The NBRC Wellness Team 2001 Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

The Deaf and Hard of Hearing Focus Group . . . . . . . . . . . . . . . . . . . . . . . . . . . 54

The Sexual Assault Prevention Committee . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55

The Regional Special Needs Disaster Preparedness Group . . . . . . . . . . . . . . . 56

The Aging Population Focus Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58

Community Action Now and the NBRC Shareholders in Policymaking . . . . 58

The Mental Health Continuous Quality Improvement Group . . . . . . . . . . . . 58

The Spanish Resolution Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58

The Department of Developmental Services Strategic Plan for 2001-2006 . 59

The CA State Council on Developmental Disabilities 2002-2006 State Plan 59

Performance Indicators Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60

Questionnaire submitted to area State Legislators . . . . . . . . . . . . . . . . . . . . . . 62

Senator Wesley Chesbro’s response . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63

What you can do . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64

Questionnaire: Now it is your turn . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65

We proudly submit North Bay Regional Center’s 2001 Performance Contract End-of-Year Report for your review and approval.

Our determination to include parents and consumers in this process has become fierce. We are committed to the fact that quality is determined only by customers, though we struggle with the implications at times. Organizational changes are not always enough. A spirit of cooperation has to be fostered in order to promote truthful debate and best decision-making. We strive to collaborate constructively with our shareholders in promoting a common purpose, sharing equally in the benefits, obligations, and challenges facing our service system. As you review this report, we are confident you will appreciate our enhanced spirit of community in the North Bay.

This report will be presented to our Board of Directors on February 6^th for formal approval. It will then be widely distributed through hard copy, our email lists, and available on our website. It will certainly be the foundation for in-depth discussion over the next months, and we welcome your involvement in those forums. Please fill out the brief questionnaire at the end of this document to convey how this report can be more useful to you in future years. We sincerely appreciate and value your comments.

Sincerely yours,

Nancy E. S. Gardner
Executive Director
North Bay Regional Center
1/23/02

The purpose of North Bay Regional Center is to assist people with developmental disabilities or at risk for developmental disabilities in the North Bay Area to obtain services and supports they need to live as other people live in the community. We strive to follow these values in this endeavor:

VALUES:

Support Choices

Promote Prevention

Advocate Same Freedoms and Responsibilities

Promote Equal Opportunity

Respect Diversity

Promote Life in the Mainstream

Recognize the Dignity of Risk through Least Restrictive Supports

Promote Partnership

Focus on the Family

Promote Innovation

Foster Leadership

Promote Health and Safety

VALUES EXPLANATION:

NBRC Client Case Coordinators are at the center of the critical interface between consumer and agencies who serve the consumer. Client Case Coordinators are often the first to know when consumer’s needs have changed, either individually or as a part of a growing trend. It is important to have a systematic process that encourages the capturing of this valuable service planning resource and improve shareholder satisfaction with the case management process by developing relevant services.

North Bay Regional Center will be reviewing its current Unmet Needs Process to greater facilitate, if needed, information sharing between resource developers, Client Program Coordinators and consumers about unmet needs. The feedback may take several forms, i.e. individualized feedback via email, group feedback at staff meetings, or a page on our website developed to track unmet needs so that the community could see what was happening to certain issues. If an unmet need is identified that is beyond the scope of NBRC, we could identify political action groups that might be working on it from a larger systems perspective. This process will be designed with support from resource developers, Client Program Coordinators, and families so that it will be user friendly and accessible to our community.

North Bay Regional Center is highlighting thirty years of community contributions by people with developmental disabilities, family members, service providers, volunteers, legislators, staff, and others with a celebration of community partnership. The 30^th anniversary event is a celebration of thirty years of progress, team building, resource development, community outreach, support, empowerment, and community integration. It is a positive event celebrating the promotion of opportunities for people with developmental disabilities and special needs, and in assuring community awareness about those opportunities. With increased collaboration between shareholders, we build on our resources, share in our successes, and dream our vision for the future.

To offset costs, keep admission prices affordable, and fundraise for people with special needs, a major focus is donation recruitment. Donations are needed in the form of in-kind services or goods, cash, time, and prizes of any type. Prizes are being used for the raffle, balloon pops, and live auction. Donation recruitment can occur by staff, board members, and others by contacting local businesses of which they are a customer/patron; or by sending formal letters to a specific category grouping. Prizes can be of value from $5 to $1000s. A donation of time can be utilized in staffing event components on the day of the celebration. Donation recruitment also serves as community outreach and education to our business community, by increasing awareness about the regional center, its resources, its shareholders, and its consumers.

Some of the planned scheduled event activities are:

Welcome and Keynote presentations

Artist award

Caribbean steel drum band

Contemporary recorder music

Strolling entertainers

High-energy dance band and lawn dancing

Barbecued dinner

If you would like to volunteer, exhibit, donate, or recruit prize donations, please contact Kathy Newman at (707) 256-1224.

Objective 1a: Complete a consumer satisfaction survey by 12/31/01.

2001 results: Completed. 7 surveys since 1996. Survey results show a 70% very satisfied rating.

Selected comments from survey:

At the block parties in my neighborhood I am in charge of picking out the music. I am the DJ.

I would like to live closer to my family.

I want to stay with my mom.

I would like to have my own home.

I would like my own room.

I would like to live in a closer community where people look out for each other. Here people keep to themselves.

I'm happy that I will have my own place and a roommate, but I worry about my parents. They are going into assisted living.

I like living in the country where it's quiet.

The staff here changes too much.

Living alone is lonely. It's too quiet. I have one friend. I mostly watch TV.

I want to live close to the bowling alley.

 

Objective 1b: Expand housing options for people with developmental disabilities by 12/31/01.

2001 results: Completed-ongoing objective.

NBRC established a Living Arrangements Committee in each office and were able to establish eight new level 4 care homes.

NBRC has also established three new non-ambulatoy senior homes.

NBRC is currently developing a Fred Finch program and a Telecare program which should be completed in 2002. These two projects will address the critical need for sophisticated treatment options for our adult and adolescent consumers with dual diagnosis. The number of unmet needs in this area submitted by CPC’s and out of area placement requests reveal that this trend is statewide. It can also serve as a model for other regional centers to duplicate.

Goal 2: Improve Family Satisfaction with Residential Services

Objective 1a: Complete an adult consumer satisfaction survey by 12/31/02.

Baseline: 7 surveys.

Objective 1b: Complete a family satisfaction survey by 2/31/02.

Baseline: 9 surveys.

Objective 1c: Improve housing options for people with developmental disabilities by 12/31/02.

