16 | P a g e
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
[email protected] before Friday, December 8, 2017. You may also send comments to
Paul Iden at 825 Bev Road, Boardman, Ohio 44512Thank You
1 | P a g e
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
2 | P a g e
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
3 | P a g e
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
4 | P a g e
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
5 | P a g e
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
6 | P a g e
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
7 | P a g e
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
8 | P a g e
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.
9 | P a g e
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
10 | P a g e
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
11 | P a g e
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%
12 | P a g e
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
13 | P a g e
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
14 | P a g e
ADMINISTRATIVE STAFF
Bill Whitacre, Superintendent [email protected]
Sean Kern, Director of Financial Services [email protected]
Jeff Novak, Director of Education [email protected]
Toni Scurpa, Director of Community Services [email protected]
William Bagnola, Human Resources Director [email protected]
Melissa Leighton, Early Intervention Director [email protected]
Frank Dietz, Maintenance Coordinator [email protected]
Waymond Grace, Transportation Supervisor [email protected]
Tony Rinaldi, Director of Quality Assurance/Provider Relations
Kara Morgan, Executive Assistant to the Superintendent
Top Related