APS... · 2015-09-29 · 2 2013 Training Matrix Training Activity Courses Duration Provider...

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Transcript of APS... · 2015-09-29 · 2 2013 Training Matrix Training Activity Courses Duration Provider...

Page 1: APS... · 2015-09-29 · 2 2013 Training Matrix Training Activity Courses Duration Provider Audience Estimated Total Cost Cost Allocation welfare caseload. Newly hired employees must
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Lois Day

Director

Maurita Johnson

Deputy Director

Stacey Ayers

Program Manager

Carla Crane

Program Manager

Kevin George

Program Manager

Kathy Prouty

Program Manager

Jason Walling

Program Manager

Sherril Kuhns

Program Manager

Jenifer Welch

Office Manager

Vacant

Operation & Policy

Analyst 3

Karyn Schimmels

Program Manager

Harry Gilmore

Program Manager

Office o

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Angie Skyberg (Interim)

Program Manager

Child Perm

anency

Child Well-Being

Child Safety/DR

Laurie Price

Operation & Policy

Analyst 4

Melissa Sampson-Grier

Cross Systems & Equity

Coordinator

Cathy Ostrand-Ponsioen

Rule Writer

Donna Haney

Operation & Policy

Analyst 3

Jodi Sherwood

Project Manager

AJ Goins

Program Manager

Gail Schelle

Program Manager

Stacy Lake

Program Manager

CIRT & Sensitive Issues

ICPC/Contracts

OR-Kids

Training

Office Support

Innovations

Post Adoption

Federal Advocacy

Innovation Efforts

Updated 06-19-2013 cj

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Def

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agin

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lder

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agin

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man

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ount

abili

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ultu

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cific

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ctic

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serv

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ccou

ntab

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plem

enta

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of

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ctic

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nd u

se o

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a (b

oth

quan

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qual

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tern

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oact

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re

actio

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spe

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Con

tinuo

usly

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imiz

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aff,

IT, a

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rogr

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reso

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ocus

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rogr

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on c

lient

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ente

rpris

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Trin

a Le

e

Ver

sion

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ay 2

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ffici

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xcel

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di

ligen

t rel

ativ

e se

arch

, pla

cem

ent p

riorit

ies,

re

ason

able

eff

orts

, typ

es o

f juv

enile

cou

rt

hear

ings

, and

Citi

zen

Rev

iew

Boa

rds.

2 w

eeks

P

SU

S

ocia

l Ser

vice

S

peci

alis

t 1

(SS

S1)

Cas

e ca

rryi

ng

wor

kers

See

cos

t ab

ove

(thi

s to

tal c

ost

incl

udes

th

is c

lass

)

RM

S

Cor

e –

Pat

hway

s T

o P

erm

anen

cy: I

mpl

emen

ting

the

Con

curr

ent P

lan

Thi

s on

e w

eek

trai

ning

will

intr

oduc

e va

lues

an

d po

licie

s th

at p

rovi

de a

fram

ewor

k fo

r ca

se

man

age

men

t res

pons

ibili

ties

rela

ted

to

deve

lopi

ng a

con

curr

ent p

erm

anen

cy p

lan

whe

n ch

ildre

n ar

e un

able

to r

etur

n ho

me.

1 w

eek

PS

U

Soc

ial S

ervi

ce

Spe

cial

ist

(SS

S1)

Cas

e ca

rryi

ng

wor

kers

$593

,524

(p

er

bien

nium

)

Titl

e IV

-E

Fos

ter

Car

e E

ligib

ility

Ado

ptio

n an

d S

afe

Fam

ilies

A

ct

(AS

FA

)

The

Ado

ptio

n an

d S

afe

Fam

ilies

Act

(A

SF

A)

trai

ning

is m

anda

tory

for

new

chi

ld w

elfa

re

wor

kers

in O

rego

n. T

he p

urpo

se o

f thi

s tr

aini

ng

is to

orie

nt p

artic

ipan

ts to

AS

FA

and

its

rela

ted C

ompu

ter

Bas

ed

Tra

inin

g (s

elf-

PS

U

Cas

ewor

kers

, co

mpl

ete

with

in 3

m

onth

s of

Incl

uded

in

CO

RE

cos

ts

from

PS

U

RM

S

Page 153: APS... · 2015-09-29 · 2 2013 Training Matrix Training Activity Courses Duration Provider Audience Estimated Total Cost Cost Allocation welfare caseload. Newly hired employees must

3

20

13 T

rain

ing

Mat

rix

Tra

inin

g A

ctiv

ity

Cou

rses

D

urat

ion

Pro

vide

r A

udie

nce

Est

imat

ed

Tot

al C

ost

Cos

t A

lloca

tion

timel

ines

. pa

ced)

hi

re

Con

fiden

tialit

y in

Chi

ld

Wel

fare

T

his

Net

link

will

cov

er th

e la

ws

and

polic

ies

arou

nd c

onfid

entia

lity

in t

he fi

eld

of c

hild

w

elfa

re. T

he la

ws

surr

ound

ing

child

wel

fare

re

cord

s ar

e co

nfus

ing

and

ofte

n le

gal a

dvic

e w

ill b

e ne

cess

ary

to d

eter

min

e w

hich

sta

tute

w

ill p

reva

il in

a g

iven

cir

cum

stan

ce.

3 ho

urs

(Net

Link

) P

SU

C

asew

orke

rs,

com

plet

e w

ithin

3

mon

ths

of

hire

Incl

uded

in

CO

RE

cos

ts

from

PS

U

RM

S

Mul

ti-E

thni

c P

lace

men

t Act

(M

EP

A)

Wha

t is

ME

PA

(M

ulti-

Eth

nic

Pla

cem

ent A

ct)?

W

hat i

s at

the

hear

t of t

his

fede

ral l

aw?

Wh

y do

es th

is la

w e

xist

and

how

doe

s it

bene

fit

child

ren?

Thi

s re

quire

d co

urse

is d

esig

ned

to

appl

y to

all

child

wel

fare

sta

ff an

d su

perv

isor

s pl

acin

g ch

ildre

n in

sub

stitu

te c

are,

incl

udin

g fo

ster

ca

re a

nd a

dopt

ions

.

3 ho

urs

(Net

Link

) P

SU

Cas

ewor

kers

, co

mpl

ete

with

in 3

m

onth

s of

hi

re

Incl

uded

in

CO

RE

cos

ts

from

PS

U

RM

S

Adv

ocat

ing

for

Edu

catio

nal

Ser

vice

s T

his

trai

ning

will

equ

ip w

orke

rs w

ith

info

rmat

ion

need

ed to

ad

voca

te fo

r th

e ed

ucat

iona

l rig

hts

of c

hild

ren

in c

are

. Wor

kers

w

ill le

arn

how

to p

rom

ote

the

educ

atio

nal

achi

evem

ent o

f chi

ldre

n an

d yo

ung

adul

ts

thro

ugh

par

ticip

atio

n on

team

s th

at p

erfo

rm

acad

emic

ass

essm

ent,

pla

nnin

g an

d go

al s

ettin

g.

Str

ateg

ies

for

wo

rkin

g co

llabo

rativ

ely

with

ca

regi

vers

, sch

ool d

istr

icts

, and

edu

catio

nal

surr

oga

tes

will

be

give

n.

3 ho

urs

(Net

Link

) P

SU

Cas

ewor

kers

, co

mpl

ete

with

in 3

m

onth

s of

hi

re

Incl

uded

in

CO

RE

cos

ts

from

PS

U

RM

S

Page 154: APS... · 2015-09-29 · 2 2013 Training Matrix Training Activity Courses Duration Provider Audience Estimated Total Cost Cost Allocation welfare caseload. Newly hired employees must

4

20

13 T

rain

ing

Mat

rix

Tra

inin

g A

ctiv

ity

Cou

rses

D

urat

ion

Pro

vide

r A

udie

nce

Est

imat

ed

Tot

al C

ost

Cos

t A

lloca

tion

Dis

clos

ure

Ana

lysi

s G

uide

lines

(D

AG

) A

lmos

t all

Chi

ld W

elfa

re d

ocum

ents

con

tain

co

nfid

entia

l inf

orm

atio

n th

at m

ay

nee

d to

be

reda

cted

prio

r to

dis

clos

ure

. A

naly

zin

g w

hat

info

rmat

ion

DH

S m

ay

disc

lose

req

uire

s cr

itica

l th

inki

ng s

kills

. A

res

ourc

e gu

ide

was

de

velo

ped

that

incl

udes

a s

umm

ary

dia

gram

and

ap

pend

ices

me

ant t

o pr

ovi

de in

form

atio

n ne

cess

ary

to g

uide

crit

ica

l thi

nkin

g fo

r th

e m

ajor

ity o

f qu

estio

ns r

elat

ed to

dis

clos

ure

and

conf

iden

tialit

y.

Com

pute

r B

ased

T

rain

ing

(sel

f-pa

ced)

DH

S-C

W

Cas

ewor

kers

, co

mpl

ete

with

in 1

yea

r of

hire

No

Ong

oin

g C

osts

Soc

ial S

ervi

ce A

ssis

tant

(S

SA

) S

ocia

l Ser

vice

Ass

ista

nt T

rain

ing

is a

n in

tera

ctiv

e, p

rofe

ssio

nal d

evel

opm

ent a

ctiv

ity

that

focu

ses

on th

e es

sent

ial s

kills

and

kn

owle

dge

SS

As

need

to s

uppo

rt th

e sa

fety

and

pe

rman

ency

of c

hild

ren

and

fam

ilies

ser

ved

by

Chi

ld W

elfa

re.

Soc

ial S

ervi

ce A

ssis

tant

s w

ill le

arn

abou

t the

va

luab

le r

ole

the

y pl

ay

in s

uppo

rtin

g ch

ild

wel

fare

cas

ewor

kers

to e

nga

ge fa

mili

es a

nd

keep

chi

ldre

n sa

fe.

Thi

s tr

aini

ng p

rovi

des

entr

y le

vel i

nstr

uctio

n on

ke

y p

ract

ice

and

polic

y to

p ar

eas

rela

ted

to th

e p

rima

ry f

unct

ions

of t

he

Soc

ial S

ervi

ces

Ass

ista

nt p

ositi

on. T

opic

s in

clud

e, b

ut a

re n

ot li

mite

d to

: Usi

ng th

e O

rego

n P

erfo

rman

ce M

ode

l to

ensu

re s

afe

and

m

eani

ngfu

l vis

its; F

amily

Cul

ture

and

Pa

rent

ing

Sty

les,

Par

ent C

oach

ing,

Chi

ld D

evel

opm

ent,

Eng

age

men

t and

Com

mu

nica

tion

whi

ch

incl

udes

info

rmat

ion

on th

e S

tage

s of

Cha

nge

an

d M

otiv

atio

nal I

nter

vie

win

g, D

ocu

men

tatio

n

6 da

ys

PS

U

Soc

ial S

ervi

ce

Ass

ista

nts

(SS

A)

com

plet

e w

ithin

6

mon

ths

of

hire

$215

,750

R

MS

Page 155: APS... · 2015-09-29 · 2 2013 Training Matrix Training Activity Courses Duration Provider Audience Estimated Total Cost Cost Allocation welfare caseload. Newly hired employees must

5

20

13 T

rain

ing

Mat

rix

Tra

inin

g A

ctiv

ity

Cou

rses

D

urat

ion

Pro

vide

r A

udie

nce

Est

imat

ed

Tot

al C

ost

Cos

t A

lloca

tion

and

Cou

rt P

rese

ntat

ions

Sup

ervi

sory

Tra

inin

g

Mod

ule

1: M

akin

g th

e tr

ansi

tion

from

Soc

ial

Wor

ker

to S

uper

viso

r M

odul

e 2:

Ach

ievi

ng

exce

llenc

e in

sta

ff pe

rfor

man

ce

Mod

ule

3: B

uild

ing

a co

hesi

ve w

ork

grou

p

Mod

ule

4: P

rom

otin

g th

e gr

owth

and

de

velo

pmen

t of s

taff

M

odul

e 5:

Cas

e co

nsul

tatio

n an

d su

perv

isio

n M

odul

e 6:

Man

agi

ng

effe

ctiv

ely

with

in th

e or

gani

zatio

n

12 d

ays

(96

hour

s)

O

ffere

d 2

x a

year

PS

U

CW

Lin

e S

uper

viso

rs

$329

,794

R

MS

Cer

tific

atio

n an

d A

dopt

ion

Wor

ker

Tra

inin

g P

rovi

des

base

line

inst

ruct

ion

in

key

polic

y an

d be

st p

ract

ice

stan

dard

s fo

r n

ew c

ertif

iers

and

ad

optio

n w

orke

rs.

Thi

s tw

o w

eek

trai

nin

g co

vers

the

mos

t up

to

date

info

rmat

ion

on p

olic

y an

d b

est p

ract

ice

in

wor

king

with

fost

er, a

dopt

ive

and

rela

tive

care

give

rs.

