ÁÔÆæÖØ¿Ú

The Olmstead Plan will require coordinated staff oversight and active engagement from people with lived experience of disability. These cross-goal objectives are integral for raising awareness and driving progress across all goals. We will not ask about prioritization of these goals in the survey as they will be included in the plan.  

Objective 1: Secure funding for a full-time Olmstead Coordinator to oversee advisory group, monitor timeline and quality assurance, and drive progress towards goals and objectives 

Objective 2: Secure funding to develop an Olmstead advisory group to ensure goals and objectives are being met on the expected timeline 

Objective 3: Partner with disability serving providers, organizations, and other state departments to create a public service campaign raising awareness about disability issues and addressing disability stigma 

• A different disability-serving entity leads this initiative each year 

• Include Public Service Announcement series on radio/tv to reach communities without broadband internet, matched with streaming videos (e.g., YouTube) for those without consistent internet access 

Objective 4: Host a yearly solutions-focused Olmstead Disability Summit between the Department of Public Health and Human Services (DPHHS) waiver and state plan staff, Vocational Rehabilitation, Centers for Independent Living/Statewide Independent Living Council, disability service providers, Department of Commerce, Department of Transportation, and people with disabilities and their families 

This goal reflects the fundamental principles of the Olmstead decision and was voiced by people in communities across ÁÔÆæÖØ¿Ú. There need to be more options for home and community-based services to reduce institutionalization, and people with disabilities deserve the right to choose their preferred option. 

Objective 1: Prevent and reduce institutionalization through data-informed strategies that enhance access to community supports 

Activities 

• Ensure each 1915c waiver has an up-to-date diversion plan for institutionalization  

• Identify data collection needs to gather the primary reasons individuals are institutionalized, using insights from analysis to inform and shape Olmstead Plan priorities  

• Build out the existing citizen complaint and assistance process to ensure timely feedback  

• Improve data collection by establishing interdepartmental standards for defining service and employment settings and tracking institutionalization, congregate living, independent living, segregated employment, enclave employment, and competitive integrated employment  

Objective 2: Expand access to choice in decision-making for people with disabilities 

Activities 

• Develop an implementation and reporting plan to ensure all team members (e.g., case managers, community rehabilitation program staff, designated provider agency team members) supporting ÁÔÆæÖØ¿Úns with disabilities will have ready access to training in the person-centered planning (PCP) process, including how to transfer PCP goals into a plan of care and how to provide informed choice in employment and independent living. In subsequent years, a modified training will be developed for use with the client, parent/guardian, and/or designated support person   

• Expand timely education on supported decision making and less restrictive options to guardianship that are accessible to all ages (e.g., students leaving school, older adults with cognitive challenges, people with mental health diagnoses) 

• Explore the state’s option to formally eliminate Medicaid claw back of Achieving a Better Life Experience (ABLE) Account funds to increase utilization; expand public promotion of ABLE accounts 

Achieving this goal is contingent upon legislative action in 2027 to fund, build, and implement a unified, statewide approach to address the top priorities of ÁÔÆæÖØ¿Úns with disabilities: transportation and housing. DPHHS’ efforts will be amplified by collaborative effort across state departments to enact the changes necessary to address these identified challenges. 

Objective 1: Improve interagency collaboration and system alignment within DPHHS and across other state entities 

Activities 

• Commit to 2 inter-agency meetings with the Department of Commerce yearly to set and evaluate progress toward measurable goals to improve access to housing for people with disabilities 
  • Set the groundwork with “What is Olmstead”, goal setting for an integrated plan, and disability specific trainings
  • Begin with review of existing housing policies for consistent alignment with Olmstead priorities and in consideration of feedback gathered from stakeholders 

• Commit to 2 inter-agency meetings with the Department of Transportation yearly to set and evaluate progress toward measurable goals to improve access to transportation for people with disabilities
  • Set the groundwork with “What is Olmstead”, goal setting for an integrated plan, and disability specific trainings 
  • Topics for later meetings could include how best to work with transit providers on exploration of extension of paratransit hours beyond 8-5 and including weekends, piloting rural transportation options, strengthening on-demand transit options, expanding access to assistive technology options for driving, and supporting services for driving training and assessments 

• Establish inter-agency training for state staff on universal design principles for increased accessibility, highlighting housing, transportation, and public spaces 

Objective 2: Develop more inclusive, accessible housing and infrastructure for individuals with disabilities and aging populations 

Activities 

• Expand the role description of the existing transportation coordinator to include housing coordinator duties during Year 1. Seek to secure funding for 1.0 FTE position in each role in later years of the plan 

• Explore partnerships with non-profit housing organizations and/or local/county housing councils or authorities across ÁÔÆæÖØ¿Ú, including areas with acute housing needs, to discuss feasibility of incentivizing the creation of more universally accessible units 

• Develop and implement training on accessibility standards/options for housing developments and provide this training to at least 5 rural housing providers yearly 

• In partnership with the Department of Commerce housing division and existing housing providers, offer homebuyer education specifically for people with disabilities (include options for accessible housing and use of ABLE accounts) 

• Explore incentive options, seek new potential funding sources, and/or deploy existing resources more strategically to facilitate universally designed infrastructure (e.g., public bathroom modifications, playgrounds, ramp installations, etc.)   