Baseline: Four initiatives:

• Continue Housing Coalition meetings through 12/31/02.
• Continue monthly Living Arrangement Committee meetings identifying residential unmet needs through 12/31/02.
• Create an instruction manual of the placement procedures when a child is considered for placement by 12/31/02.
• Continue development of the Telecare and Fred Finch projects into fully operating facilities for children and adults with dual diagnosis by 7/1/02.

Jan to June - seven new level 4i homes - homes were opened in all three counties serving adults, children and elderly. These were a result of the RFP in June 2000.

Jan to June - one new level 3 children’s home with non-ambulatory beds.

Jan to June - one new level 3 adult facility.

Jan to June - one new level 3 home for elderly - with non-ambulatory beds.

July to December – two new Level 3 adult homes for elderly with non-ambulatory beds.

Two homes from level 2 to 3.

One home from level 4d to 4f.

One home from level 2 to 4e.

One home from level 3 to 4c.

One home from level 4a to 4d.

One home from level 2 to 3.

One home from level 4a to 4i.

One home from level 4g to 4i.

The Quality Assurance Unit also meets quarterly with Community Care Licensing and Health Care Licensing to discuss quality assurance issues in both CCL homes and ICFS. There has been considerable attention given to the process and procedure involved in careproviders requesting level increases for their homes, and a procedure has been established which clearly spells out what needs to be documented for that to be considered.

Living Arrangements Committee: The Lanterman act encourages "opportunities for individuals with developmental disabilities to be integrated into the mainstream of life in their home communities, including supported living and other appropriate community living arrangements." A high priority is also placed on providing opportunities for children with developmental disabilities to live with their families.

To ensure that a complete range of options is presented to every consumer at NBRC who is in need of a new living arrangement, a committee was formed which meets monthly at each office to contribute to the person centered planning process and is responsible for assisting with follow-up recommendations. Committee members may include: Community Liaison, Community Resource Consultants - including a Quality Assurance Monitor, Nurse Consultant, Psychologist, Quality Assurance. Supervisor, etc.

The Family Support Committee was formed two years ago as a subcommittee of the Strategic Planning Committee. One of the first things the Committee did was to create a mission statement: The Family Support Committee, comprised of families, agency staff, and vendors will provide ongoing advice, education, information, and support and will ensure that family voices are incorporated into the development, revision, and implementation of NBRC policies and procedures. It is imperative that consumers, their families, and their support team be a part of the decision making process at any organization or agency that affects their lives. The NBRC Family Support Group is one way for you as a family member to be involved in NBRC decision making.

LONG RANGE GOALS: What we want to accomplish in the next three to five years:

Parents would be involved every time a new procedure is developed or an existing one is revised if the procedure pertains to family support issues.

The committee will continue to generate or encourage creative options for services through NBRC.

The committee will be an available resource to NBRC resource development as it impacts families and family support.

Committee members will educate others about the committee’s existence through newsletters, networking, etc.

The committee will serve as a forum where parents and others can express concerns or make suggestions regarding family support services.

Objective 1a: Complete a family satisfaction survey by 12/31/02.

Baseline: 9 surveys

Objective 1b: Improve availability and accessibility of resource information for families by 12/31/02.

Baseline: Six initiatives are described below:

Assist the Filipino community (consumers, their families, RSPs) in Solano County by conducting a regional center system training, creating a support group through 12/31/02.

Increase empowerment of Hispanic Families in collaboration with community agencies in Napa & Solano Counties, by holding a Spring Resource Fair, hosting a workshop on Future Transition Planning through 12/31/02.

Improve services to Latino community in Sonoma County through coordination, outreach and parent empowerment. through 12/31/02.

Another tri-county social recreation resource fair is planned for the spring of 2002.

The Family Support Committee will conduct more outreach to Spanish-speaking families and other families whose primary language is not English.

The Family Support Committee will continue with monthly meetings and actively work on a Family Support section of the NBRC website through 12/31/02.

LONG RANGE GOALS: What we want to accomplish in the next three to five years: A key component of our Long Range Strategic Development Plan is to continue to develop and enhance educational and training modalities for all shareholders. This issue was voiced of particular concern by family members during our September 2001 Strategic Development public meeting. Please let us know what training or education is of interest to you by completing the questionnaire at the back of this report.

2001 results: Completed. 9 surveys since 1996.

Objective 1a: Complete a consumer satisfaction survey by 12/31/02.

Baseline: 7 surveys.

Objective 1b: Complete a family satisfaction survey by 12/31/02.

Baseline: 9 surveys

Objective 1c: Improve consumer and family satisfaction with education by 12/31/02. This objective was changed from original 2002 Performance Contract Proposal to include satisfaction of families and all consumers, not just adult consumers.

Baseline: Two Initiatives:

NBRC personnel will continue their collaboration with the Educational System, Workability Project and community vendors through 12/31/02.

NBRC personnel will continue participation on Santa Rosa Junior College Special Needs committee.

Further information: The Santa Rosa Transition Unit has been working in collaboration with the Workability Project through SR City Schools on an outreach program for parents of children with developmental disabilities. Once a quarter, the Transition Team participates in a parent meeting at Montgomery High School. These meetings provide written information and pamphlets for the families as well as speakers.

At the first meeting, the parents told us what they wanted in the way of information for future planning. The second meeting, hosted a panel of speakers including: Kathy La Mar - Sonoma County Office of Education Principal, Robert Mattos and John McCue – Becoming Independent, and Brian Garlick – North Bay Industries.

The meetings have been well received by both families and school personnel. We average about 30 participants each meeting. The goal of these meetings is to create open communication with families, school personnel, and NBRC, and to give families a step-by-step process in which to make informed decisions regarding future planning needs for their children.

To learn more or to get more involved: Anyone interested in attending this group may contact Suzette Soviero (707) 569-2019, Heather Vail (707) 569-2060 or Pat Patel (707) 569-2044.

Goal 2: Improve shareholder satisfaction with leisure activities.

Objective 2a: Improve NBRC staff and consumer knowledge of Life After Work Clubs for consumers by 12/31/01.

2001 results: Completed.

A 2001 Social Recreation Resource Fair was conducted.

