PPR for Oregon Council on Developmental DisabilitiesOMB 0985-0033 2016 DD Suite PPR : Oregon Council...

Oregon Council on

Developmental Disabilities

Program Performance Report

For Federal Fiscal Year 2016

Submitted on: 2016-12-31 21:50:42

Oregon Council on Developmental Disabilities

4605 SE Belmont

Suite 101

Portland, OR

97215

OMB Approval No.: 0985-0033Expiration Date: pending

Section I: Identification

State or Territory: OR - Oregon Council on Developmental Disabilities

Reporting Period: October 1, 2015 through September 30, 2016

Name of Person to Contact Regarding PPR Information

Contact Last Name: Daignault

Contact First Name: Jaime

Phone: (503) 881-9525

Email: [email protected]

State Authority

State Authority Establishing Council:

Did the State authority change in this fiscal year? N/A

Designated State Agency

Did your DSA change? N/A

If 'yes', Name?

Is the new DSA a service provider? N/A

OMB 0985-0033 2016 DD Suite PPR : Oregon Council on Developmental Disabilities Page 2 of 44

Section II: Comprehensive Review Update

The Office of Developmental Disability Services (ODDS) provides DD waiver and Medicaid Community FirstChoice state plan (K plan) services to 25,150 eligible children and adults. Oregon has two DD waivers servingboth children and adults. Oregon is experiencing a workforce shortage and $1.7 billion budget shortfall.

According to September 2016 DHS caseload data, 25,150 Oregonians (17,800 adults; 7,350 children) areenrolled in IDD case management services. About 76% of these people also receive a variety of DD waiver andK plan services.Most adults (9,844; 55%) live in their own homes or family homes. Others live in 24-hour settings: 3,152 in fostercare; 2,797 in 24-hour group homes; and 84 in state-operated 24-hour Stabilization and Crisis Units (SACU). 6,300 adults receive employment and day services.

About 7,350 children are enrolled in waiver and K plan services. 3,571 are enrolled in case management only,suggesting they are waiting for eligibility for services. Three model waivers provide intensive in-home supportsto 378 children with significant behavioral or medical support needs; 3,080 receive in-home services; 74 childrenreceive general fund family support. While most children receive services in the family home, 455 live inchildren’s foster care and 160 live in group homes. Ten children reside in SACU.

Funding for Early Intervention and Early Childhood Special Education Services (EI/ECSE) has not kept pace withcaseload growth and participants are not receiving recommended levels of service. Advocates successfullyleveraged $5.9 million general fund to fill a budget gap in EI/ECSE. This gap resulted from improper forecastingin the 2015 session. As a result, the $5.9 million served current enrollees at the current service level. Efforts toincrease EI/ECSE funding will continue next period.

Several non-profit family support and advocacy organizations are located in communities throughout our state. They provide a wealth of support, education and resource referrals to families. Additionally, the Councilcoordinates the Oregon Consortium of Family Networks with legislatively approved funding from DHS. The eightFamily Networks facilitate a family empowerment and support model in local communities utilizing the principlesof asset-based community development. According to evaluation data, the Networks effectively help families tocreate a vision for their children experiencing disability that includes employment, graduation, relationships andinclusion in all aspects of community life.

Oregon is currently experiencing a shortage of affordable housing for low and middle income people andfamilies, especially in rural areas. A recent study jointly sponsored by three state agencies found that peoplewith disabilities face widespread barriers to housing choice. Barriers cited include widespread discriminationrelated to disability, limited resources to transition out of institutional settings and lack of housing to transitioninto. Oregon’s K Plan allows expenditures for people transitioning from a nursing or mental health facility to aless restrictive community setting. However, funds cannot be used to assist with transition from group homes.

The Fairview Trust was legislatively created with funds from the sale of institutional properties. The Council issupporting a work group to develop recommendations to the state for creative use of Trust funds to increaseaccess to community housing for people with IDD. The Council also supports a work group to maintainCommunity Integration Project (CIP) Homes (valued at $71,400,000) as a housing resource within the DDsystem.

The Oregon Health Plan (OHP) provides healthcare coverage to about 1.1 million Oregonians are enrolled in theprogram. Sixteen local Coordinated Care Organizations (CCOs) work to improve care and lower costs. CCOs


continue to show improvements in several areas of care.


Section III: Progress Report - Goals and Objectives

Goal 1: EducationThere is an increase in the number of students with I/DD in Oregon who exit secondary education prepared forand qualified to pursue continuing education and/or competitive employment.

Area of Emphasis Planned for this Goal Areas Addressed

Quality Assurance planned

Education and Early Intervention planned

Child Care

Health

Employment planned

Housing

Transportation

Recreation

Formal and Informal Community Supports planned

Strategies Planned for this Goal Strategies Used

Outreach planned

Training planned

Technical Assistance planned

Supporting and Educating Communities planned

Interagency Collaboration and Coordination planned

Coordination with Related Councils, Committees and Programs planned

Barrier Elimination planned

Systems Design and Redesign planned

Coalition Development and Citizen Participation

Informing Policymakers planned

Demonstration of New Approaches to Services and Supports planned

Other Activities planned

Intermediaries/Collaborators Planned for this Goal Actual

State Protection and Advocacy System planned

University Center(s) planned

State DD Agency

Other Collaborators Planned:

ODEVROCFN

Other Collaborators Actual:

Objective 1.1:

Typical child care or out of school time care facilities have the knowledge andresources to support children with diverse abilities and needs.


Implementation activities:

Develop Leadership and Advocacy SkillsConduct Direct Advocacy and Influence Policy DecisionsDevelop Sustainable Models of Informal and Formal SupportsFacilitate Collaboration and Raise Awareness

Activities undertaken were: All met Partially met Not met

Timelines:

2-5 Years

Timelines established were: All met Partially met Not met

Annual Progress Report:

The Inclusive Child Care Program works directly with parents, child care providers, DHS staff andother community members to: * Cover higher child care costs related to supporting a child with disabilities, behavioral challenges, orspecial health care needs in typical child care and out-of-school time settings.* Provide training and consultation to child care providers, staff in out-of-school time settings,parents, and others.* Share information, resources and materials that support inclusive child care and education.What follows is a description of our activities this period, including multiple trainings, communityoutreach presentations and consultations with child care providers and others.

Supplemental child care payments for eligible familiesICCP staff administer a DHS employment related day care high need rate (EDRC) supplement foreligible families. The average amount of the high need rate is $363 per child per month. To beeligible for this program, parents must be working, be at or below 185% of the federal poverty level(FPL) and have a child with a disability. This period, approximately 120 families participated in thisprogram.