Top

ics

incl

ude

: ass

essm

ent u

sing

th

e S

AF

E h

ome

stud

y m

odel

as

the

foun

datio

n,

inte

rvie

win

g sk

ills,

exp

edite

d pl

acem

ents

, re

lativ

e pl

acem

ents

, saf

ety

stan

dard

s, c

rimin

al

back

grou

nd c

heck

s, c

omm

ittee

pre

sent

atio

ns,

supp

ortin

g ca

regi

vers

, alle

gatio

ns in

out

of

hom

e ca

re, c

arin

g fo

r se

xual

ly r

eact

ive

child

ren,

de

velo

pmen

tal c

hal

leng

es

of a

dopt

ion,

di

srup

tion,

sup

ervi

sion

, fin

aliz

atio

n, fi

nanc

ial

assi

stan

ce th

rou

gh p

erm

ane

ncy,

tran

sitio

ns,

med

iatio

n an

d op

enne

ss.

10 d

ays

P

SU

A

dopt

ion

Wor

kers

, fo

ster

hom

e ce

rtifi

ers,

&

staf

f who

co

mpl

ete

rela

tive,

fost

er

care

, &

ad

optio

n ho

me

stud

ies.

$323

,243

(p

er-

bien

nium

)

Titl

e IV

-E

Fos

ter

Car

e E

ligib

ility

Page 156: APS... · 2015-09-29 · 2 2013 Training Matrix Training Activity Courses Duration Provider Audience Estimated Total Cost Cost Allocation welfare caseload. Newly hired employees must

6

20

13 T

rain

ing

Mat

rix

Tra

inin

g A

ctiv

ity

Cou

rses

D

urat

ion

Pro

vide

r A

udie

nce

Est

imat

ed

Tot

al C

ost

Cos

t A

lloca

tion

Ado

ptio

n T

ools

and

T

echn

ique

s T

rain

ing

Thi

s th

ree

-da

y tr

ain

ing

is o

ffere

d tw

ice

a y

ea

r an

d bu

ilds

upon

the

lea

rnin

g ob

ject

ive

s fr

om P

ath

wa

ys

to P

erm

ane

ncy

Tra

inin

g. T

he in

-de

pth

cont

ent

in

clud

es

the

lega

l, pr

oce

dura

l, a

nd t

hera

peut

ic

com

pone

nts

nee

ded

to a

chie

ve a

pe

rma

nent

hom

e

for

child

ren

whe

n th

at h

ome

will

be

an

ado

ptiv

e

hom

e. T

his

tra

inin

g w

ill fo

cus

on th

e im

port

anc

e o

f m

ain

tain

ing

child

ren’

s co

nne

ctio

ns t

o im

port

ant

co

mm

uniti

es

and

indi

vidu

als

tha

t are

app

ropr

iate

to

cont

inue

to s

uppo

rt th

eir

life

long

we

ll be

ing.

3 da

ys

PS

U

Soc

ial S

ervi

ce

Spe

cial

ist 1

(S

SS

1) C

ase

carr

yin

g w

orke

rs

Incl

uded

in

Cer

tifie

r &

A

dopt

ion

Wor

ker

Tra

inin

g co

sts

from

P

SU

Titl

e IV

-E

Fos

ter

Car

e E

ligib

ility

Fou

ndat

ions

: Tra

inin

g of

T

rain

ers

Tra

inin

g on

the

deliv

ery

of

Fou

ndat

ions

trai

nin

g fo

r fo

ster

pa

rent

s an

d ad

optiv

e pa

rent

s.

All

staf

f who

trai

ns o

n th

is

curr

icul

um is

exp

ecte

d to

at

tend

and

are

pro

vide

d a

pa

rtic

ipan

t han

dboo

k an

d

rece

ive

inst

ruct

ion

to b

oth

the

curr

icul

um a

nd tr

aini

ng

deliv

ery

stra

tegi

es.

Rev

iew

of O

rego

n's

Fou

ndat

iona

l Cur

ricul

um

for

trai

nin

g fo

ster

, re

lativ

e an

d ad

optiv

e fa

mili

es.

The

trai

nin

g co

vers

the

entir

e 8

wee

ks

of m

ater

ial s

taff

will

use

to

trai

n fa

mili

es w

ho

wis

h to

car

e fo

r O

rego

n's

chi

ldre

n in

fo

ster

/rel

ativ

e an

d ad

optiv

e ca

re.

3 da

ys

PS

U

Sta

ff w

ho

trai

n

Fou

ndat

ions

fo

r fo

ster

and

ad

optiv

e pa

rent

s

Incl

uded

in

Cer

tifie

r &

A

dopt

ion

Wor

ker

cost

s fr

om

PS

U

Titl

e IV

-E

Fos

ter

Car

e E

ligib

ility

Fos

ter

/ Rel

ativ

e / A

dopt

ive

Par

ent T

rain

ing

CA

TE

GO

RIE

S &

SA

MP

LE O

F

TR

AIN

ING

S:

Ado

lesc

ence

• C

arin

g fo

r S

exua

l Min

ority

You

th

• C

hild

Dev

elop

men

t: T

we

ener

s th

rou

gh

the

Tee

n Y

ears

•

Com

mon

Men

tal H

ealth

Issu

es in

Tee

ns V

arie

s

PS

U

Fos

ter

Par

ents $1

,379

,271

T

itle

IV-E

F

oste

r C

are

Elig

ibili

ty

Page 157: APS... · 2015-09-29 · 2 2013 Training Matrix Training Activity Courses Duration Provider Audience Estimated Total Cost Cost Allocation welfare caseload. Newly hired employees must

7

20

13 T

rain

ing

Mat

rix

Tra

inin

g A

ctiv

ity

Cou

rses

D

urat

ion

Pro

vide

r A

udie

nce

Est

imat

ed

Tot

al C

ost

Cos

t A

lloca

tion

• T

en T

ips

for

Par

entin

g T

eens

A

dopt

ion

•

Ado

ptio

n Is

sues

thro

ugh

out

Life

•

Loss

and

Grie

f (a

lso

avai

labl

e in

S

pani

sh)

• T

he F

oste

r to

Ado

ptio

n S

hift

Beh

avio

r M

anag

emen

t •

Fun

and

Cre

ativ

e P

aren

ting

• M

ana

gin

g D

iffic

ult

Beh

avi

ors

in Y

oung

C

hild

ren

• P

aren

ting

Chi

ldre

n w

ith A

DD

/AD

HD

F

unda

men

tals

(al

so a

vaila

ble

in

Spa

nish

) •

Pos

itive

Beh

avio

r M

ana

gem

ent

Chi

ld D

evel

opm

ent

• E

arly

Chi

ldho

od a

nd B

rain

D

evel

opm

ent

• F

etal

Alc

ohol

Spe

ctru

m D

isor

der

Fun

dam

enta

ls

• M

emor

y: D

evel

opm

ent

& S

timul

atio

n C

omm

unic

atio

n •

Effe

ctiv

e C

omm

unic

atio

n (a

lso

avai

labl

e in

Spa

nish

) •

Mak

ing

the

Mos

t of C

ase

wor

ker

30-d

ay

Vis

its

• T

akin

g N

ote

of Y

our

Wor

k w

ith D

HS

(a

lso

avai

labl

e in

Spa

nish

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amili

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• C

arin

g fo

r C

hild

ren

of In

carc

erat

ed

Par

ents

•

Loss

and

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f (a

lso

avai

labl

e in

Page 158: APS... · 2015-09-29 · 2 2013 Training Matrix Training Activity Courses Duration Provider Audience Estimated Total Cost Cost Allocation welfare caseload. Newly hired employees must

8

20

13 T

rain

ing

Mat

rix

Tra

inin

g A

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11

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State of Oregon Department of Human Services

Children, Adults and Families Division

Emergency Preparedness & Management Plan

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DEPARTMENT OF HUMAN SERVICES

OFFICE OF CHILD WELFARE PROGRAMS

Emergency Preparedness and Management Plan

June 30, 2013

Oregon Department of Human Services

Office of Child Welfare Programs 500 Summer Street NE Salem, Oregon 97301 Phone: 503-945-5944 Fax: 503-378-2897

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TABLE OF CONTENTSTABLE OF CONTENTSTABLE OF CONTENTSTABLE OF CONTENTS

I . INTRODUCTION

A. Overview B. Plan Background

1. Assessing potential disasters 2. Assumptions

II. CONCEPT OF OPERATIONS

A. Preparedness Activities 1. Designate managers 2. Assign other critical roles 3. Workload planning 4. Locations of operations 5. Disaster supply kits 6. Flow of funds 7. Training and updating plans 8. Coordinate with essential partners a. Work with emergency management agencies. b. Coordinate services with tribes. c. Coordinate with the court. d. Establish a liaison with federal partners. e. Identify potential volunteers and their tasks. 9. Develop communication systems 10. Strengthen information systems 11. Prepare staff and contractors 12. Prepare families, providers and youth

B. Response activities 1. Manage

a. Workload management b. Assess and respond to clients’ needs c. Support staff d. Managing volunteers

2. Communicate 3. Assess information systems

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C. Recovery activities 1. Manage 2. After action review and analysis

III. ATTACHMENTS

A. CAF Central Office and District Manager Contact Information B. Directory of Local Emergency Managers

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I. INTRODUCTION The State of Oregon’s Department of Human Services (DHS), Office of Child Welfare Programs (OCWP) is committed to ensuring the safety, permanency and well being of the children and families under its care and supervision. In order to ensure that these crucial services can be maintained immediately following a disaster, OCWP has developed this Emergency Preparedness and Management Plan in accordance with state and federal requirements and guidelines. This plan will work in conjunction with other DHS operational plans and state and local emergency operations plans, to ensure interagency coordination and effective service delivery immediately following a disaster or emergency event. The plan and attachments will guide district and local offices in developing their emergency preparedness plans.

A. Overview Medical events, manmade and natural disasters around the world strain the ability of governments at all levels to protect children, ensure continued critical services to children, and respond appropriately and effectively to children’s needs during and after a disaster. The role of human service agencies in disasters therefore becomes even more important to the health, wellness, and safety of children under state care or supervision. This plan outlines Oregon’s work to prepare for disasters and emergency events that would disrupt critical services to vulnerable children and their families. Although the entire state may not be affected by a major disaster or pandemic, it will have an agency-wide impact. Therefore, district and local offices need to have emergency plans that clearly identify their roles and responsibilities within the broad emergency plan for the department and for the state. Support from other areas of the state may also be required, as local resources will likely be stretched and severely compromised. DHS’s emergency response planning will take place in local communities and counties throughout the state. The plans created at the local level will be communicated statewide so that resources and services can be mobilized immediately following a disaster. Additionally, there will likely be a need to place children through emergency licensing, or emergency authorizations, and to place children with relatives, friends, or neighbors, both within and out of state.

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B. Plan Background

DHS is coordinating efforts in support of, and in combination with Oregon Health Authority (OHA) and the Oregon Office of Emergency Management, the state’s comprehensive emergency management team, which provides the framework and guidance for statewide mitigation, preparedness, response and recovery activities. The plan is intended to provide a foundational framework for the statewide standardization of district and local office plans and facilitate coordination between local, state and federal governments. The Emergency Preparedness and Management Plan ensures DHS’ ability to provide support for the planning, response and recovery activities of the administrative, district and local offices. The essential services include the activities mandated by the Child and Family Services Improvement Act of 2006 that requires states to maintain specific services to children and families in the event of a disaster, including:

1. Identifying, locating and continuing availability of services for children under state care or supervision who are displaced or adversely affected by a disaster.

2. Responding as appropriate, to new child welfare cases in areas adversely affected by a disaster and provide services in those cases.

3. Remaining in communication with case workers and other essential child welfare personnel who are displaced because of a disaster.

4. Preserving essential case information, both electronic and written documents.

5. Coordinating services and sharing information with other states and interstate agencies.

The Emergency Preparedness and Management Plan was developed in conjunction with the work being done through the DHS Vulnerable Populations Project, with input from County Emergency Managers, and through consultation with other states and federal partners. This plan and the Vulnerable Populations Project utilized the October 2007 Federal TOP OFF IV exercise and the winter storms of 2007 in Oregon, to identify impediments to service delivery and potential problems with communication and organizational issues. Additional information was gathered by reviewing existing business continuity, information technology, and continuity of operations plans and reviewing existing state emergency procedures, guidelines and policies. These plans provided guidance for re-establishing program and services in the event of a disruption. It is

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understood that the effectiveness of the Emergency Preparedness and Management Plan is dependent on the compatibility and effective interface with these vital state plans.