Further Information: One NBRC personnel initiative in the Napa office included the posting of available jobs on the NBRC computer system and maintaining contact with vendors and supported employment agencies to post job openings. This included a Job Fair and Job Tours. This initiative also included continued attendance at the Mayors' Committees in Napa and Solano counties as related to promoting job opportunities, and events around Disability Awareness Month in October. There were employer recognition breakfasts in each county and a Vendor Fair held in Napa County on October 25^th and in Solano County on November 1st. NBRC personnel presented trainings on Transition Planning, adult programs, and jobs to the teachers of the Solano County Special Education Department on October 2nd and the Fairfield Suisun Unified School District Special Educators on October 4th. Quarterly meetings of the Supported Employment Task Force for Solano County and Napa County occurred. Jobs and openings were posted on NBRC internal computer network and announced at various meetings. Activities related to job opportunities for our consumers were posted on the NBRC website. A NBRC representative also participated in monthly transition planning meetings of the Community Advisory Committee with the Napa Valley Unified School District and the Napa County SELPA.

NBRC maintains ongoing effort to make certain families, vendors, generic service agencies, CPC’s, etc. are aware of work and leisure options for our consumers. We will continue to update our internal data base and use our email system to ensure timely postings and adequate advertising of the kinds of jobs consumers are seeking or jobs consumers are requesting to be developed. Our ongoing effort also involves:

Training for CPCs in all counties on the referral process to supported employment programs, day programs, and the Department of Rehabilitation.

Continued job tours for consumers to see different jobs and program sites.

Regular attendance at community group activities such as the Mayors’ Committees in two counties and School District Consumer Advisory Committees.

Coordination and participation in the Transition Fairs held by the School Districts as well as parent training in Transition Planning held by Matrix.

To learn more or to get more involved: Contact Jim Kuehn at (707) 256-1247 or Kim Maassen at (707) 569-2034.

Objective 1a: Complete a consumer satisfaction survey by 12/31/02.

Baseline: 7 surveys.

Objective 1b: Improve staff and consumer accessibility to information regarding job vacancies and work wanted by 12/31/02.

Baseline: Three initiatives:

Continue to publicize consumer job opportunities by internal NBRC electronic systems.

Video Taping of NPS/NVSS NBRC Team.

Consumer Satisfaction With Work initiative.

Objective 1c: Improve NBRC staff and consumer knowledge of Department of Rehabilitation work options by 12/31/02.

Baseline: One initiative:

Conduct CPC trainings of Department of Rehabilitation referral processes by 12/31/02.

Goal 2: Improve shareholder satisfaction with leisure activities.

Objective 2a: Improve accessibility to leisure activity resources by 12/31/02.

Baseline: Three initiatives:

Conduct at least one Social Recreation Resource Fair by 12/31/02.

Developing Stronger Relationships Through Recreation initiative.

Update information about adult services and after hours activities for Solano/Napa Counties on NBRC internal electronic system by 12/31/02.

Objective 2b: Initiate a Senior Friend-to-Friend pilot project in Solano/Napa Counties by 12/31/02.

Baseline: One initiative:

A Senior Friend-to-Friend pilot project will be initiated in Solano/Napa Counties by 12/31/02.

 

Objective 1a: Complete a family satisfaction survey by 6/30/01 and 12/31/01.

2001 results: Completed. 10 surveys since 1996. Charts were produced for the Spring and Fall for Napa, Solano and Sonoma Counties and can be obtained by request.

Selected comments from the surveys:

We are very pleased with all the services received through NBRC. We are very blessed that NBRC is involved with assisting in our daughter's developmental needs. She has been in the program for a year now and has shown significant improvement. Thanks!

I have been very impressed with the quality of services. I am extremely grateful for the tremendous support, ideas, and accessibility of resources. This is an ESSENTIAL service.

My son is less than 24 months old. I feel that he is in need of speech therapy, because he is not making very many sounds. I feel I haven't been helped along to find some kind of speech help for my son.

We didn't have any choices in who our home visitor would be (due to a shortage of speech therapists), which was fine, but I was thinking that if we had required a service for which there were options, I wonder to what extent parents have a right to choice. For instance, is it like selecting a doctor, in which one usually looks into background/experience, maybe even meets the doctor before deciding. When you have someone coming inside your home for an hour a week, it seems important to make sure it will be a good match.

The best thing for my son and I has been the help we get regarding transportation to the needed appointments.

The best thing is that our daughter's therapy purchase orders are approved quickly to reduce any potential downtime.

I feel my child may not be where he is had he not had Early Intervention. He has made HUGE progress.

Having home-based speech services. It would have been difficult and probably not successful, if I had to take my child to a therapist's office. Also, my Coordinator was great.

I wish we could have more PT and that respite were more readily available. If more people knew about the program. I found out about it when I called the School District. But I told a couple of friends and they were able to get in.

Most of the people we've seen through your agency have been very good about bringing over cleaned toys. But one provider brought toys over that I was concerned if they had been cleaned after use with other children. This was at an age when my child was putting things in the mouth.

Services beyond three years of age. I feel with NBRC I have a safety net, if a need arises. After age three I feel we are on our own.

Objective 1b: Improve family access to Early Intervention service options by 12/31/01.

Goal 2: Improve Family Satisfaction with Transition

Objective 2a: Increase the number of children with NBRC eligibility determination before age three by 12/31/01.

2001 results: Completed – ongoing objective.

Early Intervention is tracking the number of intakes each month and the number completed by the 45 day time line. A work group has distributed a survey to Early Intervention Specialists and program partners regarding possible barriers to meeting time lines.

Early Intervention continues to track the number of cases closed at 3 and track barriers to meeting this time line.

The Tri-County Early Start group has been tracking transition for three year olds. To date, approximately 80% of three year olds have had their IEP completed by age three.

 

Objective. 1a: Complete a family satisfaction survey by 12/31/02.

Baseline: 10 surveys

Objective 1b: Improve family access to Early Intervention service options by 12/31/02.

Baseline: Four initiatives titled:

Shareholder Satisfaction with the Early Start Intake Process.

Early Intervention Transition Planning.

Intake Satisfaction Survey - Prevention and Early Intervention.

Early Intervention Resource & Referral.

Objective 1c: Improve the Individualized Family Service Plan (IFSP) referral process by 12/31/02.

Baseline: One initiative:

NBRC Napa personnel will identify and remove barriers that interfere with completing the IFSP by the 45^th day after referral by 12/31/02.

Objective 1a: Complete a consumer satisfaction survey by 12/31/01.

2001 results: Completed. 7 surveys since 1996.

Goal 2: Improve Adult Consumer Satisfaction with Opportunities to Make Choices

Objective 2d: Pilot one or more self-determination project by 12/31/01.

2001 results: Completed-ongoing objective.

NBRC has initiated self-determination projects and held a Self-Determination Focus Group meeting in October. This group is drafting NBRC Self-Determination policies to be approved by the NBRC Board of Directors in 2002.

Objective 2e: Identify the unique needs of the aging population by 12/31/01.

2001 results: Completed-ongoing objective.

