerely,

Bill Whitacre

Superintendent

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SWOT ANALYSIS

The Mahoning County Board of Developmental Disabilities worked with the Center for Human

Services Development at Youngstown State to assist with the development of their three year

Strategic Plan. As part of the process, a SWOT Analysis was completed to understand the

strengths, weaknesses, opportunities, and threats facing the Mahoning County Board of

Developmental Disabilities. Through this process, the MCBDD was able to capitalize on their

strengths, and develop goals, objectives, and action steps to address their weaknesses. Below

you will find the results of this analysis.

STRENGTHS WEAKNESSES

1. MCBDD is known in the community

2. MCBDD is a good steward levy dollars

and the passage of levies

3. MCBDD offers comprehensive

services from birth throughout the

lifespan

1. The community at large does not

have a complete understanding of

the purpose of MCBDD

2. MCBDD needs to increase community

engagement to improve relationships

3. MCBDD needs to increase

technological abilities/service to

provide services more efficiently

OPPORTUNTITIES THREATS

1. MCBDD should provide increased

support and communication to

providers to assist with quality

2. MCBDD should identify more options

for individuals to choose services

3. MCBDD should have more staff visible

within the community

1. Government regulations impact the

daily function of MCBDD

2. Loss of community support during

transition impacts the perception of

MCBDD

3. The lack of transportation impacts

community access

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VISION

The purpose of the vision statement is to provide

encouragement and motivation to reach the purpose

of the Mahoning County Board of Developmental

Disabilities. The Strategic Planning Committee

prepared the following:

MISSION

The mission statement defines why the Mahoning

County Board of Developmental Disabilities exists. The

mission statement is the promise the Mahoning County

Board of Developmental Disabilities makes to the

community served. The Strategic Planning Committee

prepared the following:

VALUES

The purpose of core values is to provide a

lens in which the Mahoning County Board

of Developmental Disabilities views

themselves and the world. The core values

influence how the Mahoning County Board

of Developmental Disabilities thinks, feels,

and acts. The Strategic Planning

Committee prepared the following:

Empowering people to

live their lives.

Providing opportunities

that maximize quality of life

through collaboration and

connection to the

community.

Person Centered

Collaboration – to increase

opportunities and resources

Accountability – to the community

Responsibility – for the actions

and duties we perform

Excellence – to ensure quality

outcomes

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STRATEGIC PILLARS

Strategic Pillars are the foundation of the strategic plan.

The pillars help to organize the planning to ensure

planning is consistent and follows the need of the

Mahoning County Board of Developmental Disabilities.

The Strategic Planning Committee identified four key pillars in

which to align throughout the next three years. Each pillar is

outlined below with detail regarding objectives and

strategies the Mahoning County Board of

Developmental Disabilities plans to use over the next

three years. For a more detailed outline, please click

here.

EDU

CA

TE &

AD

VO

CA

TE

Objective 1: Educate and support individuals and families.

Strategy 1.1: By the end of 2020, 100 people will actively engage in self-

advocacy events.

Strategy 1.2: By the end of 2020, MCBDD will educate and prepare 100%

of families as they exit Early Intervention Services to ensure a smooth

transition.

Strategy 1.3: By the end of 2020, MCBDD will partner with the school

districts and offer assistance to students (ages 14-22) and families in need

of transition services.

Strategy 1.4: By the end of 2020, 35% of survey respondents will report

becoming more aware of available services from MCBDD.

Mission: Providing

opportunities that maximize quality of

life through collaboration and connection to the

community.

Educate & Advocate

Visibility

Quality Standards

Fiscal

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In July of 2015, MCBDD reestablished an Early Intervention (EI) department to provide services and supports for

families of infants and toddlers with developmental delays and disabilities. Our EI Service Coordinators assist

families with accessing community resources and obtaining services for their child and family. As children near the

age of three, EI Service Coordinators facilitate a smooth transition into preschool or other community programs.

In November of 2015, MCBDD began piloting Evidenced-Based Early Intervention (EBEI) services. Today, all

families have access to a core EI team comprised of Physical, Occupational, and Speech Therapists and

Developmental Specialists. Our intervention team works with over 125 families each month and provides

strategies that parents and caregivers can use throughout their child’s day to enhance learning and development.

