OVERVIEW OF THE ACT COLLABORATIVE 

 

In October of 2006 the ACT Collaborative received funding from the Department of 
JusticeÕs Office on Violence against Women, through its Education & Technical 
Assistance Grants to End Violence against Women with Disabilities Program. The ACT 
Collaborative is made up of three project partners: Day One (The Sexual Assault & 
Trauma Resource Center of Rhode Island), PAL (An Advocacy Agency for Families 
& People with Disabilities), and the RI Coalition Against Domestic Violence plus two 
affiliated member agencies: Advocates in Action (RIÕs statewide self-advocacy 
organization) and Blackstone Valley Advocacy Center (a domestic violence shelter and 
member agency of the RI Coalition Against Domestic Violence). These five agencies 
are working together in support of the mission and vision jointly created under this 
initiative, building on a strong collaborative partnership fostered through previous 
work together. 

 

The Guiding Vision & Mission for the Work of the ACT Collaborative 

 

The VISION of the ACT Collaborative is to create an accessible system that is 
person-centered in its service delivery, provides a comprehensive spectrum of 
services, and is delivered by informed and accountable professionals to individuals 
with disabilities and Deaf individuals, who are survivors of domestic and sexual 
violence. 

 

Our MISSION is to ACT together through Advocacy, Collaboration and Training to 
better respond to violence against individuals with disabilities and Deaf individuals 
with the PURPOSE of fostering an environment that works to: 

 

Rhode Island Strategic Plan 
for Two Communities of 
Focus 

 

This project is supported by Grant No. 2006-FW-
AX-K005 awarded by the Office on Violence 
against Women, U.S. Department of Justice. The 
opinions, findings, conclusions, and recommendations 
expressed in this document are those of the authors 
and do not necessarily reflect the views of the 
Department of Justice, Office on Violence against 
Women. 



¥ Improve accessibility to advocacy and safety planning services for 
individuals with disabilities and Deaf individuals; 


 

¥ Develop a collaborative network through open dialogue to improve the 
quality of supports individuals with disabilities and Deaf individuals receive; 


 

¥ Provide cross-training, cross-fertilization, and bridge-building opportunities 
for professionals working in the fields of sexual assault, domestic violence 
and disability services to better detect, react to and reduce violence in the 
disability and Deaf communities. 


 

The ACT Collaborative is working towards creating systems change by providing 
intensive technical assistance, support and open forums to disability advocacy and 
violence response/prevention agencies in two Rhode Island Communities of Focus 
(COFs): the city of Warwick and Newport County. Specifically, this initiative will 
focus its efforts on the large community of individuals with cognitive and 
developmental disabilities who receive services in the two COFs. 

 

All work under this initiative is toward this goal of systems change and the better 
understanding of how to respond to the needs of individuals with disabilities who 
have experienced abuse. Intensive technical assistance will be provided specifically in 
these two COFs to increase knowledge of sexual assault, domestic violence and 
disability, and to help professionals achieve an increased level of comfort around the 
issues at the intersection of disability and violence. Assisting agencies to identify 
existing resources and positive cross-discipline connections will allow the COF 
agencies to work more collaboratively to respond to violence in the cognitive and 
developmental disability community, and begin work on moving sound policies into 
practice. 

 

PLANNING FOR SYSTEMS CHANGE 

 

The ACT Collaborative began laying the groundwork towards systems change by 
creating a Collaboration Charter which outlined in great detail the way in which the 
five partner agencies communicate, make decisions and work together in support of 
the mission and vision jointly created through this initiative. The same guiding 
principles that built the framework for the Charter were also at the core of the 
CollaborativeÕs final selection of the eight agencies to be included in the two 
Communities of Focus. Specifically, the ACT Collaborative and its COFs have 
pledged to: 

 


¥ Utilize a person-first approach for responding to violence against individuals with 
disabilities and Deaf individuals; 


 

¥ Look beyond crisis intervention to also include long-term futures planning and 
support for and around these individuals who have experienced violence in their 
lives; 


 

