DIVISION OF DEVELOPMENTAL DISABILITIES SERVICES DELAWARE HEALTH & SOCIAL SERVICES STRATEGIC PLAN 2007 - 2010 Office of the Director Woodbrook Professional Center 1056 S. Governors Avenue, Suite 101 Dover, Delaware 19904 State of Delaware Delaware Health and Social Services Division of Developmental Disabilities Services Strategic Plan 2007 – 2010 Ruth Ann Minner Vincent P. Meconi Governor Secretary State of Delaware Delaware Health & Social Services Marianne Smith Director Division of Developmental Disabilities Services DELAWARE HEALTH AND SOCIAL SERVICES DIVISION OF DEVELOPMENTAL DISABILITIES SERVICES OFFICE OF THE DIRECTOR I am pleased to introduce the Division's 2007 -2010 Strategic Plan. The Plan provides the framework for collaboration, coordination, and delivery of services for the Division. Through this plan, the Division seeks to help the people it serves achieve the quality of life they desire. How does this Strategic Plan help achieve the mission? What does this document add? What value does it bring? Why have we asked staff to invest time in developing the plan, and why have we asked citizens and other stakeholders to provide us with comments and ideas to integrate into it? This strategic plan is important for a number of critical reasons. First and foremost, it is a public declaration of our priorities in providing quality developmental disabilities services to the citizens of Delaware. It is a statement of the principles we stand on and the vision that guides our service delivery system. Second, it is a statement of accountability. We expect our partners, the people we serve, policymakers, and others to review this document and measure the progress we are making in achieving our goals and objectives. Third, it provides direction for the future. As the plan was developed, the Steering Committee members formulated a vision of the future of service delivery in Delaware. The strategic goals, objectives, and strategies were determined with this vision in mind. The Strategic Plan is a living, dynamic, and future-oriented document that will serve as the cornerstone of the Division's activities over the next several years. This Strategic Plan is the result of hard work by staff and input from individuals with developmental disabilities, family members, and partners. The realization of the goals we set will require the continued work of our staff, the support of our partners and stakeholders, and the commitment of leadership. With our combined efforts, we will succeed. Sincerely, tf)/U-£~Jdi Marianne Smith Director MAILING ADDRESS: WOODBROOK PROFESSIONAL CENTER. t056 SOUTH GOVERNOR'S AVENUE. SUITE 101 DOVER. DELAWARE. 19904 . TELEPHONE: (302) 744-9600 Acknowledgements Division Staff Marianne Smith, Director Roy A. Lafontaine, Deputy Director Valerie J. Smith, Chief of Administration Joseph B. Keyes, Director of Professional Services Thomas F. Kelly, Health Care Services Director Warren K. Ellis, Director of Adult Special Populations Program Penny Orndorff, Director of Community Services Carey Hocker, Regional Program Director Scott Philips, Director of Quality Assurance Helene Diskau, Clinical Nurse Specialist Adele Mears Wemlinger, Executive Director, Stockley Center Lori A. Lewis, Administrative Specialist II Stephanie Bower, Administrative Specialist II Barbara Ross, Administrative Specialist III Betty Savin, Administrative Specialist II Strategic Planning Steering Committee Tim Brooks, The Arc of Delaware, Board of Directors President Karen Bashkow, Autism Society of Delaware and Parent Doyle Dobbins, Delaware Association of Rehabilitation Facilities (DELARF) Pat Maichle, Delaware Developmental Disabilities Council, Director Karen Gallager, Delaware Developmental Disabilities Council Neil Stevenson, Parent Marianne Smith, Director Roy A. Lafontaine, Deputy Director Valerie J. Smith, Chief Administration Joseph B. Keyes, Director of Professional Services Thomas F. Kelly, Health Care Services Director Warren K. Ellis, Director of Adult Special Populations Program Penny Ordnorff, Director of Community Services Carey Hocker, Regional Program Director Scott Philips, Director of Quality Assurance Helene Diskau, Clinical Nurse Specialist Meri Joe Montague, Clinical Nurse Specialist Adele Mears Wemlinger, Executive Director, Stockley Center Consultants MGT of America, Inc. TABLE OF CONTENTS CHAPTER 1 INTRODUCTION CHAPTER 2 MISSION, VISION, AND PROCLAMATION OF BELIEFS AND GUIDING PRINCIPLES CHAPTER 3 STRATEGIC PLANNING PROCESS CHAPTER 4 ENVIRONMENTAL ASSESSMENT CHAPTER 5 STRATEGIC ISSUES, GOALS, OBJECTIVES, AND STRATEGIES Environmental Assessment . Using best practices to create