The dignity of the person with a hearing loss will be maintained, and there shall be respect for diversity in the community.  There shall be equal access, and persons with a hearing loss shall be empowered to enjoy the fruits of life through education, leadership, communication choices, compassion, and unlimited opportunities.

Overview of Existing Programs

EWCDHH is a non profit organization located in Spokane, Washington, that serves 10 counties (Chelan, Okonagan, Grant, Lincoln, Stevens, Ferry, Pend Orielle, Douglas, Whitman and Spokane counties) and Northern Idaho.  Approximately 10% of the population in those regions have a hearing loss. 

EWCDHH coordinates the following programs:

The Deaf and Hard of Hearing Program provides case management and communication advocacy for the removal of social barriers for deaf, deaf-blind, and hard of hearing people. An intake is done when any client requests services.  This program also has a hearing aid project where we assist the person needing financial assistance towards the purchase of an assistive device.  Information and Referral is also provided, sharing information on many topics about deaf/hard of hearing people and referrals to agencies and organizations for services. The video communication project is also handled through this program to ensure that individuals and organizations become aware of the videophone and enable them to get one. Job placement, independent living skills training, assistance with elderly services in the community and mental health consultation are also conducted from this program.

The Education, Training and Outreach Program offers Communication Access training which reaches out to those organizations and educate them about communication issues regarding the deaf and hard of hearing.  This also includes outreach that includes marketing about services offered at EWCDHH, web based information, online training/feedback on how to get an interpreter and such, and a newsletter with current information of interest and educates the general public about our constituency and issues facing them.  A toll free line allows people to call in for information. 

The Interpreter Services Program provide certified and qualified sign language interpreters for a variety of agencies, from courts and law enforcement needs, to hospitals and health professionals, so that there is accurate communication.  This would include scheduling interpreters for appointments, provision of mentoring to new interpreters by the more experienced interpreters, billing for services provided and some information and referral if needed.

The EWCDHH Bookstore stocks books and items pertaining to the Deaf Community, sign language, and Deaf Culture.  The Mildred "Millie" Francisco Library is also an invaluable resource for people wanting to learn more about the Deaf Community.

Advancing technology in assistive devices are monitored and materials can be purchased by  those with a hearing loss in the Ginny Johnson Store.

Prioritization of Services, Goals and Objectives

The EWCDHH Board and staff met to facilitate information collection from town hall meetings and comments made by individuals, analyze the data, and formulate recommendations.  These recommendations are listed in the goals and objectives section. 

Target areas were prioritized by this group, based on analysis of the data received from the community.

Goals and objectives are also presented in the order of priority.

Responsibility for Implementation

The Essential Goals and Strategies Plan’s intent is to serve as a guideline for the goals and objectives for the coming years.  Implementation of these measures will be the responsibility of future Boards and staff.  It is expected that either Board committees or the Executive Director, as appropriate, will develop recommendations for action.  Significant recommendations will be approved by the Board, which will then direct the Executive Director to carry out the recommendations.  The Executive Director will carry out the recommendations through delegation of responsibilities to appropriate staff, and giving progress reports to the Board.

Key

Abbreviations used in the goals and objectives are as listed in the key below:

GOALS SUMMARY

Target Area 1:             Deaf and Hard of Hearing Services (DHHS)

Goal 1.1:     Increase number of staff to work in this program.

Goal 1.2:     Increase employment opportunities for those who live at or below poverty level.

Goal 1.3:     Increase opportunities for the deaf/hard of hearing youth in Spokane County.  The

programs that are offered to hearing youth in the city are often limited to the deaf and hard of hearing because of linguistic barriers.  The youths are often at a disadvantage when it comes to the development and acquisition of social skills for successful adulthood.

The following are activities that were requested in various meetings.

v    Provide deaf/hard of hearing role models for IEP (Individualized Educational Plans) team (s).

v    Collaborate with organizations to develop a summer recreation program for deaf and hard of hearing youth.

v    Initiate and collaborate with other organizations a summer job employment program for deaf and hard of hearing youth.

v    Ensure that there is a gym or sports place for the youth to meet for entertainment

v    Start a “Jr. NAD” program for youth.

v    Start a deaf awareness (youth) program.

v    Provide after-school programs for youth.

v    Promote placement of deaf/hard of hearing youth into deaf/hard of hearing foster homes, or with families with communication skills.

v    Create a deaf/hard of hearing “Big Brother/Sister” program for youth and adults. 

v    Establish a deaf/hard of hearing “Grandparent/grandchild” program for elderly and youth to provide the youth with role models.

v    Develop and implement a youth program to enhance social opportunities for them which will encourage and motivate youths to socialize more as well as provide some training for various components of their lives. 

