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Final Report September 30, 2012

Community Care of Central Wisconsin Final Report | 2

Prepared on behalf of Community Care of Central Wisconsin

By Kate Norby, Project Lead

T: (715) 340-7870 E: [email protected]


Executive Summary Self-Determination and Integrated Employment project leads are encouraged by the amount of

interest shown and progress made during the first Self-Determination and Integrated Employment

grant period, March 15 – September 30, 2012. A brief description highlighting project activites is

embodied in this exective summary. Following the summary is a fully developed final report

elaborating key activites of the project.

Committee Development: Community Care of Central Wisconsin (CCCW) began

implementation of the grant work plan by educating its existing internal integrated

employment committee about project goals and activities. This committee reviewed the grant

work plan and provided support and ideas for Advisory Committee recruitment. The grant

committee, known as the Advisory Committee, was developed to advise project leads in their

work and to develop a self-directed integrated employment model that reflects the interests

and needs of individuals seeking assistance.

Communication Plan: Project leads, with the assistance of the internal integrated

employment team and the project Advisory Committee, created a 2012 Communication Plan.

Strategies related to communication and education of internal and external stakeholders are

incorporated into the plan and will change as needs and opportunities change. This plan

outlines communication needs for CCCW Executive Leadership, Board of Directors, staff,

Members, Providers, and the Division of Vocational Rehabilitation in the Central Wisconsin

region. Various strategies, web-based and in-person, are incorporated into the plan.

Research and Model Development: Project Leads received assistance with research and

development from three individuals with differing backgrounds and expertise, Allison Lourash,

Lauren Henkelman, and Chelsey Drifka. Allison compiled an annotated bibliography of

research articles related to self-determination, self-directed supports, and integrated

employment. Allison was formerly employed by Pathways to Independence and during this

time was a CCCW partner on employment initiatives. Allison is currently working on her PhD

in Human Services from Walden University. Lauren completed a research paper during an

internship with CCCW in the spring of 2012 and is now employed full time by CCCW as a

Community Resource Coordinator (formerly case manager/service coordinator). Chelsey

Drifka is a member of the Self-Determination and Integrated Employment Advisory

Committee and has expertise in research, marketing and communication. She is currently

working under contract with Community Care of Central Wisconsin on a variety of projects

related to community inclusion for people with disabilities. The three research documents are

summarized in the final report and are attached as Appendices F, G, and H. Project leads, with

the assistance and direction of the Advisory Committee, created a framework for developing

the model/intervention. The committee did this work through various discussions and


activities aimed to tease out themes, must includes, and operational challenges. This

framework is included in full as part of the final report.

Baseline Survey: Three target groups were surveyed to establish a baseline of attitudes and

perceptions of self-directed integrated employment. Initially targeted were CCCW senior

leadership, self-directed support and provider network management staff and Advisory

Committee members. The survey and full responses are included as Appendices I and J. One

limitation of these early surveys is the small sample size. Additional surveys will be conducted

to expand the sample size beginning in November, 2012.

Organizational Learning: CCCW engaged in several in-house learning events to support

possibilities in planning and a shift in thinking about self-direction and integrated employment.

Four external consultants experienced with self-direction, self-determination and the value of

employment were invited to share and learn with CCCW staff. All four learning experiences are

described more fully in the body of the final report.

Product Series: A series of documents created during the year one project are publicly visible

on CCCW’s online educational networking site, cccw.bloomfire.com.

Evaluation: Progress toward year one goals and activities were continuously evaluated during

the first contract period. The final report summarizes the success of meeting key goals and

activities identified on the work plan of the original project proposal.


CONTENTS

Executive Summary 3

Committee Development 6

Internal Committee Support 6

Advisory Committee 6

Communication Plan 7

Messaging the Value of Integrated Employment 7

Communicating Project Goals and Activities 7

Research and Model Development 8

Model Framework 9

Baseline Survey 12

Organizational Learning 16

Document Series 18

Evaluation 19


Committee Development Community Care of Central Wisconsin (CCCW) began implementation of the grant work plan by

educating its existing internal integrated employment committee about project goals and activities.

This committee reviewed the grant work plan and provided support and ideas for Advisory Committee

recruitment. The grant committee, known as the Advisory Committee, was developed to advise

project leads in their work and to develop a self-directed integrated employment model that reflects

the interests and needs of individuals seeking assistance. An Advisory Committee contact list is

attached as Appendix A. Meeting agendas and notes are attached as Appendix B.