1. Assessing potential disasters A careful review of past disasters in the State of Oregon was completed as part of the disaster planning. This included studying disaster frequency and impact as well as assessing potential disasters based on the presence of high risk factors, such as chemical depots, chemical movement through the state, industrial operations, the location of man-made structures (such as dams and power lines) and natural hazards (such as volcanoes, rivers, coastal areas). Information was also gathered from state and local emergency management agencies to ensure a comprehensive understanding of local hazards and concerns. It was also understood that a disaster in other states could impact services as Oregon takes in children and families displaced from a disaster in other areas of the United States. Potential disasters in Oregon can range from limited impact events – such as landslides, fires, and structural failures – to broad impact events – such as acts of terrorism, floods, earthquakes, and pandemics. The Emergency Preparedness and Management Plan was designed to provide a flexible response based on the scope of the disaster. It is expected that minor events can be handled on a local level by district and local office managers with existing resources or with minimal assistance as they request it. Major events may require state and possibly federal assistance and catastrophic events may require massive state and federal assistance over a long period of time. Incident command and control will be maintained at the local level as much as possible. All events require effective training, leadership and communication to minimize the impact of emergency events on programs and services and to protect valuable resources (including staff, equipment and structures). Each section of the plan needs to be implemented for staff to be prepared for disasters that might interfere with the normal operations of DHS and OCWP. Implementation includes:

• Gathering and making emergency preparedness information available to all child welfare staff.

• Training child welfare staff about emergency procedures. • Providing periodic reports of key client information to managers at all

levels in child welfare.

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• Establishing periodic reports of critical personnel or titles identified in this plan.

• Periodically reviewing and updating the plan.

2. Assumptions Emergencies and disasters may occur with little or no warning, and may be overwhelming to the general population and specifically to OCWP and the services provided. In order to formulate an effective emergency management plan, some initial assumptions were made, and it is important to acknowledge those assumptions. OCWP’s plan was based on the following assumptions:

• The plan depends on timely communications and effective leadership. • The plan applies to all hazards and not a specific event. • Some emergencies or disasters will occur with sufficient warning that

appropriate notification will be issued to ensure some level of preparation. Other situations will occur with no advanced warning.

• The continuity plans identify priority services for DHS and OCWP. • DHS administration may be unable to satisfy all emergency resource

requests during a major emergency or disaster. • The plan describes only the general emergency procedures staff will need to

follow. Managers at all levels of DHS will need to improvise to meet the specific conditions of an actual disaster.

• The plan assumes DHS will continue to provide food stamps, TANF grants and other services.

• The plan assumes that Medicaid services will continue to be provided through OHA.

• The plan assumes that community emergency services will be in place to provide basic necessities of shelter, rescue, evacuation, fire control, transportation, etc.

• The plan focuses on DHS and OCWP’s unique responsibilities for child protective services and for children in foster care or group or residential care settings, both in-state and out-of-state.

• The plan assumes child welfare staff will be informed and trained on how to implement emergency procedures when a disasters strikes.

• Contracted residential and group care providers will develop and coordinate with DHS and OCWP their own agency or facility disaster response and recovery plans. This includes identification of, and resources for providing

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services to medically fragile or special needs children and youth who receive their services.

• Recognized Indian Tribes will develop and coordinate with DHS and OCWP their own agency or facility disaster response and recovery plans. This includes identification of, and resources for providing services to medically fragile or special needs children and youth who receive their services.

• The plan assumes all personnel will need some level of assistance before, during and after the disaster has passed.

• For catastrophic incidents with community social and economic consequences, federal assistance may be available for disaster response and recovery operations under the provision of the National Response Plan. DHS offices will coordinate with local county emergency operations centers, local emergency managers, and other state and federal agencies to develop the application for federal assistance.

• The plan assumes it will only be effective if it is reviewed and updated. II. CONCEPT OF OPERATIONS Emergency operations span three separate but contiguous phases: preparedness activities, response activities and recovery activities. The Emergency Preparedness and Management Plan is intended to support administrative, district and local offices in maintaining their critical services. The DHS Director is ultimately responsible for all operations and services. However planning, control and event analysis will occur at all levels of DHS administration. It is also anticipated that service delivery and resource management will occur at the lowest level sufficient to meet the demands of the specific event and that command and control functions will be coordinated along existing lines of authority.

A. Preparedness activities The OCWP Emergency Preparedness and Management Plan supports district and local office operations by coordinating state and local resources. During an emergency operation, local services can be impaired or unavailable. It is the responsibility of DHS and CAF administration to coordinate information and services with district and local offices to allow for the continuation of vital services and activities and to assist district and local offices in re-establishing normal operations.

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1. Designate managers

At the central office level the OCWP Emergency Management Team consists of the OCWP Director, the OCWP Deputy Director, the Communications Director, the Chief Operating Officer and other staff as directed by the OCWP Director. The District Emergency Management Team consists of District and Program Managers and other key management staff designated by the District Manager. The DHS Director or designee, the OCWP Emergency Management Team, the District Emergency Management Team and key DHS management staff will coordinate state resources to ensure the continued provision of critical services. The OCWP Director (or designee) is responsible for ensuring that all members of the OCWP Emergency Management Team know their responsibilities in an emergency, as well as the extent of their authority, should designated leaders be unavailable in an emergency operation. The OCWP Emergency Management Team is responsible for ensuring that all managers who take on critical roles in an emergency know their responsibilities, as well as the extent of their authority, should designated leaders be unavailable in an emergency operation. The DHS Director or the OCWP Director has the authority to activate the OCWP Emergency Preparedness and Management Plan. The OCWP Emergency Management Team will:

• Provide direction and information to management staff at all levels of DHS about actions to take to maintain critical functions in response to an impending or actual disaster.

• Designate managers over critical functions and establish a communication plan with them.

• Inform state, district and local office managers to activate emergency plans in response to an impending or actual disaster, if they have not already done so.

• Use media and any other forms of available communication to communicate direction to staff, clients and providers.

• Activate an emergency toll-free number specifically dedicated to emergency communication with foster families, group, residential care staff, youth receiving transition ILP services, and families with children under state care and supervision.

• Coordinate the OCWP Emergency Preparedness and Management Plan with the DHS Emergency Management Plan.

Management staff at all levels will need to make decisions specific to each circumstance during an emergency operation or in preparation for one.

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Decisions regarding staffing essential functions, work place safety, work force and resource management will be made at the local level as much as possible. District and local office plans will define roles and responsibilities of front line staff in essential function areas.

2. Assign other critical roles

The OCWP Emergency Management Team will ensure that all management staff of critical operations have the knowledge, skills and ability necessary for their role. All critical operation managers and their designees will receive notification of their assigned roles and essential information for carrying out their assignments during emergency operations. The DHS central office is responsible for:

• Maintaining the OCWP Emergency Preparedness and Management Plan and ensuring that the plan facilitates communication and coordination with district and local office emergency plans.

• Establishing: o A disaster-activated and dedicated toll-free number; o Communicating with and managing the press.

• Coordinating services and sharing information with other states. • Communicating with federal partners. • Facilitating the placement of children from other states. • Preserving essential program records, both electronic and written documents. The DHS district and local offices are responsible for: • Locating and identifying children under state care and supervision who may

be displaced. • Coordinating services with Local Emergency Operation Centers. • Identifying alternate service centers. • Identifying staff that may have been displaced. • Continuing services to children under state care who may be displaced. • Identifying new child welfare cases and providing appropriate services. • Preserving essential program records, both electronic and written documents. • Screening, training and supervising DHS volunteers. • Appointing a liaison with local emergency response and court offices. Foster

families, group and residential care programs and families with children under state care and supervision are responsible for:

• Locating and identifying all children placed in their care. • Calling the toll-free number and providing information as to their status and

well being. • Communicating with state caseworkers, if possible.

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• Continuing to meet the needs of the children placed in their care. • Identifying alternate service centers, (group and residential care only) • Preserving essential program records, both electronic and written documents,

(group and residential care only).

3. Workload planning Other functions identified in the OCWP Emergency Preparedness and Management Plan will be provided as staffing and resources are available. In considering how DHS staff will be deployed during a disaster, the following considerations should be taken in account:

• Child welfare staff may be victims of the disaster themselves, with damaged or destroyed homes or missing or affected family members. This will limit their emotional and physical availability for child welfare tasks.

• Child welfare staff may be called to help with immediate response efforts, such as overseeing evacuations, and/or taking on tasks in the response and recovery process, such as operating or working at shelters or providing child care at assistance centers.

• Additional or expanded services will be needed during a disaster for children and families receiving child welfare services or new families identified as needing child protective services or foster care.

• Staff may need to be deployed to answer toll-free phone numbers. • After a disaster, as court processes are re-established, workers and attorneys

should be available for court cases so that legal requirements (e.g., permanency timeframes) can be met. This will minimize the impact on children in care and the potential loss of IV-E funding, which would have a further negative impact on services.

It is also essential to evaluate the availability of resources, including:

• Identifying child welfare staff and other DHS staff with multiple skills that could assist with different jobs within DHS.

• Determining roles that units within the local child welfare office could assume.

• Exploring existing or potential processes for temporarily employing retired state employees.

• Considering deployment of staff from other counties. • Considering the use of volunteers, foster and adoptive parents to help with

disaster recovery work.

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• Local Court Appointed Special Advocates (CASA’s) and Citizen Review Board (CRB) members may be willing to provide assistance during a disaster.

4. Locations of operations

District and local offices, with the support of the central office, are responsible for determining their operational status during an emergency. Office sites may be compromised by structural damage, power outages or lack of available staff. Identifying alternate sites and staff deployment is a function of the OCWP Emergency Management Team in coordination with district and local offices. In looking for alternate site locations it is important to consider the size of the facility, its location (will it be accessible in an emergency), and its capacity for service delivery (phone lines, room availability, kitchen and bathroom capacities). Also consider where staff might be deployed if communication systems and transportation systems are shut down (such as hospitals, shelters, schools) and how communication with deployed staff will be maintained.

5. Disaster supply kits Managers and key personnel will have access to essential items necessary to continue operations in a “deployed mode.” These items should include:

• Laptop computer with extra batteries • 1 gigabyte USB thumb drive (with important documents loaded before a

disaster) • Staff contact information including district and central office management

staff • Cell phones, satellite phones, radios/walkie-talkies, wireless handheld devices • Battery operated radios with extra batteries • Disaster plans • Maps, driving directions to alternate facilities • Flashlight, lanterns, with extra batteries • First aid kit • Pocket knife or multi-tool • Car chargers for laptop and cell phone • Access to agency vehicles with full gas tanks

The location of these disaster supply kits should be well known to staff likely to fill leadership roles in the event of an emergency. Staff should also be encouraged to have their own “personal disaster kits” around the office that could include:

• Flashlight/lantern and/or glow sticks

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• Maps/directions for evacuation routes • Extra car keys • First aid kit • Extra water and blanket in their vehicle 6. Flow of funds

DHS offices use direct deposits, vouchers, checks and electronic fund transfer technology to facilitate the majority of financial operations. All financial applications require strict adherence to established accounting policies and practices. During an emergency operation, strict adherence to accounting rules and guidelines will be maintained to account for all distributions of funds, track donations, and account for all transactions.

7. Training and updating plans The information gathered from state and local exercises and actual critical incidents will be used to develop and update the OCWP Emergency Preparedness and Management Plan. Additionally plans will be updated based on the recommendations and requirements of new state and federal mandates. Contracted providers and essential partners will develop their own training models and activities to meet the needs of their independent organizations. Foster parents, group and residential care providers will be given information regarding emergency preparedness and agency contact requirements as part of their initial certification and two year recertification process. DHS district and local offices will develop and maintain communication with their local emergency managers. These activities will facilitate effective communication and service delivery between parties and provide valuable information for the improvement and updating of plans.

8. Coordinate with essential partners The effective coordination with essential community partners is dependent on developing strong ties with team members during normal operations and then being able to effectively maintain those ties during an emergency or disaster. OCWP’s essential community partners include foster parents, school staff, law enforcement agencies, counselors, child abuse assessment centers, courts, CASA, the CRB, emergency managers, and representatives of various state and federal agencies with whom clients may be involved.

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a. Work with emergency management agencies District and local office managers will be required to have current contact information for their County Emergency Managers as part of their district and local office plans. The District Manager or designee will establish an ongoing relationship with local emergency managers in their district for the purpose of:

• Ensuring that local emergency managers have current contact information for the District Manager or their designee.

• Keeping up to date on how child welfare staff may support local operations during an emergency event (i.e., assisting in shelters, etc.).

• Providing information on the local office and district plans. • Determining where emergency services are located during a disaster and

whether child welfare can provide services in these locations. • Advocating for the needs of child welfare clients, staff and volunteers in the

disaster response plan (e.g., medically fragile children who need equipment or evacuation).

• Advocating for child welfare participation in emergency response drills. b. Coordinate services with tribes

The OCWP Emergency Management Team will coordinate services with the Tribal Affairs Director at the state level. District Managers will coordinate directly with local Indian tribes in their jurisdiction to ensure effective resource application and service delivery.

c. Coordinate with the court Each district or local office will exchange information regarding disaster planning with county courts to coordinate services and exchange essential information to the court for locating and confirming the safety of all children under state care and supervision.

d. Establish a liaison with federal partners The DHS Director will appoint a manager to contact Region X and other appropriate federal agencies for information and support during and after the emergency operation. This will allow communication about federal requirements and possible waivers, and information sharing on what is happening on the state and federal level related to the disaster.

e. Identify potential volunteers and their tasks DHS administration and the DHS Volunteer Program will help district and local offices identify community resources that may be able to assist them during and after a disaster. Once an organization has been identified the district or local office will be responsible for:

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• Identifying what tasks the group can assist with and how they will be deployed during an emergency.