¥ Build community relationships and valued roles for individuals who have 
experienced violence in an effort to keep them safe in the future; 


 

¥ Include Rhode IslandÕs strong network of self-advocates in the planning and 
implementation of all ACT initiative goals; 


 

¥ Include survivors in the planning and implementation of all ACT initiative goals; 


 

¥ Always ask the question "what will keep people safe?" and assure that it underlies 
all proposed interventions and implementations; 


 

¥ Serve as the facilitator of conversations in an effort to create systems change, 
because it is our belief that change happens one conversation at a time; 


 

¥ Foster a learning environment; 


 

¥ Focus on the possibilities, and not on the deficits, within the service provider 
system; 


 

¥ Always ask the question Òwhat can we do together that we cannot do alone?Ó 


 

These guiding principles were also the criteria by which the Collaborative narrowed in 
on its focus for the Needs Assessment Plan, which outlined how the Collaborative 
would engage the COFs in conversations to better understand their capacity to 
respond to women with cognitive and developmental disabilities who have survived 
abuse. The guiding principles also provided the map for how the resulting Needs & 
Strengths Assessment Report was organized. Moving forward into the next phase 
of this initiative, the Collaborative used these guiding principles as a lens through 
which to filter the needs and strengths assessment key findings to identify the strategic 
next steps for short-term, mid-range, and long-term goals for implementation. 

 

 

 

 

 


Global Questions 

 

During the needs assessment process the ACT Collaborative identified specific areas 
of inquiry around which the COFs were engaged in conversation. The key findings 
were also organized around these four primary questions: 

 

1. What are the existing strengths, best practices and possibilities that exist in our 
COFs for a person-centered, cross-discipline response to abuse? 


 

2. What are the barriers survivors with developmental and cognitive disabilities face 
when trying to access advocacy and safety-planning services? 


 

3. What are the entry points, if any, into the violence response system for 
individuals with developmental and cognitive disabilities, and how can we 
improve access to these entry points? 


 

4. What capacities, skills and competencies need to be nurtured in agencies and 
staff who work with individuals with developmental and cognitive disabilities, 
who have survived abuse? 


 

Key Needs Assessment Findings and Implications for Implementation 

 

It was our goal to paint a picture of survivorsÕ experiences with navigating the current 
service delivery system; uncover the unmet needs of both survivors with cognitive and 
developmental disabilities and the agencies that are trying to help them; and identify 
community strengths, best practice approaches and resources available within our 
Communities of Focus. 

 

The ACT Collaborative held 22 conversations with 151 individuals across the two 
communities to uncover the possibilities and needs for individuals and agencies. One-
on-one interviews were conducted with members of leadership in the COF agencies; 
focus groups were hosted for direct support professionals, paid and volunteer 
advocates, and clinicians at domestic violence, sexual assault and disability agencies; 
and women with developmental and cognitive disabilities were welcomed into cafŽ 
conversations Ð a focus group format that is a reasonable accommodation in itself and 
is an accessible and hospitable format for group discussions. The table below tallies 
the number and range of individuals who participated in the needs assessment 
process. 

 


 