Internal Committee Support

CCCW’s long-standing internal integrated employment committee is made up of Community Care of Central Wisconsin staff across departments (interdisciplinary teams, provider network and business). This team lends support and guidance when operationalizing changes to the current structure and system. They also serve as internal and external ambassadors who message the value of integrated employment.

Advisory Committee

Project leads built an Advisory Committee that is predominately self-advocates and their family and friends. MCO staff and project leads are included in this committee, but are deliberately kept as minority participants. This committee successfully reviewed grant objectives and activities and worked collaboratively to develop a framework for model/intervention development. The model framework is outlined later in this report. Project leads incorporated team building activities into all meetings to help establish and maintain relationships and to boost participation and comfort among committee members.

BUILDING A TEAM: ADVISORY COMMITTEE

Internal Committee

Advisory Committee

0

1

2

3

4

5

6

7


Communication Plan Project leads, with the assistance of the internal integrated employment team and the project Advisory Committee, created a 2012 Communication Plan. Strategies related to communication and education of internal and external stakeholders are incorporated into the plan and will change as needs and opportunities change. This plan outlines communication targets including, CCCW Executive Leadership, CCCW Board of Directors, staff, Members, providers, and the Division of Vocational Rehabilitation in the Central Wisconsin region. Various strategies, web-based and in-person, are incorporated into the plan. The Communication Plan is attached to this report as Appendix C.

Messaging the Value of Integrated Employment

Project leads enlisted the support of executive

leadership in the messaging of the value of

integrated employment along with the

announcement that CCCW was awarded the

opportunity to develop and manage the project

(Appendix D.1). CEO, Jim Canales and COO,

Mark Hilliker, supported the initiative by

speaking publically to all staff about the value of

integrate employment and the organization’s

commitment to this work as evidenced in

CCCW’s mission, vision and values (see

Appendix E).

Jim Canales invited Kate Norby to speak at a CCCW

Board of Directors meeting in April, 2012. Kate was

able to provide the Board with an overview of the

grant, project purpose, goals and activities. The

Board was supportive and engaged in a discussion

about the necessity and value of the project.

Communicating Project Goals and Activities

The CCCW internal integrated employment

team and the Advisory Committee lent input

and support with the development of the

communication plan. Project leads created a

one page document designed to be informative

and easy to read (Appendix D.2). This one page

document outlines BPDD strategic goals, the

purpose of the grant and the activities targeted

for 2012.

Project leads have posted project materials and

documents on a Community Care of Central

Wisconsin public webpage (cccw.bloomfire.com)

and will continue to update this material throughout

the grant period. Online educational tools and

videos will be housed alongside and will be made

available to any interested party.


Research and Model Development Project Leads received assistance with research and development from three individuals with differing expertise, Allison Lourash, Lauren Henkelman, and Chelsey Drifka. The three research documents are summarized below and are included in full as attachments to this report. Allison Lourash was formerly employed by Pathways to Independence and has been a long time CCCW partner in employment initiatives. Allison is currently working on her PhD in Human Services from Walden University and has recently accepted a position as a Director of Youth and Employment Services at Lake County Community Independent Living in Illinois. To assist CCCW with this project, Allison completed an Annotated Bibliography containing brief annotations of scholarly relevant articles relating to self-determination and employment of individuals with intellectual disabilities. The articles were accessed through multiple searches related to self-determination, employment, and transition age youth using EBSCOHost’s Academic Search and ProQuest. Articles were then divided into three types. Those of no relevance were not included in the annotated bibliography. Those of some relevance that would not be considered scholarly works or are outdated are included at the end. The complete Annotated Bibliography is included as Appendix F. Lauren Henkelman prepared a research paper for a senior project with Upper Iowa University titled, Promoting Self-Determination and Integrated Employment for People with Physical and Developmental Disabilities to Enhance Quality of Life and Long-Term Care Sustainability. Lauren completed this paper during an internship in the spring of 2012 and is now employed full time by CCCW as a Community Resource Coordinator (formerly case manager/service coordinator). Lauren’s analysis is summarized below. The full research paper is included as Appendix G).