NBRC held an Aging Population Focus Group meeting and created an Aging Population Focus Group email list. See Focus Group objectives in Appendix.

Objective 1a: Complete a consumer satisfaction survey by 12/31/02.

Baseline: 7 surveys

Objective 1b: Improve consumer self-advocacy awareness by 12/31/02.

Baseline: Five Consumer Groups.

NBRC Consumer Advocate plans to increase Consumer Self-Advocacy Groups from five to eleven by 12/31/02.

Goal 2: Increase shareholder satisfaction with transportation services.

Objective 2a: Complete a consumer satisfaction survey by 12/31/02.

Baseline: 7 surveys

Objective 2b: Improve awareness of consumer transportation issues by 12/21/02.

Baseline: Two initiative.

NBRC Consumer Advocate will continue participation on the Napa County Paratransit Coordinating Council

NBRC Consumer Advocate will begin attending the Sonoma and Solano County Paratransit Coordinating Councils

1. Interview with the NBRC Assessment Counselor:

Very professional, yet provided a comfort.

Very informative, caring person. She’s great!

Thorough and compassionate.

Sincere in her approach with our daughter and very knowledgeable.

2. How much time it took for eligibility to be completed:

3/01 until 6/01 = 3-4 months.

Still in process.

Didn’t take too long!

3. Evaluations (if any) that were done to help determine eligibility for Regional Center Services:

None taken.

Complete explanations/processes provided.

Meet with NBRC doctor. I’d say interview was successful.

Would like to have the results.

Yes.

We have not heard this yet.

My son is eligible, but we’re waiting for case worker to contact us.

We have not talked with our son’s North Bay social worker yet.

None yet, but would like information.

I had great information.

Responses to the Intake team’s CQI survey from applicants/families who have recently come through the intake process during the July-December, 2001 period are summarized in the following charts.

The results for overall satisfaction are summarized for those clients found eligible for services by office in Chart 1.

Chart 1

Survey Results for Eligible Clients

The results for overall satisfaction are summarized for those clients found not eligible for services by office in Chart 2.

Chart 2

Survey Results for Not Eligible Clients

The results for eligible and not eligible clients are combined and are summarized in Chart 3.

Chart 3

Eligible and Not Eligible Clients Combined

In summary, 32 applicants returned surveys. Out of those 32 applicants, 31 (97%) were either very satisfied or satisfied. Out of those 31 applicants 21 (68%) were very satisfied with the remaining 10 applicants (32%) were satisfied. No applicant (0%) was either dissatisfied or very dissatisfied. Of those applicants who were found eligible for regional center services, 27 out of 28 (96%) were either very satisfied or satisfied, with none (0%) being dissatisfied or very dissatisfied. Of those applicants who were found not eligible for regional center services, four out of four (100%) were either very satisfied or satisfied with none (0%) being dissatisfied or very dissatisfied. One applicant had no opinion.

The number of responses for each rating for the individual items on the survey is as follows:

Goal 2: Improve customer satisfaction with the case management process.

Objective 1a: Complete a consumer satisfaction survey by 12/31/02.

Baseline: 9 surveys

Objective 1b: Improve customer satisfaction with the Child and Adult Assessment Support Team (CAAST) referral, assessment and follow-up processes by 12/31/01.

Baseline: One initiative by the Child and Adult Assessment Support Team titled: Improving Quality of Intake & Assessment Process.

Goal 2: Improve shareholder satisfaction with case management processes.

Objective 2a: Complete a consumer satisfaction survey by 12/31/02.

Baseline: 7 surveys.

Objective 2b: Improve consumer satisfaction with the IPP process by 12/31/02.

Baseline: One initiative titled: Agency IPP Training.

Objective 2c: Improve service delivery and case management services to Spanish and Tagalog speaking families by 12/31/02.

Baseline: Three initiatives titled:

Filipino-American Awareness in Solano.

Empowerment of Hispanic Families.

Improving Services to Latino Community.

Objective 2d: Improve regional center staff skills, knowledge, and abilities to obtain and coordinate needed services by 12/31/02.

Baseline: Seventeen initiatives titled:

Special Education Survey.

Targeting Transitional Issues.

Improving Relationships w. Courts system & NBRC.

Day Program Transition Booklet distribution & Department of Rehabilitation Booklet creation.

Increased collaboration between ICF facilities, work-day program & CPC’s.

Analysis of the Individual Service Needs Review Process.

Generic Benefits Benefit Us II.

Mail Merge for the Adult Unit.

Improve Internal/External Communication.

New CPC Quick Index File.

Mutual Understanding Group (MUG).

Telephone System Documentation-Training.

SIR Electronic Resource Manual and Training.

Guidance Data Panel as effective case management and supervisory tool.

Forms Room Reorganization.

Supporting the Mentorship Proposal.

Unmet Need Process-increasing participation.

Objective 2e: Improve shareholder knowledge of available resources and training by 12/31/02.

Baseline: Two initiatives titled:

Continue to assist vendor community with Best Practices trainings.

Conduct at least one How to Navigate the System training in collaboration with the Family Support Group.

 

Objective 1a: Complete a consumer satisfaction survey by 12/31/01.

2001 results: Completed. 7 surveys since 1996.

Selected comments from the survey:

• I wish I could go to my old doctor, but they closed the office.
• I can't find a dentist.
• My dentist talks to me and helps me not be uptight.
• I had to wait six hours in the emergency room.
• The allergy clinic helped me a lot.
• I could go to the gym, but I don't like to exercise.
• I swim and do sports.

Objective 1b: Complete a family satisfaction survey by 6/30/01 and 12/31/01.

2001 results: Completed. 9 surveys since 1996. See survey results in Appendix.

Selected comments from the survey:

• More emphasis on prevention, i.e., screenings, blood testing on a regular basis rather than on an as-needed or requested basis.

• We have to practically beg to get reimbursed for services. Getting claims paid is a time-consuming headache.

• My family member is very overweight - needs help in diet, exercise, motivation for health and fitness.

• I wish there were Autism experts in this area especially with regard to medication, i.e., Child Psychiatrists or Developmental Pediatricians.

• Too many beneficial services not provided by agencies or covered by insurance. Turf battles, constant jockeying for position to be last in line to pay for anything between CCS, Regional Center, Medi-Cal and insurance. Inept staff abound.

• I have trouble answering these questions as I have my family member on my health plan. It is very expensive, and she can or both of us can be dropped any time. My family member will be on Medi-Cal, Medicare. I don’t know what kind of care she will get. This is a very big worry for me.

• Getting special medications approved by our HMO is difficult.

• Waiting time for approval for therapists, specialists, etc.