Leadership Interviews 

DATE 

PARTICIPANTS 

# of Participants 

9/12/08 

Executive Director Ð Disability Agency 

1 

9/24/08 

Executive Director - Domestic Violence Agency 

1 

10/14/08 

Executive Director Ð Sexual Assault Agency 

1 

10/22/08 

Director of Policy Ð Sexual Assault Agency 

1 

10/27/08 

Executive Director Ð Disability Agency 

1 

10/28/08 

Program Director Ð Disability Agency 

1 

10/29/08 

Executive Director & Assistant Executive Director Ð 
Disability Agency 

2 

11/6/08 

Executive Director Ð Domestic Violence Agency 

1 

11/6/08 

Executive Director Ð Disability Agency 

1 

11/7/08 

President of the Board of Directors Ð Disability 
Agency 

1 

TOTAL LEADERSHIP INTERVIEW PARTICIPANTS

11 

Open Space Technology Groups 

DATE 

AGENCY/PARTICIPANTS 

# of Participants 

8/20/08 

Disability Agency Direct Service Providers 

7 

9/9/08 

Disability Agency Direct Service Providers 

21 

9/10/08 

Domestic Violence Agency Service Providers 

5 

9/10/08 

Disability Agency Direct Service Providers 

5 

9/19/08 

Domestic Violence Agency Service Providers 

7 

10/23/08 

Sexual Assault Agency Service Providers 

17 

10/24/08 

Disability Agency Direct Service Providers 

16 

11/5/08 

Disability Agency Direct Service Providers 

24 

TOTAL OPEN SPACE PARTICIPANTS

102 

CafŽ Conversations 

DATE 

PARTICIPANTS 

# of Participants 

9/11/08 

Women with Cognitive & Developmental Disabilities

9 

9/18/08 

Women with Cognitive & Developmental Disabilities

15 

10/8/08 

Women with Cognitive & Developmental Disabilities

6 

10/28/08 

Women with Cognitive & Developmental Disabilities

8 

TOTAL CAFƒ CONVERSATION PARTICIPANTS

38 



 

What follows is a summary of the themes and key issues that emerged from these 
conversations organized around the four primary areas of focus: the existing strengths 
and possibilities that exist in the COFs; the extent of access to advocacy, safety 
planning and clinical services for women with cognitive disabilities and the staff 
assisting to help them navigate the system; identified entry points into the response 
system and where entry is hindered; and areas of needed knowledge- and capacity-
building for improved response. 


Existing Strengths and Possibilities: 

¥ People appreciated and were open to the invitation to discuss abuse and its 
responses. 
¥ All Community of Focus (COF) agencies are actively working toward a person-
first approach to their service delivery; expressing a desire to meet the individual 
Òwhere they are.Ó 
¥ A state-wide incident management model for responding to abuse in 
Developmental Disability (DD) agencies already exists, but there is a disconnect 
between this policy and its actual practice. 


 

Accessing Advocacy, Safety-Planning & Clinical Services: 

¥ Domestic violence and sexual assault agencies report that women with disabilities 
are not coming to their agencies. 
¥ Women with DD/cognitive disabilities feel they are not believed when they 
disclose abuse, or may feel it is their fault. 
¥ Women with DD/cognitive disabilities have difficulty participating in ÒtraditionalÓ 
counseling and safety planning services currently available at domestic violence 
and sexual assault agencies. 
¥ There are very few clinicians in RI with experience in both trauma counseling and 
disability issues, and many feel uncomfortable and unsure working at the 
intersection of violence and disability. 
¥ There is a disturbing lack of education for individuals with DD/cognitive 
disabilities around healthy relationships, anatomy and health, appropriate 
boundaries, recognizing abuse and available resources. 
¥ Individuals with DD/cognitive disabilities are afraid they will get into trouble for 
disclosing abuse. 
¥ There are very few options for emergency or long-term placement, and domestic 
violence shelters are not being utilized. 
¥ Disability agencies are often faced with the challenge of supporting both the victim 
and the perpetrator. 
¥ Disability direct support professionals (DDSPs) report that families exhibit 
attitudinal barriers which prohibit individuals with DD/cognitive disabilities from 
accessing services. 


 

Understanding Entry into the Response System Ð Outreach, Referral & Cross-
Discipline Collaboration: 

¥ Most disability agencies report there is an immediate internal response and 
investigation when an individual discloses, or when abuse is discovered, but 
referrals are not often made to domestic violence and sexual assault agencies. 



¥ Disability agencies investigate themselves in abuse cases. 
¥ The system is perceived to be overloaded and overwhelmed with too few agencies 
able to provide needed abuse-specific response services. 
¥ Domestic violence, sexual assault and disability agencies tend to work in isolation 
with little knowledge about the services provided at the other agencies or the 
protocols they are mandated to follow. 
¥ Individuals with DD/cognitive disabilities and the staff that support them do not 
know about the services available at domestic violence/sexual assault agencies or 
how to access them. 
¥ Women with DD/cognitive disabilities, because they are subject to mandated 
reporting, do not have an option of their entry point into the system. 
¥ Women with DD/cognitive disabilities often disclose to each other; they want to 
be a resource for each other and for the service provider agencies. 