• Ensuring that criminal/background checks are completed, per policy and administrative rule requirements.

• Ensuring that the volunteers are adequately trained. • Developing an appropriate supervision and communication plan for the

volunteers. 9. Develop communication systems

During emergency operations some communication systems may be compromised or even unavailable. Effective and ongoing communication is essential and must be given high priority in planning. DHS administration provide the following tools and guidelines for district and local offices:

• Toll-free number. The emergency 24 hour toll-free number is 1-866-610-2581. This number will be activated by the OCWP Director. All foster parents will be given this number at the time of their initial certification or during their recertification. Foster parents, group, residential care providers and families with children under state supervision and custody will be directed to call this number in the event of a large scale disaster to report their location and the status of the children in their care. Individuals with disabilities will contact the toll-free number utilizing the Oregon Telecommunication Relay Service (OTRS).

• Internal communication. Each district and local office will be instructed to utilize an emergency communication network in the event of an emergency or disaster. This communication system will incorporate the use of staff contact lists and the use of cell phones, satellite phones, local radio stations, and public address systems.

• Website. The DHS website will be updated with critical information and links to community resources. Web information can also be expanded to include additional languages as needed. Web information will include local offices that are closed, the alternative site for a local office, road closures, contact information and community information regarding resources and services.

• Prepare for media communication. The Communications Director will contact pre-identified media outlets to distribute critical information. Distributed information will include toll-free numbers for clients, foster parents, group, residential care providers and staff and identifying a website where additional information and alternate service locations can be found.

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• Communication technology. Critical DHS management staff will have access to phone and communication equipment that will enhance their ability to communicate with key personnel and emergency operation managers. They will receive training and information on the use of these tools as they receive them. These tools may include satellite phones, cell phones, laptops, wireless handheld devices, radio/walkie-talkies and GPS devices.

Each DHS administrative, district and local office must have its own communication plan to include:

• Identifying what lines are available for outgoing calls (while power outages may effect certain phone systems, land lines will often still work with a standard hard wired phone).

• Identifying the equipment or methods they will use to maintain effective communications. This may include the use of satellite phones, cell phones, laptops, instant messaging, e-mails, pagers, cordless hand held devices, media, public address systems, intercom systems, runners and posting messages.

• Identifying communication resources with local emergency managers. (radio frequency use, HAM radio operators).

• Drafting call scripts to facilitate the collection and distribution of specific information. Tailor such scripts for specific functions (such as contacting foster parents, staff, community partners and clients designated emergency contacts).

• Considering how to make information culturally appropriate. • Considering how to make information accessible for clients with disabilities.

10. Strengthen information systems DHS maintains multiple statewide automated information systems that contain essential information on children, providers, families and staff. These information systems are accessible from multiple outlets throughout the state, are updated and backed up daily, and copies of the back-up are maintained at different locations, including a location outside the state. DHS is in the process of developing a SACWIS compliant information system that will make critical information more accessible during an emergency response while protecting confidential information. In order to strengthen these vital information systems, DHS/CAF administrative services will:

• Build on existing plans. Business continuity plans mandate a regular schedule for maintaining, testing and backing-up state automated systems. These plans are based on best practice recommendations of information systems

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maintenance standards. Systems are updated with critical information on a daily basis.

• Store critical information in statewide automated systems. Critical information includes names, addresses, and phone numbers of providers and families caring for the children in state care and custody. The databases contain medical, educational and legal information specific to each child as well as employee, payroll and human resource information for all staff. Disaster recovery information, including command structure, essential service guidelines, and communication plans will be maintained in a database.

• Provide access to automated systems. Multiple database systems are accessible statewide. Crucial forms and guidelines for their use are available through a database. Plans are in place for reverting to paper systems for specific services as needed.

• Protect vital records (e.g., off-site back-up, protect computers). Vital records are backed up daily and stored at separate locations. Computer systems are protected by regular maintenance of both hardware security components and software design and technology. Computer security and antivirus software are updated regularly and staff are given daily updates (as needed) from the Office of Information Services for computer system security and protection.

• Protect equipment. Database services and other computer equipment are maintained to industry standards.

• Access paper records. Critical paper records, files and documents that cannot be converted to electronic files, must be accessible and protected from environmental hazards, and inappropriate disclosure of confidential information.

• Coordinate with other essential partners. DHS administration will require residential and group care facilities to provide central office with essential emergency plan information and updates.

11. Prepare staff and contractors

DHS must be able to continue the essential services of child protective services and foster care immediately following a disaster. In order to effectively do this it is critical to prepare staff and essential partners and group and residential care providers for emergency operations. This preparation will be done in multiple formats. Training. DHS child welfare staff will be trained on their responsibilities during an emergency operation.

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• Personal disaster preparation. All staff will be given personal and family preparedness information and encouraged to develop an emergency plan for themselves and their families.

• Office preparedness. Office safety committees will conduct regular drills, post exit routes, and determine what support might be needed to support the safety and security of staff and clients who may be in the office during an emergency event.

• Establish support services for staff. DHS contracts with an Employee Assistance Program to provide a variety of counseling and assistance programs to staff and their families. Additionally staff have access to counseling and health service providers through their private insurance if they wish to access it.

• Expectations and support for contracted group and residential care providers. Contracts will specify that contractors develop, implement and update disaster plans and provide these plans to DHS central office staff.

12. Prepare families, providers and youth

DHS will provide foster families, group and residential care providers, and youth receiving ILP transition services with information on how to prepare for an emergency and will maintain essential emergency contact information on foster families, group and residential care providers. This information will be gathered during the initial certification and two year re-certification of foster parents and during contract reviews with group and residential care providers. Items include:

• Where the family, provider or youth would go in an evacuation (identifying 2 possible locations—one nearby and one out of the area).

• Essential phone numbers and other contact information for them. • The contact information for two people who will know where they are (e.g.,

out of area relative, friend). • The essential equipment, supplies and documents they need to have with them

if they evacuate, including medication and medical equipment. • The OCWP toll-free emergency contact number that they are to call within 24

hours of the emergency. Foster parents, group and residential care providers and youth will be instructed to contact DHS within 48 hours of an emergency event (if possible).

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B. Response Activities DHS administration will implement emergency protocols to ensure the continuity of services and provide for the physical support and relief of clients, staff, foster families and providers affected by an emergency event.

1. Manage The DHS Director initiates the OCWP Emergency Preparedness and Response Plan by activating the OCWP Emergency Management Team. The DHS Director will make specific assignments to various team members to ensure essential operations are maintained and that critical activities are completed, including:

• Assigning a liaison with the State Emergency Coordination Center, who can deploy to the center (if possible) and maintain links with broader emergency management efforts.

• Ensuring media notifications for staff, clients, providers and family members are being provided.

• Coordinating support operations with existing resources • Establishing communication channels with managers from district and

affected local offices. The OCWP Emergency Management Team, DHS administration and district management will meet regularly during the emergency to review service needs to determine the status and needs of districts and local offices.

a. Workload management If necessary, operations will be established in near proximity to the emergency area (allowing for safety of staff and providers) to facilitate the needs of effected populations. Some support operations (such as making phone contacts) may be assigned to non-effected areas to facilitate effective use of available staff in critical areas. Workload management considerations will include:

• Assessing the availability of child welfare staff, including those affected by the disaster and their locations. A database will be maintained to account for all staff and their status.

• Identifying locations for essential operations. • Identifying non-essential activities that can be suspended to deploy available

staff to critical functions. • Identifying special waivers that might go into effect during a crisis and

communicate those to all parties needing the information.

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• Ensuring staff have appropriate training and supervision to carry out critical functions (including those answering calls coming in to the toll-free phone number).

• Rotating local and non-local staff and volunteers as appropriate, to maintain an effective work force.

b. Assess and respond to clients’ needs

Client needs will be prioritized in conjunction with available staffing and resources. Priority will be given to maintaining the critical functions of child protective services and foster care including:

• Coordinating with other systems that have child and family location information, if needed.

• Locating and verifying the wellbeing of children in the custody of DHS who are placed in out of home care and those children placed with their parents or guardians.

• Maintaining a record to track foster parents, youth and clients who have called in and those who are in unknown circumstances.

• Implementing procedures to authorize, initiate and accomplish evacuation procedures if appropriate.

• Providing additional programs/services to children, youth and families affected by the disaster including trauma services for children, youth and families, assistance for medically fragile children and their caregivers, and more time for service visits.

• Identifying children in the community separated from their families, and providing services to them.

• Relocating services to alternate locations as required by the scale of the disaster.

• Locating Disaster Assistance Centers close to where families and children are and other service providers

• Assuring that services are culturally competent and available in the primary language of the client.

c. Support Staff

Staff support will emphasize safety and effective management of resources. All employees must obey all legal authorities regarding traveling and traffic movement during an emergency incident. District Managers should confirm with local emergency operation centers that conditions are safe for staff to return to work or for staff volunteers and foster parents to engage in any critical operations. After

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assuring their family’s safety, staff will notify management of their work availability. Other staff support will include:

• Allowing staff scheduling flexibility • Facilitating emergency assistance to staff stranded in the work place during an

emergency event. • Establishing a break area for staff at disaster service centers.

d. Managing volunteers

Available volunteers will be managed and assigned locally and the registration and management of the volunteers will comply with existing Volunteer Program requirements.

2. Communicate

DHS administration recognize the importance of establishing and maintaining effective communication lines during all phases of an emergency operation. DHS administrative offices will assist District and local offices by:

• Ensuring that the state-wide toll-free number is activated as soon as possible. • Posting critical information on the DHS website and keeping it updated. • Implementing the media plan. • Reviewing communication technology. Establish alternate communication

networks to cover for those communication systems that are inoperative or unavailable.

3. Assess information systems

DHS administration will ensure the availability of statewide database information to district and local offices, emergency operations centers and key service partners to facilitate locating, identifying and serving the children and families affected by an emergency event. A record will be kept verifying the status of children, families and foster families as they are located. During an emergency operation access to databases will be carefully monitored to ensure availability for critical services as well as the protection of confidential information. Off-site locations with backups of critical information systems will be contacted to ensure timely accessibility to back up systems if needed.

C. Recovery Activities DHS administration will continue emergency support services while the event continues to impact the affected area and until normal support services are back in

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place and while coordination with local, state and federal jurisdictions are still necessary.

1. Manage The OCWP Emergency Management Team will monitor office’s service delivery during and after the disaster event. The information gathered will assist in identifying gaps, barriers, as well as best practices. Items to consider include:

• Assessing the need for new or modified services as a result of the disaster. • Developing and providing additional programs and services to respond to the

needs of staff, providers, children and families affected by the event. • Providing services to children, youth and families arriving from other states.

Making placement homes available to children coming from another site affected by a disaster.

• Continuing to provide services to unaccompanied children and work to reunite them with families.

• Ensuring service delivery is culturally specific and competent (e.g., audio messages, telephone hotlines and fliers should use local languages; use bilingual staff when necessary).

• Developing a list of frequently asked questions to help staff answering toll-free numbers to respond to common questions.

• Working with federal partners to explore which federal requirements are still in place and if there are any waivers that might reduce the demands on state staff focused on disaster recovery.

• Establishing a system for communicating with staff the extent and impact of the disaster and the status of agency offices and services. Establishing a consistent source for internal communication will cut down on conflicting messages.

• Continuing support services to help staff deal with the trauma and stress of child welfare work and disaster work.

2. After action review and analysis

DHS and CAF administration team will: • Hold debriefing sessions with managers, staff, stakeholders and partner

agencies. • Explore/identify strengths and challenges. • Update plans based on debriefing sessions. • Communicate revisions to the plan to staff, community partners, providers

and foster families. • Updating training.