ICCP staff also administer the Office of Child Care special populations financial supplement. To beeligible for this supplement a parent must be employed and/or a student in higher education, at orbelow 275% of FPL and have a child with a disability. The average amount of the supplementalpayment is $445 per child per month. About 56 families participated in this program.

TrainingsInclusive Child Care Program (ICCP) staff provided nine trainings to 172 self-sufficiency andemployment related day care eligibility workers on the DHS ERDC high need rate. These workers arelocated throughout the state and help determine eligibility for employment related day care and otherfamily support programs. The intent of this training is to increase DHS caseworkers and ERDC leadworkers' awareness of the Inclusive Child Care Program and the high need rate supplement toERDC child care rates.

Additionally, ICCP staff and contractors provided multiple trainings to 1,064 child care providers andEI/ECSE practitioners in local communities throughout the state. The trainings covered topics related


to inclusive practices, child development and accommodating children with disabilities.

Performance Measures

Performance Measure 1.1 (self-advocacy/advocacy):

SA01 People trained in area related to goal/objective: 1,236

SA02 People trained in leadership, self-advocacy, and self-determination: 0

SA03 People trained in systems advocacy: 0


SA04 People active in systems advocacy: 0

SA05 People attained membership on public/private bodies and leadership coalitions: 0

SA06a Other self-advocacy measure: 0

SA06b Other self-advocacy measure: 0

SA06c Other self-advocacy measure: 0

Performance Measure 2.1 (systems change):

SC01 Programs/policies created or improved: 0

SC02 Number of organizations involved coalitions/networks/partnerships: 0

SC03 Organizations engaged in systems change efforts: 0

SC04 Number of public policymakers educated: 0

SC05 Members of the general public reached: 1,145

SC06a Other systems change measure: 176

Families participating in financial supplements to child care providers

SC06b Other systems change measure: 0

SC06c Other systems change measure: 0

Performance Measure 3 (resource leveraging):

RL01 Dollars Leveraged: $0

Objective 1.2:

Individuals with I/DD are provided opportunities and support for inclusiveparticipation in school and the broader education community.


Develop Leadership and Advocacy Skills


Conduct Direct Advocacy and Influence Policy DecisionsDevelop Sustainable Models of Informal and Formal SupportsFacilitate Collaboration and Raise Awareness


Timelines:

1-5 Years



2016 Partners in Policy Making CourseThis period, 28 family members and self-advocates completed our Partners in Policymaking course. During this course, participants spend one full session learning about inclusive education at theindividual and systems levels. This session was led by Oregon’s Parent Training and InformationCenter (PTI) staff and Michael Remus. Facilitators emphasize high expectations and having a visionof inclusion at an early age in order to develop IEPs that support the child’s goals for after school.Participants also spend one full session learning about post high-school options including highexpectations and goals for post-secondary education, training and integrated communityemployment. All topics are include self-advocacy and self-determination skills and ways to foster skilldevelopment in children, self and others.

Planning My Way to Work transition manualThe Council continued to distribute the Planning my way to work transition manual this period. Themanual includes 10 sections and an appendix to help students and families navigate the transitionplanning process and is available in both electronic and hard copy in English, Spanish, Russian andVietnamese. The manual is also available on our website:http://ocdd.org/images/uploads/TransitionManual515v32FORWEB.pdf). This period, we distributed a total of 6,555 copies; 4,880 English, 1,420 Spanish, 226 Russian and 29Vietnamese.

Oregon Consortium of Family Networks (OCFN) Some of the organizations that make up the OCFN have now been in existence for over a decade.This means OCFN families now include those with older children who are preparing to enteradulthood, and the myriad of challenges that accompany such a transition within the IDD community.As a result of this pull from families, and Oregon’s focus on Employment First, OCFN has continuedto provide information and training for families on employment and the transition from school tocontinuing education or work. This includes related topics such as financial planning and alternativesto guardianship. Four trainings, one of which was simulcast to many areas around the state, relateddirectly to employment were held during this reporting period, with a total of 149 attendees. Theseincluded a forum to help people understand our recent employment lawsuit, trainings on the newlycreated ABLE Accounts, as well as transition services and how to effectively navigate and supportthat process families encounter as their kids turn 18.




SA01 People trained in area related to goal/objective: 149




















Objective 1.3:

Policies and systems are in place that facilitate access to and remove barriers toappropriate and inclusive education.





Timelines:

1-5 Years



On December 10, 2015, President Obama signed the Every Student Succeeds Act (ESSA), along-awaited overhaul of federal education law. ESSA replaces No Child Left Behind (NCLB) andrepresents a shift from broad federal oversight of primary and secondary education to greaterflexibility and decision making at the state and local levels. The new law extends the promise of anexcellent, well-rounded education to every student, regardless of race, family income, homelanguage, or disability. ESSA encourages schools and educators to innovate and create systems thataddress local needs.

This period, the Oregon Department of Education (ODE) engaged efforts to draft a State Plan thatreflects the state’s education priorities. Council staff provided input during local and statewidecommunity forums. Our role is to ensure that students with disabilities, including students withintellectual and other developmental disabilities, will also benefit from efforts outlined in ODE's plan.

Over 850 people participated in 13 community forums, contributing to five themes that emerged fromlocal discussions. 1. A desire for each and every student to receive a rigorous, relevant, well-rounded, engagingeducational experience;2. A call to personalize and individualize learning in order to ensure students acquire knowledge andskills best suited for their next steps;3. A desire for school communities that embrace equity and are intentional in their efforts to engagestudents and collaborate with families, businesses, and community members;4. A commitment to establishing the conditions necessary for educators to provide effective andculturally responsive services to students, families, and communities;5. A desire to measure the success of students and schools in multiple ways including academic,social-emotional learning, and the capacity of the school to prepare students for their next steps.

ODE will continue stakeholder engagement to finalize the plan.


















SC05 Members of the general public reached: 850








Goal 2: EmploymentIncrease in the number of individuals with ID/DD in Oregon who achieve competitive employment.




Child Care

Health

Employment planned

Housing

Transportation

Recreation



Outreach planned

Training planned







Coalition Development and Citizen Participation planned







State DD Agency planned


Arc of OregonODEDD CoalitionOVRSOCFN


Objective 2.1:

Individuals with I/DD have a vision for, pursue and achieve post-secondary education,training and integrated community employment.





Timelines:

2-5 Years



OCFNThis period, the Oregon Consortium of Family Networks contributed to this objective by providing fourtrainings to 149 participants related to employment and the transition from school to continuingeducation or work. Topics included navigating the transition process and related services, impact ofthe Lane v. Brown settlement agreement, Oregon ABLE savings plans to be available in December,other financial planning tools and alternatives to guardianship.

