Programs and Expenditures
Below are our program goals for 2023
- Increase resources and efforts for Child Find/Outreach including updating the website and increasing social media opportunities; collaborate with HMG Central Intake on child find efforts more; incorporate the Ages and Stages Questionnaire (ASQ) Online program onto the website and in collaboration with outside programs/agencies/schools so that families can screen their child if they have developmental concerns.
- The “new” Developmental Specialist will complete the last 3 of her 6 courses and become a 5-year certified Developmental Specialist.
- Complete the training process and certification for the newly hired EI Service Coordinator and EI Assistant.
- At least one EI specialist will start the process of earning the Infant Mental Health credential and/or getting certified in Newborn Observation (NBO).
- Create a “How to Guide” for our local process/use of Brittco, making it more user-friendly for EI staff, especially for newly hired staff.
- The rest of the ARPA grant dollars will be used in 2023. Plans for use include additional evidenced-based EI practices training for staff: PLAY Project and Hannen-SPARK training; additional technology equipment if needed; and lending library equipment (i.e.… walker) for families to use/try out before making purchases for their children receiving EI services.
- Create a local process and policy around EI staff annual evaluations and implement that new process.
- Finalize and fully implement the reflective supervision process created this year to use with staff; include peer reflection during team staff meetings.
- Begin facilitating community-based playgroups again that are available for all families receiving EI services; Find and talk with local agencies/programs/schools on ways to collaborate and facilitate these playgroups. (i.e.… Public Libraries, the Early Head Start program, and local preschools).
- Staff training/reviews regarding topics like case notes, Child Outcome Summary (COS), streamlining the transition from EI to schools, and SSA/CBDD services.
- EI Staff Retreat for interagency training around Evidence Based practices
- EI staff attending/participating in more community/DD-sponsored events. (Each team member is to attend at least one event for the year.)
- Continue to build community connections to find work experiences and volunteer placements with purpose and meaning.
- Continue to find new ways to promote school programming within the community and school districts.
- Identify children who may be eligible for services in school districts and begin the referral process.
- Extend REACH programming into Westfall.
- Extend LIFT into Logan Elm Local School District.
- Provide support during the EI to preschool transition and preschool to kindergarten transition.
- Continue to find innovative ways to provide training and mentoring to educators regarding evidence-based practices and the culture of belonging. Restart our Education Collaboration to continue to build capacity amongst paraprofessionals in school districts.
- Improve customer service and redefine core values.
- Provide all annual events and activities that ceased following the COVID outbreak.
- Complete a Healthy Relationships course for minors.
- Partner with mental health supports in the county to offer group therapy.
- Launch a provider recruitment class at OCU.
- Move all annual plans into the OISP format.
- Partner with the DSACO for an iCan Shine program.
- Expand Special Olympics programming, including starting a powerlifting team.
- Grow the SSA Department in a smooth, well-organized, and customer-friendly manner.
- Develop a close relationship with fiscal agent GT Independence to promote self-directed services.
- Increase the number of people with self-directed services by 5%.
- Pilot project management software to stay more organized and efficient with projects.
- Begin a local campaign to promote technology and remote supports.
- Devote staff time to relationship-building and training for DSPs working within agencies.
- Translate key policies and forms into Spanish.
- More clearly define transition supports for children ages three through five, and communicate the value-added in this service more clearly.
- Participate in efforts to increase available, affordable housing in our community.
- Complete a three-year strategic planning process, years 2023 through 2025.
- Modify workspace in the Early Intervention and SSA office area to create a drop-in workspace for employees working a hybrid model and accommodate for virtual and flexible meeting space.
- Collaborate with agencies and independent providers to address the direct support professional shortage.
- Procure accounting software to replace Infal.
2024 Program and Expenditures Plan