 

Strengthening Capacity and Skills: 

¥ Domestic violence and sexual assault providers lack knowledge about the 
intersection of disability and violence and have little experience working directly 
with individuals with disabilities. 
¥ Disability direct support professionals (DDSPs) lack knowledge of the dynamics 
of sexual and domestic violence, the definitions of abuse, and the effects and 
symptom manifestation of abuse. 
¥ DDSPs are challenged with balancing Òdignity of riskÓ versus ÒsafetyÓ for the 
individuals they support. 
¥ Domestic violence and sexual assault advocates and clinicians need assistance in 
improving their communication skills to work with women who use Ònon-
traditionalÓ methods of communication. 
¥ DDSPs indicated they specifically needed more skills in how to better handle a 
disclosure, both in terms of being a caring listener and following proper protocol 
(minimal facts). 
¥ Staffs at domestic violence, sexual assault and developmental disability agencies 
want consistent, documented response policies on how to respond to abuse, and 
the opportunity to practice that response. 
¥ DDSPs indicated that they are unprepared to better educate individuals with 
DD/cognitive disabilities about abuse, abuse prevention and available resources. 
¥ RIÕs mandatory reporting statute is ambiguous and domestic violence, sexual 
assault and disability advocacy and support professionals do not know to whom it 
applies. 
¥ DDSPs need an understanding of the effects of violence on individuals with 
DD/cognitive disabilities. 



¥ DDSPs and domestic violence/sexual assault advocates need a better 
understanding of the effects of secondary trauma, and the COF agencies need to 
recognize the role of interpersonal violence in the lives of their staff members and 
how that impacts their ability to provide support to others. 


 

The next steps for the implementation of activities leading to systems change in the 
two Communities of Focus will focus on working to alleviate the barriers to violence 
response services for women with disabilities, building the capacity and skills of 
agencies and individuals to provide immediate and appropriate responses to abuse, 
create clear and welcoming entry points into the violence response system for women 
with disabilities and the agencies who support them, and establish response policies 
within the COFs that are truly survivor-driven and informed. 

 

Taking the totality of the needs assessment findings, and the implications and 
possibilities that follow from them, the ACT Collaborative approached the strategic 
planning process by prioritizing and focusing in on initiatives and goals that support 
the following recommendations: 

 

1. Great energy and opportunities are needed to build trust and partnerships among 
domestic violence, sexual assault and disability agencies. Work has been done in 
ÒsilosÓ for many years and now is the time for moving towards a system of shared 
resources, collaborative learning and co-advocacy. 


 

2. Staffs at domestic violence, sexual assault and disability agencies still need basic 
skills and understanding about the intersection of disability and violence, providing 
a ripe opportunity to build a foundation of cross-discipline networks that facilitate 
the exchange of ideas and knowledge, and create the roadmap for a collaborative 
journey of discovery. 


 

3. Clarification for sexual assault, domestic violence and disability advocates is 
needed on the nature and intent of the stateÕs mandated reporting statute1, 


1 ¤ 40.1-27-2 Duty to report. Ð (a) Any person within the scope of their employment at a program 
or in their professional capacity who has knowledge of or reasonable cause to believe that a 
participant in a program has been abused, mistreated or neglected shall make, within twenty-four 
(24) hours or by the end of the next business day, a written report to the Director of the 
Department of Mental Health, Retardation, and Hospitals or his or her designee. The report shall 
contain: (1) The name, address, telephone number, occupation, and employer's address and the 
phone number of the person reporting; (2) The name and address of the participant who is believed 
to be the victim of the abuse, mistreatment, or neglect; (3) The details, observations, and beliefs 
concerning the incident(s); (4) Any statements regarding the incident made by the participant and to 
whom they were made; (5) The date, time, and place of the incident; (6) The name of any 
individual(s) believed to have knowledge of the incident; and (7) The name of any individual(s) 


specifically regarding to whom the mandate applies. The ability to provide 
confidential response services hinges on the clarification of this issue. 


believed to have been responsible for the incident. (b) In addition to those persons required to 
report pursuant to this section, any other person may make a report if that person has reasonable 
cause to believe that a participant has been abused, mistreated, or neglected. 