Peer-to-Peer Education for Employment Project (P2P) This period, we continued to support the Oregon Self-Advocacy Coalition’s (OSAC) participation onstate-level work groups (including the Executive Order policy committee) and rule advisorycommittees to provide their input to employment services, rule and policy. We also collaborated withOSAC support to achieve their employment goal of educating, inspiring and encouraging people withdevelopmental disabilities to pursue their employment goals. As a result, we developed aninnovative peer-to-peer (P2P) education project with OSAC and leveraged $150,000 from DHS toimplement it.

The P2P project is unique because it engages peers as mentors to teach and support each otherrelated to real jobs. This project also develops leadership within the IDD self-advocacy employmentmovement to be a voice for Employment First activities occurring in communities across Oregon. The purpose of the P2P project is to demonstrate a peer education model with trained peer mentors(people with IDD) that educate up to 60 peers about competitive integrated employment across threesites. Peer mentors will work with up to 12 motivated participants (4 in each site) to help thempursue employment goals.

To begin, we hired a peer supported employment expert to develop an employment-focused peermentor curriculum for people with IDD. This consultant also developed an evaluation plan for theP2P project. We contracted with another employment consultant to implement the curriculum with upto eight peer mentors in three local communities. Next, OSAC hired eight peer mentors from threelocal communities (sites 1-3). The employment consultant trained the peer mentors and used theirinput to develop a series of four employment workshops designed for people with IDD. Together,they conducted outreach to identify local participants in each site that did not have employment goals


before starting the project. They also recruited local community partners (i.e., sheltered workshopproviders, case managers, vocational rehabilitation counselors, benefits counselors, jobdevelopers/coaches) to support the project.

We implemented the workshop series in site 1 (Eugene) with 16 participants and support from twosheltered workshop providers. These “hosts” provided space for the workshops, access toparticipants and staff support to help the participants register for the project and benefit from theworkshops. Community partners participated in the workshops by providing information about theirservices and how they help people find real jobs.

The Eugene peer mentor team co-facilitated these workshops (with support from the consultants). Sixteen people participated in the first class; 12 completed the entire series. Those who finish theseries are eligible to meet regularly with a peer mentor over the next several months for help with anemployment goal. Each peer mentor will work with up to two highly motivated job seekers.

The evaluation component includes a pre and post-test to capture changes in knowledge and beliefsabout competitive integrated employment and feedback questions to capture satisfaction and ideasfor improvement after each class. We recruited a family member volunteer to collect this informationon forms. We recruited a self-advocate volunteer to enter resulting data into an online form. Eachvolunteer receives a stipend for their efforts. Next period, we will use what we learned in site 1 tomake necessary changes to the workshop content and format. Then, we will implement theworkshops with up to 20 participants in each of sites 2 and 3 (Portland and Bend).























RL01 Dollars Leveraged: $150,000

Objective 2.2:

Policies and systems are in place that facilitate access to and remove barriers tointegrated community employment.




Timelines:

2-5 Years



OCDD staff participate in multiple activities to influence policy and systems to promote competitiveintegrated employment. This period OCDD experienced a staff reduction to address unsustainablepersonnel costs. As a result, we are no longer participating on the DHS Employment First workstreams and other employment-related groups that we have previously reported on. Our efforts onthis objective now focus remaining capacity on Oregon’s Employment First initiatives andimplementation of the Lane v Brown settlement agreement as members of the Governor’s ExecutiveOrder policy committee. In this capacity, our role is to monitor implementation efforts, advocate forthe interests of people with IDD, support OSAC participation on this committee and elevate thevoices of self-advocates and family members in employment policy discussions.

This report includes outcomes of Oregon’s Employment First efforts as reported through ourparticipation on the Governor’s Executive Order policy committee.


Executive Order policy committeeThe 39 member Executive Order (15-01) policy committee was established by the Governor inresponse to the Lane v. Brown class action lawsuit addressing barriers to accessing supportedemployment services by people with IDD. The committee serves as an advisory group to the stateregarding implementation of the December 29, 2015 settlement agreement. OCDD and OSACrepresentatives participate on this committee. Additionally, OSAC and OCDD representativesprovided testimony in support of the settlement agreement during the federal hearing in December2015.

The final settlement outlines the State’s responsibilities to increase access to supported employmentservices. In response, the state developed a plan with bench marks towards this end. Many of theseefforts have been underway for two years as the result of then Governor Kitzhaber’s Executive Orderto address issues identified in the lawsuit. Notably, Oregon’s September 2016 report on EmploymentFirst efforts shows increases in supported employment for people with IDD and increases in peoplegetting into plan and getting jobs with VR.• There were 1,405 sheltered workers in March 2016, which is a decrease of 532 individuals fromMarch 2015. • For individuals working in Individual Supported Employment with ODDS employment services,average wages were $9.69 per hour. Average hours worked per week were 12.4. • Executive Order 15-01 required at least 2,200 transition-age or sheltered workers to be given anemployment service from July 1, 2013 to June 30, 2016. This number was surpassed with 2,971individuals receiving a new employment service. • Of the 2,971 people receiving a new employment service, 1,859 were transition-aged individuals.The Settlement Agreement also requires that at least 50% of those transition-age individuals receivean Individual Plan for Employment (IPE). Of the 1,859 counted, there were 1,485 transition-ageindividuals counted as receiving an IPE (79.9%).

Office of Developmental Disabilities Services’ Employment Services in March 2016:• 841 individuals used Individual Supported Employment; • 591 individuals used Group Supported Employment; • 943 individuals used Employment Path Community and earned a wage; and • 1,452 individuals used Employment Path Facility and earned a wage.

Vocational Rehabilitation (VR) Employment Services to ODDS Clients in State Fiscal Year (SFY)2016: • 1,832 applicants to VR, an annual increase of 29 percent; • 1,474 individuals entered an Individualized Plan for Employment (IPE), an annual increase of 39percent; and • 563 successful closures with Competitive Integrated Employment, an annual increase of 29percent.

Additionally, Oregon: • Launched a rural stakeholder work group that came up with a list of suggestions for the statewidesystem• Continued implementation of Home and Community Based Services regulations and providerassessments• Issued new transformation grants for sheltered workshop/day program service providers wishing todevelop supported employment services


• Launched new innovation grants to help increase capacity statewide• Continued the work of capacity-building initiatives such as Seamless Transition and Project Search• Launched a new 20 Hour Standard for Planning policy and continued outreach throughout thestate on this policy• DHS collaborated with the Oregon Department of Education (ODE) on the Better EmploymentSuccess Together (BEST) trainings held statewide.

























Goal 3: Community InclusionIncrease in the number of individuals with ID/DD in Oregon who experience full community participation,exercise choice in their lives, and contribute to their communities.