Objective 3: Strengthen and expand accessible transportation systems for individuals with disabilities and aging populations 

• Move the Transportation & Housing Coordinator to the DPHHS Director’s Office  

• Meet with legislative champions before the 2027 legislative session to discuss funding to incentivize private accessible ride services (e.g., Uber, Lyft, taxis) to strengthen transportation options for people with disabilities and those aging in place  

• Utilize community-level Transportation Advisory Councils to greater effect, ensuring Transportation Coordinator attends these meetings and reports up to Olmstead Coordinator for increased collaborations, resource sharing, and information dissemination   

• Serve as a sponsoring agency for an expanded transportation voucher system, aiming to enhance voucher distribution by 10% annually  

• Work with transit providers to pilot a volunteer transportation program and/or accessible ride-share co-op in at least 2 rural communities. If successful, expand to 2 additional communities yearly  

• Conduct analysis on existing transportation data and interview clients to better understand barriers to use; based on analysis, revise how transportation options are organized on the website and presented to the public for easier access to the right service in the right community  

• Create a Disability Transportation Service Line directly connected to the DPHHS Transportation Coordinator for coordination assistance and data tracking  

• Create new and/or promote existing training opportunities for transportation providers serving the general public on working with people with disabilities 

The Olmstead Plan will work with and alongside other DPHHS initiatives like the Behavioral Health System for Future Generations and the proposed Rural Health Transformation Project to improve healthcare and mental health services for people with disabilities in the communities of their choice. 

Objective 1: Improve workforce education and sustainability 

Activities 

• Expand provider education and access to specialized evidence-based telehealth services: 
  • Train an additional 500 healthcare workers using “Curriculum in IDD (intellectual or developmental disability) Healthcare” to help providers better understand and support individuals with intellectual or developmental disabilities when they need medical and behavioral care 
  • Scale “Station MD” beyond the pilot project to an additional 5 providers each year, contingent on positive feedback from the pilot study 

• In partnership with the Department of Labor and Industry, develop a Direct Support Professional (DSP) task force to meet regularly on topics such as improving recruitment and retention, identifying private industry partners, and professionalizing DSPs 

• Explore expansion of the ÁÔÆæÖØ¿Ú State Loan Repayment Program to include more levels of education that are inclusive of residential care employees 

• Provide change management support: ongoing communication/training from the state to those implementing changes and those receiving services to review new technologies and processes, and to support implementation  

Objective 2: Expand service delivery to improve access to care across rural and urban settings 

Activities 

• Initiate and develop a partnership with at least 1 large provider in the state to explore setting up rural and tribal hubs to increase access to specialists  

• Maintain and increase access to telehealth and local specialty care to reduce the need to travel for services  

• Explore implementation of statewide initiative to promote assistive technology, home modifications that support independence, and monitoring/communication technologies to decrease the need for direct support staff 

• Seek funding to employ or contract with community-level disability services navigators or community health workers 

• Coordinate monthly meetings between the Developmental Disabilities Program (DDP) and HOPE Waiver (formerly the Severe Disabling Mental Illness Waiver) staff to improve services for people with co-occurring I/DD and mental health conditions 

Objective 3: Reduce caregiver burden 

Activities 

• Enhance promotion of respite services and eligibility criteria for caregivers through targeted messaging to providers across populations who can benefit, i.e., aging services, childcare resource agencies, regional waiver case managers, and medical providers serving adults with I/DD and older adults with memory impairment 

People with and without disabilities benefit from information that is easily understood, directly available, and accessible. This goal will improve internal processes and external delivery so that ÁÔÆæÖØ¿Úns have clear access to necessary services. 