Analysis: Recent decades have brought about extensive change surrounding the view and treatment of people with disabilities in our society, but the acceptance and integration of this group of individuals and their voice and acknowledgement as contributing members of communities are persistently lacking. It is going to require wide-reaching system change to amend the notion that people with disabilities need to be ‘taken care of’ by people without disabilities and that they do not need to be active decision-makers in their own lives. One way that society can contribute to this change is to support and acknowledge the value of people with disabilities in the community work-force. This integration can also lead to increased person-centered, self-determined life change for individuals, as well as the development of friendships and natural supports and increased overall community participation for people with disabilities. Encouraging individuals to be dynamic advocates and participants in their employment planning and the satisfaction of their needs will increase self-worth and support quality of life, as well as promote positive interagency relationships and cost-effectiveness, supporting the ongoing sustainability of the Family Care Program.

Chelsey Drifka is a member of the Advisory Committee and has expertise in research, marketing and

communication. She is currently working under contract with Community Care of Central Wisconsin

on a variety of projects related to community inclusion for people with disabilities. Chelsey prepared

a research paper for this project using a variety of sources, including those identified by the funder.

This research paper is included as Appendix H. The following is an excerpt of Chelsey’s work.


Excerpt: Self-determination, employment models, and community support are all active strategies which can lead to inclusive employment. Yet, it is important to maintain a balanced view of employment. Employment models used across the general population suggest that successful employment is not merely finding the “best fit” in terms of one’s goals, aspirations, and talents (Jahoda, Kemp, Riddell, & Banks, 2007). Instead, establishing successful employment is a dynamic process which requires cohesion between the individual, the organization, the social networks, and the standards of practice within. Therefore, it is important to remember that everyone, regardless of complexities, must accept the often challenging, yet rewarding experience that comes with employment.

Model Framework

Project leads, with the assistance and direction of the Advisory Committee created a framework for

developing the model/intervention. The committee did this work through various discussions and

activities aimed to tease out themes, must includes, and operational challenges. This framework is

described below. A facilitated activity used to test this framework is included as Appendix I.

Step 1: Making a case for Self-Determination Motivation to Move Forward Self-Determination theory is a theory of motivation. It demonstrates the human desire to live in healthy and effective ways and has been a cornerstone of the disability movement. Self-Determination positions individuals with disabilities to live as full citizens in their communities, through five core ideals - freedom, authority, support, responsibility, and confirmation.

Using a framework of Self-Determination normalizes the process for seeking meaningful community employment. People determine their career goals and choose resources that support them toward

Self-Determination: Motivation to Move Forward

Pre-Planning: Like Everyone Else

Support: Unpaid and Paid

Career Eploration: Ongoing


those outcomes. Individuals on the path to employment are decision makers and actively engaged in all parts of the process. They act as the primary source of information, plan for the job search, and invite others that they choose to help.

If people gain control,

Their lives will improve,

And costs will decrease.

-RWJ Final Report, (2002)

The Robert Wood Johnson Final Report (2002) noted a power shift away from professionals toward people and their allies, evidenced improved quality of life in more than twelve dimensions, and a reduction of dollars spent. The findings of this work concluded that self-determination can positively influence public policy and organizational practice. (See http://www.outcomeanalysis.com/DL/pubs/RWJ-SD-Final-Report.PDF.)

Step 2: Preplanning Like Everyone Else Normalization is “The utilization of means which are as culturally normative as possible in order to establish and /or maintain personal behaviors and characteristics which are as culturally normative as possible” (Wolfensberger, 1972, p.28).

What do you want to be when you grow up? Most of us ask ourselves and each other this question throughout our lives. Our goal is to find fulfilling work throughout our lives that reflects who we are and the gifts we have to offer our communities. We usually don’t start by thinking about what we can’t do, by assessing our limitations. We understand intuitively, that it is a much more positive experience if we start by looking at what we can do, what makes us unique, and what gifts and talents we have to offer others. Simply, this is a normalized approach we all embark on.

Step 3: Supports (Unpaid and Paid) Who can help make this happen? The person seeking a career, first and foremost, with the help of family, friends, and supporters that they identify are the core group who can make this happen.

Supports come in many forms. Usually, we rely on the people that are important to us in our lives to help us think through our goals. We count on them to rally around us through our ups and downs. For people who face challenging complexities due to a developmental and/or physical disability, this important aspect is sometimes less honored as professionals and systems take over. Often, the person and his/her family become passive recipients of employment services and the process loses a sense of normalization.