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• Recognizing staff efforts through awards, citations, and/or press coverage. During the debriefing sessions the following critical areas will be reviewed. • Collaboration with partners • Effectiveness of contracted services providers • Service delivery • Communication networks/plans • Communication systems/equipment • Information systems • Management of staff

III. ATTACHMENTS A. CAF Central Office and District Manager Contact Information B. Directory of Local Emergency Managers

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1

LOCAL EMERGENCY MANAGERS REVISED: May 8, 2013

BAKER Baker County Emergency Management Baker County Courthouse 1995 3rd Street, Room 160 Baker City, OR 97814 Mark Bennett, Director Office Phone: (541) 523-8200 Office Fax: (541) 523-8201 Cell: (541) 519-8421 24/Emerg. (541) 523-6415 E-mail: [email protected] Holly Kerns, EM Coordinator Office Phone: (541) 523-8219 E-mail: [email protected] BENTON Benton County Emergency Management 180 NW 5th St Corvallis, OR 97330 Mary King, Emergency Program Manager Office Phone: (541) 766-6111 Office Fax: (541) 766-6367 E-mail: [email protected] Lacey Duncan, Emergency Services Program Asst. Office Phone (541) 766-6112 Office Fax (541) 766-6367 E-mail: [email protected] Erik Rau, Emergency Services Planner Office Phone: (541) 766-6114 Office Fax: (541) 766-6367 E-mail: [email protected] Diana Simpson (Sheriff), Director Office Phone: (541) 766-6858 Office Fax: (541) 766-6367 E-mail: [email protected] CLACKAMAS Clackamas County Dept. of Emergency Management 2200 Kaen Rd. Oregon City, OR 97045 Nancy Bush, Director Office Phone: (503) 655-8665 Office Fax: (503) 655-8531 E-mail: [email protected]

Sarah Stegmuller Eckman, Admin. Services Mgr. Office Phone: (503) 650-3381 Office Fax: (503) 655-8531 E-mail: [email protected] Nora Yotsov, Strategic Program Coordinator Office Phone: (503) 650-3386 Office Fax: (503) 655-8531 E-mail: [email protected] Terri Poet, Exercise and Planning Manager Office Phone: (503) 655-8838 Office Fax: (503) 655-8531 E-mail: [email protected] Jay Wilson, Hazard Mitigation Coordinator Office Phone: (503) 723-4848 Office Fax: (503) 655-8531 E-mail: [email protected] CLATSOP Clatsop County Emergency Management 800 Exchange St., Suite 410 Astoria, OR 97103 Dean Perez, Emergency Management Director Office Phone: (503) 338-3624 Office Fax: (503) 325-8325 E-mail: [email protected] Tom Manning, Emergency Services Coordinator Office Phone: (503) 325-8645 Office Fax: (503) 338-3605 E-mail: [email protected] Tiffany Brown, Emergency Services Coordinator Office Phone: (503) 338-3774 Office Fax: (503) 338-3605 E-mail: [email protected] COLUMBIA Columbia County Emergency Management 230 Strand St. St. Helens, OR 97051 Renate (Rudolph) Garrison, Emergency Mgmt. Supervisor Office Phone: (503) 366-3934 Office Fax: (503) 366-4904 E-mail: [email protected] Lorraine Churchill, UASI Coordinator Office Phone: (503) 366-3928 Offfice Fax: (503) 366-4904 E-mail: [email protected]

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Vincent Aarts, Emerg. Mgmt. Coord. Office Phone: (503) 366-3933 Office Fax: (503) 366-4904 E-mail: [email protected] COOS Coos County Emergency Management Courthouse – 250 N. Baxter Coquille, OR 97423-1897 Glenda Hales, Program Manager Office Phone: (541) 396-7790 Cell: (541) 404-5385 Office Fax: (541) 396-5932 E-mail: [email protected] Desiree Garcia, Program Assistant Office Phone: (541) 396-2106 E-mail: [email protected] Craig Zanni, Sheriff, Director Office Phone: (541) 396-7800 Office Fax: (541) 396-5932 E-mail: [email protected] CROOK Crook County Emergency Management 308 NE 2nd Street Prineville, OR 97754 Dave Dethman, Emergency Manager Office Phone: (541) 416-3969 Cell Phone: (541) 480-1139 Office Fax: (541) 416-0353 E-mail: [email protected] Michael Ryan, Office Deputy/Asst. Coordinator Office Phone: (541) 416-3918 Cell Phone: (541) 921-7448 Office Fax: (541) 416-0353 E-mail: [email protected] Jim Hensley (Sheriff), Director Office Phone: (541) 447-6398 Office Fax: (541) 416-0353 E-mail: [email protected] CURRY Curry County Emergency Services 94235 Moore Street, Suite 311 (mailing) 29808 Colvin Street (physical) Gold Beach, OR 97444 Don Kendall, Emergency Svcs. Coordinator Office Phone: (541) 247-3208 Office Fax: (541) 247-6893 Office Cell: (541) 254-0731 E-mail: [email protected]

Sheriff John Bishop, Director Office Phone: 541-247-3242 Office Fax: 541-247-6893 E-mail: [email protected] DESCHUTES Deschutes County Emergency Services 63333 W Hwy 20 Bend, OR 97701 Don Webber, Emergency Manager Office Phone: (541) 617-3303 Office Fax: (541) 617-3304 E-mail: [email protected] Sheriff Larry Blanton, Director Office Phone: (541) 388-6655 Office Fax: (541) 389-4454 E-mail: [email protected] DOUGLAS Douglas County Emergency Management 1036 SE Douglas Ave. Roseburg, OR 97470 Wayne A. Stinson, Emergency Manager Office Phone: (541) 440-4448 Office Fax: (541) 440-4470 E-mail: [email protected] John Hanlin (Sheriff), Director Office Phone: (541) 440-4455 Office Fax: (541) 440-4470 E-mail: [email protected] Program Assistant Vacant-TBA GILLIAM Gilliam County Emergency Services 221 S. Oregon Street/Mail to: PO Box 685 Condon, OR 97823 Christina Fitzsimmons, Coordinator Office Phone: (541) 384-2851 Office Fax: (541) 384-2878 E-mail: [email protected] Sheriff Gary Bettencourt, Director Office Phone: (541) 384-2851 Office Fax: (541) 384-2878 E-mail: [email protected] GRANT Grant County 201 S. Humbolt Canyon City, OR 97820

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Vacant, Coordinator Judge Scott Myers, Contact Office Phone: (541) 575-0059 Office Fax: (541) 575-0065 E-mail: [email protected] HARNEY Harney County Emergency Services 450 N. Court Street Burns, OR 97720 Tom Sharp, EM Coordinator Cell (24x7): (541) 589-2423 E-mail: [email protected] Judge Steve Grasty Office Phone: (541) 573-6356 E-mail: [email protected] David Glerup (Sheriff), Director Office Phone: (541) 573-6156 Cell: (541) 589-0288 Office Fax: (541) 573-8383 E-mail: [email protected] HOOD RIVER Hood River County Emergency Management 601 State Street Hood River, OR 97031 Karl Tesch, Director Office Phone: (541) 386-1213 Office Fax: (541) 386-3141 Cell Phone: (541) 399-2005 E-mail: [email protected] JACKSON Jackson County Emergency Management 10 S. Oakdale, Room 214 Medford, OR 97501 Michael Curry, Emergency Manager Office Phone: (541) 774-6821 Office Fax: (541) 774-6455 E-mail: [email protected] JEFFERSON Jefferson County Emergency Services Jefferson County Law Enforcement Center 675 NW Cherry Ln. Madras, OR 97741 Jim Epley, Emerg. Mgmt. Coordinator Office Phone: (541) 475-6520 x4345 Office Fax: (541) 475-3847 E-mail: [email protected]

April Stream (Sgt.) Office Phone: (541) 475-2201 Office Fax: (541) 475-9687 E-mail: [email protected] Sheriff Jim Adkins, Emergency Management Director Office Phone: (541) 475-6520 Office Fax: (541) 475-3847 E-mail: [email protected] JOSEPHINE Josephine County Emergency Services 500 NW 6th, Dept. 6 Grants Pass, OR 97526 Jessica Schwarz, Emergency Manager Cell Phone: (541) 295-7831 Office: (541) 474-5221 Office Fax: (541) 474-5105 E-mail: [email protected] KLAMATH Klamath County Emergency Management Agency 305 Main St. (Mailing) 5170 Summers Lane (Physical) Klamath Falls, OR 97601 George Buckingham, Emergency Manager Office Phone: (541) 851-3741 Office Cell: (541) 891-2960 E-mail: [email protected] LAKE Lake County Emergency Services 513 Center Street Lakeview, OR 97630 Daniel J. Tague, Coordinator E-mail: [email protected] Phil McDonald (Sheriff), Director Office Phone: (541) 947-6027 Office Fax: (541) 947-6029 E-mail: [email protected] LANE Lane County Emergency Management 125 E. 8th Ave Eugene, OR 97401 Linda L. Cook, Emergency Manager Office Phone: (541) 682-6744 Office Cell: (541) 914-0267 Office Fax: (541) 682-3309 E-mail: [email protected] Thomas Turner (Sheriff), Director Office Phone: (541) 682-4434 Office Fax: (541) 682-4522 E-mail: [email protected]

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LANE - EUGENE City of Eugene Risk Services 940 Willamette Street,Suite 200 Eugene, OR 97401 Myrnie Daut, Risk Services Director Office Phone: (541) 682-5790 Office Fax: (541) 682-5211 E-mail: [email protected] LINCOLN Lincoln County Emergency Services 225 West Olive St. Newport, OR 97365 Lt. Curtis Landers, Director Office Phone: (541) 265-0651 Office Fax: (541) 265-4926 E-mail: [email protected] Jenny Demaris, Emergency Manager Office Phone: (541) 265-4199 Office Cell: (541) 270-0702 Office Fax: (541) 265-4197 E-mail: [email protected] LINN Linn County Emergency Management 1115 Jackson St SE Albany, OR 97322 Joe Larsen, Coordinator Office Phone: (541) 812-2272 Cell Phone: (541) 619-8992 Office Fax: (541) 967-8169 E-mail: [email protected] Tim Mueller (Sheriff), Program Manager Office Phone: (541) 967-3950 Office Fax: (541) 967-8169 E-mail: [email protected] MALHEUR Malheur County Emergency Services 151 B Street West Vale, OR 97918 Web Page: malheurco.org Lt. Rob Hunsucker, Emer. Svcs. Commander Office Phone: (541) 473-5120 Office Fax: (541) 473-5504 Dispatch: (541) 473-5125 E-mail: [email protected] Brian E. Wolfe, (Sheriff) Director Office Phone: (541) 473-5126 Office Fax: (541) 473-5504 Dispatch: (541) 473-5125 E-mail: [email protected]

MARION Marion County Emergency Management 5155 Silverton Road NE Salem, OR 97305 John Vanderzanden, Emergency/Safety Manager Office Phone: (503) 365-3133 Office Fax: (503) 589-0943 Cell Phone: (503) 991-6926 E-mail: [email protected] Krista Rowland, Program Coordinator Office Phone: (503) 588-5108 Office Fax: (503) 589-0943 Cell Phone: 503-932-3947 E-mail: [email protected] Bill Worcester, Director Office Phone: (503) 588-5036 Office Fax: (503) 589-0943 E-mail: [email protected] MARION – SALEM Salem Emergency Services 595 Cottage St. NE Salem, OR 97301 Roger Stevenson, Emergency Manager Office Phone: (503) 763-3331 Office Fax: (503) 585-8914 E-mail: [email protected] MORROW Morrow County Emergency Management P O Box 159 (Mail) 325 Willow View Drive (Shipping) Heppner, OR 97836 Steve Myren, Undersheriff/EM Office Phone: (541) 676-2502 Cell Phone: (541) 314-5202 Office Fax: (541) 676-5577 Dispatch Center (541) 676-5317 E-mail: [email protected] MULTNOMAH Multnomah County Emergency Management 501 SE Hawthorne Blvd., Suite 400 Portland, OR 97214 Office Phone: (503) 988-6700 Office Fax (503) 988-6095 24/7 Duty Officer: (503) 988-6700 Press "1" Duty Officer (if # above fails) (503) 202-0316 Website: www.multco.us/em Joe Rizzi, Director Office Phone: (503) 988-4649 Cell Phone: (541) 228-8120 E-mail: [email protected]

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CITY OF GRESHAM Gresham Emergency Management 1333 NW Eastman Parkway Gresham, OR 97030 Cathy Harrington, Community Svcs. Manager Office Phone: (503) 618-2482 Office Fax: (503) 618-2198 E-mail: [email protected] Todd Felix, Emergency Management Coordinator Office Phone: (503) 618-2432 Office Fax: (503) 618-2198 E-mail: [email protected] CITY OF PORTLAND Portland Bureau of Emergency Management 1001 SW 5th Ave., Suite 650 Portland, OR 97204 Office Fax: (503) 823-3903 Carmen Merlo, Director Office Phone: (503) 823-2691 E-mail: [email protected] David Blitzer, Operations Manager Office Phone: (503) 823-3739 E-mail: [email protected] Jonna Papaefthimiou, Planning/Preparedness Mgr. Office Phone: (503) 823-3809 E-mail: [email protected] Laureen Paulsen, Planning Program Specialist Office Phone: (503) 823-3754 E-mail: [email protected] POLK Polk County Emergency Management 850 Main Street Dallas, OR 97338-3185 Dean Bender, Manager Office Phone: (503) 831-3495 Office Fax: (503) 831-5968 Office Cell: (503) 932-6071 E-mail: [email protected] Amanda Golden, EM Coordinator Office Phone: (503) 623-9251 Direct Line: (503) 831-1728 Office Fax: (503) 623-2060 E-mail: [email protected] Robert Wolfe (Sheriff), Director Office Phone: (503) 623-9251 Office Fax: (503) 831-5968 E-mail: [email protected]