Education and Early Intervention

Child Care planned

Health

Employment

Housing

Transportation

Recreation



Outreach planned

Training planned












State Protection and Advocacy System




OCFNICCPDD CoalitionSIG2


Objective 3.1:

There is an efficient, active and sustainable model for engaging individuals with I/DDand the DD community.





Timelines:

2-5 Years



The Oregon Self-Advocacy Coalition (OSAC) is a nonprofit organization whose members include anetwork of 18 local self-advocacy groups representing about 200 people with IDD around the state(SA04-200). OSAC’s mission is to advocate for the rights of people experiencing intellectual anddevelopmental disabilities (IDD). They want people with IDD to have a unified voice on issues thatare important to them. This work is based on the following priorities.• All people with IDD should have living wage jobs in their communities.• All people have the right to access good, quality, affordable health care services. Many peoplewith IDD do not get the services they need.• No decisions that impact our lives should be made without hearing our voices. Essentially, we askfor “nothing about us without us!”

Each local group is represented on the board of directors by a group representative and an alternate. The board meets quarterly and is supported by Council staff (Advocacy Coordinator). What follows isa description of OSAC’s activities this period.

Infrastructure developmentThe board took several important steps to develop OSAC into a professional nonprofit organization. They gained additional funding, opened a bank account and hired an independent consultant and anCPA. The consultant helped them develop a hiring process, employee handbook, and policies andprocedures for managing their budget. She also organized processes to maintain OSAC’scompliance with state and federal nonprofit laws and to maintain its contractual obligations to OCDD.The CPA ensures that OSAC follows standard business practices and files taxes and required IRSforms in a timely manner.

The board scheduled a facilitated strategic planning meeting next period. They also plan to hire apart-time Executive Director and a part-time Director of Operations next period to lead theorganization and manage day-to-day business operations and growth.

OSAC began work on the Peer-to-Peer Education for Employment (P2P) project this period with a$67,584 grant from OCDD. This project is the result of OSAC leadership desires to educate, inspireand encourage people with disabilities to pursue real community job goals. OSAC’s role in theproject is to provide project coordination and community outreach related to project efforts. This


project is funded by DHS and OCDD.

OSAC boosted their social media presence this period through active use of OSAC’s Facebook pageand Twitter account. At the end of this period, OSAC’s Facebook followers reached 648. Twitterfollowers reached 82.

Systems advocacyOSAC leaders are also engaged in systems advocacy through a Council grant. As a result, a paidcommunity advocate represents the interests of people with IDD during policy discussions including:• Medicaid Advisory Committee• Oregon Health Authority OmbudsAdvisory Committee• Intellectual and Developmental Disability Budget Stakeholder Group • The Department of Labor work group • The IDD Coalition board • Executive Order 15-01 Employment Policy Committee• Multnomah County Employment First group• Home Care Commission• Boards of various disability nonprofit organizations

OSAC leaders are also engaged in systems advocacy through a Council grant. As a result, a paidcommunity advocate represents the interests of people with IDD during policy discussions including:• Medicaid Advisory Committee• Oregon Health Authority OmbudsAdvisory Committee• Intellectual and Developmental Disability Budget Stakeholder Group • The Department of Labor work group • The IDD Coalition board • Executive Order Policy Committee• ODDS ISP revision work group• Oregon Disability Community Collaborative (cross disability group)

OSAC entered into an $8,000 contract with the Washington Initiative for Supported Employment(WISE) to develop a series of 12 video stories featuring people with disabilities who have moved fromsheltered workshops to community employment. This effort is part of Oregon’s transformation projectto help sheltered workshop providers transition to providing community employment services. Thevideos are used to educate the community that people with significant disabilities can and do worksuccessfully in community businesses around the state.

OSAC collaborated with Oregon APSE, Senator Gelser, DRO and two IDD employment serviceproviders to host a viewing of the documentary, Bottom Dollars in Portland. The film is an hour-longand exposes the exploitation of people with disabilities through personal stories and expertinterviews. About 150 people attended.

Educating legislatorsDuring the short 2016 legislative session, OSAC leaders met with five legislators to discuss the Lanev. Brown settlement agreement, OSAC’s priorities and the importance of funding DD services in theupcoming 2017 budget. OSAC leaders also met with Senator Gelser to plan a bill to get rid ofsubminimum wage in Oregon.


Trainings and presentationsOSAC conducted several trainings and presentations in Oregon and around the country. They werealso presented with an award at the TASH conference in St. Louis, MO for their advocacy during theLane v. Brown employment lawsuit proceedings. What follows is a list of trainings and presentationscompleted this period.• In November, OSAC leaders and OCDD staff presented to 30 people at the APSE RegionalInstitute in Detroit regarding the P2P project. This project is report under our employment goal.• OSAC leaders presented on self-advocacy and high expectations for the future to 36 students andsix teachers at various local high schools.• OSAC leaders presented to 45 people at the National TASH conference in Portland on peermentoring and transitioning out of sheltered workshops.• OSAC leaders testified in federal court during the Lane v. Brown fairness hearing to about 60attendees. They spoke about their experiences going to sheltered workshops and working in thecommunity. They also explain what OSAC is and why it is important for people to have choices towork in their communities.• OSAC leaders presented to 6 people at a local brokerage about peer mentoring and employment• OSAC leaders presented to 35 members of a local self-advocacy group about how to create groupgoals and to create a video introducing group members to others in the community• OSAC leaders presented to 9 people with disabilities and 4 staff at Goodwill facility about OSAClegislative advocacy work and their hope that people will find real jobs in the community at or aboveminimum wage.• OSAC gave three presentations at the National APSE conference to 90 participants.• OSAC gave two presentations to 40 people during the Service Coordinator/Personal Agentconference in Corvallis on self-advocacy in the ISP process.• OSAC gave five presentations to 100 students regarding voter education as part of the VoterAmbassador project with DRO.• OSAC presented to 25 students at the University of Portland on disability rights.• OSAC presented to 70 people about the P2P project during the Breaking Barriers conference inBend.

Developing accessible materialsOSAC regularly develops accessible materials to communicate complex policy and legislative issuesto its members and others. What follows is a summary of materials produced this period.

The OSAC healthcare committee continued collaborations with the UCEDD at the Oregon HealthSciences University to create a health booklet for people to use when visiting the doctor. The bookletis a tool to help people take charge of their health care through conversations with healthcareprofessionals according to prompts in the booklet. The booklet is focused on preventative care.

OSAC leaders worked with OCDD staff to develop a fact sheet to describe the impact of the Lane v.Brown settlement agreement on developmental disability services, including employment services,school-to-work transition services for students with disabilities and services provided by VocationalRehabilitation.

