Strategic planning | Social Science homework help

Our Way Forward

ATHENS COUNTY BOARD OF
DEVELOPMENTAL DISABILITIES
STRATEGIC PLAN 2022-2024

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TABLE OF CONTENTS

INTRODUCTION 02

VISION, MISSION, VALUES 03

OUR BOARD 04

CRITICAL FINDINGS 05

STRATEGIC ADVANTAGES 06

STRATEGIC CHALLENGES 07

STRATEGIC OPPORTUNITIES 08

NEXT STEPS 09

CONTACT

10STRATEGY MAP

11

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Since our inception in 1957, Athens County Board of Developmental Disabil ities (ACBDD) has been
providing individuals opportunities to learn, grow, and enrich their l ives.

We provide quality services to individuals with developmental disabil ities by assessing their needs
and creating individual plans. We offer education, employment, l ife skil ls training, recreation, trans-
portation, residential support, service coordination, and more. We help to integrate individuals with
developmental disabil ities into their community as valued citizens.

As we launch this three-year strategic plan, we continue to be mindful and appreciative of the
Athens County community. There are few counties in Ohio that show the level of commitment and
support for individuals with intellectual and developmental disabil ities l ike Athens County. We are
fortunate.

Community members can feel proud about the positive impact staff of the ACBDD have on the l ives
of nearly 700 individuals. We will continue our hard work of enhancing the quality of l ife of those
we support.

Introduction

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Mission

Values

3

An integrated and inclusive Athens County

Vision

To serve our community with compassion, innovation and
transparency

Respecting Everyone, Spending Responsibly, New Ideas,
Honesty, Thriving Communities, Working Together, Openness,
Reliabil ity

Vision, Mission, Values

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We are grateful to the ACBDD’s Board Members. These
individuals volunteer an enormous amount of time
ensuring people with intellectual and developmental
disabilities receive the highest quality of services in
Athens County.

We appreciate them and everything they do.

4

Our Board

Board President
Margaret Demko

Board Vice President
Dr. Jason Jol ley

Board Secretary
Pam Bond

Board Member
Sherri Ol iver

Board Member
Dr. Leonard Al len

Board Member
Dr. Carolyn Bai ley Lewis

Board Member
Katie Conner

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As part of the strategic planning process, the ACBDD sought information from the following customers and
key stakeholders: individuals served by the ACBDD, families/guardians, providers, ACBDD employees, ACBDD
board members, community members/partners, elected officials, and school districts. This information was
used to identify strategic advantages, strategic challenges, and strategic opportunities for the organiza-
tion. These were the critical findings that supported the development of the strategy map that will move the
ACBDD into the future.

5

Crit ical Findings

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Internal Operations

Community

Services

• ACBDD uses various outlets to communicate agency developments and services.
• ACBDD has experienced, well-trained staff who take pride in what they do.
• ACBDD has a strong leadership team that uses a planned, transparent process to address issues.
• ACBDD provides a supportive and positive work environment with competitive salary and benefits.
• ACBDD supports professional development for its workforce.
• ACBDD has engaged, committed, and supportive board members.
• ACBDD is accredited by the Ohio Department of Developmental Disabilities, the Ohio Department of

Education, and the Commission on Accreditation of Rehabilitation Facilities.
• ACBDD ensures the health and safety of the individuals served through a strong reporting process and

established policies.
• ACBDD promotes an environment to use progressive and innovative approaches.
• ACBDD practices fiscal responsibility.

• ACBDD is known and trusted by the community.
• ACBDD prioritizes integration and inclusion.
• ACBDD has overwhelming community support through multiple

tax levies and community engagement.
• ACBDD has established positive working partnerships with a

variety of community entities.
• ACBDD has an established history as a leader in community

employment.

• ACBDD uses person-centered practices to provide compassionate, high-quality services that promote
advocacy, and community inclusion.

• ACBDD provides safe, and reliable transportation.
• ACBDD has experienced behavior support that meets the needs of individuals and their families.
• ACBDD has a strong agency and independent provider pool.
• ACBDD’s Early Intervention staff are caring and friendly.

Strategic Advantages

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Internal Operations

Financial

Services

• ACBDD struggles to fill certain roles within the community.
• ACBDD is faced with needs of individuals with aging caregivers.
• ACBDD will need to plan for future leadership changes/retirements.
• ACBDD must improve efficiencies in internal processes.
• ACBDD must transition ISP planning processes to meet DODD requirements.
• ACBDD must be prepared for widespread illnesses like COVID-19.
• ACBDD is inconsistent in its performance management.

• ACBDD is faced with rising waiver, healthcare, and labor costs.
• ACBDD must maintain fiscal responsibility with limited funding streams.
• ACBDD resides in a county with high poverty.

