2017 QIP -2

2017
Quality Improvement Plan
1

Content
Background 3
Mission, Vision, Values and Commitments 4-5
Key Themes:
*Vibrant Community 6
*Meaningful Contributions 7
*Fulfilling Lives 8
Sounds of Success:
Community Quotes 9
Commitments:
1. Foster excellence through technology, efficiency and creativity 10-13
2. Use person centered planning and only helping when we are invited
and needed 14-15
3. Support people as they build meaningful connections within each of
their communities. 16-17
4. Build and strengthen community resources while providing training,
outreach and guidance that encourage equality. 18-19
Contact Information 21
This document defines the 2017 Action Steps to
“Connect the Future” with the
2017-2021 Comprehensive Long Range Plan
2

Background of this plan
This document is the first annual Quality
Improvement Plan of the 2017-2021 long
range planning cycle. This plan serves as the
“navigation system” for the Fairfield County
Board of Developmental Disabilities (Fairfield
DD) to achieve the broad goals set out in
Connect the Future 2017-2021, comprehensive
long range plan.
In 2001 Fairfield DD took first steps to
becoming an organization firmly rooted in
self-determination. Building on firm
community support, Fairfield DD made a
commitment to offer people with
developmental disabilities the opportunity to
choose services and providers, and to develop
an array of providers from which to choose
based on the belief, “When individuals with
developmental disabilities and their families
have control of the resources, their quality of
life will improve and costs will go down.”
Progress from 2007 through 2011
emphasized collaboration and partnerships
that made it possible, among other things, to
greatly expand supported employment
opportunities following the employment first
initiative, coordinate trans-disciplinary early
intervention services provided in the child’s
and family’s natural environments, and create
a model transition partnership.
Continuing on in 2012 through 2016, Fairfield
DD focused on supporting each person’s
“personal genius” and, in doing so, found that
each person’s life was enhanced when they
had more opportunities to find ways in which
they could give back to their communities.
Person Centered Planning was key to helping
each person find a balance of wants and
needs. Community Employment was just
beginning and our agency was doing
everything we could to help find meaningful
employment.
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The future is now upon us and, like the
weather, the future is hard to predict. In order
to figure out our new path into the everchanging
future, it is clear that we needed to
reflect and focus on our past. After many
meetings and discussions about the current
mission, Fairfield DD decided this should still
be the driving mission of our agency. Key
principals remain to be as strong today as they
were five years ago. Staff, community
members and individuals we serve would agree
that a leading a Fulfilling Life happens when
people can be part of a Vibrant Community
where they can make Meaningful
Contributions and feel valued.
In order to Connect the Future we asked for
input from staff, providers, community
members, businesses and people we serve, as
well as their families. The information we
collected about the present and the future help
guide us over the impending changes
happening in our field. The questions we asked
were:
What else would you like to see us doing
now?
What are two of the most important things
you see happening in 2021 and how do we
get there?
With the requirement of only non-county
boards allowed to provide Adult Day
Services, how we can ensure quality services
for people with developmental disabilities?
The answers we received to those questions guide
the direction of the 2017-2021 long range
strategic plan and frame the this document with
concreate ideas to help us Connect the Future.

Our Mission
Bring about a vibrant community
where people lead fulfilling lives
and make meaningful contributions
Vision
To realize a community that values the
contributions of every person.
Fairfield DD will lead a transformation to a community that values
individual differences. When invited, we will partner with individuals to
create connections and develop skills as they take their chosen place
in the community. We will cultivate a network of providers with a
common vision to support people with the services they need, so they
can achieve the life they desire.
Values & Commitments
We value hard work, innovation and fiscal responsibility. Therefore,
we commit to fostering excellence through technology, efficiency and
creativity.
We value personalized services and choice. Therefore, we commit to
person-centered planning and only helping when we are invited and
needed.
We value community membership and relationships built on respect.
Therefore, we commit to supporting people as they build meaningful
connections within each of their communities.
We value collaboration and partnerships. Therefore, we commit to
building and strengthening community resources while providing
training, outreach and guidance that encourage equality.
4

What defines a
Vibrant Community?