SHERMAN Sherman County Emergency Services PO Box 139 Moro, OR 97039 Shawn Payne, Director Office Phone: (541) 565-3100 Office Fax: (541) 565-3024 E-mail: [email protected] TILLAMOOK Tillamook County Emergency Management 5995 Long Prairie Road Tillamook, OR 97141 Gordon McCraw, Director Office Phone: (503) 842-3412 Office Fax: (503) 815-3195 E-mail: [email protected] UMATILLA Umatilla County Emergency Management 4700 NW Pioneer Place Pendleton, OR 97801 Office Phone: (541) 966-3600 Office Fax: (541) 278-5496 Duty Phone: (541) 310-0583 Co. Dispatch: (541) 966-3651 Jack Remillard, Emergency Manager Office Phone: (541) 966-3706 E-mail: [email protected] UNION Union County Emergency Management 1106 K Ave. La Grande, OR 97850 JB Brock, Emergency Services Officer Office Phone: (541) 963-1009 Office Fax: (541) 963-1079 E-mail: [email protected] WALLOWA Wallowa County Dept. Of Emergency Services 101 S. River # 202 Enterprise, OR 97828 Paul Karvoski, Emergency Program Manager Office Phone: (541) 426-4543 x165 Office Fax: (541) 426-0582 E-mail: [email protected] Mike Hayward (Commissioner), Director Office Phone: (541) 426-4543 x20 Office Fax: (541) 426-0582 E-mail: [email protected]

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WASCO Wasco County Emergency Management 511 Washington Street, Suite 102 The Dalles, OR 97058 Rick Eiesland (Sheriff), Director Office Phone: (541) 506-2580 Office Fax: (541) 506-2581 E-mail: [email protected] Kristy Beachamp, Program Manager Office Phone: (541) 506-2790 Office Fax: (541) 506-2791 24 Hour #: (541) 296-5454 E-mail: [email protected] WASHINGTON Office of Consolidated Emergency Management 20665 SW Blanton Street Aloha, OR 97007 Scott Porter, Director Office Phone: (503) 259-1171 Office Fax: (503) 848-8635 E-mail: [email protected] Steve Muir, Supervisor Office Phone: (503) 259-1194 Office Fax: (503) 848-8635 E-mail: [email protected] Sue Patterson, Coordinator Office Phone: (503) 259-1178 Office Fax: (503) 848-8635 E-mail: [email protected] Vacant, Coordinator Office Phone: (503) 259-1182 Office Fax: (503) 848-8635 E-mail: Doug Hormann, Planner/Coordinator Office Phone: (503) 259-1174 Office Fax: (503) 848-8635 E-mail: [email protected] David Gassaway, UASI Coordinator Office Phone: (503) 259-1282 Office Fax: (503) 848-8635 E-mail: [email protected] CITY OF BEAVERTON Office of Consolidated Emergency Management 20665 SW Blanton Street Aloha, OR 97007 Michael Mumaw, Emergency Manager Office Phone: (503) 259-1183 Office Fax: (503) 848-8635 E-mail: [email protected]

Beaverton CERT Program P.O. Box 4755 Beaverton, OR 97076-4755 Ted Morris, CERT Program Coordinator Office Phone: (503) 350-4085 Office Fax: (503) 526-2479 E-mail: [email protected] WHEELER Wheeler County Emergency Services P O Box 345 Fossil, OR 97830 Terry Ignowski, EM Coordinator Office Phone: (541) 763-2380 E-mail: [email protected] Sheriff Chris Humphreys, Director Office Phone: (541) 763-4101 Office Fax: (541) 763-2026 E-mail: [email protected] YAMHILL Yamhill County Emergency Services 414 NE Evans St. McMinnville, OR 97128 Doug McGillivray, Director Office Phone: (503) 434-7340 Office Cell: (503 437-5884 Office Fax: (503) 474-4913 E-mail: [email protected] Sue Lamb, Assistant Emergency Manager Office Phone: (503) 434-4581 Office Cell: (971) 241-1433 Office Fax: (503) 474-4909 E-mail: [email protected]

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OREGON TRIBES Burns Paiute Reservation 100 Pasigo Street Burns, OR 97720 Kenton Dick, Fire Chief/EM Coordinator Office Phone: (541) 573-5562 Office Fax: (541) 573-2323 E-mail: [email protected] Mark Creighton, Tribal Police Chief Office Phone: (541) 573-2793 Office Fax: (541) 573-3854 E-mail: [email protected] Confederated Tribes of the Coos, Lower Umpqua and Siuslaw Indians 1245 Fulton Ave. Coos Bay, OR 97420 Howard Crombie, Director Office Phone: (541) 888-7511 E-mail: [email protected] Coquille Indian Tribe 3050 Tremont St North Bend, OR 97459 Email: [email protected] Jack Lenox, Emergency Mgmt. Coord. Office Phone: (541) 756-0904 Office Fax: (541) 756-0847 Email: [email protected] Scott Lafevre, Chief of Police 2602 Mexeye Loop Coos Bay, OR 97420 Office Phone: (541) 888-0189 Office Fax: (541) 888-2239 Email: [email protected] Confederated Tribes of Grand Ronde 9615 Grand Ronde Road Grand Ronde, OR 97347-9712 John Mercier Office Phone: (503) 879-2400 E-mail: [email protected] Klamath Tribes 501 Chiloquin Blvd. PO Box 436 Chiloquin, OR 97624 Kathleen Mitchell, General Manager Office Phone: (541) 783-2218 x183 E-mail: [email protected]

Confederated Tribes of Siletz Indians PO Box 549 Siletz, OR 97380 Dean Sawyer, Emergency Mgmt. Planner Office Phone: (541) 444-8298 E-mail: [email protected] Cow Creek Band of Umpqua Tribe of Indians 2371 NE Stephens St. Suite 100 Roseburg, OR 97470 Jhana McCullum Office Phone: (541) 677-5524 Office Fax: (541) 677-5527 Email: [email protected] Confederated Tribes Of The Umatilla Indian Reservation 46411 Ti'Mine Way Pendleton, OR 97801 Ray Denny, Public Safety Director/EM Office Phone: (541) 429-7606 Office Fax: (541) 429- 7606 E-mail: [email protected] Warm Springs Indian Reservation PO Box "C" Warm Springs, OR 97761 Daniel Martinez (Fire Chief), Tribal Safety EM Office Phone: (541) 553-1634 Office Fax: (541) 553-3531 Chief Cell: (541) 419-8094 E-mail: [email protected]

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OREGON EMERGENCY MANAGEMENT (503) 378-2911 Web site: www.oregon.gov/OMD/OEM All e-mail addresses are followed with: @state.or.us Name E-mail Ext. Adams, Jim james.adams 22232 Carini, Kiri kiri.carini 22245 Choin, Denise denise.e.choin 22222 Cline, Cherie cherie.cline 22221 Connell, Theresa theresa.connell 22230 Craigmiles, Kelly Jo kelly.jo.craigmiles 22246 Dettwyler-Gwin,Sonja sonja.dettwylergwin 22267 Duvall, Gillien gillien.duvall 22250 Greiner, Jeff jeff.greiner 22242 Grogan, Cory cory.grogan 22283 Gurley, Michael michael.gurley 22284 Gwin, Dan dan.gwin 22290 Hall, Bev bev.hall 22223 Hansen, Jacob jacob.hansen 22399 Hungate, Abigail abby.hungate 22274 Jimenez, Doug doug.jimenez 22248 Kleinbaum, Georges georges.kleinbaum 22238 Lauritsen, Connie connie.j.lauritsen 22249 Lippert, Kim kim.lippert 22283 Marheine, Matt matthew.t.marheine 22239 Metzger-Hines, Sidra sidra.metzgerhines 22251 Miller, Tracy tracy.miller 22253 Molesworth, Fred fred.molesworth 22241 Murray, Joseph joseph.murray 22240 Neet, Darrell darrell.neet 22293 O’Day, Christine christine.oday 22244 Ollis, Steve steve.ollis 22289 Perino, Chuck charles.perino 22252 Plotner, Martin martin.plotner 22225 Pope, Pat pat.pope 22228 Rizzo, Althea althea.rizzo 22237 Sigrist, Dennis dennis.j.sigrist 22247 Slevin, Julie julie.slevin 22235 Stark, Jeanie jeanie.stark 22274 Stoelb, Daniel daniel.stoelb 22234 Tennyson, Mark mark.tennyson 22265 Tiemeyer, Gordon gordon.tiemeyer 22282

To report updates and/or changes to this list contact: Locals List Attn: Bev Hall Oregon Emergency Management P.O. Box 14370 Salem, OR 97309-5062 Office Phone: 503-378-2911 x22223 E-mail: [email protected]

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OEM Salem Staff by Section and Position Martin Plotner, Director Kim Lippert/Cory Grogan, Public Information Officers Jeff Greiner, Public/Private Community Affairs Liaison Cherie Cline, Executive Assistant, Director's Office Mitigation and Recovery Section VACANT, Section Director Kiri Carini, Seismic Grants Coordinator Denise Choin, Fiscal Coordinator Sonja Dettwyler-Gwin, Grants Accountant Dan Gwin, Grants Accountant Connie Lauritsen, Accountant Joseph Murray, Emergency Mgmt. Specialist-Hazard Mitigation and Disaster Recovery Darrell Neet, Special Projects Coordinator Christine O’Day, Grants Program Accountant Dennis Sigrist, State Hazard Mitigation Officer Julie Slevin, Facilities Engineer-State Public Assistance Officer Plans and Training Section VACANT, Section Director Jim Adams, Domestic Preparedness Training Coordinator Kelly Jo Craigmiles, Exercise/Training Officer Bev Hall, Receptionist/Office Specialist Jacob Hansen, OpsCenter Program Analyst Doug Jimenez, Domestic Preparedness Exercise Coordinator Matt Marheine, Domestic Preparedness Program Coordinator Sidra Metzger-Hines, DHS Grants Coordinator Tracy Miller, Domestic Preparedness Program Assistant Vacant, Domestic Preparedness Planner Chuck Perino, Planner/Citizen Corps Program Coordinator Althea Rizzo, Geologic Hazards Program Coordinator Technology and Response Section Mark Tennyson, Section Director Theresa Connell, 9-1-1 Program Analyst Gillien Duvall, 9-1-1 Technical Operations Coordinator Michael Gurley, 9-1-1 GIS Coordinator Abigail Hungate, 9-1-1 Office Specialist Georges Kleinbaum, Search and Rescue Coordinator Fred Molesworth, State Communications Officer Steve Ollis, Systems Analyst Pat Pope, Systems Analyst Jeanie Stark, 9-1-1 Program Assistant Daniel Stoelb, 9-1-1 GIS Database Analyst Gordon Tiemeyer, 9-1-1 PSAP Relations Coordinator

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Training Matrix Attachment 1

Training Activity

Courses Duration Provider Audience Estimated Total Cost

Cost Allocation

PROGRAM SPECIFIC

Youth Transition Planning

This training will assist in having a clearer understanding of what ILP is and how it can benefit your youth. After completing this course you will be able to refer your youth to the program; be able to complete the necessary ILP forms and other components of ILP; and know your role in the ILP process. You will also learn more about the DHS requirements for assisting foster youth (age 16 or older) with creating a transition plan. Learn the role ILP can play and the role DHS must have in the planning process.

3 hours (NetLink, quarterly)

DHS-CAF, ILP Staff

All CW Caseworkers, community

partners may attend

$2,060.40 (Salary cost estimate)

RMS

Independent Living Program (ILP) Services

This training will assist in having a clearer understanding of what ILP is and how it can benefit your youth. After completing this course you will be able to refer your youth to the program; be able to complete the necessary ILP forms and other components of ILP; and know your role in the ILP process. You will also learn more about the DHS requirements for assisting foster youth (age 16 or older) with creating a transition plan. Learn the role ILP can play and the role DHS must have in the planning process.

3 hours (NetLink, quarterly)

DHS-CAF, ILP staff

All CW Caseworkers, community

partners may attend

$2,060.40 (Salary cost estimate)

RMS

ILP training upon request

General ILP or topic specific (e.g.: NYTD, housing, YDM, post-secondary) training is available upon request to DHS, Tribes, ILP and community partners.

Varies DHS-CAF, ILP staff

Varies TBD TBD

Post-secondary Planning and Financial Aid

Trainings to provide information on financial aid, planning for college, support services on campus, money management, and other topics related to post-secondary education and training. ASPIRE Fall Conference (DHS has 75 slots for caseworkers, foster parents, ILP Providers, CASA and CRB)

1 day each OSAC-ASPIRE

Varies – supportive

adults, DHS staff, and

Community Partners

$15,000 (includes facilities, trainer,

meals, and per diem

reimburse-ment for

participants)

Chafee ILP or ETV grant

ILP Convening - Provider Retreats

Provide update on NYTD outcomes, legislation affecting Child Welfare, new fed.

