The Illinois Department of Commerce and Economic Opportunity (DCEO), Illinois Department of Human Services (IDHS), Division of Rehabilitation Services (DRS), Division of Mental Health (DMH), Illinois Department of Employment Security (IDES), and Equip for Equality held a joint webinar on 9/18/2017 to announce the release of the Disability Employment Initiative (DEI) Video Series. During the webinar, each agency provided a brief overview of the services they provide to individuals with disabilities, jobseekers with disabilities, and employers. In addition, job seekers and social service agencies were shown the DEI video series located on the disabilityworks website. These videos provide individuals and jobseekers with disabilities and employers information on the Americans with Disabilities Act, reasonable accommodation, how to seek services under the Workforce Innovation and Opportunity Act, and much more.
July 2010 State of Illinois Illinois Depart.docxcroysierkathey
July 2010
State of Illinois
Illinois Department of Human Services
Division of Developmental Disabilities
STRATEGIC PLAN FY 2011–2017
July 2010
July 2010
Table of Contents
I. Introduction………………………………………………………………………………………………………………………………... 3
II. Overview of the Division of Developmental Disabilities………………………………………………………………… 4 – 5
III. Vision ………………………………………………………………………………………………………………………………………….. 5
IV. Mission …………………………………………………………………………………………………………………………………….…. 5
V. Guiding Principles……………………………………………………………………………………………………………………….. 6
VI. Summary of Strategic Priorities and Success Indicators………………………………………………………………. 7 – 8
VII. Key Definitions, Strategic Priorities and Goals…………………….…………………………………………………….... 9 – 17
VIII. Glossary of Terms……………………………………………………………………………………………………………………….. 18
IX. Bibliography……………………………………………………………………………………………………………………………….. 19
July 2010
3
I. Introduction
The Department of Human Services (DHS), Division of Developmental Disabilities (the Division) is pleased to present its strategic plan
for State of Illinois Fiscal Years 2011–2017. This plan has been developed through a process designed to mine the wisdom of a wide
array of stakeholders. It has also been developed in response to several important environmental conditions: a recessionary state
economy; investigations by the U.S. Department of Justice at Howe and Choate Developmental Centers; Olmstead related litigation;
a growing waiting list for basic community services and the recognition that Illinois must align its services for people with
developmental disabilities in accord with the preferences of those we serve and nationally accepted practices. Current practice calls
upon us to aggressively create a comprehensive and coordinated person-centered service delivery system, rooted in community-
based structures, that appropriately supports individual preferences, and which meets the needs of all individuals regardless of
intensity or severity of need.
This strategic plan is bold and aims to substantively re-orient Division priorities and resources to support a truly person-centered
system of services for which there is a popular mandate; however, this plan cannot be implemented with current funding and
service structures and declining funding for services. While we will do our part to ensure that new policies, procedures, and
strategies follow promising practices, are cost effective, and responsive to individuals with developmental disabilities, the allocation
of resources to support people with developmental disabilities must accurately reflect service demand and be a priority at all levels
of government and for the citizens of Illinois.
Some will ask, “How is this plan different from the last one?” Our answer is that the majority of goals can be directly tied to research
and recommendations made by a wide range of internal and externa ...
WIOA Workforce Solutions for Companies.pdfEmma Bush,EdD
This deck provides a comprehensive overview of the Workforce Innovation and Opportunity Act (WIOA) programs, detailing how each initiative can benefit employers. It outlines how WIOA supports workforce development through various programs, including On-the-Job Training (OJT), apprenticeships, customized training, and supportive services.
By leveraging these programs, employers can address talent shortages, enhance their workforce’s skills, and improve overall productivity.
The deck highlights the overview of the federal workforce system, and key benefits of each WIOA program, demonstrating how these initiatives can help employers find, train, and retain skilled workers to meet their business needs effectively.
Developing an Operating Budget for Extended Family, Inc. A Not-fo.docxduketjoy27252
Developing an Operating Budget for Extended Family, Inc.: A Not-for-Profit Human Service Organization
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In this case, you will develop an operating budget for Extended Family, Inc., a not-for-profit (NFP) human service organization. Completing this budget successfully requires a high level of decision making, as you must determine the number of cost pools and allocation bases upon which common costs are to be allocated to the organization's three revenue-generating programs. This case will expose you to many real-world issues that NFP financial managers confront when they prepare operating budgets. These issues include: (1) allocating revenue among programs; (2) distinguishing among program, administrative, and fundraising costs; (3) properly treating temporarily restricted contributions; and (4) facing an array of ongoing financial challenges connected with NFPs. [PUBLICATION ABSTRACT]
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ABSTRACT:
In this case, you will develop an operating budget for Extended Family, Inc., a not-for-profit (NFP) human service organization. Completing this budget successfully requires a high level of decision making, as you must determine the number of cost pools and allocation bases upon which common costs are to be allocated to the organization's three revenue-generating programs. This case will expose you to many real-world issues that NFP financial managers confront when they prepare operating budgets. These issues include: (1) allocating revenue among programs; (2) distinguishing among program, administrative, and fundraising costs; (3) properly treating temporarily restricted contributions; and (4) facing an array of ongoing financial challenges connected with NFPs.