• Shorter waiting periods, minimally invasive treatment. Choices!

• Having a dentist in the county with specialized practice for the developmentally disabled. I have to take him to San Francisco.

• There seems to be a shortage of available physicians and dentists that will serve DD patients. When we moved here, many would not accept new patients.

• Mostly I feel very anxious about increasing premium cost (Kaiser) and we do not have group insurance via employer. Health care in Sonoma County is also deteriorating and although we have no acute needs, overall it is becoming unaffordable. Medi-Cal does help with some things, NBRC with others. We are always playing "hot potato" with who will pay. We couldn’t get dental for our child until this year. We've paid out of pocket the past year. Specialized therapies with practitioners of our choosing is limited especially for psych and counseling. Special PT, OT, "out of standard" services.

 

Objective 1c: Complete a health care provider survey to identify potential improvement areas by 12/31/01.

2001 results: Completed. Individual satisfaction surveys were completed by health service professionals for each of the following trainings. Data collection supports a high degree of satisfaction with training topics and presenters.

NBRC telemedicine grant with USC-UAF includes the training of health care professionals (including nurses, psychologists and physicians). Health care professionals are able to receive continuing education units by attending these trainings. Trainings have been held in both the Napa and Santa Rosa offices. This past year we have sponsored approximately six trainings. Subjects have included: sexual abuse prevention, neuro-developmental disabilities, measurement techniques for Feeding Clinic evaluations, and treating behavioral challenges in the early intervention population.

Regional Center clinicians and other vendorized health professionals have participated in weekly teleconferences with Stanford University rehabilitation specialists conducting evaluations for augmentative communication devices as part of a two-year grant project.

A two-day training sponsored by the UC Davis MIND Institute was presented to staff and community-based health professionals in our Napa office in August 2001.

Objective 1d: Improve consumer, family, and provider understanding of proper nutrition, exercise, and health education for routine medical care by 12/31/01.

2001 results: Completed. See Wellness Team report in Appendix for further details.

Objective 1e: Improve disaster preparedness for consumers by 12/31/01.

2001 results: Completed. See Regional Special Needs Disaster Preparedness Focus Group report in Appendix for further details.

Objective 1f: Improve preventative dental care for consumers by 12/31/01.

2001 results: Completed. See Wellness Team report in Appendix for further details.

Objective 1g: Improve medical monitoring in high-risk areas for consumers by 12/31/01.

2001 results: Completed. See Wellness Team report in Appendix for further details.

Objective 1h: Improve Medical review and diagnoses for consumers with dual diagnosis by 12/31/01.

2001 results: Completed. See Wellness Team report in Appendix for further details.

Objective 1i: Increase collaboration with agencies to prevent abuse of consumers through 12/31/01.

2001 results: Completed.

• Developed a protocol for Solano County law enforcement for responding to victims of sexual assault who have developmental disabilities. The protocol has been approved by the chief of police of Solano County.

• NBRC is represented at the Solano County Sexual Assault Response Team quarterly meetings where local law enforcement including the district attorney review the recent sexual assault cases and problem solve on the various issues that are involved in the individual cases.

• NBRC provides annual training to all county rape crisis centers in Solano, Napa and Sonoma Counties on assisting victims with developmental disabilities.

• Also see Sexual Assault Prevention Committee report in Appendix for further details.

 

Further notes on Objective 2c: NBRC personnel have begun a systematic approach to improvement of internal case management processes.

Objective 1a: Improve the education process with staff and community about developmental disability issues by 12/31/02.

Baseline: Seven initiatives.

• Continue to disseminate information through the Community Action Now and NBRC Partners in Policymaking email groups through 12/02.

• Create a NBRC Information Packet in hardcopy and on nbrc.net by 6/1/02.

• Increase the effectiveness of the NBRC Unmet Needs Process through 12/31/02.

• Create a public service announcement that identifies needs of consumers living in the community by 7/1/02.

• Conduct a Community Education and Crisis Intervention program to enhance the protection of the rights of individuals with developmental disabilities through 12/31/02.

• Create a NBRC: A Video Panoramic of Services by 7/1/02.

• Create a Developmental Disabilities Definitions section on NBRC website by 7/1/02.

Objective 1b: Increase shareholder partnership and collaboration by 12/31/02.

Baseline: Two initiatives.

• Conduct a NBRC: 30 Years of Service Celebration of Community Partnership on 6/1/02.
• Continue participating in multi-disciplinary team meetings in Sonoma, Napa and Solano counties.

Objective 1c: Improve shareholder participation in developmental disabilities systems policymaking by 12/31/02.

Baseline: Three initiatives.

• Continue the expansion our website nbrc.net.
• Continue the development of our focus groups and email lists.
• Continue to support the ARCA’s Grass Roots Day in the Spring.

Goal 2: Improve shareholder satisfaction with fiscal processes.

Objective 2a: Improve customer satisfaction with the fiscal process by 12/31/02.

Baseline: Two initiatives:

• NBRC will add additional vendors to our electronic billing and electronic depositing program throughout the year.
• NBRC will investigate the possibility of implementing the Cal PERS Retirement Program for NBRC personnel.

In 1998 North Bay Regional Center hired a Wellness Team consisting of a physician, psychologist and nurse. This team has been responsible for implementing several projects aimed both at increasing health care resources for our consumers and providing timely intervention with advocacy and/or appropriate clinical services. This report will detail those projects.

• The Wellness Team is available for regularly scheduled case consultations in Napa and Santa Rosa offices on a weekly basis. Typical consultations concern individuals with multiple medical challenges, persons with behavioral issues, and individuals in crisis situations.

• In addition to suggesting solutions to the presenting problems, Wellness Team health professionals will frequently follow-up with phone calls to the primary physician or referral to a specialist.

• The Wellness Team created two new forms – Medical Face Sheet with essential health information and the Annual Health Status Review with reminders for periodic health checkups – now in use by the entire case management staff with the expectation that health and medical information will be updated on an annual basis.

• Last year North Bay Regional Center’s administration purchased state-of-the-art telecommunications equipment for sites in each office. Our ability to link with other statewide locations has increased our access to specialists, training resources and other Regional Centers. We are part of the grant-funded project with University of Southern California focusing on children from birth to three. University expertise in several disciplines is available to us through this grant.

• We provide communications assessments and wheelchair positioning evaluations through televised hookups with Stanford University. A bilingual psychiatrist assesses consumers in need of psychological intervention via telemedicine on a weekly basis. As needed, this psychiatrist will make follow-up contact with treating physician/psychiatrist.

