NBRC Strategic Development Process

A Consumer Guide to the Lanterman Act
The Oaks Group: Bill Coffelt, President
The Children's system of care
The California Mental Health & Developmental Disabilities Center
ADAWATCH
State of California website

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N O R T H   B A Y   R E G I O N A L   C E N T E R

S T R A T E G I C   D E V E L O P M E N T   M E E T I N G

Tuesday, September 4, 2001 , 1:00 to 4:00 pm

North Bay Regional Center – Napa office – Room 1A

CONTEXT FOR OUR MEETING:  What we want to capture is our vision for our future.  We want to identify a game worth playing for the next three to five years.  How can NBRC continuously deliver superior value to NBRC shareholders?

A   G   E   N   D   A

1. Introductions.
2. Review and comment on the history of NBRC Strategic Planning, the NBRC Strategic Development Process, and how shareholder input will be used.
3. Review and comment on current NBRC Vision Statement, Imperatives, and Values Statement.
4. Discuss how to make the NBRC Strategic Development Process more accessible, understandable, and meaningful for our shareholders.  Identify critical needs for our shareholders in Napa , Solano, and Sonoma counties:
1. What are the top priorities or shareholder imperatives and where should NBRC focus its quality initiatives?  What are the components of quality services for our shareholders?
2. In what areas do our shareholders want empowerment and/or greater responsible freedom?
3. What information do our shareholders need?
4. How can we encourage future leadership? 

                                                               i.      The development of NBRC Strategic Development email lists.

                                                             ii.      Partners in Policymaking?

                                                            iii.      Board development.

5. Discuss further inclusion of shareholder issues in NBRC long range planning:
1. Identify additional goals for NBRC Strategic Development Key Emphasis Areas.
2. Identify objectives for identified goals and who will be responsible for the objectives.

6.      Create action plan:  who does what by when.

The North Bay Regional Center Strategic Development Process

(Draft proposal – 7/30/01 )

North Bay Regional Center (NBRC) - Promoting Opportunities, Supporting Choices for People with Developmental Disabilities in Solano, Sonoma and Napa Counties .

The North Bay Regional Center Strategic Development Process is North Bay Regional Center’s public declaration to our shareholders for what we intend to be held accountable. 

The Lanterman Act intended to provide local involvement and local control to individuals with developmental disabilities and their families.  The NBRC Strategic Development Process is our attempt to realize the vision of the original Lanterman legislation.

The purpose of the NBRC Strategic Development Process is to not only guarantee improvement in the lives of those we serve, but also to promote our partnership with all of our shareholders.  We intend to accomplish significant results through meaningful relationships. 

We consider our SHAREHOLDERS to be:

A.     Our consumers and their families.

B.     Our NBRC personnel.

C.     Our service provider community.

D.     Local agencies who also serve our consumers and families, such agencies as local mental health, schools, licensing agencies, children and adult protective services, advocacy groups, law enforcement, emergency relief services, etc.

E.      The other twenty Regional Centers.

F.      State and Federal departments and agencies, such as the Department of Developmental Services, the Department of Rehabilitation, Health and Human Services, etc.

G.     Our legislators.

H.     Our community-at-large.

Our goal is to have all our shareholders be NBRC change agents: someone who can take ownership of a problem or issue and has the capability and freedom of action to bring about resolution. 

We intend to continually improve the design of our strategic development process, so that it remains accessible to all our shareholders, is clearly understood by all our shareholders, and encourages active shareholder involvement. 