INTRODUCTION
Extended Family, Inc., a community-based, not-for-profit (NFP) organization, was founded in 1995 by a group of parents who were concerned about the stigma surrounding children with disabilities. Specifically, these parents found that such children did not have a place to go to receive specialized counseling aimed at helping them cope with their disabilities. The founding parents also wanted their adult children with disabilities to have an independent, yet supervised, living situation. Originally a grass roots organization with limited support, Extended Family was incorporated in 1999 in order to expand the program from advocating for services to providing services. Extended Family's mission is to educate the community on disabilities and to provide a safe living environment that will enable people with disabilities to live with dignity.
Program Description
Extended Family operates three separate programs: counseling, education, and residential. Clients may be referred to one of these programs by their schools, social service agencies, physicians, or their parents.
Counseling Program
The counseling program provides individual, group, and fami.
The mandate to establish an office of Rural Health was ORH was mandated in 2006 by Public Law 109-461, section 212, to improve care and access for veterans who reside in rural areas of the united states.
Applying the 360° Approach, Dr. Hartman was able to look at the ORH from all aspects to develop policy and strategicdirection for enhancing services to Veterans who reside in rural and highly rural areas. His vision outlined in the graphic has set six strategic goals and articulated a number of objectives to meet thesegoals to ensure improved quality and access of health care service delivery to less populous areasof the United States and was implemented in 2009 and retains to date.
1. LVER and DVOP Fact Sheet
Local Veterans' Employment Representatives
Local Veterans' Employment Representatives (LVERs) are state employees located in
state employment offices to provide assistance to Veterans by:
• supervising the provision of all services to Veterans furnished by employment
service employees, including counseling, testing, and identifying training and
employment opportunities;
• monitoring job listings from Federal contractors to see that eligible Veterans get
priority in referrals to these jobs;
• monitoring Federal department and agency vacancies listed at local state
employment service offices and preliminary processing of complaints from
Veterans about the observance of Veterans' preference by Federal employers;
• promoting and monitoring the participation of Veterans in Federally-funded
employment and training programs;
• cooperating with the Department of Veterans Affairs to identify and aid
Veterans who need work-specific prosthetic devices, sensory aids or other
special equipment to improve their employability; and contacting community
leaders, employers, unions, training programs and
• Veterans' Service Organizations to be sure eligible Veterans get the services to
which they are entitled.
Usually, one full-time LVER is allocated to local employment service offices for each
1,100 or more Veterans who registered for assistance in the preceding year. One
halftime LVER is allocated to offices at which at least 350 Veterans registered for help.
This formula and the current appropriation level for the program support about 1,300
LVERs employed nationwide. State Employment Service Agency management may
deviate from the allocation formula in the actual assignment of positions to specific
locations.
Disabled Veterans' Outreach Program
Disabled Veterans' Outreach Program (DVOP) specialists develop job and training
opportunities for Veterans, with special emphasis on Veterans with service-connected
disabilities. DVOP specialists provide direct services to Veterans enabling them to be
competitive in the labor market. They provide outreach and offer assistance to disabled
and other Veterans by promoting community and employer support for employment and
training opportunities, including apprenticeship and on-the-job training.
2. DVOP specialists work with employers, Veterans' organizations, the Department of
Veterans Affairs, Department of Defense, and community-based organizations to link
Veterans with appropriate jobs and training opportunities.
DVOP specialists serve as case managers for Veterans enrolled in Federally-funded
job training programs such as the Department of Veterans Affairs’ Vocational
Rehabilitation program, and other Veterans with serious disadvantages in the job
market. DVOP specialists are available to those Veterans and their employers to help
ensure that necessary follow up services are provided to promote job retention.
The Department of Labor provides grant funds to each state's employment service to
maintain DVOP specialist positions in the state. The staffing formula and current
appropriations level support about 1,400 DVOP specialists nationally. DVOP specialists
are employees of the state and are generally located in state employment service
offices. About one-quarter are stationed full or part-time in locations other than
employment service offices.
DVOP specialists may be stationed at regional offices and medical or Veterans'
outreach centers of the Department of Veterans Affairs, state or county Veterans'
service offices, Job Training Partnership Act program offices, community-based
organizations, and military installations.