 

 

4. Women with cognitive and developmental disabilities must be given a stronger 
voice in selecting their entry into the violence response system, which is currently 
very challenging under RI mandated reporting. These women want to be a 
resource for each other and agencies in the community, and direct support 
professionals need skills on how to ensure incident management through better 
facilitation of person-centered safety planning. 


 

RHODE ISLAND ACT COLLABORATIVE STRATEGIC PLAN 

 

In this current economic climate, particularly in Rhode Island where we are facing 
historic highs in unemployment, and a devastating state budget deficit that is severely 
impacting the way both statewide and municipal government departments and 
community agencies are functioning, the over-riding impetus for the activities chosen 
for implementation in this strategic plan is to ask and answer, ÒWhat can we do 
together that we cannot do alone?Ó 

 

The ACT Collaborative has selected short-term and mid-range initiatives that respond 
to the most pressing needs and wants of the COFs as narrowed and recommended 
from the needs assessment findings, encapsulate the guiding principles of the ACT 
Collaborative, complement and build upon each other, and sequence in a logical way 
to build towards long-term initiatives and systems change. The selected activities 
supporting the implementation goals of this project are also manageable and feasible 
given current available resources. 

 

Overview of Short-Term Goals and Activities 

 

The goals that make up our short-term initiatives follow a clear sequence: we first 
need to create the opportunities to build community connections across the 
disciplines, allowing individual agencies to explore both their own internal capacity, 
while discovering new and complementary information about each other. A better 
understanding of how other agencies in the COFs operate and approach supporting 
individuals with disabilities who have experienced abuse will set the stage for a shared 
journey of discovery and collaborative learning about the intersection of disability and 


violence. Once the COF agencies have a shared baseline understanding of the 
dynamics of abuse for this community, they will begin to work on creating and 
piloting a best practice, cross-discipline, person-centered approach for the incident 
management of abuse cases. This shared and unified vision earned through 
collaborative work across the disciplines and various stakeholders in our COFs is at 
the foundation of systems change. 

 

Goal #1: Build community connections among COF agencies and connect the silos 
that have historically worked in isolation. 

 

The need for activities around collaboration-building and community connection was 
loud and clear during the needs assessment process. On a very basic level many of the 
staff members at the sexual assault and domestic violence agencies were unaware of 
the existence of so many agencies serving individuals with cognitive and 
developmental disabilities in the state, let alone those that were located in their own 
communities. Conversely, many of the disability agencies did not know that sexual 
assault and domestic violence agency services were even available for the individuals 
they support. Most of the participants in our COF needs assessment process asked 
very specifically to learn about each othersÕ agencies. Both the professionals and the 
women receiving services in these communities want an opportunity to tell others 
about the work they do and how they can be a resource to each other. 

 

First and foremost, the COF agencies have been asked to identify a consistent staff 
member and/or self-advocate to act as a point of contact for project initiatives, 
however, ALL COF agency staff members and the individuals they support will be 
encouraged and extended the invitation to participate in all project events. The COF 
agencies will be provided with a full schedule of events and topic-specific agendas 
through September 2009 on a shared GOOGLE calendar (accessible only by log-in), 
so that agencies can identify the appropriate staff members and individuals supported 
(in addition to the appointed COF Collaborative Team member) to attend each bi-
weekly event. The COF agencies have already agreed to attend bi-weekly 
Collaborative Exchange Meetings in the COFs which will be utilized for several 
purposes (as outlined in Goals #1 Ð 3). 