Goal 1.4:     Develop and implement an elderly project to provide advocacy, support and referral to appropriate services. The number of hearing loss and cochlear implantees is increasing. Because of the linguistic barriers, the elderly are often a disadvantage, especially if they are losing their hearing.  It is not recognized among caregivers and agencies that withdrawal, isolation, and crankiness among the late deafened elderly are simply due to lack of the ability to communicate.

The following are activities that were requested in various meetings. 

v    Establish a deaf/hard of hearing “grandparent/grandchild” program for elderly and youth.

v    Provide van/transportation services for elderly.

v    Provide support services for homebound elderly deaf/hard of hearing/late deafened.

v    Do outreach to various residential places such as retirement homes; nursing homes and the like to deaf/hard of hearing and late deafened.

v    Designate a liaison with the Department of Aging and Adult Services. 

v    Advocate for accessible residential living places. 

v    Ensure that the senior citizens center are accessible to those with a hearing loss.

v    Independent living skills training to enable them to cope with hearing loss in their homes.

v    Lip reading classes for those losing their hearing.

                        Target Area 2: Education, Training and Outreach Services (EDOS)

Goal 2.1:     Develop, expand and market an educational training list to the deaf/hh community every 6 months.

The following are activities that were requested in various meetings.  

v    Schedule more special events.

v    Provide training in various topics such as assertiveness, how to be political savvy, financial management, interpersonal communication, ASL, literacy, self-defense and crime reporting, CPR, nutrition for diabetes, computer literacy, sexuality, understanding domestic violence, crafts and hobbies for groups.

v    Continue services for late deafened.

v    Coordinate peer support groups.

v    Establish deaf performing and visual arts groups and projects on an ongoing basis

v    Ensure that disaster/emergency planning management is developed with the help of Americorps VISTA and Americorps members.

Goal 2.2:     Continue to refine and come up with marketing ideas for training to agencies, businesses and organizations

Goal 2.3: Expand and conduct outreach

Target Area 3:            Interpreter Services

Goal 3.1:     Increase staffing capability to handle a larger workload

Goal 3.2:     Develop opportunities for on the job training/shadowing with the more seasoned interpreters for the new or inexperienced interpreters. This could be considered apprenticeship practice.

Goal 3.3:     Develop and market information to the business/agency community on the profession of interpreters, clarifying role of interpreters versus signers, how to access interpreter services and what the needs of the deaf individuals are and how the communication differences influences the type of interpreter needed.

Goal 3.4:     Develop and implement a videophone remote interpreting program (VRI) in order to allow for rural areas to use interpreters immediately if needed and also to reduce the time of travel for the interpreter. This could also be used for job interviews when both employer and prospective employee agree to such. 

Goal 3.5:     Develop a CART/ALS project for people with a hearing loss to enable them to obtain access like deaf people do with interpreters.

Goal 3.6:     Develop and expand a pool of certified interpreters through workshops and training.  Also develop and implement community awareness for the need of Certified Deaf Interpreters and provide opportunities for CDI’s in this area.

Target Area 4: Board Management

Goal 4.1:     The Board of Directors is the policy making body for the agency.  It is also responsible for developing the agency’s budget, fundraising, maintaining public relations with the community, and for overseeing the maintenance and development of programs.

Goal 4.2:     Improve dynamics among Board members

Goal 4.3:     Improve the effectiveness of the Board

Target Area 5:            Financial Management

Goal 5.1:     The Board is responsible for developing the agency’s budget, fundraising, developing financial policies, supervising the agency’s audit, and for overseeing the financial management of the agency.  The Executive Director is responsible for the day-to day management of the agency’s finances, and for reporting financial data to the Board.  It is also the board’s responsibility to ensure that revenue is increased through various sources: fundraising events, grants, and donations.

Goal 5.2:     Achieve financial stability

The purpose of this fundraising plan is to ensure the health and longevity of EWCDHH.  The goal is to ensure that Board of Directors has a completed fundraising plan set up and ready to implement for fiscal year 2007-2012.  The fundraising committee of the Board of Directors has developed the following with the help of the members of the Board of Directors and staff.