We understand this. We want to change this. It is our goal to provide people with the necessary tools and resources needed to take back the right to lead their own journey to employment. We will step back and provide guidance and other help at the request of the individual.

Funding agencies and systems do have role. There are a variety of excellent planning tools that are available to anyone. We recognize that no one tool fits everybody and will provide an overview of

http://www.outcomeanalysis.com/DL/pubs/RWJ-SD-Final-Report.PDF

http://www.outcomeanalysis.com/DL/pubs/RWJ-SD-Final-Report.PDF


tools, so each person can choose what works best for her/him. Funders also provide supports that help each person access the career she/he is working toward, for example, accommodations, transportation, job development, and coaching.

Step 4: Career Exploration (Ongoing) It’s a journey, not a destination. You cannot control the wind but you can direct the sail. Though variations exist and authorship remains unclear this message embodies what we at Community Care of Central Wisconsin (CCCW) believe. We want people to direct their own sails, and the best place to test the waters is within their communities.

It’s been stated that the average person changes jobs 5-7 times throughout their lifetime. We understand that people living with impairment are no different in their pursuit of careers that bring meaning to their lives and we support career exploration as an ongoing voyage.

We want people to command their own ship and set a course to create meaningful lives. This is best accomplished through active citizenship and employment in their communities. These four steps are the framework which will shape a self-directed community employment model.


Baseline Survey Three target groups were surveyed to establish a baseline of attitudes and perceptions of self-directed

integrated employment. Initially targeted were CCCW senior leadership, self-directed support and

provider network management staff and the Advisory Committee members. The survey and the full

responses are included as Appendices J and K. One limitation of these early surveys is the small

sample size. Additional surveys will be conducted to expand the sample size beginning in November,

2012.

Although there was some variation, the three groups responded within 1 point of each other for all but

two questions indicating a similar positive attitude toward self-directed employment as an option for

individuals enrolled in long term care programs. The two areas with variation greater than 1 point are,

“Employment services should be directed by a vocational rehabilitation counselor” and “The Family

Care model allows for creativity and flexibility and makes it possible for any individual with a disability

to self-direct his/her employment supports.” In both of these areas, Advisory Committee members

(consisting of 2/3 members, family and friends), responded sometimes/usually to the statement

employment services should be directed by a vocational rehabilitation counselor and sometimes/usually

to the statement Family Care allows for creativity and flexibility and makes it possible for any individual

with disability to direct his/her employment supports. See highlighted responses below.


Directing Employment Supports Survey

Average Ratings

Surveys collected June and July, 2012 Rating Scale: 1 = Always 2 = Usually 3 – Sometimes 4 = Rarely 5 = Never

CCCW Operations Team (Directors/COO) (n = 6)

CCCW SDS/Provider Network Management Team (n = 10)

Advisory Group 2/3 Members & Allies, 1/3 CCCW Staff (n = 11)

1. Individuals with intellectual disabilities have the ability to self-direct their own employment services and supports.

1.67 1.7 1.82

2. Individuals with physical disabilities have the ability to self-direct their own employment services and supports.

1.33 1.3 2.0

3. Some individuals have a disability that is too severe to self-direct their own employment services and supports.

3.67 4.0 3.55

4. Employment services should be directed by an employment provider. 4.0 4.2 3.18

5. Employment services should be directed by a vocational rehabilitation counselor. 4.0 4.1 2.82

6. Employment services should be directed by the care manager. 4.17 4.11 3.55

7. Employment services should be directed by the individual with the disability. 1.67 1.7 1.82

8. It is possible to self-direct employment services even when the individual is a consumer of an employment provider agency.

2.17 2.0 1.45

9. Self-directing employment services leads to better employment outcomes. 2.0 1.6 1.64

10. Natural supports can be used as one way to fade out paid supports. 2.0 1.44 2.09

11. Increasing independence, including self-directing employment supports on the job is one way to fade out paid supports.

1.83 1.6 1.82

12. I understand how natural supports are used on the job. 1.75 2.4 2.18

13. I understand how an individual with disabilities can self-direct their employment supports. 2.0 2.4 2.18

14. The Family Care model allows for creativity and flexibility and makes it possible for any individual with a disability to self-direct his/her employment supports.

1.17 1.4 2.27


Open Ended Reponses

CCCW Operations Team (Directors/COO)

CCCW SDS/Provider Network Management Team

Advisory Group 2/3 Members & Allies 1/3 CCCW Staff

What role should individuals with disabilities take when planning to work in the community?