Objective 1: Expand interdepartmental coordination to reduce information silos and improve service accessibility and communication 

Activities 

• Integrate cross-DPHHS session at yearly Olmstead Summit with focus on identifying projects for collaboration and cross-promotion  

• Create a repository to share strategic plans across all disability-serving DPHHS units. Administrators will be responsible for identifying common goals for collaborative action and developing information sharing processes  

• Develop consistent case management requirements and expectations across divisions, including the use of plain language in all internal and external trainings 

Objective 2: Improve accessibility and transparency of public-facing information  

Activities 

• Seek funding for a dedicated FTE for knowledge translation, housed in DPHHS’ Communications Office   

• Review current brochures, rack cards, and websites for accessibility and revise with plain language as needed 

• Expand marketing activities to promote different programs or resources monthly. Create a calendar to include DPHHS staff tabling at 1 statewide conference per month 

• Create a publicly accessible system to flag outdated or inaccessible content and links on the website 

Objective 3: Build internal capacity for creating and maintaining accessible materials 

Activities 

• Use an external accessibility expert to develop consistent, plain language policies for information dissemination, online content, and transparency of services 

• Ensure web developers, Information Technology (IT) team members, and staff responsible for website updates have ongoing accessible media training 

• Include training in the development of plain language resources, accessible digital content creation, resources for braille creation, use of translation services, etc. in new hire orientation and ongoing training for all staff across units 

• Model accessibility (e.g., translation services, plain language, etc.) in all trainings, with a post-training evaluation component to help improve accessibility 

ÁÔÆæÖØ¿Ú recognizes that all individuals, including those with significant disabilities, are capable of full participation in employment and community life. This goal will align policies and practices to more fully commit to competitive integrated employment for all ÁÔÆæÖØ¿Úns. 

Objective 1: Establish DPHHS as a model employer for people with disabilities 

Activities 

• Develop a disability-led hiring guide for use across divisions and statewide education materials on disability employment in state government, piloting the materials with DPHHS and the Department of Administration, with future expansion to all state departments 

• Require Windmill (or similar) training provided by Disability Employment and Transitions Division (DETD) staff for all DPHHS management, contracted case managers, and Community Rehabilitation Program staff, and ensure Human Resources and hiring managers have training on accommodations and the process for requesting accommodations 

• Track hiring and retention of people with disabilities, gather feedback about the process, and make changes accordingly 

• Host at least 1 yearly interagency meeting focused on the value proposition of disability employment 

Objective 2: ÁÔÆæÖØ¿Ú will become an Employment First state 

Activities 

• Establish Employment First policy through legislation or executive order; review and amend policies to identify and change those that hinder Competitive Integrated Employment 

• Develop Memorandums of Understanding with at least 4 partner agencies (e.g., Office of Public Instruction, Department of Labor and Industry) to foster collaboration around inclusive workforce practices and the advancement of employment opportunities for individuals with disabilities. Each MOU will outline shared values, clearly defined roles, and a focus on strengthening systems 

Objective 3: Increase the number of disability-inclusive employers by engaging private businesses and supporting sustainable relationships 

Activities 

• Educate private businesses on the value proposition of disability employment. Conduct formal trainings with 12 private businesses yearly 

• Host yearly Value of Disability Employment showcase for a public audience 

• Identify 50 new businesses yearly that are committed to disability employment initiatives such as the annual Disability Employment Summit, Recovery Friendly Workplace training, Relay Friendly Workplace training, and Disability Mentoring Week. Provide ongoing support and technical assistance 

Objective 4: Eliminate sub-minimum wage for workers with disabilities (Section 14(c)) in ÁÔÆæÖØ¿Ú 

Activities 

• Identify and work with appropriate legislators during the 2027 session 

At and between times of transition, people with disabilities deserve access to comprehensive and up-to-date information about available resources so they can make informed decisions about employment, education, and community participation. 

Objective 1: Improve infrastructure for accessible and widespread information dissemination 

Activities 

• Create an online, comprehensive, centralized benefits portal, including frequently asked questions, resources, benefit planning fee structure, and benefits education/training 

• Establish person-centered benefit planning services within each 1915c waiver, including funding for 3 more qualified benefit analysis coordinators 

• Create a strengthened transition system to provide consistent information, education, resources, and updated list of providers for people with disabilities at all stages of life (below). Require existing disability-serving governmental councils within DPHHS to review, update, and disseminate transition information. Transitions include: early intervention to school age, primary school to junior high to high school, high school to out of school and/or post-secondary education, pediatric to adult health care, discharge planning from institutional or congregate settings to community settings, transition to retirement age for caregivers, transition to retirement age for people with disabilities, discharge planning from community setting to long-term care 

Objective 2: Expand benefits education and transition planning 

Activities 

• Partner with Aging and Disability Resource Centers and Centers for Independent Living for expanded benefits education and Independent Living Skills instruction, hosting 5 trainings/year 

• Expand membership of the ÁÔÆæÖØ¿Ú Secondary Transition Partnership (MTSTP) to include active participation from the Behavioral Health and Developmental Disabilities Division. MTSTP will ensure school personnel have access to best practices and information/resources that support successful transitions to adulthood for youth with disabilities, including information on alternatives to guardianship and competitive, integrated employment opportunities 

• Create and provide access to trainings on comprehensive public assistance benefits planning and financial education training on tools like special needs trusts, ABLE accounts, Plan to Achieve Self-Support (PASS) plans, and financial literacy programs. Trainings should be available for both staff and clients