• In the interest of meeting the diverse health care needs of North Bay Regional Center consumers, for the past two years, the Wellness Team unit has contracted with health care professionals to provide various services. Client Program Coordinators can easily arrange referrals of consumers to:

• Dental coordinators (2) who locate dentists, recommend treatment strategies, and provide education on dental hygiene to consumers and care providers.

• Psychiatrists (3) who evaluate psychological needs and provide medications management for drug therapies.

• Nutritionists (2) who evaluate individual consumers and facilitate classes on healthy eating habits. This includes working with persons who have diabetes and other health conditions needing nutritional expertise.

• Nurses (2) who conduct individual chart reviews and verify current medications while gathering data for the Medical Face Sheet.

• Pharmacologist (1) who works with community licensed facilities on protocols for medications monitoring and reviews consumers who are taking multiple medications.

• Behavior service specialist (1) who uses desensitization techniques to overcome fears of going to the dentist or gynecologist.

 

• For the past three years, the Wellness Team nurse has coordinated quarterly feeding clinics for children with eating difficulties and particular nutritional needs. After visiting the family home to observe a feeding in the natural environment, an inter-disciplinary team of physician, psychologist, nurse, nutritionist, occupational therapist is convened to discuss parental concerns and make recommendations to the family. A follow-up meeting occurs four months later to "fine tune" recommendations.

• North Bay Regional Center sponsors communications assessments for consumers who have no or limited verbal abilities. Using the telemedicine technology, specialists at Stanford University assess the consumer, make recommendations for communication devices, and test the various devices on the consumer for the greatest likelihood of success.

• Wheelchair postural seating evaluations are held on a quarterly basis. A mobile team of occupational and physical therapy specialists along with a seating technician from Stanford University performs these assessments in the residential facility or in one of our offices. Recommendations from the evaluation are then submitted as part of a Treatment Authorization Request (TAR) for MediCal funding.

• The Wellness Team physician participates in monthly bioethics meetings at both Sonoma Developmental Center and Santa Rosa Memorial Hospital. He will also convene a bioethics meeting based on consumer need.

• Wellness Team members have collaborated with Redwood Coast Regional Center in the formation of teams to conduct sexual abuse prevention training for consumers in local areas. A three-day Train the Trainer workshop was held this past year with Easter Seals of Northern California.

• Wellness Team psychologist contributes to a Sonoma County committee dedicated to improving the relationship with Sonoma County Mental Health with collaborative efforts.

• Two years ago the Partnership HealthPlan awarded a nutrition education grant to the Wellness Team.

• The clinical nursing team met this past quarter with the Nursing Services Department at Sonoma Developmental Center to brainstorm ideas for collaboration for improved health care and shared training resources.

• Wellness Team supervisor continues as liaison to the University of Pacific Community-Based Oral Health project funded by a grant from California Endowment Foundation. Regional centers throughout the state are creating initiatives and using dental coordinators to improve access to dental resources.

• Two years ago Wellness Team psychologist contributed to the statewide Forensic Task Force efforts to improve diagnosis and treatment plans for developmentally disabled persons in the criminal justice system.

• With the use of the teleconference equipment, trainings have been presented by clinical specialists from University of Southern California and the MIND Institute at UC Davis.

• This past year a physician who chairs the Santa Rosa Memorial Hospital Bioethics Committee has conducted two bioethics forums for agency staff – discussing issues ranging from what constitutes resuscitation in the hospital setting? to ways to use a patient care conference to assist family decision-making.

• Wellness Team supervisor has designed and presented a Healthy Living series to three consumer groups in the community. Nutrition, recognizing and reacting to illness and injury, and gaining access to appropriate health care are a few of the topics.

• Wellness Team members and unit supervisor have presented workshops at the 2000 Health and Wellness Forum and the 2001 Health and Wellness Forum. Topics presented include: Interdisciplinary Feeding Clinic A to Z, Crime Victimization, Consumer Education: Healthy Living Series, and Three Projects Related to Victimization Prevention.

• Wellness Team physician is available on a 24-hour daily basis to intervene on behalf of consumers newly admitted to a hospital or in acute medical crisis. He is available by pager throughout the weekend. On a need basis, he responds to requests for medical consents to needed surgical procedures.

• Wellness Team members visit consumers in acute care facilities – advocating for best treatment options, calling for conferences as needed, and questioning arbitrary DNR orders. Wellness Team members frequently visit the consumer at his/her residence or day/work program to provide a comprehensive evaluation and make recommendations with knowledge of the natural environment.

• Special Incident Reports involving medical treatment or hospitalization are routed to the Wellness Team for weekly review and follow-up with recommendations and interventions as needed. Wellness Team members are also involved in a Mortality Review Committee to review circumstances surrounding any consumer deaths and make recommendations for investigation and/or systems change.

 

 

 

BACKGROUND: Per Section 124119 of the state Health and Safety Code, all newborn infants must be tested for hearing loss. Testing has proved to be 90% effective in determining hearing loss from birth. Once infants are diagnosed, parents are often overwhelmed and unsure what resources are available as their child becomes an adult. New technology may offer confusing options difficult for the Deaf and Hard of Hearing (DHH) and/or their families to understand or access. The Deaf and Hard of Hearing population may be unaware of services presently available to them. Although Deaf and Hard of Hearing are not recognized as an eligibility requirement for NBRC, we must accept that this disability has significant repercussions in relation to the current diagnoses of developmental disability. There is medical proof of a link between Deafness and certain developmental disabilities served by NBRC, such as Downs Syndrome, Autism, and Cerebral Palsy.

LONG RANGE GOALS: What we want to accomplish in the next three to five years:

1. Our first goal is to educate parents of resources/options to assist with the needs of their child. We are recommending that all Early Intervention (EI) Specialists and Client Program Coordinators (CPCs) in Children’s Unit become familiar with technology and resources for DHH. EI Specialists and CPCs should become knowledgeable of the developmental milestones affected by DHH in infants and children.

2. Our second goal is that NBRC become a significant referral resource for the DHH community on equipment, new technology, and community resources. We are recommending that staff begin to accumulate information/material related to equipment, technology, and community information to maintain a library of resources.

3. Our third goal is to educate all Client Program Coordinators on the coexistence of Developmental Disabilities and Deafness. The cause of Deafness may be linked to a Developmental Disability and staff needs to understand the coexisting relationship. We are recommending that Client Program Coordinators become knowledgeable regarding the significant area of concern for individuals with Developmental Disabilities such as Downs Syndrome to develop hearing loss.

• Conducted one all staff training on issues/barriers in employment, education, and community resources.

• Researched and recommended interpreter service resources to management.

• Recommended new policy on open captioned videos to management.