programs and services for individuals with disabilities. . Providing more in-home support. . Providing more availability of resources. . Providing more information on issues and needs of individuals with developmental disabilities. Exhibit 4-2 details some of the survey question areas that received high ratings (percentages) of Very Important among the various participant categories. Page 4-7 Environmental Assessment Page 4-8 Environmental Assessment In the next five years, how important will it be for the Division to deal with or do the following: Respondents were requested to answer based on a rating scale of Very Important, Important, Not Very Important, Not Important at All, and Don’t Know. Some of the factors that received high ratings of Very Important were: . Build stronger community relationships. . Add more programs and services that offer more flexibility and choice. . Maintain and continue funding throughout the Division. . Provide more respite care for individuals with developmental disabilities. . Build a system that will adjust to changing needs and concerns. . Increase marketing and promotion of the programs and services that the Division provides. . Provide more appropriate vocational (occupational) opportunities and day programs. . Work more with other agencies to better serve the needs of individuals with developmental disabilities and their families. . Create a strong network of providers. . Use dollars to increase resources and options. . Strengthen relationships with other agencies, organizations, and groups. Exhibit 4-3 details some of the survey question areas that received high ratings (percentages) of Very Important among the various participant categories. Page 4-9 Environmental Assessment EXHIBIT 4-3 DIVISION OF DEVELOPMENTAL DISABILITIES SERVICES FIVE YEAR STRATEGIC PLAN SURVEY RESULTS IMPORTANT FACTORS FOR THE DIVISION TO DEAL WITH OR DO OVER THE NEXT FIVE YEARS BY PARTICIPANT CATEGORY Page 4-10 Environmental Assessment How much of an impact will each of the items mentioned below have on the Division’s programs and services in the next five (5) years? Respondents were requested to answer based on a rating scale of Very High, High, No Impact At All, and Don’t Know. Some of the factors that received high ratings of Very High were: . Changes in Medicaid. . Programs to assist in educating family members and/or legal guardians. . Redesign of the service delivery system. . Sustained funding of progressive programs. . Programs to assist in educating the community about individuals with developmental disabilities. Exhibit 4-4 details some of the survey question areas that received high ratings (percentages) of Very High among the various participant categories. Page 4-11 Environmental Assessment EXHIBIT 4-4 DIVISION OF DEVELOPMENTAL DISABILITIES SERVICES FIVE YEAR STRATEGIC PLAN SURVEY RESULTS FACTORS THAT WILL HAVE A HIGH IMPACT ON THE DIVISION OVER THE NEXT FIVE YEARS BY PARTICIPANT CATEGORY Changing needs, demographics, and population 17 10 39 29 38 67 44 4 11 1 28 19 41 17 50 9 37 44 Changes in Medicaid 37 22 57 42 57 100 56 5 44 4 36 24 59 24 50 9 45 54 Attracting and retaining highly qualified staff 42 25 58 43 61 107 67 6 44 4 45 30 51 21 44 8 45 54 Professional development and training of staff 37 22 59 44 49 86 56 5 44 4 33 22 32 13 33 6 38 45 Programs to assist in educating the community about 37 22 42 31 32 56 22 2 11 1 21 14 24 10 33 6 22 26 individuals withdevelopmental disabilities Programs to assist in educating family members and/or 27 32 36 21 51 38 37 64 33 3 33 3 24 16 15 6 50 9legal guardians Programs to assist in educating the business community 22 26 29 17 39 29 33 58 22 2 00 16 11 10 4 33 6 at large More effective communication 39 23 50 37 46 80 44 4 33 3 36 24 27 11 56 10 50 59 Sustained funding of progressive programs 29 17 58 43 58 102 67 6 56 5 45 30 39 16 61 11 38 45 41 49 More teamw ork w ithin the agency 31 18 46 34 41 72 44 4 44 4 31 21 32 13 56 10 Crisis management support 32 19 47 35 39 69 56 5 33 3 27 18 37 15 56 10 35 42 Redesign of the service delivery system 31 18 31 23 27 47 78 7 11 1 25 17 20 8 28 5 29 34 Identifying gaps in services and assuring that those gaps 44 52 42 25 61 45 49 86 67 6 22 2 37 25 41 17 50 9 are filled Changes in legislation 31 18 54 40 47 82 56 5 33 3 27 18 39 16 44 8 31 37 1 “Other” includes respondents who did not identify their category. Therefore, respondents classified in this category include nurses, agency employees, foster care providers, etc. Source: Division of Developmental Disabilities Services Five-Year Strategic Plan Survey Findings, Summary of Survey Results, March 2006. Page 4-12