OSAC also collaborated with OCDD and DRO staff to develop a Voter Ambassador Flyer to recruitpeople with disabilities to join in DRO’s ambassador program. The flyer explained the role ofambassadors as voter educators and how the vote project works to educate and register voters withdisabilities. Eight people joined the project. Later, OSAC developed two fact sheets for people with


disabilities explaining their rights as voters and distributed these via social media.

Additionally, this collaboration produced a fact sheet explaining Oregon’s new Motor Voter law.























Objective 3.2:

There is an efficient, active and sustainable model for engaging communities andsupporting families with children with I/DD.





Timelines:

2-5 Years



The Oregon Consortium of Family Networks (OCFN) is an association of eight family networks. Eachmember is an independent, family-led non-profit organization. Members engage in multiple activitiesto: (a) Connect families of children with developmental disabilities to each other for peer support; (b) Provide access to information and resources; (c) Encourage and support family leadership and advocacy; and (d) Help Oregon’s communities welcome and support all families.

OCFN members cover 75% of Oregon counties (23) representing 95% of the state population. Weestimate there are approximately 7,400 families and community members engaged with the networksstatewide.

Each year, we work with the local networks to collect stories and administer a survey to the familiesand local community organizations they are engaged with. The stories demonstrate the personalimpact that networks have on individual lives. The survey helps us understand the impact that localnetworks have on their communities. What follows is a story from a mom in central Oregon and asummary of survey findings regarding families and communities.

When we moved to Central Oregon, Miles was just two years old. Our journey with him had justbegun. We had no idea what our futures would hold in a new town where we knew very few people.Our hopes for our family felt tenuous. Who would help us navigate schools, services, pediatricians…And friendships? How would we build our community?

I happened upon Central Oregon Disability Support Network through a community event they werehosting. It felt like we were given a true lifeline. I was immediately connected with other families onsimilar paths as my own. These families and this network provided the link we needed to navigateschools, services and therapies for Miles. By helping us to create a person-centered plan for Miles,we were able to focus on his strengths and abilities. He successfully attended a fully inclusivepreschool, and is now in first grade, reading alongside his peers! A strong belief in his abilities andhis inclusion in the community is the key to his ongoing success.

Through this network of families we have made lasting friendships. Miles is now actively involved incommunity life through sports, friendships and social events. Most importantly, our entire family has


become a part of the greater community of Bend through this network of amazing families! Our pathshere are lined with the support of friends and community; Miles’ future looks bright. CODSN changedour lives.”

Family survey data (n=738)Local networks are critical to culture change across Oregon. They welcome and support families ofchildren with disabilities and other challenges. They emphasize the importance of high expectations. They teach the value of natural supports and community connections to a child and family’swell-being and success. As a result, the networks have a considerable impact on family attitudesand beliefs about their children with disabilities. For example, families connected with a local networkfor at least six months believe their child will:• Be safe and healthy, 94%• Be connected to family, 89%• Have friends, 88%• Have a paying job, 83% • Graduate with a diploma, 76%• Live independently, 75%

Additionally, families who responded to the survey said that during the past 12 months they have feltable to:• Focus on my child's strengths, 78%• Talk with people about my child's disability, 75%• Identify and connect with resources for my family, 70%• Develop confidence in my ability to advocate on behalf of my child, 61%

Survey data also shows that about 33% of families engaged with OCFN are not receiving IDDservices. Based on other survey responses, we believe this is not due to lack of knowledge aboutservices. Rather, we speculate that families may choose not pursue formal services and instead relyon natural supports and other resources in their communities. Families may also be waiting foreligibility determination, not eligible, or have been denied eligibility for services.

The networks also work with local organizations to make communities more welcoming andsupportive of people with disabilities and their families. What follows is a summary of survey datacollected from local community organizations.

Community survey data (n=419)The networks are engaged with over 400 community organizations across Oregon, over half of whichare not disability focused. These include recreational organizations, health care providers, religiousorganizations, school districts, non-profits, and local businesses. Relationships with communityorganizations provide the exchange of information and referrals, donations of space or volunteers,and requests for technical assistance on how to make practices and services more welcoming to thedisability community. They also provide opportunities to shift local culture and increase welcomingand inclusive practices across the state.

Survey data show that local organizations rely on family networks to help them understand how theirpolicies and practices can be more supportive. Over the past year, more than 33% of localorganizations that responded to our survey said they received formal training from an OCFNmember. As a result of these trainings:


• 78% said they are more aware of resources for families within their local community• 70% said they are better able to support families experiencing disability• Over half reported they are better able to advocate for people with disabilities; and• Over a quarter made formal changes in how they support families.

Relationships with local community organizations benefit the broader community. They also promotesustainability of family network efforts, through in-kind support and cash grants. This period thenetworks leveraged $105,000 in additional funds.























Objective 3.3:


Families and individuals with I/DD access programs, activities, services and supportsin community.




Timelines:

1-5 Years



As previously noted under objective 2, the primary scope of the Family Networks is to connectfamilies who have children with disability to each other and their local communities. As a result, thenetworks host and promote a variety of community events to get families out and connected witheach other.

This period, the networks convened 114 of events with a total of 3229 participants. These eventsincluded themed social gatherings, parent coffee meetings, resource fairs, focus groups, planningmeetings and parent nights out. The networks also conducted several trainings with 254 participants. Topics included local community resources, effective supports, behavior supports, communitydevelopment, disability is natural messaging, family skill building, disability awareness, firstresponder training and creating a vision for a whole life.

Additionally, the networks promote opportunities for family members to participate in leadership roles. For example, leading a local event, participating on policy work group or joining a board of directors. As a result, 18 people took on new leadership roles.

Community Involvement FundThe Council provides funding for events that promote community inclusion. This period, wesponsored two conferences: All Born In hosted by NWDSA, and Breaking Barriers hosted byCODSN. These conferences resulted in more than 700 people being trained in a variety of topicsfocused on school and community integration and family and individual empowerment.
























Objective 3.4:

Families and individuals with I/DD are empowered to advocate for policy and systemschange, and inclusive communities.




Timelines:

1-5 Years




Grassroots Oregon Project The GO! Project is a collaboration between OCDD and the IDD Coalition that works to inform andempower families, self-advocates and professionals to be educated about and advocate for policychange that improves the lives to people with IDD. The IDD Coalition has 35 members. The GO!Project sends a GO! Bulletin weekly during legislative session to provide important information aboutlegislative activities, including budget information and policy bills.