Because of our commitment to excellence and successful implementation of EBEI services, the Ohio DD Council

selected our program to participate in its family support initiative Project TREES. Over the next few years, we

anticipate continuous program growth as we pilot tools and resources that will later be used by EI programs across

the state to engage, empower and support families.

VIS

IBIL

ITY

Objective 2: Increase the MCBDD visibility and engagement within the

community.

Strategy 2.1: By June 2018, MCBDD will create a comprehensive public

awareness and marketing campaign to promote visibility of MCBDD in the

community.

Strategy 2.2: By 2020, MCBDD will increase engagement with the

community by participating in 10 events annually.

050

100150200250

Nov-15 Mar-16 Jun-16 Dec-16 Jul-17 TotalReceivingSvc Coord

2020Projection

2 25 75 99 125 180 208

Infants and Toddlers Receiving Evidence-Based Early Intervention Services

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QU

ALI

TY S

TAN

DA

RD

S Objective 3.1: Guidance, Technical Assistance & Quality Standards for provided

services.

Strategy 3.1: By 2020, MCBDD will collaborate to offer 12 training

opportunities to providers.

Strategy 3.2: By June 2018, MCBDD will provide technical assistance

through site visits and/or meetings to assure positive outcomes for

individuals served.

Strategy 3.3: By 2020, MCBDD will participation in a standard of excellence

for services, as developed by DODD.

FISC

AL

Objective 4.1: Sound fiscal management that promotes long-term financial

stability.

Strategy 4.1: All fiscal decisions will be geared towards a 2020 renewal

levy that results in no new taxes.

Strategy 4.2: Annual communications regarding board finances.

Strategy 4.3: Analyze resources the MCBDD utilizes to provide services and

supports within the community for people served.

As the Board transitions out of providing direct services of day services, we must make the

community aware that we will be funding services that support individuals this board serves. A

major expenditure of our money will be to fund home and community based waivers that

provide services to individuals in our community. For example, when an individual attends day

program or receives homemaker personal care services these services may be provided by

private providers, but are funded by the County Board. Mahoning County Board of DD

anticipates phasing in the enrollment of HCBS services per year by increasing the number of

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home and community based services waivers as money becomes available to include:

emergency situations, the waiting list initiative, and for people transitioning after high school.

Projected allocation of waivers for 2018-2020:

NET (waivers given out less people leaving the waiver)

2018 2019 2020

IO 15 15 16

L1 4 4 4

Self 10 10 10

GROSS (total waiver allocated)

2018 2019 2020

IO 50 50 50

L1 40 40 40

Self 10 10 10

Waiver enrollment from 2013-17 does not reflect historic trends. This is due mainly to the

transition of TDD waivers to IO waivers and exit waivers from the Developmental Center and

ICF’s.

TDD waivers transitioned to IO waivers from 2013-2106. In 2013 MCBDD had 108 individuals

on TDD waivers. These individuals were required to transition to IO waivers. This process

concluded in in 2016 with all individuals being transitioned to IO waivers.

Exit Waiver availability began in October 2015. In 2015, 0 exit waivers enrolled. In 2016, 36

exit waivers were enrolled and as of 10/30/2017, 39 waivers were enrolled.

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Mahoning County Board of Developmental Disabilities receives funding from three sources. The

chart below indicates the percentage of local, state, and federal dollars that creates the

MCBDD’s total budget.

The Mahoning County Board of Developmental Disabilities distributes the funding according to

the chart below.

63.27%

18.02%

18.71%

2018 OPERATING BUDGET REVENUE

LOCAL

STATE

FEDERAL

7.59%

29.14%

1.12%

13.78%15.41%

32.96%

2018 OPERATING BUDGET EXPENDITURES

ADMINISTRATION

MEDICAID WAIVER MATCH

INVESTIGATIVE AGENTS

COMMUNITY SERVICES

LEONARD KIRTZ SCHOOL

ADULT SERVICES

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SURVEY RESULTS

A survey to gather input from the community at large. This input had a direct correlation on the

strategic planning process, as it provided guidance outside of the search committee. Below are

some questions and results of the survey. For the survey in detail, please click here.