We consider the following to be IMPERATIVE in our strategic development process:

1.      Consumer and staff safety.

2.      Budget control.

3.      Compliance with all laws.

4.      Systematic documentation.

5.      Compliance with our Union Agreement.

6.      Community peace.           

7.      Adequate staff, space, and equipment to operate.

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:

1. Support Choices: Clients and families should have choices in the types of support that best suit their needs and preferences.
2. Promote Prevention: Providing services as early as possible often avoids bigger problems and costlier solutions later on.
3. Advocate Same Freedom and Responsibilities: People with developmental disabilities should participate in community life as do people without identified disabilities.  They should have the same legal protections and obligations as do other citizens.
4. Promote Equal Opportunity: People with developmental disabilities should have the chance to pursue the same life goals in work, relationships, leisure pursuits and personal development as other people.
5. Respect Diversity: Services should be provided in a way that honors differences among people and families in culture, religion, disability, ethnic background, sexual preference and gender.
6. Promote Life in the Mainstream: Services should be designed to integrate people with developmental disabilities into typical community life and avoid segregation by disability.
7. Recognize the Dignity of Risk through Least Restrictive Supports: Living life in the typical community involves risks.  People with developmental disabilities should not be denied freedom in the name of protection.  Services should provide enough support to encourage individual growth and honor personal freedom while addressing health and safety in the same way as is done for those who do not have identified disabilities.
8. Promote Partnership: Working together in a spirit of partnership will overcome many obstacles as everyone looks for ways to insure success for the benefit of clients and families.  North Bay Regional Center seeks to work cooperatively with all people and organizations involved in supporting clients and families.
9. Focus on the Family: People live in the context of family - those who know and care about the person.  Services should encourage a nurturing family environment through honoring family choices and structure.
10. Promote Innovation: Services improve through acting on suggestions from clients, families and colleagues.  Based on careful listening, we constantly look for better ways to work with each other and provide top-quality services and supports to people with developmental disabilities and their families. 
11. Foster Leadership: Development and encouragement of leadership is key to advocacy for people with developmental disabilities in all areas of the system of services: local, regional, statewide and nationwide.  Leadership is not dependent on rank, but on knowledge, motivation, commitment and results. 
12. Promote Health and Safety: People with developmental disabilities should have access to high quality services that recognize basic and special health and safety needs.  They also need training in how to meet their health and safety needs.
    Draft   Draft   Draft    Draft   Draft   Draft    Draft   Draft   Draft

North Bay Regional Center Strategic Development Key Emphasis Areas for 2001 to 2002

A.     Prevention and Early Intervention:

Goal 1:  Improve shareholder satisfaction with Early Intervention processes.

B.   Health and Well-Being:

Goal 1:  Improve shareholder satisfaction with health outcomes and services.

Goal 2:  Improve service options for consumers with intense needs.

Goal 3:  Improve awareness of shareholder social/sexual responsibilities, including abuse prevention.

Goal 4:  Improve awareness of shareholder disaster preparedness responsibilities.

C.  Self-determination Support:

      Goal 1:  Increase consumer and family self-determination opportunities.

      Goal 2:  Increase shareholder satisfaction with transportation services.

D.     Consumer/Family Support:

Goal 1:  Improve consumer and family satisfaction with family supports.

E.      Education and Lifelong Learning:

Goal 1:  Improve shareholder satisfaction with education and lifelong learning.

F.      Living Options:

Goal 1:  Improve shareholder satisfaction with living options.

G.     Work and Leisure:

Goal 1:  Improve shareholder satisfaction with consumer work opportunities.

Goal 2:  Increase consumer recreational opportunities. 

H.     Service Planning and Coordination:

Goal 1:  Increase effectiveness of shareholder resources and training.

Goal 2:  Improve shareholder satisfaction with case management processes.

Goal 3:  Improve shareholder satisfaction with transitional processes.

Goal 4:  Increase shareholder partnership and collaboration.

I.        Administration and Governance:

Goal 1:  Increase shareholder awareness of developmental disability issues.

Goal 2:  Increase shareholder participation in policymaking.

Goal 3:  Improve shareholder satisfaction with fiscal processes.

rr-6/20/01

For more information, contact:

Napa County Office 10 Executive Court, Suite A Napa, CA 94558 Telephone (707) 256-1100 Fax (707) 256-1112 TDD (707) 257-0213	Emergency Response: (800) 884-1594 (evenings/weekends)
Sonoma County Office 2351Mendocino Avenue Santa Rosa, CA 95403 Telephone (707) 569-2000 Fax (707) 542-9727 TDD (707) 525-1239

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