GO! Project staff (Council staff and two contractors) reviewed all bills introduced in the 2016legislative session and selected bills to track that impact the lives of people with IDD. These billswere related to employment, health care, education, public safety, personal rights, and IDD servicesand others. Each week, we issue the GO! Bulletin to 2,595 people on the listserv. The bulletinadvertises training opportunities at upcoming advocacy days and also informs people about hearingsfor tracked bills. This period, the GO! Bulletin reached 2,595 people, with 189 new subcribers. Additionally, our Facebook followers grew by 266 people to 895.

The GO! Project holds periodic advocacy days at the Capitol during legislative session. During theadvocacy days, participants attend an advocacy training and meet with legislators (if they choose).During the short 2016 legislative session, the GO! Project held two advocacy days. These eventsincluded 31 self-advocates, 11 family members, and 60 professionals. We also held three advocacytrainings in the community with 80 participants. At least 102 participants met with about 25legislators to tell their stories and talk about IDD community advocacy priorities.

Partners in Policy MakingThis period, 28 immediate family members and self-advocates completed our Partners in PolicyMaking course. The curriculum empowers people with IDD and parents of children with IDD toadvocate for policy and systems change at the state and local levels. The systems advocacycomponent teaches participants self-determination skills and how to support their development inchildren and adults, legislative advocacy skills and strategic communication skills. Participantspractice these skills during a mock legislative session, during which they present a policy issue bill toa legislative committee. Half the class presents an argument in support of the bill; the other grouppresents an argument against. A new program component this year includes principles andstrategies of Asset Based Community Development as a framework for creating change for thegreatest impact in a community rather than on one person or family.

Oregon Alliance for Early Intervention (AEI)OCDD provides a grant to the Alliance for Early Intervention to support its advocacy efforts. AEI is agrassroots organization that connects families and leaders within the early intervention and earlychildhood special education (EI/ECSE) community to advocate for increased funding forrecommended EI/ECSE service levels. As part of these efforts, AEI emails a regular newsletter to itslistserv, which includes 788 families, professionals and legislators. The newsletter regularly highlightsa family success story and discusses upcoming events and policies impacting young children withdisabilities. Additionally, AEI has 528 Facebook followers.

Oregon Consortium of Family Networks (OCFN)


OCFN members are active in legislative and policy advocacy and provide opportunities for familymembers to learn related skills. This period, the Consortium conducted seven trainings with 35participants.







SA04 People active in systems advocacy: 2,697
















Objective 3.5:

Policies and systems are in place that facilitate access to and remove barriers tocommunity via DHS/ODDS services (e.g., case management, brokerage services,waivers, family support program, etc).





Timelines:

2-5 Years



Sustaining Families Work GroupCouncil staff facilitate the sustaining families work group as a subcommittee of the IDD Coalition.This group is made up of parents, family members and professionals in the IDD community. Thegroup is focused on issues and services related to families and children and meets monthly. Thisperiod, the group submitted to DHS Office of Developmental Disabilities Services a white paperoutlining several specific recommendations related to assistive technology policy and practice. Thegroup also hosted eight regional family focus groups. During these groups, the ODDS Director ofChildren’s Services received direct feedback and recommendations from families across Oregonabout what meaningful support would look like in relation to raising children with IDD. These focusgroups resulted in a formal report of themes and service elements families identified as critical. Thework group will develop formal recommendations to ODDS based on this report next period.

DHS Rule Advisory Committees (RACs) The Family Support Rule was updated during this reporting period. Council staff contributed todiscussions regarding definitions related to the rule. We successfully advocated for several changes,including the definition of “family home.” The state agreed that licensed foster homes should beeligible for family support services when non-foster children also live in the home.


























Goal 4: Health, Safety, Quality of LifeIncrease in the number of individuals with ID/DD in Oregon who experience health, safety and quality of lifeconsistent with the values expressed in the DD Act and by ADD.




Child Care planned

Health planned

Employment planned

Housing planned

Transportation planned

Recreation planned



Outreach planned

Training planned
















Arc of OregonOregon Health AuthorityDD Coalition


Objective 4.1:

Individuals with I/DD are active and informed participants in their health and wellnessand practice self-determination in their lives.





Timelines:

2-5 Years



This period, OCDD experienced a staff reduction to address unsustainable personnel costs. As aresult, we are no longer participating on the Home Care Commission and its subcommittees. Consequently, there are no HCC activities to report this period. Additionally, GO! Project activitiesare reported under goal 3, objective 4.
























Objective 4.2:

Policies and systems are in place to facilitate access and promote health, safety, andquality of life for individuals with I/DD.




Timelines:

2-5 Years



OCDD staff are engaged in multiple collaborations, work groups and other initiatives to ensure thatpolicies and systems support health, safety and quality of life for people with IDD. What follows is asummary of our efforts by group with highlights from this period.

The IDD CoalitionThe IDD Coalition was initiative over 20 year ago with strong support from the Council. Today, theCoalition has over 35 members who are organizations, family members and self-advocates whosemission is to create quality IDD services that connect Oregonians with IDD to their communities.State policymakers and legislators rely on the Coalition for thoughtful and complete policy andlegislative input. OCDD staff facilitate IDD Coalition Policy Committee and also participates in theExecutive Committee. These committees are the starting point for much of the IDD Coalition work.The monthly IDD Coalition meetings consist of discussions of the policy committee work, plus areview of current issues impacting the field. Finally, DHS staff join the Coalition at the end to discusscurrent issues and suggestions from the Coalition.

The Oregon IDD System is currently experiencing unprecedented and unsustainable growth due to


the implementation of the 1915(k) Community First Choice option (K Plan). With Legislativeoversight, the Oregon Department of Human Services spent much of FY 2016 analyzingsustainability options to bring the costs under control. The IDD Coalition was instrumental in this workin the following ways: 1. Expressing concerns about moving the IDD services to managed care. The Coalition believes thiswould be detrimental to people with IDD and their families because it would make services about afinancial “bottom line” rather than what the individual needs to accomplish their goals in community.The Coalition was not alone in raising these concerns. The senior system advocates also raisedstrong concerns about managed care.

2. Case management restructure: Oregon must transform its case management system to ensurepeople get the right services in the right amount at the right time. The Coalition spent two meetingswith Council staff facilitating what a revised case management system would look like.

3. General Sustainability Recommendations: * Assessments should be less intrusive, but forward thinking and completed after the IndividualSupport Plan as a way to inform the existing plan. * Case management restructure can increase sustainability by serving people more efficiently andwith a philosophy shift and with greater focus on identifying and accessing natural supports and theuse of facilitated person centered planning * Building natural supports and meaningful skills training will increase sustainability in the systemby lowering reliance on formal supports.

4. The Coalition also joined an IDD Community Sustainability paper that focused on long-term andshort-term sustainability measures similar to those discussed above.