 

The ACT Collaborative will then begin the work of providing the forum to connect 
the Òsilos.Ó We have asked the agencies in our COFs to Òget on the busÓ together for 
a journey of shared discovery. The COF agencies all participated in just their small 
part of the needs assessment process (either a focus group or interview), so the ACT 
Collaborative will begin our collective work together by outlining the totality of the 
needs assessment findings, so that agencies have a sense of where their strengths, 
capacities and concerns fall on the full spectrum within their COF. The ACT 


Collaborative will then facilitate a discussion with the COFs about how these needs 
assessment findings were narrowed to create the implementation plan, and how the 
ACT Collaboration Charter will guide our work together. Because all COF agencies were 
selected based on their organizational demonstration and support of the CharterÕs 
guiding principles, mission and vision Ð the COF-level work that will be done in these 
initial Collaborative Exchange Meetings is on establishing a Membership Roster in our 
COFs which outlines the roles and responsibilities of the COF agencies in the 
implementation of these initiatives, and disclosing self-interest and contributions of 
each COF agency. It is anticipated that establishing these expectations for the COFs 
working relationship together will create mutual respect and sustainable trust as the 
COFs move into the deeper work of creating solutions and identifying needed 
actions. 

 

As a means towards this goal of community connection, the ACT Collaborative will 
create a ÒMoveable FeastÓ where each agency in the COFs will have an opportunity to 
host a half-day site visit from their COF colleagues. These site visits are not only an 
opportunity for the host site to provide some background history, an overview of 
their agencyÕs mission and structure, and philosophy and approach to supporting 
women who have survived abuse; but an opportunity for the visiting sites to ask 
questions, visually absorb Òa day in the lifeÓ at each agency, and immerse in another 
agencyÕs Òculture.Ó Agencies will begin to create a reference guide of each COF 
agency during these site visits which will lead directly to our pursuit of Goal #2. 


Goal #1: Build community connections among COF agencies and connect the silos that have historically worked in 
isolation. 

Anticipated Outcomes: 
¥ Capacity for trust-building among COF agencies is strengthened. 
¥ Collaborative relationships among COF agencies are created and nurtured. 


¥ Knowledge of each othersÕ agencies is increased. 

¥ Resource pool available to service providers is increased. 


ACTION STEPS 

RESPONSIBILITY

TIMELINE 

RESOURCES 

 

 

Apr. 
2009

May 
2009

June 

2009

July 

2009

Aug 

2009

Sept 

2009 

 

Assist COF 
agencies to identify 
the key staff 
members and self-
advocates who will 
serve as both 
consistent points 
of contact for 
project initiatives 
and core 
participants in 
project activities. 

ACT Collaborative 
members will 
facilitate this 
decision-making 
process at the 
Strategic Planning 
Retreat and in its 
follow-up. 

 

 

 

 

 

 
¥ COF Leadership 
¥ COF Staff 
¥ ACT Strategic 
Plan 


 


Share findings of 
the Needs 
Assessment with 
COF agencies and 
outline strategic 
plan initiatives. 

ACT Collaborative 
with the VERA 
Institute of Justice 

X 

X 

 

 

 

 

¥ Summary of 
ACT Needs & 
Strengths 
Assessment Report 


¥ ACT Strategic 
Plan 




¥ Network of colleagues upon which service providers may call is increased. 


OUTPUTS 

 

¥ COF 
Collaborative 
Teams are 
established and 
ready to begin 
intensive work 
together by May 
2009 


¥ COF agencies are 
provided a clear 
outline of 
collective work 
both within the 
grant period and 
beyond 



ACTION STEPS 

RESPONSIBILITY

TIMELINE 

RESOURCES 

 

 

Apr. 
2009

May 
2009

June 

2009

July 

2009

Aug 

2009

Sept 

2009 

 

Schedule and 
implement bi-
weekly 
Collaborative 
Exchange 
Meetings. 

ACT Collaborative 
in consultation 
with COF agency 
contacts. 

X 

X 

X 

X 

X 

X 
¥ Staff time for bi-
weekly meetings 


¥ GOOGLE 
shared calendar 

¥ Accessible 
location 

 
¥ A consistent and 
structured forum 
is established for 
information-
exchange and 
learning 


Establish rules and 
roles for 
collaborative work 
in COF 
Collaborative 
Exchange 
Meetings. 