1. Identify their interests; articulate what they have, what they would like, and what they would like to develop.

2. They should be at the center of planning, providing their employment outcomes.

3. They should take the lead role, receiving supports to be successful.

4. Central role in planning for work.

5. A lead role. 6. Participate.

1. They should direct how they want to work in the community.

2. They should get to choose what type of work they want to do.

3. They should be directing where they would like to work. They should lead.

4. The individual’s aspirations, gifts and strengths should be at the center of all panning. The individual, with assistance from the circle of family and friends, should decide the direction and activities.

5. Be involved in the entire process – determining what job they want

6. Make every attempt to find a position that best fits them. Decide what they hope to gain from the work, and what their ultimate goal is.

7. Explore what peaks their interest, and what gifts and talents they have.

8. Lead – with family and friends.

9. An active one. 10. The central role – it’s their

employment.

1. Should be center and focus of all employment.

2. They should take the lead role and voice their dreams and desires, working with their team to discover the possibilities available to them.

3. They should try to take the lead.

4. A very active role. Every individual has the right to choose the life he/she chooses – period.

5. Choices of what they would like to do, then pursue that area.

6. I hope the go about finding employment actively, and using the same tools as everyone else, to the extent possible.

What role should individuals with disabilities take when finding work in the community?

1. Exploring opportunities – with organizations of interest.

2. Individuals should be part of the process, and identify work opportunities, hours, etc.

3. A lead role, with collaboration of own support team.

4. At minimum, part of the search.

1. An active role, like I would take.

2. They should help make decisions about the organizations chosen.

3. They should be an intricate part of finding work.

4. Should be involved in creating lists of possible employers – approving contacts.

5. With assistance – determining their strengths and skills – what is available with regard to positions – all aspects.

6. Make sure to make their opinions known about what their interests are, and what

1. Self-direct whenever able, or rely on their families or professionals who are close to them.

2. They should do whatever they are able to do with regard to the job search, interview process, etc.

3. They should express their interests and be allowed to try again with different areas of work.

4. Active – though support should be available. Just like we all use networking – this should be the norm for all.


sort of job they would like. 7. Lead role.

5. Offering the choice of what they want to do.

6. The need to be able to express what sort of employment they want to pursue (their interests), and actively pursue jobs they believe will make them happy.

What role should individuals with disabilities take to sustain work in the community?

No legible responses. 1. Goal to be same working role

that I have with my employer. 2. Directing individuals to assist

them with keeping a job. 3. Should be included in all

discussions – be a part of any decisions for changes in support, jobs, etc.

4. All aspects. 5. Communicate with employer,

support systems and others, to allow for flexibility to make it successful.

6. Be responsible as everyone who has a job is, and do what is expected for the job.

7. Lead role – ownership of the process as well as the outcome.

1. Self-direct when able, be open to new forms of job coaching, use natural supports, expected to be related like every other employee.

2. They should keep in touch with their team to discuss, on a regular basis, any concerns they may have, as well as what’s working and what’s not on the job.

3. Personal right to choose the best fit and whether he/she wants to continue in that role.

4. A goal towards independence – less support.


Organizational Learning CCCW engaged in several in-house learning events to support possibilities in planning and a shift in

thinking about self-direction and integrated employment. Four external consultants experienced with

self-direction, self-determination and the value of employment were invited to share and learn with

CCCW staff as described below.

Annette Downey and Elaine Taverna from the Center for Self-Determination

(http://www.centerforself-determination.com/)

Annette Downey, Director of Community Living Supports (CLS), Oakland County Michigan has been successfully operating a fully self-directed managed care organization for several years. Annette consulted with CCCW operations management, underscoring the value of self-directed supports and income generation for all. Included in her presentation was an overview of non-traditional employment opportunities that start with a vision and keep the focus where it should be – on finding out what people like to do, emphasizing strengths, considering supports needed for success, and believing in people. CLS has had success implementing self-directed employment by changing traditional mindsets that jobs must be 9-5, 40 hours a week, or generating huge profits. Some ideas shared by Annette are listed below.