5. The Coalition also submitted comments to streamline the DHS exceptions process where peoplecan access more services than assessed or than allowed by service limits.

6. The Coalition provided DHS with information in response to the Lewin Report, a legislativelycommissioned report that identified sustainability opportunities in the IDD system. The Coalitioncomments reiterated that changes in IDD eligibility would not be a long-term cost saver because itwould shift costs to other, less ideal, state support systems. People who would no longer be eligiblefor IDD services would get services through the medical, mental health or criminal justice systems.None of which are as well positioned as the IDD system to handle this population’s needs. The othersystems would likely spend more money trying to support the people than the IDD system wouldbecause the other systems are not specifically tailored to meet their needs. Additionally, the Coalitionprovided DHS with strong contextual comments about the social and individual impact of revoking thepolicy that disregards parental income for child IDD eligibility. These comments resulted in DHS andthe Governor not moving forward with any IDD eligibility changes in 2016.

7. The IDD Coalition also spearheaded a group that looked at creating a self-directed option of the KPlan for the IDD system. This proposal took lessons learned and best practices from the brokeragesystem and applied it to a K Plan system. The comments became the backbone for many of the DHSsustainability proposals.

8. The Coalition was an instrumental voice in the initial review of the “One Assessment” tool set to rollout in 2017.


2016 Legislative SessionIDD Budget: The IDD Coalition successfully advocated for $37.4 million state general fund to fill ahole in the IDD budget. The legislature also added $40 million to a special appropriation fund for DHSto access in the interim session should they need it to backfill the IDD budget.

VR Budget: The IDD Coalition successfully advocated for $23.6 million total funds for vocationalrehabilitation to do an assortment of things, including: avoid order of selection (wait lists), implementthe Workforce Innovation and Opportunity Act, and implement the Lane v. Brown employmentsettlement to ensure Oregonians with IDD have access to employment opportunities in theircommunities.

Education: The IDD Coalition and Alliance for Early Intervention worked with partners from theChildren’s Institute to successfully advocate for $5.9 million general fund to fill a budget gap in EarlyIntervention and Early Childhood Special Education Services (EI/ECSE). This gap was the result ofimproper forecasting in the 2015 session. As a result, the $5.9 million was necessary to serve currentenrollees at the same service level.

Housing: OCDD is a member of the Oregon Housing Alliance, which successfully advocated for theOregon Housing and Community Services budget to include $2.7 million General Fund for counselingservices under the Oregon Foreclosure Avoidance Program and a one-time $10 million General Fundappropriation for homelessness assistance and prevention services and operational support foremergency shelters and supportive services to shelter residents.

Bills: During this five-week session, 283 bills were introduced. The IDD Coalition actively tracked 31;however, Coalition efforts were focused on the IDD budget and sustainability conversations.

IDD Vision GroupThe IDD Vision Group is a DHS-led and convened policy group to advise on sustainability issues.This is the main feedback loop for sustainability and budget proposals from DHS. This group wasvery active in the sustainability conversations, the assessment redesign process, and the agencyrequest budget formation (that became part of the Governor’s budget). Many of the accomplishmentsof the IDD Vision group were recorded under the IDD Coalition because the IDD Coalition is a majorplayer in the Vision group.

HCBSOregon’s HCBS compliance has two stakeholder groups. One combines mental health, IDD andsenior advocates and the other is strictly IDD stakeholders. The groups have struggled to providetrue opportunities for stakeholder input. OCDD staff have been instrumental in forming the IDDstakeholder committee and pushing for true stakeholder input opportunities. This means slowing thedepartment down on implementation issues, asking serious questions about how Oregon isimplementing the individual limitations allowed in HCBS rules, and pushing the department toremember to look at their policies from the perspective of self-advocates and families rather thancase managers and providers.

The HCBS Administrative rule advisory committee completed its work this reporting period. TheHCBS overarching rule was vastly improved with stakeholder input. As a result, DHS decided todevelop an overarching HCBS rule that copies the federal CFR language. This rule will apply to allprograms that use HCBS. Additionally, individual program rules will incorporate and reference the


overarching HCBS rule and create more detail where needed for particular programs.

Human Services Coalition of Oregon (HSCO)HSCO is a well-established group of advocates and organizations with the goal of creating a placefor collaboration, partnership, and dialogue between health, housing and human serviceorganizations. We collectively advocate for increased revenue for these critical communityinvestments. With this goal in mind, HSCO is taking a firm stance in support budget topics andlegislation that seek to protect and enhance critical services to Oregon’s most vulnerable populations.

In 2016, HSCO successfully advocated for human services budget dollars for DHS and OregonHealth Authority rebalance requests, thereby protecting services to Oregonians with disabilities.Agenda items for the monthly HSCO meetings include: housing opportunities in Oregon (currentlegislative funding increases and agency plans for creating more housing opportunities), Housingadvocacy efforts and opportunities, self-sufficiency program updates, prison and public safetyforecasts, mortgage interest deductions, child welfare and global human services budgetconversations. At the December annual meeting, OCDD staff, Leslie Sutton (HSCO Treasurer)supported Ross Ryan (OSAC leader) to present about the impact of human services in people'slives. The presentation was very well received by members and state leaders present. The annualmeeting agenda also included: update from DHS director, legislative priorities from health carelegislative leader, updates from the Governor's office and a housing update.

Fairview TrustThe Fairview Trust is a fund created with the proceeds of the sale of Fairview Training Center. Thetrust is invested with Treasury and administered by DHS. The law requires an advisory group,however, DHS disbanded the advisory group when the trust was cut in half and frozen in 2011. InDecember, 2015, the Council reconvened the advisory group with members from DHS, providers,self-advocates, family members, brokerages and CDDPs. This period, the advisory groupdetermined the amount of funds that should be in each of the two trust accounts (including interestaccrued over the past four years) and explored new ways to use interest accrued to meet currenthousing needs. Some of these ideas include filling gaps in K Plan home modifications, small grantsto developers to build accessible/appropriate units in current housing development projects, fundingpart of a position at ODDS focused on administering the trust according to these priorities.

The Medicaid Advisory Committee (MAC)The MAC is a federally-mandated body which advises the Oregon Health Policy Board, the Office forOregon Health Policy and Research and the Oregon Health Authority on the operation of Oregon’sMedicaid program, including the Oregon Health Plan. The MAC develops policy recommendations atthe request of the Governor and the Legislature. The MAC meets monthly. Notable 2016 FYaccomplishments for the MAC include: 1. 12-month Continuous Eligibility for OHP Adults. 2. Basic Health Program statement in support3. Section 1115 waiver renewal input and letter of support to Lori Coyner, Medicaid Director, OHA 4. Letter of support for Oregon Access Monitoring Review Plan to Lori Coyner, Medicaid Director,OHA 5. Oral Health Access Framework: Report and recommendations to Lori Coyner, Medicaid Director,and Dr. Bruce, Austin, Dental Director, OHA 6. Memo on recommendations for the future of CCOs to Oregon Health Policy Board 7. Advising OHA on issues of eligibility, enrollment and redetermination due to changes in eligibility,


or administrative or enrollee error – is a perennial issue for Medicaid programs, and can compromisecontinuity of care and increase administrative costs.


