Signs of
Success
Individuals with developmental disabilities will not only be in the
community, but valued members of the community.
Acceptance of people with disabilities and recognized for the many gifts
and talents that they have.
Replacement of negative stereotypes with knowledge based on
experiences and relationships.
Effective, efficient use of public funds with maximum return on investments.
Strong and effective partnerships with other agencies and organizations,
leading to the efficient use of public resources.
2016 Accomplishments
We maximized Medicaid funds and researched new revenue streams and obtained
grants.
We analyzed numerous work processes to make them more efficient.
We researched and tracked transportation needs by conducting a transportation
survey.
We coordinated presentations at local schools and summer camps, offering support
when dealing with behavioral concerns, as well as ending the “r” word campaign.
We shared the Community Connections Software across the state and expanded
operations to meet the needs of supporting this program as a funding source on
top of changing the way we provide services.
We offered benefits consultation statewide to help share education with families
and individuals about the benefits of working in the communities.
We began asking what people “need” today in order to have a starting point of
services.
We expanded internship opportunities at the River Valley Mall through JobFusion,
utilizing space at DiscoverU to enhance job skills at places like Fairfield Medical
Center’s Project Search and 150 West Main.
We strengthened our partnerships with mental health agencies to address the
support needs of individuals diagnosed with a developmental disability and a
mental health diagnoses through the Dual Diagnosis Resource Team (DDRT).
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How do we help people lead
Signs of Success
Fulfilling Lives?
Assisting families and individuals as they explore opportunities in the community.
Offering high-quality, individualized services ensuring successful and consistent
outcomes from birth throughout ongoing DD services.
Supporting strong networks of relationships in the community that are beyond paid
supports and focus more on natural supports.
Assuring people’s health, safety and welfare.
Supporting the use of respectful language, tone of voice and nonverbal
communication from paid staff.
Supporting people to feel confident to make changes and take control of their lives,
plans and employment paths.
Dedicate local funds to ensure that no one waits for the services that they need.
Dedicate funding to secure as many Medicaid waivers as possible.
Recruiting quality providers, as well as meeting with all new providers to ensure they will be
able to meet the needs of individuals served.
2016 Accomplishments
We implemented a Quality Improvement Plan action step into best practices to
support families transitioning from Early Intervention Services to receiving ongoing
DD services, to best support them during that transition.
We continued to utilize technology and portable devices to give people the ability
to communicate, allowing them to make choices and have control over their own
lives.
We increased opportunities for individuals to connect with interest groups, as well as
created ways for families to meet other people with similar struggles, establishing
relationships and decreasing feelings of isolation.
We continued to develop self-advocacy groups in our county and expanded meet
up groups to offer people many ways to connect to their communities.
We certified all our life coaches in Medication Delegation in order to allow more
individuals the opportunity to attend community-based programs than they could in
the past.
We allocated funding to 66 families and youth that allowed them to take part in
summertime experiences.
6

How do we help people make
Meaningful Contributions?
Signs of
Success
Encouraging people to make positive contributions to community life by
engaging in a variety of valued roles, such as home owners, leaders in
community groups and organizations, and lifelong learners.
People’s voices directly affect what services they have and their control
allows continuous quality improvement as they make suggestions.
Ensuring individuals receive services in the most integrated settings as
possible, with health and safety as the priority.
Engaging individuals in community employment and integration that align
with the Employment First official policy adopted by the state of Ohio.
2016 Accomplishments
We utilized the Transition Partnership to give more information to young people
and their families so they can have easier access to information about future
living and work possibilities.
We focused on the Community/Employment First initiative with Job Fusion
leading us in the right direction with the successful development of Discover U
programs, launching people into careers in the retail industry.
We changed the concept of Social Purpose Enterprises (SPE) to serve as
internship sites focusing on customer service training.
We hosted monthly provider trainings, offering our entire network the
opportunity to meet requirements for certification while engaging in trainings
they want and need.
We supported artists from Blue Shoe who were accepted into VSA’s 2016
Accessible Expressions Tour. This professional development opportunity helps
raise awareness about art and disability by presenting the art in inclusive
settings.