1 to 2 Days ILP Staff & various Child Well-Being

DHS, Tribes, ILP

Providers,

$10,000 (includes facilities,

Chafee ILP Grant

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Training Matrix Attachment 1

Training Activity

Courses Duration Provider Audience Estimated Total Cost

Cost Allocation

requirements. Staff select community

partners

trainer, meals, and per diem

reimburse-ment for

participants) Permanency and Supportive Adults (estimated to begin in 2014)

TBD – train caseworkers and youth to engage supportive adults in Youth Decision Meetings and as potential permanent connections for youth. Training to be youth friendly. Training to distinguish the roles of each supportive adult once a youth is referred for contracted ILP services. Including a collaborative approach to help youth engage and achieve their transition goals.

TBD TBD TBD TBD TBD

Casey Life Skills Assessment (CLSA) training of trainers (TOT)

Oregon has 10 ACLSA Certified Trainers who need to be updated on the new Casey Life Skills Assessment tools. This training will update and refresh the trainers on how to use, administer and interpret all of the Casey Life Skills Training and other on-line resources. The training will include details on how supportive adults can use the assessment results to assist a youth with transition planning.

1 day (in-person in

Salem or Portland area)

NCWRCYD, University of

Oklahoma

ACLSA Certified Trainers

TBD (potential per diem

expenses for the 5 DHS

staff)

TBD

Casey Life Skills Assessment (CLSA) training

This course will train staff, volunteers or youth to use, administer and interpret all of the Casey Life Skills Training and other on-line resources. Training will also teach participants how to use the assessment results to help youth craft a transition plan.

1 day (in-person)

CLSA Trainers

(see above)

Adolescent Caseworkers,

and community

partners

TBD TBD

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CHAFEE GOAL AREA(S)

ADDRESSED Project NameProjected Expense

Projected Due Date Status

Date Com-pleted Comments

Child Well-Being Unit Projects

Potential to affect

all Chafee Goals

Social & Emotional

Well-being Act

implementation,

Trauma-Informed

Care $400 9/15/14 Progress

Variety of training offerred to ILP Contractors, DHS staff & partners. Need to determine impact to service contracts, procedure manual updates, and core training.

Potential to affect

all Chafee Goals

Collaborative Problem

Solving - integrate into

practice wholistically ? 3/1/14 Progress

Determine impact to Transition Planning process and ILP Contracts

Potential to affect

all Chafee Goals Procedure Manual $0 3/1/14 PendingUpdates based on outcomes of a variety of projects

Practice/Training Projects

4.a.; 4.b., 8.c., 9.a. Health Care Proxy $500 10/15/12 Achieved 5/1/13

DVD's distributed to DHS Supervisors & ILP Providers. Mailings to Supervisors not at ILP Convening continue

All Chafee & ETG Goal Areas ILP Website $0 6/1/13 Progress

1) NYTD Page in place, need to add stats. 2) Events Page in progress, need to select photos & videos. All other pages of website are posted and updated as necessary.

1.a, 8.b.CLSA Training & NRCYD ? 7/1/13 Barriers

Need to recreate training & train trainers. NRCYD not ready to implement new training of trainers.

4.b.; 8.a., 9.a., and overall agency imporvement planning efforts

Teen Panelist log (CASA, S2S, etc.) $30 - $100 as needed Progress on-going

Database is done & current as of 1/1/13. Youth paid based on experience and need of each event/workshop.

Potential to affect all Chafee Goals

Training - shorter, self directed videos ? 1/1/14 on hold

Due to other priorities, this project is on hold. Plans are to eventually start w/3 areas and provided indepth 30 to 45 minute training videos - self paced.

All Chafee Goal Areas NetLink - 2 each qtr. $0 on-going Achieved on-going

Transition Planning, and the ILP Services Netlinks are scheduled out for entire year.

Project Overview Attachment 2

Project Log

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Older Youth & HRY Projects Postion currently vacant

Potential to affect

all Chafee Goals

FC to age 21 - Plans &

Svcs for 18 - 20 yr.

olds ? 3/1/14 BarriersPosition now vacant - new hire to be assigned project.

1.c.; 1.e.; 4.b Credit Reports

$2,500 first year, $1,200 annually thereafter 12/1/12 Barriers

Project: Centralize paper process w/Experian implemented 2-1-13. Waiting for TransUnion & EquiFax contract reviews/negociations. Waiting for Field Services Mgmt. to designate staff for on-going process. ILP Desk currently handling centralized testing as able.

5.a., 8.a., 9.a

Homeless & Runaway

Pilots - RFP ? 1/2/13 Barriers

RFP for new cycle postponed, position vacant, allocation clarification needed

ILP Projects

All Chafee Goal

Areas

2013 ILP DHS

Convening/ILP

Provider Retreat $10,000 5/1/13 Achieved 5/1/13

90 DHS staff, ILP Contractors, and Tribal staff participated. Evaluations currently being summarized - overall, high satisfaction with event.

All Chafee Goal

Areas Annual Report $0 6/1/13 Progress 5/17/13

ILP Desk staff have stats to Rosemary. Report to Chris by 5-17-13. Allocation & ETV summary page already sent to Chris

1.a. - 1.e; 3.a; 5.a.,

8.a., 9.a. - b.

Foster Youth Bill of

Rights ? 7/1/13 Progress

SB123 is moving through legislature, will need to create info packets & work with Ombudsman office on hotline

All Chafee Goal

Areas

5 year Planning Work

Groups/Summit $2,500 1/15/14 Progress

Determine focus areas (education, employment, health, housing, personal connections, transportation, life skills). Determine how large/small & who to have facilitate. Create schedule & locations for workgroup meetings

n/a ILP Forms Updates $0 12/1/12 Achieved 2/28/13

All forms updated for OR-Kids information. Available on DHS forms website

All Chafee Goal

Areas ILP Contracts/RFP $1,800,000 2/1/14 pendingbased on 5 yr plan priorities, define services, new pymt language

4.a.; 5.a., 8.c., 9.a. NYTD - DOR Project

$80,000 per year 5/1/13 Achieved on-going

Met participation rates for 19 yr olds for 2013A rpt. Finalize reports for 19 yo FU population, monitor contract compliance

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ILP Projects (continued)

n/a NYTD - Reports ? 3/31/13 Barriers

OR-Kids reporting still a barrier. Tech Team struggling with formatting reports for submission & implementing a standardized reporting process.

All Chafee Goal

Areas

Program

Administration

DHS funded on-going Progress on-going

Lead worker, payment approvals, ILP contractor trainings & TA, program planning, contracts, special projects, legislative tracking, NYTD, ETG, budget, etc.

Potential to affect

all Chafee Goals ILP FaceBook Page $0 10/1/12 Achieved on-goingFB page is up. Need to set plan for content updates.

2.a.; 2.b.; 3.a.;

4.b.; 5.a; 9.b.

2013 DREAM

Conference (post-

secondary) $26,500 7/30/13 Progress

Contractor doing great job of incorporating both education and career/job workshops & informed, fun activities

Tribal relationships, 9.b. 2013 NTG Planning $15,000 6/30/13 on-going

Coquille Indian Tribe has agreed to host. Move to planning phase

9.a. SAC - OFYC Outreach $0 suspendedSuspended

Workload issues - Redetermine role at 5 yr strategic plan event

1.a.; 1,d.; 1.e.;

2.a.; 3.a.; 4.a.;

4.b.; 5.a.; 9.a. Teen Conf. Planning $35,000 7/1/13 Progress

confirm location, survey youth for Youth Speak topics, supervision schedule,etc.

Tribal

relationships Visit Tribes on-going ProgressILP Convening, ICWA, NTG, schedule in visits throughout year.

Potential to affect all Chafee Goals

NYTD DOR Contract & Training for field, Share Stats ? 5/1/13 Achieved on-going

Partnered with FosterClub to present data at ILP Convening - continue to share data at events and trainings

2.a.; 2.b.; 3.a.;

4.b.; 5.a Employment WrkGrp $200 10/30/12 Barriers

5 yr plan created - no official mgmt approval. Need input from Field & Program mgmt.

2.a.; 2.b.; 3.a.; 5.a.; 8.a.; 9.a. - b. Tuition & Fee Waiver 7/1/13 Progress

HB 2095 appears to be moving forward - will align with Chafee ETG eligibilty (but continues to age 25) - update eligibility reports. Work on issues due to new academic year

n/a Payment Issues ? on-going Barriers

Need timely payments to contractors, fix incorrect OR-Kids postings to ILP budget

4.a.; 4.b.; 8.a.; 9.a. & ETG e. SAC - Mentoring $0 suspended Progress suspended

suspended due to challenges and workload. ILP Convening has generated interest in local areas. Monitor plan implementation.

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ILP Projects (continued)

ETG a. - c., & f.OSAC & ASPIRE Contracts $900,000+ on-going Progress on-going

Distribute ETV awards to schools, provide outreach materials, assist with contact/training of post-secondary staff

Potential to affect all Chafee Goals

Transition Summit PSU/NAFY (Multnomah County) barriers Progress on-going

Determine who should continue to be invovled in this. PSU has added ILP Coord. as a "DHS Decision Maker," should this be someone else? Someone from Dist.2? Work groups struggling to maintain forward momentum; pull data from national database

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*in some cases this might be an estimated number since the APSR is due June 30, 2013.

Attachment 3

Annual Reporting of State Education and Training Vouchers

Awarded

Name of State: Oregon

Total ETVs Awarded Number of New ETVs

Final Number: 2011-2012 School Year

(July 1, 2011 to June 30, 2012)

290

152

2012-2013 School Year*

(July 1, 2012 to June 30, 2013)

295

172

Comments: Oregon refers to the Chafee ETV in two ways: 1) Chafee Education and Training Grant (ETG)

and 2) Chafee Education and Training Voucher (ETV). The Chafee ETG is administered in partnership

with the Oregon Student Access Commission (OSAC). Youth apply for the ETG via an on-line application

process. Applicants do not need to have a current open case with DHS. OSAC is able to share the

applicant’s data with DHS via a secure “portal.” The portal allows for real-time review and updating of

an applicant’s eligibility or award status.

The second method for youth to access the Chafee post-secondary funds is through a voucher process

or the Chafee ETV program. Youth must have a current, open case with DHS to access funds via the

voucher process. As the data below indicates, only 12.5 percent of awards are accessed via the voucher

process per year. This is intentional. Youth are required to complete an ETG application in order to

receive funds. The voucher process is reserved for those schools that may not partner with OSAC, or for

those students who have emergency needs (schools may be delayed in processing awards, dorm

deposits are required months before awards are issued by schools, etc.).

11-12 Academic Year (finalized)

(Maximum Grant award is $3,000)

ETG OSAC Grants: 278 for a total of $$629,358.00

ETV DHS Vouchers: 36 for a total of $$22,794.43

(of the 36 vouchers issued, 24 youth also received Grant funds)

Total ETV Awards: 290 recipients for a total of $652,152.43

Following is a breakdown of the $22,794.43 in DHS Chafee voucher funds issued in 2011-12:

Tuition: $14,891.15 Room & Board: $2,260 Lab Supplies: $0.00

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*in some cases this might be an estimated number since the APSR is due June 30, 2013.

Fees: $1,383.00 Housing Start-Up: $1,500 Spec Equip: $0

Books: $2,760.28 Transportation: $0.00 Tutor: $0.00

Applications Processed:

Total Applicants: 613

Eligible Applicants: 429

Total Awardees: 290 (67.6% of the eligible applicants received an award)

First time recipients (did not receive Chafee funds 10-11): 152

12-13 Academic Year (still in progress—as of 4/9/13):

(Maximum Grant award is $3,000)(Tuition and Fee Waiver added this year)

ETG OSAC Grants: 292 for a total of $722,735.00

ETV DHS Vouchers: 14 for a total of $3,787.40

(of the 14 vouchers issued, 11 youth also received Grant funds)

Total ETV Awards: 295 recipients for a total of $726,522.40

Following is a breakdown of the $3,787.40 in DHS Voucher funds issued:

Tuition: $1,130.60 Room & Board: $1,413.00 Lab Supplies: $0.00

Fees: $290.80 Housing Start-Up: $95.00 Spec Equip: $250

Books: $608.00 Transportation: $0.00 Tutor: $0.00

Applications Processed:

Total Applicants: 567

Eligible Applicants: 415

Total Awardees: 295 ( 71% of the eligible applicants received an award)

First time recipients (did not receive Chafee funds 11-12): 172

13-14 Academic Year (as of 4/9/13):

(Maximum Grant award is $3,000). Electronic Application was not available until 3/14/13.

No grants have been issued for the 13-14 academic year. However, we have received 101 Chafee ETG

Applications. The final date to apply for Chafee ETG for Fall term is August 1, 2013. With the passage of

HB 2095, providing updates to the Oregon Foster Youth Tuition and Fee Waiver eligibility, we anticipate

the number of Chafee applicants to grow. The ILP Fiscal Assistant will be comparing the youth eligible

for the Waiver with the list of Chafee Applicants. Outreach will be conducted to those youth under age

21 who may qualify for Chafee, but did not submit an application. Results of the outreach efforts will be

reported next year.