Individual Served4%

Family Member or Guardian

14%

Community Member5%

Staff or Administration of a Providing Agency

11%

MCBDD Staff66%

POPULATION THAT TOOK THE SURVEY

Individual Served Family Member or Guardian

Community Member Staff or Administration of a Providing Agency

MCBDD Staff

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What is the most important function of the

Mahoning County Board of Developmental Disabilities?

Coordination of Services –MCBDD is responsible to connect persons supported and

their families to providers within the community. This enables them to fulfill their vision

of a happy and satisfying life. This is achieved through the Community Services

Department. Every person eligible for services can receive assistance from a Service

and Support Administrator (SSA.) The SSA’s primary role involves coordination of

services for persons supported.

Ranked #1: 42.6%

Ranked #2: 35.2%

Ranked #3: 13.0%

Ranked #4: 1.9%

Ranked #5: 7.4%

Funding of Services –Persons receiving services from MCBDD are supported by federal

and local levy dollars. MCBDD is responsible to pay approximately 40% of all Medicaid

Waivers services, while the federal government reimburses the other 60%. Medicaid

waiver services consist of the Individual Options Waiver, Level 1 Waiver, and Self-

Waiver. MCBDD also provides local levy dollars to pay for non-Medicaid Waiver

services such as Early Intervention, School-age services, SSA functions and

Investigative Services (MUI.)

Ranked #1: 24.1%

Ranked #2: 25.9%

Ranked #3: 14.8%

Ranked #4: 24.1%

Ranked #5: 18.5%

Health and Welfare – The MCBDD oversees and monitors any issue that could have a

negative impact or could be a risk to the person supported. MCBDD has a separate

investigative unit that is responsible to investigate abuse/neglect situations. Also, the

MCBDD Community Services Department is responsible for provider compliance

reviews, which ensure providers are utilizing best practices.

Ranked #1: 24.1%

Ranked #2: 20.4%

Ranked #3: 38.9%

Ranked #4: 7.4%

Ranked #5: 3.7%

Provider Support –The MCBDD offers supports to the local providers that can enhance

the services for persons supported. This includes, but is not limited to: staff training and

development (initial and on-going) and technical assistance. In addition, MCBDD is

involved with the recruitment and retention of Waiver service providers. This allows

multiple options for the persons supported to exercise free choice of provider.

Ranked #1: 0.0%

Ranked #2: 11.1%

Ranked #3: 20.4%

Ranked #4: 35.2%

Ranked #5: 29.6%

Community Integration – MCBDD promotes person centered planning and the good life.

This gives persons supported the opportunity to live, work and participate as active

members in their community.

Ranked #1: 9.3%

Ranked #2: 7.4%

Ranked #3: 13.0%

Ranked #4: 31.5%

Ranked #5: 40.7%

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Quality of Services, 72.9

Availability of Services, 50

Access to resources/employme

nt for individuals served, 47.9

Reliable transportation, 56.3

Other - Write In, 16.7

0

10

20

30

40

50

60

70

80

Concerns regarding Federal and State mandated Transition

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Yes91%

No9%

DO YOU THINK MCBDD IS A GOOD STEWARD OF TAX DOLLARS

Yes No

Yes23%

No77%

DO YOU BELONG TO A SELF-ADVOCACY GROUP?

Yes No

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ADMINISTRATIVE STAFF

Bill Whitacre, Superintendent wwhitacre@mahoningcountyoh.gov

Sean Kern, Director of Financial Services skern@mahoningcountyoh.gov

Jeff Novak, Director of Education jnovak@mahoningcountyoh.gov

Toni Scurpa, Director of Community Services tscurpa@mahoningcountyoh.gov

William Bagnola, Human Resources Director wbagnola@mahoningcountyoh.gov

Melissa Leighton, Early Intervention Director mleighton@mahoningcountyoh.gov

Frank Dietz, Maintenance Coordinator fdietz@mahoningcountyoh.gov

Waymond Grace, Transportation Supervisor wgrace@mahoningcountyoh.gov

Tony Rinaldi, Director of Quality Assurance/Provider Relations

arinaldi@mahoningcountyoh.gov

Kara Morgan, Executive Assistant to the Superintendent

kmorgan@mahoningcountyoh.gov

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