We supported people to further develop their self-advocacy skills through
participation in ICAN, Project Stir and other groups focusing on self
determination.
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What Success Sounds Like
Longevity awards given to Individuals working hard in the community.
5+ Years
Matt Brown - Walmart, Lancaster
Elizabeth Burgoon - Fairfield Medical Center, Lancaster
Janet Fleming - Forest Rose School, Lancaster
Albert Gardner - Wendy’s, Carroll
Brad Hoyt - Giant Eagle, Lancaster
Leah Maynard - Giant Eagle, Lancaster
Jim Moore - Glasfloss, Lancaster
Adam Ortiz - Giant Eagle, Pickerington
Carrie Oxenrider - Fairfield County Board of DD, Lancaster
Tim Pressdee - Pizza Hut, Lancaster
10+ Years
Hilary Clegg - Abbington Assisted Living, Pickerington
Brian Fillippelli - Kroger, Columbus
Matt Sears - Kroger, Hebron
Janna Wicks - McDonald’s, Lancaster
15+ Years
Randy McCall - Sears, Lancaster
20+ Years
Greg Beiter - Lancaster City Schools, Lancaster
Tim Derflinger - Pizza Hut, Lancaster
Jordan Freizinger - Arbors at Carroll, Carroll
Cindy Shumaker - Burger King, Lancaster
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Commitment 1 — —
Foster excellence through technology, efficiency and creativity.
What we aspire to
Give people the opportunity to find a “voice” and use it.” (staff survey)
“Our children teach people joy.” (parent - community forum)
“Build a network of adaptive technology and resources.” (staff survey)
“Be seen as an expert in our field offering assistance and training on how to best use
technology to increase communication and offering ways to enhance opportunities for
employment and social engagements.” (survey, parent - community forum. )
“Individuals will not wait for services.” (staff survey)
“Establish free flowing, open and honest lines of communication between all
stakeholders.” (staff survey)
“Build an online university where staff, providers and families can gain access to training
and other ways to enhance their knowledge and skills to provide quality services.” (staff
survey)
“Develop and establish set standards, activities and mentoring programs that will
ensure quality services internally and externally.” (community survey)
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Commitment 1 Action steps
1. Maximize non-local funding by identifying
new revenue streams, applying for available
grants, maximizing billing for federal funds for
Medicaid waiver services, Medicaid
Administrative Claiming, as well as
involvement in the Medicaid Waiver Funding
Re-design taskforce. Continuing
Lead: John Pekar, Superintendent & Beth
Seifert, Chief Fiscal Officer
Funding: Continuing
2. Effectively utilize and maximize local funding
received by researching and identifying
other sources to fund current programs and
initiatives with the use of local dollars as payer
of last resort. Continuing
Lead: Michelle Dexter, Individual
Budget & Medicaid Services Supervisor
Funding: Continuing
3. Continue to extend collaboration within the
region, including the Fairfield-Vinton Strategic
Alliance, to realize greater efficiencies.
Continuing
Lead: John Pekar, Superintendent
Funding: Continuing
4. Provide people with information and
resources beyond waiver funding and waiver
waiting lists in order to find alternative funding
solutions. Continuing
Lead: Michelle Dexter, Individual
Budget & Medicaid Services Supervisor,
Susan Barnet, ISC Supervisor
Funding: Continuing
5. Develop media productions on many
platforms to share and exchange ideas,
options, and stories with and about
individuals, families and other
stakeholders.
Continuing
Lead: Temple A. Montanez, Director
of Community Relations
Funding: Continuing
6. Analyze Early Intervention Services assessing
the correlation between the completion of
evidence-based practices and the
continuation of DD services. Continuing
Lead: Rebecca Nixon, Early Intervention
Supervisor
Funding: Continuing
7. Assess the correlation between personal
budgets and quality of life, in an effort to
understand whether personal budgets create
an efficient alternative.
Continuing
Lead: Ray Schmidt, Director of Quality
Innovation and Planning (Quality),
Michelle Dexter & Lois Everitt, Services &
Supports Department (SSA)
Funding: Continuing
8. Provide opportunities for parents/families to
gain information on ways to support their
children’s development utilizing an assistive
technology device at home and in the
community.