Annette explained the importance of “aiming high” and stated that “the biggest barrier to human

potential is low expectations.” Operationally, CCCW staff found it valuable to understand CLS’

authorization options, including:

Finding job coaches/mentors who already have skills in the desired area of work;

Hiring someone that can help get a person’s foot in the door;

Hiring someone to help with follow along support and to teach transportation skills.

http://www.centerforself-determination.com/


Elaine Taverna, Community Living Director at Community Living Services (CLS) in Wayne County

Michigan, spent a day consulting with operations management staff sharing key components of

organizational change that lead to person-centered thinking and practice through a focus on real life

outcomes. Elaine provided an overview of lessons learned from CLS’ transition from vocational

service contracts to community employment and skill building contracts, incentives for income

generation, micro business, and meaningful day supports (community belonging, volunteering,

evidence based wellness activities and creative partnerships). Ms. Taverna also shared her experience

involving stakeholders in all developmental stages through powerful partnerships, peer advocates,

personal stories, hard data, soft data, and networking. Additional lessons learned stressed the

importance of:

Adopting a sense of urgency

Being clear and comprehensive

Being flexible

Strategic business diversification

Public policy work

Prioritizing networking activities

Leveraging resources

Developing flexible funding systems

Developing internal systems of budgeting expertise

Unbundling services and costs

Merging finance and operations

Utilization review

Education, education, education

Giving back – sharing information with others

Sharing success stories

It Takes a Village

In June, CCCW hosted six half day events for staff, Members, and providers to share and learn

together about the value of community and asset based thinking. These events reached nearly 800

individuals. Dennis Harkins and Joe Erpenbeck were key presenters at all six events.

Dennis Harkins, a Wisconsin consultant, provided a thought provoking presentation about a person

directed partnership between people who rely on the system (Members) and the public system. He

demonstrated through stories ways that individuals are successfully leading their planning and

support decisions, demonstrating how the expertise and strengths of individuals, families,

communities and the service systems can be most powerfully integrated.

Joe Erpenbeck, Neighborhoods, Connections and Care (http://www.joeerpenbeck.com/), formerly

supervised Asset Based Community Development Cincinnati. Joe inspired the audience to

acknowledge that everyone has gifts, gifts are valued in the community, friends and activities give

meaning to our lives, and there are many hospitable places in our communities.

These community building events support the work of the SDS/IE project by helping us learn and

dialogue key principles of citizen-centered thinking. This paradigm shift is necessary for the

successful implementation of a self-directed integrated employment model.

http://www.joeerpenbeck.com/


Document Series The following will be put on CCCW’s online educational networking site, cccw.bloomfire.com by Oct

30, 2012:

A CCCW grant award announcement that summarizes the project and the organization’s

enthusiasm to embark on this learning.

A one page document used to educate the CCCW Board of Directors, staff, and external

stakeholders.

A document that messages the value of integrated employment that was delivered during an

all staff meeting by Mark Hilliker, COO. This document embodies key features of the

Employment First movement.

The SDS/IE project communication plan.

All research papers developed for this project

The SDS/IE model development framework.

The sample baseline survey used in year one.

Final Report, September 30, 2012


Evaluation

Progress toward year one goals and activities were continuously evaluated during the year one period. The final report summarizes the success of key activities and areas identified on the original proposal work plan. These include:

Stakeholder committee development

Communication planning and implementation

Administrative recording of activities

Research

Model/Intervention Development

Document series shared publicly

Baseline survey/evaluation One activity that was not met, but in progress, is participant and facilitator guide development and disbursement. Further discussion with BPDD liaisons indicate a reconsideration of this activity and instead using the Self-Directed Employment Planning Guide developed for a prior BPDD project. With the support of Ann Sievert and Ellie Hartman, project leads implemented a baseline survey that was given to three CCCW stakeholder groups – senior leadership, self-directed support and provider network management staff, and the Advisory Committee members. This has been described in full in an earlier section of this report. Additional baseline surveys will be collected to expand sample size beginning in November 2012. The following logic model short term outcomes described in the original proposal were met during this period. Long Term Outcomes are still in progress.

CCCW provided meeting space and assistance for all project activities.

The stakeholder committee serving as advisors of this work were educated and engaged in project objectives and activities.

Multiple levels of research occurred. Reported findings are included as part of this report.

Existing models of self-determination, self-directed supports and integrated models were researched and evaluated.

Stakeholder forums/meetings led model/intervention development.

Grant activities and products were administered, recorded and evaluated no less than monthly.

Documents

Final Report - my-linked.commy-linked.com/.../01/SDS-Employment-Project-Final... · embodied in this exective summary. Following the summary is a fully developed final report elaborating