• Achieved the captioning of two videos for use in new employee orientation.

• Conducted staff trainings of deaf and vision disabilities by unit and new employee orientation in both offices.

• Collaborated with the safety committee on strobe/fire equipment for public restrooms at Santa Rosa office.

• Conducted CPC training on the TDD within the Children’s Unit.

• Advocated for open captioned movies in local theater.

• Hold at least two DHH focus group meetings by 12/31/02
• Continue to expand existing DHH e-mail list through 12/31/02
• Create a DHH section on NBRC.net by 6/1/02.
• Increase NBRC personnel who are proficient in American Sign Language (ASL) through 12/31/02.
• Increase outreach to the DHH community through 12/31/02.
• Increase interpreting services and equipment to the DHH community through 12/31/02.
• Schedule two staff trainings of community resource agencies to educate on DHH resources.

BACKGROUND: Why the issue is important to NBRC consumers and families?

People with Developmental Disabilities are at risk for sexual assault five times more often than any other population that exists. There are many reasons for this, which include lack of education and resources for teaching healthy relationships; self care deficits, and the dependency on the care of others to meet basic needs which may be in the hands of strangers. Our consumers learn that privacy is irrelevant. Communication skills are limited and although many can speak well, vocabulary to report abuse may be limited. Self confidence is not always encouraged and saying NO is frequently discouraged in this population. Law enforcement is not well equipped to follow though on cases due to the lack of event reporting skills, such as time and sequencing of events. These cases rarely get prosecuted, and the perpetrators continue to take advantage of this very vulnerable population. Due to poor social skill training, this population is frequently misunderstood and people with developmental disabilities are labeled sex offenders for actions that a person without a disability may not even be arrested for. In addition, opportunities for healthy relationships are not encouraged and people with developmental disabilities may be pushed into inappropriate behaviors due to lack of privacy in their own homes, lack of access to community events and lack of social skill training.

LONG RANGE GOALS: What we want to accomplish in the next three to five years:

The Sexual Assault Prevention group of Sonoma County’s mission is a community based center with resources for sex offenders, victims of sexual assault, and social sexual education. We would like to see resources made available for sex offender treatment; assistance provided to victims to help them overcome the abuse; and to prevent abuse by ensuring Social-Sexual education is available. We would like to see our consumers empowered to know their rights and how to protect themselves by having knowledge and experience. We also would like to continue to develop collaborative relationships with law enforcement agencies and other prevention agencies to ensure these generic services are available to our consumers and that our consumers are protected under the law. Education of collaborative agencies to keep the needs of the developmentally disabled in the forefront of their awareness is also our goal.

1. Relationships and Sexuality: a conference for Consumers on Dec 1, 2001.

2. Agency Fair on Abuse Prevention on November 8, 2001

3. SART-Sexual Assault Response Team is being developed in Sonoma County with collaboration from law enforcement, the District Attorney, United Against Sexual Assault and Adult Prevention Services. Needs of the developmentally disabled are being incorporated into the protocol.

4. SAP meetings are held monthly and attended by representatives from collaborating agencies.

5. The Circles curriculum is being further developed to meet the needs of teens and adults with developmental disabilities. The Circles curriculum is used for teaching social skills and is currently bring used by four local agencies.

6. Law enforcement training is being provided

• Residential Service Provider training.
• Further Sex Education curriculum development and further library materials purchases.
• Therapy and treatment for sex offenders.
• Continuation of SAP meetings.
• Protocol for staff to follow in abuse reporting and follow up.
• Training of trainers to provide education in the community.
• Resource Library.

BACKGROUND: Why the issue is important to NBRC consumers and families?

If a disaster were to strike our area, it will be critical for the survival and psychological well-being of our consumers, families, and service delivery personnel that sufficient disaster preparedness plans, equipment, and supplies are in place. At present the emergency responses systems in Napa, Solano, and Sonoma counties will not be able to meet the emergency needs of the general population, much less the needs of individuals with special needs. There are twenty-two ambulances in Sonoma County. Sonoma County American Red Cross has stated that they are only prepared to meet the shelter needs of one percent of its population of 400,000. Individuals with special needs may need special cots, medication supplies, generators, oxygen, behavioral services, interpreting services, etc. during a disaster. Collaboration and planning between the special needs community and emergency response services is an essential and ongoing requirement.

a. for improved local private/public sector coordination,

b. to strengthen disaster training and planning,

c. to integrate the special needs community into all levels of planning,

d. and to plan for self-sufficiency.

LONG RANGE GOALS: What we want to accomplish in the next three to five years:

• Our first goal is the self-sufficiency of the special needs community in case of a disaster. A shelter, even a special needs shelter, should only be considered as a last resort. We are recommending that the special needs community be prepared to be self sufficient for two full days after a disaster at the very least. We are highly recommending that the special needs community be self sufficient for at least a week, if at all possible.

• Our second goal is that the special needs community become a significant resource for our emergency response community. Besides becoming self sufficient, the special needs community can assist in disaster preparedness training and planning, can assist in communication (operating ham radios, etc.), grant writing for necessary equipment, shelter support, etc.

• A third goal would be that the special needs community motivate the general population to be sufficiently prepared. This can occur overtly and in subtle ways. For example, employees with disabilities can advocate for greater disaster preparedness in their community businesses and with their independent living support staff.

• The Regional Special Needs Disaster Preparedness Group also agrees that regulatory and legislative reform is required in order to minimize stress and avoid serious trauma and possible death after a disaster. We identified key areas that need legislative and regulatory attention and are now working on a position paper that we will be submitting to legislators and key organizations and agencies in the future.

• Local Supported Living programs conducted consumer disaster preparedness trainings.

• NBRC conducted a disaster preparedness training for Napa and Solano Counties on 8/24/00, 9/22/00, 11/28/00, 11/29/00, 12/7/00, 2/23/01. Those present included Day Program staff, Independent Living Services Staff, and Residential Service Providers, Office of Emergency Services, Community Care Licensing, and American Red Cross in both Solano and Napa counties

• NBRC assisted in the coordination of a Sonoma County Special Needs Shelter Management Training on 8/25/01.

• NBRC hosted three Regional Special Needs Disaster Preparedness Team meetings throughout the year.

• Service providers will continue to conduct consumer trainings.

• NBRC will continue to conduct Regional Special Needs Disaster Preparedness Team meetings.

• The Regional Special Needs Disaster Preparedness Team will submit a Position Paper to legislators in collaboration with area emergency response services outlining needed special needs emergency response regulatory and legislative reform.