Continuing
Lead: Cathy Hunter, Supervisor of
Student Services, Forest Rose School
Funding: Continuing
9. Enhance and expand current social purpose
enterprises (SPEs) at 150 West Main Street and
the GROW Project while researching viable
options for new SPEs for the future.
Continuing
Lead: David Uhl, Director of Business
Development
Funding: Continuing
10. Design and Implement a business
continuity and disaster recovery plan.
Continuing
Lead: Bobby Lovell 111, IT Systems
Specialist
Funding: Continuing
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Commitment 1 Action steps
11. Use emerging technology and software development to increase
opportunities for community integration.
Modified
Lead: Ray Schmidt, Director of Quality
Funding: Revenue from license fees to further develop and
grow the program.
12. Coordinate transportation options and efficiencies throughout Fairfield
County by collaborating with other agencies. Modified
Lead: Kyle Miller, Director of ADS, Karissa Carpenter, Planning
Coordinator
Funding: Continuing
13. Create methods for system-wide communication and innovation with
members of our entire service network. Modified
Lead: Temple A. Montanez, Director of Community Relations
Funding: Continuing
14. Design and Implement a business continuity and disaster recovery
plan.
Modified
Lead: Bobby Lovell 111, IT Systems Specialist
Funding: Continuing
15. Analyze the efficiency and effectiveness of the Imagine System Tool.
New
Lead: Latisha Bloom, ISC supervisor
Funding: Continuing
16. Offer an Emerging Leaders program that staff can take
advantage of in order to learn and grow in their current positions.
New
Lead: David Uhl, Director of Business Development
Funding: Continuing
11

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Commitment 2 — — Provide person centered planning
and only help where invited and needed.
What we aspire to
“Asking people and families to dream and assist them in achieving those dreams.” (staff
survey)
“Support people by providing more outside services including courses in Living Safe,
Transportation Safety, Behavior Support, Benefits, Financial Planning and much
more.” (staff survey)
“Find ways for individuals to experience many different things; employment, social
outings and so on, so they can find something they love.” (parent - community forum)
“Build respite options and support for families in times of need.” (staff survey & parent)
“Continue to look outside the box to create opportunities that are personcentered.”
(staff survey)
“Create inspiring plans for each person we serve that allows them to shine and be as
independent as possible, and stop creating cookie-cutter goals. Reach for the stars and
let them shine like the diamonds they are.” (staff survey)
“Support and encourage self-advocacy through programs like ICAN, Project Stir and
community specific groups.” (staff survey)
“Ensuring that individuals receive services in the most integrated setting appropriate for
their needs.” (Fairfield Leadership)
“Continue to help people become more independent.” (community survey)
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Commitment 2 Action steps
1. Expand and enhance opportunities for individuals to develop self-advocacy skills through
participation in ICAN, Project STIR and other organized self-advocacy options focusing on
self-determination.
Continuing
Lead: Services & Supports Department
Funding: Continuing
2. Promote opportunities for individuals to take control of their plans and schedules, giving
them more flexibility to update and track progress toward desired outcomes. Continuing
Lead: Wendy Ricker, Director of Services and Supports
Funding: Continuing
4. Expand person-centered thinking and planning to all team members (providers, families,
individuals, community members, and staff) through training and integration of these
practices. Continuing
Lead: Lois Everitt, ISC Supervisor
Funding: Continuing
5. Provide staff with opportunities and activities to gain trust, respect and open
communication, leading to a culture of engagement. Continuing
Lead: Kristi Patrick, Individual Service Coordinator
Funding: Continuing
6. Reduce the number of rights restrictions and aversive behavior support plans through
training, education and practice of positive intervention techniques. Continuing
Lead: Dean Rallof, Behavior Support Coordinator
Funding: Continuing
7. Increase employment options that directly link a person’s interests and person centered
outcomes with employment. Modified
Lead: Kyle Miller, Director of ADS, Wendy Ricker, Director of SSA
Funding: Continuing
8. Establish a Parent Advisory Council at Forest Rose School that aligns with the “Step Up to
Quality” program to provide parents an arena to share information and discuss
challenging issues their students face. New
Lead: Jodi Blais, Director of Educational Services
Funding: Continuing
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Commitment 3 — — Support people as they build meaningful
connections within each of their communities.