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050100

150

200

250

300

201005

201006

201007

201008

201009

201010

201011

201012

201101

201102

201103

201104

201105

201106

201107

201108

201109

201110

201111

201112

201201

201202

201203

201204

201205

201206

201207

201208

201209

201210

201211

201212

Cha

fee

Med

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Pro

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Enr

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Attachment 5

ILP Convening – Service Improvement Plans

Service Area: Dist. 1,

Clatsop/Tillamook/Columbia

Contacts: Jenny Burt, Tillamook YMCA ILP

Goal Area: Education & Mentoring

Plan: Education:

• Keep/encourage youth to stay in current homes.

• Attend local community college for support.

• Encourage local Job Corp with more supports & actual

job skills

Mentoring:

• Add/increase ILP classes on finding good/healthy

supports.

• Connect to Trio Program liaison at Clat. Com. College

• Upperclassman/successful youth with new incoming

freshmen

• Referral (if needed) to MTC & DD Services

Potential Issues/ Barriers:

Education – lack of drive & maturity of

youth. Low wage, no jobs, or only summer

jobs.

Mentoring – lack of drive to reach out for

assistance. Current mentor program is not

for teens, need formal mentor program.

Resources Needed:

Service Area: Dist. 2, Multnomah NNE Contacts: Toc Soneoulay, Impact NW ILP

JD Devros, DHS ?? Branch

Goal Area: Employment & Academics

Plan: Employment -

• Improve connections with Community

providers (i.e. a whole faith based group)

• Systems change – starting earlier

• Wrap around services

• Aware of diagnosis

Academics – (did not have time to finish)

Potential Issues/Barriers: Employment –

motivation, follow through, lack of supportive

adult, mental health, trauma, lack of wrap around

services, lack of access to community providers.

Academics - Being so far behind (overwhelmed),

lack of supportive adults, lack of vocational

programs in schools (not alt. school). Resources Needed:

Service Area: Dist. 2, Multnomah

Contacts: Tina Needham, Inn Home ILP

Goal Area: Employment Plan:

• Educate youth on value of soft/hard skills

• Interns to work with youth on appropriate

employment skills

• More networking (who do you know)

• Building access to social capital

• Ask community partners about jobs

Potential Issues/Barriers: economy, ageism,

youth presentations, lack of experience and self

esteem

Resources Needed:

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Attachment 5

ILP Convening – Service Improvement Plans

Service Area: Dist. 3, Polk County Contacts: ILP - Shannon Simmich, PolkCoYouthSvcs

Goal Area: Mentors (Older ILP youth mentor

younger youth)

Plan:

• BBQ’s and weekend gatherings between the

Youth ILP workers, DHS and Tribal workers.

• As natural bonds are formed, adults can explain

what they can provide: transportation, Sunday

night dinners, a place to wash clothes, etc.

Potential Issues/Barriers:

Lack of supportive adult relationships

Mentor/Supportive Adult

ILP Provider DHS/Tribes

Connecting youth to Mentor

Service Area: Dist. 3 & 4, Lane, Linn/Benton, Contacts: Andrea Hansen-Miller, Looking Glass ILP

DHS ?? Branch

Goal Area: Health Insurance/Health Planning

Plan: Intentional support

• When possible, do change of address form

with youth

• Planning for on-going support/mentoring

• More engaging(?) or permanent supports

• Permanent address for mail – a person

who agrees to give mail no matter what

Potential Issues/Barriers: Address changes, lack

of on-going support, youth don’t know their

medical options. Youth not submitting a change of

address form, once services dropped is difficult to

re-engage

Note: everything is interrelated; health,

connections, housing, finances, etc. Resources Needed:

Permanent supports

Service Area: Dist. 7, Coos County Contacts: DHS - Lorie Fish, Earl Boots

ILP – Juliet Davison, Bob Belloni Ranch

Goal Area: 1) Housing Education/Money Mgmt,

2) Strengthening Support Systems,

3) Money Management

Plan:

1) Housing Education – more referrals for younger

youth; more time to teach skills – offer to come

to group even if not in ILP.

2) Support Systems – encourage supportive

adults/systems to come to T2 mtgs, encourage

community connections, extra-curricular

activities, and volunteering.

3) Money Management – Educate foster parents

on importance of allowance for use in money

management, follow up and tracking in ILP how

youth spends/saves funds (similar to Dream

Saver Program)

Potential Issues/Barriers: 1) Housing – youth

done with system at 18, youth need more time to

learn skills.

2) Support Systems – youth lack confidence in own

skills & don’t understand importance.

3) Money Management – lack of allowance from

foster parents, poor match skills

Barriers: lack of funding for ILP to serve younger

youth, lack of funds for FP to provide allowance

Resources Needed:

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Attachment 5

ILP Convening – Service Improvement Plans

Service Area: Dist. 8 & 11, Jackson/Josephine,

Klamath/Lake

Contacts: Saundra Hart – DHS

Goal Area: 1) Safe/Sustainable Housing,

2) Supportive Adults

3) Obtainable Life Goals

4) Mental Health

Plan:

1) Better planning and supports for after age 21

when no ILP/ILSP/DHS, etc.

2) Increase the healthy, supportive adults in a

youth’s life (outside of CASA, ILP, DHS).

3) Help youth explore options for careers and

education for more obtainable life goals.

4) Address trauma and “truth of the family” in

how much support they can or can’t provide.

Potential Issues: Mental health, exploitation by

adults (Craigslist, foster parents, credit cards,

“family friends” etc.), location, physical health,

A&D, IQ, kids poor choices, location, youth’s

developmentally appropriately unable to

understand the gravity of independence.

Resources Needed:

Service Area: Dist. 9 & 10, Hood/Wasco/Sherman,

Crook/Deschutes/Jefferson

Contacts: Meg, Teal, Robin, Andy, Savannah

Goal Area: Rural Employment & Financial Mgmt.

Plan:

• A program similar to the Youth Conservation

Corps – with requirement that a portion of

funds earned go to: savings, youth’s

discretion, and a portion be set aside as a

stipend for when youth moves out of foster

care to assist with housing.

• Jobs would be more integrate into typical jobs

in the community.

Potential Issues: lack of employment

opportunities, lack of experience managing real

money

Resources Needed:

Employers willing to work with foster youth/Youth

Conservation Corp type program

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2012 Chafee Graduation Rates.docx  Page 1 of 2  Prepared by Peggy D.Cooksey November 29, 2012    Program Analyst 1     OSAC 

 

Chafee Graduation Rates 

 

The Oregon Student Access Commission (OSAC) does data matches to determine graduation rates of 

Oregon Opportunity Grant recipients as part of the legislatively required Key Performance Measures. At 

the request of the Oregon Department of Human Services Independent Living Program, as of fall, 2011, 

similar data will be collected regarding Chafee Education and Training Grant recipients. 

Methodology: 

In keeping with the same methodology as OSAC uses for KPM data collection, graduation rates will be 

determined using: 

Four Year Institutions‐a standard of six years 

Two Year (Community College) Institutions‐a standard of three years  

The US Department of Education requires Title IV schools to report graduation rates for all full‐

time students who complete their undergraduate program of study within 150 percent of the 

programs published length (i.e. six years for four year institutions, 3 years for two year 

institutions).  Proprietary (for‐profit) institutions often offer accelerated programs ranging from 

approximately 9 to 22 or more months, or, may offer a four year degree. Because each 

institution is different and varying programs within each institution may have different 

completion times, data was pulled for proprietary institutions for the same years as two‐year 

institutions.  

For this first report, prepared in November, 2012, graduation rates are checked for those 

receiving a degree during the 2011‐12 academic year. 

For this second year of data match, the base year for four‐year institutions, both public and 

private is the 2006‐07 academic year. For the 2011 report, all years going back to 2005‐06 were 

pulled for the community colleges and proprietary schools. As of 2012, we looked only at 2009‐

10 first time Chafee recipients.  

Going forward, data will be matched in one year increments for both four‐year and two‐year 

institutions from the base year of 2005‐06 for four‐year institutions and 2008‐09 for two‐year 

and proprietary institutions. 

Criteria: 

Institution type‐four year public, four‐year private, community college or proprietary 

First time Chafee recipient during the base year 

 

 

Results: 

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2012 Chafee Graduation Rates.docx  Page 2 of 2  Prepared by Peggy D.Cooksey November 29, 2012    Program Analyst 1     OSAC 

 

Graduation Rates of First Time Chafee Recipients by Academic Year 

Community College  Proprietary  Four‐Year Public  Four‐Year Private  Total All Sectors  

Year  Rate (%)  Year  Rate (%) Year Rate (%) Year Rate (%)  Rate (%)

2005‐06  4.73  2005‐06  0.00  2005‐06  21.43  2005‐06  37.50  8.65 

2006‐07  12.31  2006‐07  0.00  2006‐07  62.50  2006‐07  100.00  10.81 

2007‐08  9.09  2007‐08  0.00  2007‐08  na  2007‐08  na  na 

2008‐09  7.25  2008‐09  4.17  2008‐09  na  2008‐09  na  na 

2009‐10  4.20  2009‐10  2.94  2009‐10  na  2009‐10  na  na 

 

Conclusions: 

The graduation rate for community colleges has ranged from a low of 4.20% to a high of 12.31%. 

The rate dropped from 7.25 for the 2008‐09 first time Chafee recipients to 4.20 for the 2009‐10 

first time recipients.  

For proprietary school attendees, the graduation rate dropped from 4.17 for 2008‐09 first time 

recipients to 2.94 for 2009‐10 first time recipients.  

The graduation rate for four year public university attendees increased dramatically from 2005‐

06 first time recipients to 2006‐07 (21.43% to 62.50), almost tripling. The same thing occurred 

for four‐year private university attendees, increasing from 37.50 to 100% graduation rate.  

There still isn’t enough data at this point in time to draw conclusions regarding positive or 

negative trends in the graduation rates. As we gather the data over the next few years, we will 

have a better idea of trends.  

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Efficient caseload managment across apps

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Juvenile Rehabilitation Caseload Forecasts Year in … · Juvenile Rehabilitation Caseload Forecasts Year in Review FY2008: JULY 2007 THROUGH JUNE 2008 STATE OF WASHINGTON CASELOAD

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Cost Report Training

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Data Included: 2009-2010 Caseload by Age Group 2009-2010 Caseload by Program Setting 2009-2010 Caseload by Child Care Account 2009-2010 Income Eligible.

Data Included: 2009-2010 Caseload by Age Group 2009-2010 Caseload by Program Setting 2009-2010 Caseload by Child Care Account 2009-2010 Income Eligible.

Training Cost

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STATE COURT CASELOAD DIGEST

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THE ICSID CASELOAD - The World Bank · The ICSID Caseload – Statistics (Issue 2016‐1) This issue of the ICSID Caseload – Statistics updates the profile of the ICSID caseload,

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COST FA1305 Training School 7 Aquaponics: Ergonomics …euaquaponicshub.com/hub/wp-content/uploads/2016/06/COST-Training... · COST FA1305 Training School 7 Aquaponics: Ergonomics

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Nebraska Judicial Branch Annual Caseload Report...Fiscal Year 2014 — July 1, 2013 to June 30, 2014 This Annual District Court Caseload Report contains caseload statistics for Nebraska’s

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2014 Caseload Report

KENT, SURREY & SUSSEX CRC Caseload Data. 1. Caseload – Number of Service Users With 800 service users the Brighton Office has almost double the caseload.

KENT, SURREY & SUSSEX CRC Caseload Data. 1. Caseload – Number of Service Users With 800 service users the Brighton Office has almost double the caseload.

CASELOAD STATISTICS OF THE DISTRICT COURTS

CASELOAD STATISTICS OF THE DISTRICT COURTS

Caseload and Workload Management

Caseload and Workload Management

COST training school

COST training school

The Development of an Interprofessional Caseload ... caseload...CAOT, CPA and CASLPA Steering Committee of the Interprofessional Caseload Management Planning Tool in Occupational Therapy,

The Development of an Interprofessional Caseload ... caseload...CAOT, CPA and CASLPA Steering Committee of the Interprofessional Caseload Management Planning Tool in Occupational Therapy,

THE ICSID CASELOADicsidfiles.worldbank.org/icsid/ICSIDBLOBS/CaseLoad... · (Issue 2014-1) This issue of the ICSID Caseload – Statistics updates the profile of the ICSID caseload,

THE ICSID CASELOADicsidfiles.worldbank.org/icsid/ICSIDBLOBS/CaseLoad... · (Issue 2014-1) This issue of the ICSID Caseload – Statistics updates the profile of the ICSID caseload,

1997 Caseload Highlights

1997 Caseload Highlights

Statewide Caseload Trends - California Courts · 2019 COURT STATISTICS REPORT Statewide Caseload Trends 2008–09 Through 2017–18. 2019 COURT STATISTICS REPORT Statewide Caseload

Statewide Caseload Trends - California Courts · 2019 COURT STATISTICS REPORT Statewide Caseload Trends 2008–09 Through 2017–18. 2019 COURT STATISTICS REPORT Statewide Caseload