2017 Annual Report
LETTER FROM THE EXECUTIVE DIRECTOR
Fellow Members of the Bittersweet Community,
Happy Spring! Reflecting on the previous year, I remain in awe of what can be achieved when we achieve together. 2017 was a very eventful year, marked with successes and challenges, growth and change, great fun and joy, as well as hardships and loss. All the while, we continued to accomplish our mission of positively impacting the lives of individuals with autism and those whose lives they touch. We have done so by maintaining quality, person-centered services, provided day in and out by our very talented and dedicated employees across the organization, in every role, program, department, shift and location.
However, our mission is only made possible because of the steadfast support of the entire Bittersweet Community, including the commitment and stewardship of our board members; ongoing partnerships with family members, guardians, professional colleagues and stakeholders; the time, energy, and gifts of our many volunteers; and the generous and vital financial support of our wonderful donors. In whatever way you have contributed, you have undoubtedly made a positive difference in the lives of many, and we are so fortunate and thankful to have you on our team.
2017 was also a year of transition, assessment, and significant productivity, as reflected in the following highlights:
Our 5-year strategic plan (2018-2022) was completed with the facilitation of a professional consultant and the diligent work of the Bittersweet’s board of directors and senior leadership team over several months, with input gathered from a breadth of stakeholders. In summary, our plan focuses on workforce development and retention, maximizing and maintaining the quality of our services, adapting to the needs of our participants as they advance in age, increasing financial viability, and expanding Bittersweet’s public visibility and awareness.
We received a generous grant from the Ohio Association of County Boards (OACB) and the Ohio Department of Developmental Disabilities (DODD) to refine our day program service delivery in Whitehouse, which focuses on updating our teaching and training curriculum for participants in each program area, as well as providing corresponding training and development for our staff.
Direct Support Professional (DSP) turnover was reduced by 20% from the previous year thanks to a comprehensive array of targeted initiatives. This included investing in an Employer Resource
Network (ERN), in conjunction with other area service providers and with support and coordination from the Lucas County Board of Developmental Disabilities (LCBDD). The ERN provides a variety of resources to our employees, aimed to help overcome presenting life challenges (childcare, transportation, financial, etc.) that would otherwise negatively impact their employment.
We successfully implemented staff scheduling software in all locations, which has proven to be highly beneficial to our staff, managers, and overall operations.
We positively and smoothly transitioned service provision in Middletown to another reputable provider in July, while preserving our comradery and alliance with Safe Haven Farms moving forward.
With this reflection and Spring’s promise of renewal before us, I close with the words of our founder, which perfectly capture my appreciation for being a part of this dynamic organization and community, and I trust yours as well. Thank you for all you do!
“I was struck anew by all of this with how lucky we all are to be a part of life at Bittersweet Farms.”
-Bettye Ruth Kay, 1989
Dustin Watkins
Executive Director