What we aspire to
“Spend time visiting home school districts, businesses and other agencies to offer
ways to interact with people on a more natural level to break barriers and build real
relationships.” (staff survey, community forum)
“Build a web of community volunteers.” (staff survey)
“Find more volunteer opportunities for people to take part in.” (parent - community
forum)
“Increase transportation options - research and establish alternative
options.” (parent - community forum & staff survey)
“People with developmental disabilities will be an integral part of the community
with strong and appropriate supports in place for their success.” (community survey)
“Provide support for person-to-person connections, giving more opportunities to develop
relationships with people creating a bigger circle of supports reaching outside paid staff.
“ (staff)
“Encourage service providers to take people to community places, going beyond “doing
outings” to supporting community membership.” (staff)
“Identify, collaborate with and support more community spaces where members can
interact with each other and develop a rich social life.” (Staff, Community survey)
“Invite students from local schools to spend time getting to know Forest Rose School
students, fostering early learning, acceptance and understanding.” (staff survey)
15

Commitment 3 Action steps
1. Increase access to community-based, summertime experiences for children
and youth using a person-centered approach, focusing on their interests, gifts
and talents. Continuing
Lead: Kathy Curry, Family Support Services
Funding: Summer Scholarship Fund
2. Promote family engagement by offering opportunities for open discussion,
training and relationship building. Continuing
Lead: Darrick Jackson, Professional Development Coordinator
Teresa Scarpitti, ISC Supervisor, SSA Department
Funding: Continuing
3. Provide Forest Rose School transition-age students with preparation for living
and working in a 21st century global community. Continuing
Lead: Cathy Hunter, Supervisor of Student Services, Forest Rose
School
Funding: Continuing
4. Develop, grow, and enhance the Artist in Residency Program at 150 West
Main, ensuring a collaborative and integrated artist community and
environment.
Continuing
David Uhl, Director of Business Development
Funding: Continuing
5. Promote community-focused socialization and strengthen collaboration
through meaningful connections.
Modified
Lead: Julie Bruckelmeyer, Community Connections Coordinator,
Rebecca Nixon, Early Intervention Supervisor
Funding: Continuing
6. Offer internship opportunities that will build a foundation for employment.
Modified
Lead: Leslie Dancho, Community Support Manager & David Uhl,
Director of Business Development
Funding: Blended; OODA, Medicaid waiver & Local funds.
16

Commitment 4 — —
Build and strengthen community resources while providing training,
outreach and guidance that encourage equality.
What we aspire to
“Collaborate with school districts, businesses and other agencies to help address
concerns and offer ways to support people we serve in their home schools and
communities.” (staff survey, community forum)
“Provide consultation and support to area businesses who employ people with
disabilities to ensure success.” (staff survey)
“Support providers to develop expertise in specific types of services.” (staff survey)
“Establish the Excellence Network as a way to recruit successful providers who have
a gold standard and quality services.” (staff survey)
“DD Employees will be out in the community opening doors, providing education
and encouraging individuals and community members to create an osmosis
effect.” (staff survey)
“Increase the number of individuals of working age engaged in community
employment.” (Fairfield leadership)
“Support and meet with all newly certified independent providers to ensure proper
training and contact information.” (Fairfield leadership)
“Increase collaboration for future planning.” (community survey)
“Continue to make connections with community partners, increasing outreach and
improving inclusion.” (community survey)
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Commitment 4 Action steps
1. Increase opportunities for Forest Rose School
students to participate in meaningful ways in
their home school districts and communities
by increasing community-wide capacity and
capability for including all children in public
schools and beyond. Continuing
Lead: Jodi Blais, Director of Educational
Services
Funding: Continuing
2. Develop founding principles and begin the
engagement of providers in the
development of the Excellence Network; a
program designed to insure quality services
and professional development in the private
provider community. Continuing
Lead: Ray Schmidt, Director of Quality,
Innovation and Planning
Funding: Continuing
3. Partner with mental health agencies
during the Dual Diagnosis Resource Team
meetings as a way to collaborate and
brainstorm effective ways to help those
with dual diagnosis. Continuing
Lead: Mary Kay Banville,
Investigative Agent
Funding: Continuing
4. Create partnerships with community groups
and agencies, training and equipping them to
provide safe and engaging options for people
with disabilities utilizing the Live Safe curriculum
as the foundation. Continuing
Lead: Darrick Jackson, Professional
Development Coordinator & Karissa
Carpenter, Planning Coordinator
Funding: Continuing
5. Develop a multi-faceted learning
environment that will meet the needs of staff
and all providers in our service network.