SC06a Other systems change measure: 1,100,000

People benefiting from OCDD efforts






Section IV: Satisfaction with Council Supported or Conducted Activities

Individual Survey Responses:

Number of responses: 0

Respect (%): Yes 0.00% | No 0.00%

Choice (%): Yes 0.00% | No 0.00%

Community (%): Yes 0.00% | No 0.00%

Satisfaction (%): 0.00% Strongly Agree | 0.00% Agree | 0.00% Disagree | 0.00% Strongly Disagree

Better life (%): 0.00% Strongly Agree | 0.00% Agree | 0.00% Disagree | 0.00% Strongly Disagree

Rights (%): Yes 0.00% | No 0.00%

Safe (%): Yes 0.00% | No 0.00%

Individual Comments:

NA

Stakeholder Survey Responses:

Number of responses: 0

Choices & Control (%): 0.00% Strongly Agree | 0.00% Agree | 0.00% Agree Somewhat | 0.00% DisagreeSomewhat | 0.00% Disagree | 0.00% Strongly Disagree

Participation (%): 0.00% Strongly Agree | 0.00% Agree | 0.00% Agree Somewhat | 0.00% DisagreeSomewhat | 0.00% Disagree | 0.00% Strongly Disagree

Satisfaction (%): 0.00% Strongly Agree | 0.00% Agree | 0.00% Agree Somewhat | 0.00% DisagreeSomewhat | 0.00% Disagree | 0.00% Strongly Disagree

Stakeholder Comments:

NA


Section V: Measures of Collaboration

Critical issues/barriers affecting individuals with developmental disabilities and their families that thecollaboration has jointly identified:

1. Council collaboration with AIDD network partners

2. Council collaboration with DRO

3. Council collaboration with the UO UCEDD

4. Council collaboration with the OHSU UCEDD


Section V: Measures of Collaboration

Issue 1: Council collaboration with AIDD network partners

Description of collaborative issue/barrier or expected outcome:

The Oregon AIDD Network participated in one initiative together called the Disability Community Collaborative(DCC). The DCC is a new cross disability network of organizations interested in bringing together Oregon’sdisability community for training, education and greater disability awareness. The Steering Committee includesdirectors of the OHSU UCEDD and OCDD. Representatives of the UO UCEDD and DRO are DCC members. This period, the steering committee planned an to identify common ground between cross disability advocatesand develop an action agenda. We also hired a consultant to develop a brand identity. Meanwhile, themembership committee recruited members representing mental health, physical disability and other groups foroutreach.

Life Areas:

Self-Determination Health Transportation Recreation

Employment Education Childcare Housing

Community Inclusion Quality Assurance

Council roles and responsibilitites in collaboration:

The OCDD Director facilitates AIDD Network collaborations by initiating efforts, direct participation or allocatingOCDD staff and other resources.

Problems encountered as a result of collaboration:

NA

Unexpected benefits:

Regular collaboration with the AIDD network partners helps us maintain collaborative relationships with eachother and others in our networks, and keep each other informed about current efforts.

Issue 2: Council collaboration with DRO


Council staff worked with DRO on multiple legislative and policy issues. * We set priorities for the 2016 and 2017 legislative session as members of the Intellectual and DevelopmentalDisabilities Coalition (IDDC). * We promoted these priorities through the Grassroots Oregon Bulletin, trainings and advocacy events at theCapitol. * We educated legislative committees on multiple issues and bills including eliminating subminimum wage, theABLE Act in Oregon, restoring the Fairview Trust, barriers to community integration and system sustainability,


and maintaining continuing service levels in the DHS budget.* We supported the proposed settlement agreement reached in the Lane v. Brown class action lawsuit to expandaccess to supported employment services for people with intellectual and developmental disabilities. * We educated the IDD community regarding the Lane v. Brown lawsuit and settlement agreement. Together,we conducted five community forums about the agreement and how it impacts DD services. DRO led theforums; OCDD staff organized the events with local contacts in Deschutes, Douglas, Josephine, Umatilla andWashington counties. Collectively, about 150 family members, people with disabilities, service providers,legislators and community members attended.

Life Areas:





Council staff facilitate the IDD Coalition policy committee meetings. During these meetings the group developspriorities to present to the membership group for a vote. We also coordinate GO! Project activities and write theGO! Bulletin with a contractor of the IDD Coalition.

Council staff also organized advocates to testify in front of a legislative committee in support of the Lane v Brownsettlement agreement, scheduled five community forums around the state, and helped identify advocates totestify in support of the agreement during the fairness hearing in federal court.


NA


Ongoing collaboration on policy issues promotes an excellent working relationship between the Council andDRO staff.

Issue 3: Council collaboration with the UO UCEDD


OCDD and the UO UCEDD continue to care for the Edward Wong collection on behalf of the State. Thepaintings of people with IDD who lived in one of Oregon’s now-closed institutions, were created as a result ofOregon’s 1% for Arts statute. Twelve paintings are exhibited at the UCEDD; two are exhibited in the Senatewing of the Oregon Capitol building.

Life Areas:






OCDD communicates regularly with DHS, UCEDD staff and the Oregon Arts Commission to maintain care of thepaintings per related MOUs.


NA


NA

Issue 4: Council collaboration with the OHSU UCEDD


Council staff and OSAC leaders worked with OHSU to continue developing a healthcare handbook. Thehandbook is a tool for people with IDD to be an active participant in maintaining personal healthcare. We alsosupport implementation of the Healthy Lifestyles curriculum with youth, adults and staff in residential settings. OHSU staff provide training on the curriculum and data collection tools. The Council provides resources tosupport trainings and local agency efforts.

Life Areas:





Council staff facilitated meetings to develop the handbook and participated in Healthy Lifestyles + meetings,which were facilitated by OHSU staff.


NA


Joint work on the handbook and Healthy Lifestyles + project may lead to additional collaboration opportunitiesrelated to healthcare.


Section VI: Dissemination

We will send copies to the full Council, the Governor's office, and the Director of the Department of HumanServices, and key staff within the Office of Developmental Disabilities, Vocational Rehabilitation and the OregonDepartment of Education. We also plan to create a user friendly version to post to our website.


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