• The Regional Special Needs Disaster Preparedness Team will consider the development of a special needs ham operator communication system, if ever phones and cell phones become inoperable.

North Bay Regional Center serves approximately 3000 adults. A random sample of 572 adult consumers was selected to provide the required 300 total of surveys completed. Statistics based on a sample of this size reflect the true satisfaction of the total population within a confidence level of approximately plus or minus 4% - 6%.

Consumers who live in care homes are interviewed in their homes, face-to-face, using conversational language. For consumers who are non-verbal, a person who knows the consumer well is requested to be present to interpret non-verbal responses for the interviewer or to speak for the consumer if there are no non-verbal responses. To further validate the answer, questions are asked to the staff person such as, "How can you tell when this consumer is satisfied/enjoying himself/herself or not?" Consumers who live with their family are interviewed by telephone. If the person is unable to speak on the telephone, questions are relayed through a family member or the family member responds for the consumer. Consumers who live independently are interviewed by telephone.

North Bay Regional Center is committed to working with Resolution to continuously improve the validity and reliability of the data collected. Resolution will continue to work in partnership with experts to improve the data collection process.

A random sample of 450 individuals was selected every six months out of a full population of approximately 5540 individuals served by North Bay Regional Center. Of those original 450, the sample was narrowed to approximately 420. This number was reached by eliminating those consumers from the sample who had no family, or where no family addresses or phone numbers were listed. The goal was to have approximately 200 families out of the 420-sample respond to the survey. The sampling error for the family satisfaction survey, with approximately 190 respondents is about plus or minus 5% to 8%.

North Bay Regional Center contracted with Resolution to survey these families regarding their satisfaction with living arrangements, education or training, health, family support, and service coordination. With the assistance of Allen, Shea and Associates and Resolution, North Bay Regional Center developed a mail survey. The following process was used to contact families:

1. An advanced letter was mailed to families.

2. A week later, the first survey was mailed to families.

3. One and a half weeks after the first survey was mailed; a reminder postcard was sent to the families who had not yet responded.

4. Two weeks later, a second survey was mailed to the families who had not responded.

5. Lastly, Resolution phoned those families who had not responded to any of the mailings.

Of the mail surveys sent to families, approximately 35% responded in writing. An additional 11% were then collected by telephone interviews. 54% of the original sample of the approximately 420 were non-respondents. The process of combining mail surveys with both mail and phone follow-up is designed to minimize non-respondent bias. As with the Adult Consumer Satisfaction survey, Resolution will continue to work closely with experts to improve the reliability and validity of the data.

A survey is mailed to all paid work programs requesting how many NBRC consumers are paid for their employment and out of those paid workers, how many interact with the public on a regular basis. Those work programs whose surveys were not returned, were first faxed another copy of the survey, and then requested to respond by phone for a 100 percent response rate.

Percent of satisfied families overall, as determined by the Early Intervention family satisfaction survey. The following process was used to contact families:

1. An advanced letter was mailed to families.

2. A week later, the first survey was mailed to families.

3. Two weeks later, a second survey was mailed to the families who had not responded.

A random sample of 107 was selected out of a subpopulation of 542 status 1 and status 2 consumers. The response rate was 55%.

Percent of families who are satisfied with the intake process, measured on an ongoing basis at final eligibility meetings and summarized at the end of each six-month interval.

This is the same as the Methodology for Adult Consumer Satisfaction Indicators.

August 24, 2001

The Honorable Wes Chesbro

California State Senate

3056 State Capitol

Sacramento, CA 95814

Dear Senator Chesbro,

We want to thank you for the support you have given the developmental disabilities community service system during your tenure.

In preparation for our 2002 Performance Contract with the Department of Developmental Services, we are surveying various North Bay Regional Center (NBRC) shareholders. We are asking all those in the legislative branch who serve citizens of Napa, Solano, and Sonoma Counties to respond to the following two questions by 9/15/01.

1. What will the developmental disabilities service system look like five years from now?

2. Ideally, what role should Regional Centers play for the next five years?

We would also like to invite you to attend our public Strategic Development meeting on Tuesday, September 4, in our Napa office from 1:00 to 4:00 p.m. We will review the NBRC activities and survey data collected the past year and collaborate in developing new initiatives. Lunch will be served to all participants who RSVP by August 29, by calling 256-1224 (Kathy Newman), or by e-mailing to kathyn@nbrc.net. The meeting will be held at NBRC, 25 Executive Court, Napa, CA. We would greatly appreciate your participation. We will be posting the results of our surveys and our strategic development activities on our website - www.nbrc.net.

If you have questions or comments, please refer them to me or Richard Ruge, NBRC Strategic Development and Training Coordinator at richardrOnbrc.net or (707) 256-1271. We look forward to seeing you soon.

California Legislature

On

Developmental Disabilities and Mental Health

SENATOR

Chair

Response to Questions Submitted by NBRC

There are several factors that will impact the developmental disabilities service system over the next several years. First, caseload growth and changing demographics of consumers of regional center services will create increasing fiscal pressures to meet service and support needs. We can expect a greater percentage of children to enter the system, as well as a larger aging population. Regional center caseloads will continue to grow more ethnically diverse. An explosive growth in the rate of autism and related disorders will provide ongoing challenges for the developmental disabilities and educational systems.

The look and nature of community-based services and supports will continue to change over time to reflect the expectations and needs of consumers and their families. New models, such as Self-Determination, could substantially change the roles of consumers and families in determining and securing the services and supports they need to be successful in meeting their goals. Persons with developmental disabilities will continue to seek more meaningful and fuelling work opportunities and more independent living situations. State government and regional centers will have to work with traditional service providers in finding new ways to meet these changing expectations.

Various factors will influence a continuing trend away from the provision of services in large congregate facilities, including developmental centers. I remain optimistic that AB 896 by Assembly Member Aroner will be the vehicle for ensuring that persons moving out of developmental centers receive appropriate community-based services and supports, that community-based services and supports for others will be improved and that the unique services currently available at developmental centers, such as specialized medical and dental services and adaptive equipment, can be made available to persons with developmental disabilities living in the community.

Ideally, what role should Regional Centers play for the next five years? First and foremost, regional centers must continue to be advocates for persons with developmental disabilities and their families in seeking the services and supports they need to be successful members of their community. Regional centers must take a leadership role in coordinating between the various public and private entities serving persons with developmental disabilities to ensure that consumers do not fall between the cracks. Regional centers will play a pivotal role in assisting consumers, families and providers adjust to the system changes that are likely to occur in the next five years. Regional centers should continue to advocate for positive system changes that will assist in stabilizing services and supports and empowering persons with developmental disabilities to maximize control over their own lives.

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