Modified
Lead: Ray Schmidt, Director of Quality &
Darrick Jackson, Professional
Development Coordinator
Funding: Continuing
6. Formalize the introduction of newly-certified
independent, private and agency providers
ensuring a safe and successful environment for
people with disabilities with the purpose of
ensuring an understanding of responsibilities by
offering training opportunities and support.
Modified
Lead: Mark Giesler, Quality Assurance
Specialist & Wendy Ricker, Director of
Services and Supports
Funding: Continuing
7. Build capacity among provider partners
through training, technical assistance, outreach
and support that will promote quality and
innovation in services, aligning with Community
& Employment First.
Modified
Lead: Kyle Miller, Director of ADS & Leslie
Dancho, Community Support Manager
Funding: Continuing
8. Facilitate a Business Advisory Council involving
local employers and other businesses to share
information and gain input for increased
community employment success. Modified
Lead: David Uhl, Director of Business
Development & Job Developers, Job
Fusion
Funding: Continuing
9. Utilize the Play Project as a platform to guide
and train Early Intervention and Forest Rose
School staff to provide evidence-based
services to families with children on the autism
spectrum. Modified
Lead: Rebecca Nixon, Early Intervention
Supervisor & Jodi Blais, Director of
Education Services
Funding: Continuing
10. Enhance business development by
connecting community leaders to the
organization through tours of innovative
opportunities offered by the agency. New
Lead: David Uhl, Director of Business
Development
Funding: Continuing
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Board Members
Dr. Mark Weedy, President
Theresa Nixon, Vice President
Linda Barber, Secretary
Bob Competti, Member
Sharon Murphy, Member
Sharon Scruggs, Member
Elizabeth Burwell, Member
Bring about a vibrant community
where people lead fulfilling lives
and make meaningful
contributions
Leadership Team
John Pekar, Superintendent
Gaynor Pfeffer, Executive Assistant
Beth Seifert, Chief Fiscal Officer
Temple Montanez, Director of Community Relations
David Uhl, Director of Business Development
Cindy Hillberry, Director of Human Resources and Operations
Kevin Rigsby, Facilities Manager
Ray Schmidt, Director of Quality, Innovation, and Planning
Karissa Carpenter, Planning Coordinator
The Administrative Offices of the Fairfield
County Board of Developmental Disabilities
795 College Avenue, Lancaster, Ohio 43130
Office hours: Monday—Friday
8:00 am to 4:30 pm.
740-652-7220. 740-687-7250 fax
Visit us on the web!
www.FairfieldDD.com
Wendy Ricker, Director of Services and Supports
Susan Barnett, Individual Support Coordinator Supervisor
Latisha Bloom, Individual Support Coordinator Supervisor
David Baum, Community Outreach Supervisor
Michelle Dexter, Individual Budget & Medicaid Services Supervisor
Lois Everitt, Individual Support Coordinator Supervisor
Teresa Scarpitti, Individual Support Coordinator Supervisor
Kyle Miller, Director of Adult Service Options
Leslie Dancho, Community Support Manager
Vacant, Job Training Coordinator
“LIKE” our Facebook page at:
www.facebook.com/
fairfieldcountyboardofdd
Jodi Blais, Director of Educational Services
Cathy Hunter, Supervisor of Student Services
Rebecca Nixon, Early Intervention Supervisor
For more information contact: Karissa Carpenter, Planning Coordinator @ klcarpenter@FairfieldDD.com.
614-835-2700. 7140 Reynoldsburg – Baltimore Road, Pickerington, Ohio 43147.
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2017-2021
Connecting our Future
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