Programs and Expenditures

Below are our program goals for 2022

  • Increase resources and efforts for Child Find/Outreach, including updating the website and increasing social media opportunities; incorporating the Ages and Stages Questionnaire (ASQ) family link onto the website and in collaboration with outside programs/agencies/schools so that families can screen their child if they have developmental concerns on our ASQ website.
  • Train and mentor the new Developmental Specialist in their role as a DS including EI evidenced-based approach
  • Continue to adapt to the hybrid approach to EI service delivery (in-person/virtual) as well as working from both the office and our home offices.
  • One specialist will complete training to earn the Infant Mental Health credential as well as another specialist certified in the Newborn Observation (NBO).
  • Make Brittco more user-friendly for staff by creating a “How to Guide” for our local process/use.
  • Get all current evaluators trained in the new Battelle 3 evaluation tool.
  • Apply for, receive and start using the new ARPA grant dollars for things like purchasing the new Battelle 3 kits; purchasing laptops and hotspots that can be loaned to families for virtual visits if needed; strengthening the fidelity to evidence-based EI practices through the purchase of professional books and resources on EI evidence-based topics as well as trainings like, “Fidelity in Practice-Early Intervention (FIP-EI) certification training”; and increasing local EI oversight.
  • Create a reflective supervision process for all EI staff including file reviews and what FCFC oversight should look like.
  • Collaborate with school districts to support and implement a transition-age youth program that will promote community-based instruction.
  • Restart our Education Collaboration to continue to build capacity amongst paraprofessionals in school districts.
  • Expand our inclusion program, REACH, into more school districts.
  • Continue to work toward solutions and provide advocacy for the ever-growing affordable housing shortage.
  • Work with area partners to increase access to free educational services that meet the interests of our clients.
  • Develop a written process for new SSAs to refer to when completing waiver applications, waiver/date changes, NICS, etc. 
  • Train three SSAs in the CANS training this Fall as part of OhioRISE.
  • Continue with the provider search and troubleshooting with SSA’s when unable to locate appropriate providers.
  • Continue training on trauma-informed care.
  • Offer two Healthy Relationship Curriculum training to people served.
  • Expand in-house behavior support resources and supports.
  • Coordinate between SSA Department and School Services to meet needs within school districts.
  • Continue DSP recruitment efforts through dedicated staff time, marketing materials, and direct outreach to potential workforce.
  • Improve referral process for preschool coordinators/special education coordinators. 
  • Continue to strengthen staff competency in mental health and suicide prevention skills.
  • Complete a comprehensive onboarding process.
  • Create online onboarding and supplemental training for SSAs.
  • Create supplemental online training for providers.
  • Launch the “Inclusion Takeover” project for at least three businesses in the community.
  • On a quarterly basis, identify three specific candidates for community inclusion and work closely with the SSA in step by step progression in getting each of these in a volunteer or social scenario (per quarter). 
  • Increase the number of people receiving remote supports and using technology by 5%.
  • Implement Ohio ISP with more efficient and updated PCBDD forms and annual planning process for people served. 
  • Complete a three-year strategic planning process, years 2023 through 2025.
  • Consider Aldrige and Palay training to create a trauma-responsive work environment.
  • 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.
  • Explore accounting software to replace Infal.