• ACBDD is faced with a DSP staffing crisis.
• ACBDD is faced with an increase in demand for services.
• ACBDD operates in a county with a robust transportation system but one that still has its limitations.
• ACBDD will need to provide a more diverse summer youth employment experience.
• ACBDD must work to address the rising need of guardianships.
• ACBDD must continue to evolve Beacon School services to meet the needs of students, districts, and the

community.

Strategic Chal lenges

Technology

• ACBDD must take advantage of/explore options with technology.

Communication

• ACBDD must continue to work on informing the public on available
services and how to access them.

• ACBDD must improve inter-agency communication.
• ACBDD must continue to communicate openly, both internally and

externally.

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Internal Operations

Community

Services

• ACBDD will improve its staff performance evaluation process.
• ACBDD will develop a succession planning process to ensure stability of agency and operations.
• ACBDD will explore developing a sensible remote work policy that maintains a high level of service

delivery.
• ACBDD will comply with and transition to the new Ohio ISP to ensure consistency.
• ACBDD will continue to embrace and support a positive work culture.

• ACBDD will strengthen its advocacy network.
• ACBDD will dedicate needed resources to ensure community partnerships thrive.
• ACBDD will build on current collaborations and partnerships with community partners.
• ACBDD will develop new collaborations and partnerships with other entities.

• ACBDD will support providers in addressing the DSP workforce crisis.
• ACBDD will work to enhance and standardize transition services for youth.
• ACBDD will foster expansion and collaboration with local agencies to expand

transportation options for individuals served.

Strategic Opportunit ies

Financial
• ACBDD will improve cost tracking and containment for waiver services, supported living, and Title XX.

Technology

• ACBDD will explore new technologies to maximize efficiencies.

Communication
• ACBDD will improve internal communications through cross training and inter-departmental

interactions.
• ACBDD will continue sharing information about services and agency developments.

• ACBDD will develop enhanced school services to support students, and districts.
• ACBDD will evolve Beacon School services to meet the needs of students, and community.
• ACBDD will work with local agencies to explore housing options for individuals served.
• ACBDD will continue exploring opportunities to support individuals with complex needs.
• ACBDD will support providers in addressing identified needs.

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Next Steps ACBDD will determine which initiatives are long- and
short-term. Action plans will be developed to monitor
progress and periodic reviews will occur to identify
the need for course corrections and ensure advance-
ment is being made on implementation of the plan.

ACBDD will provide the individuals and families served,
ACBDD staff, ACBDD board members, key partners,
other stakeholders, and the community at large up-
dates on the progress made towards meeting the
identified benchmarks set forth in the strategic plan.

Vision An integrated and inclusive Athens County

Mission To serve our community with compassion, innovation, and transparency

Values Respecting Everyone, Spending Responsibly, Thriving Communities, Working Together, New Ideas, Openness, Honesty, Reliability

Objectives Initiatives Measures Targets
Financial • Manage waiver allocation &

sustainability
• Assess healthcare & labor costs
• Strengthen marketing of

services

• Balanced budget
• Community awareness

• Expenses remain under budget
• Increase in community

awareness

Customer • Enhance Beacon School Services
• Continue provider support
• Strengthen community

partnerships
• Serving those with complex

needs

• Customer service satisfaction
survey

• Number of individuals
employed in the community

• Improvement in customer
service satisfaction survey

• Increase in individuals
community employed by five
per year

Internal Processes • Standardize transition services
• Adopt new OISP
• Identify processes to improve
• Strengthen self-advocacy &

guardianship opportunities

• Number of process
improvements identified

• Identify guardianship
opportunities

• Improve three processes
agency wide per year

• Meet guardianship needs

Learning & Growth • Develop succession plan
• Improve evaluation process
• Explore remote work options
• Explore technology options
• Develop recruitment plan for

certain positions

• Employee engagement survey
• Recruitment & retention

• Increase employee
participation in survey

• Improve recruitment &
retention

• Maximize technology to
enhance the flexibility of
workforce

Increase Use of
Technology and

Remote Work

Workforce
Stabilization

Implement Needed
Services

Implement Process
Improvements

Engage, Support, and
Understand Customers

Fiscal
Sustainability

Transparency

Strategy Map

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Envisioning an integrated and inclusive
Athens County

Contact
Administration 801 W. Union Street, Athens www.facebook.com/athenscbdd

Beacon School 801 W. Union Street, Athens www.facebook.com/beaconschoolathens

Employment Options/
PersonnelPlus
The Market on State 1002 E. State Street, Suite 4, Athens www.facebook.com/personnelplus

Integrate Athens 9033 Lavelle Road, Athens www.facebook.com/IntegrateAthens

Service & Support Division 8 Harper Street, The Plains www.facebook.com/athenscbddssa

Transportation Division 9033 Lavelle Road, Athens

FANS www.facebook.com/FANsAthens