ACT Collaborative 
will facilitate based 
on the ACT 
Collaborative Charter.

X 

X 

X 

 

 

 


¥ ACT Collaboration 
Charter 

¥ Collaboration 
Handbook from 
the Fieldstone 
Alliance 

 
¥ COF 
Membership 
Roster outlining 
disclosed self-
interests and 
contributions; 
¥ Documented 
roles & 
responsibilities of 
COF agencies 




OUTPUTS 

 

¥ Relationships 
between 
organizations are 
nurtured 


¥ Increased 
capacity for 
collaborative 
work and trust-
building is 
fostered 



 

ACTION STEPS 

RESPONSIBILITY

TIMELINE 

RESOURCES 

 

 

Apr. 
2009

May 
2009

June 

2009

July 

2009

Aug 

2009

Sept 

2009 

 

Schedule and 
participate in 
ÒMoveable FeastÓ 
site visits. 

ACT Collaborative 
in consultation 
with COF agency 
contacts. 

X 

X 

X 

 

 

 


¥ GOOGLE 
shared calendar 
providing on-line 
scheduling access 
for all COF 
agencies. 
¥ Documented 
reference guide 
history of each 
COF agency (to 
be utilized under 
Goal #2) 
¥ Provide context 
for collaborative 
work across 
disciplines 




OUTPUTS 

 

¥ Increased 
knowledge of 
each othersÕ 
agencies 


 

 


Goal #2: Improve referral networks across disciplines. 

 

In many conversations it became apparent that agencies felt overwhelmed with too 
few resources to appropriately support women with disabilities who have experienced 
abuse. Information requests and referrals were not often made across disciplines, and 
the support an individual received was dependent almost exclusively on which agency 
received the first phone call. 

 

The site visits undertaken under Goal #1, and the subsequent debriefing meetings the 
COF groups will do together will set the foundation for resource mapping in these 
COF communities. It is as important for agencies to articulate their self-interests, 
strengths and what they can do for each other in the community as it is to be very 
clear about their limitations and where they lack capacity. Community Resource 
Mapping builds on our initial focus for all implementation goals Ð what we can do 
together that we cannot do alone. Mapping will allow the COFs to address several of 
the gaps identified through the needs assessment process: identifying existing 
resources; identifying previously unknown or untapped resources; creating a clear path 
for accessing resources; avoiding duplication of services; encouraging collaboration 
and the building of new organizational relationships; and exchanging information 
across disciplines. This mapping will allow us to build a baseline of COF resources, 
specifically as they relate to providing violence response services to women with 
cognitive and developmental disabilities. Creating this baseline map will move the 
COF agencies from thinking only about their own internal resources (or lack thereof) 
to being able to identify the communityÕs resources, laying the groundwork for a shared 
responsibility for responding to women who have experienced abuse. 

 

The ACT Collaborative will begin this work by researching the existing tools and 
guides for Community Resource Mapping. Under this short-term initiative, the COFs 
will be focusing on the mapping of resources specific to identifying and responding to 
abuse in the cognitive disability community. Establishing this specific focus for 
mapping will also provide resource support to the recommendations and policy work 
the COFs will embark on under Goal # 4 Ð 6. By the end of September 2009 the 
COFs will be able to identify existing internal resources for responding to women 
with cognitive disabilities who have experienced abuse, as well as resources 
appropriate for referral to and information-sharing with other COF agencies. This is a 
feasible and obtainable goal because each COF has representation from the only 
domestic violence agency in that community, as well as representation from Day One 
Ð the stateÕs ONLY sexual assault agency/rape crisis center. Because there are so few 
agencies in the state that provide violence response services, the opportunity to create 
a sustainable, long-term systems change is great. A step towards creating a defined 
system for referral and case management within the COF will begin with the 




formalization of inter-agency confidentiality agreements for referral, advocacy and 
case consultation. These models can be referenced and utilized in other areas of these 
agenciesÕ work, and can serve as a model for similar work in other Rhode Island 
communities. 




Goal #2: Improve referral networks across disciplines. 
Outcomes:
¥ Resource pool available to service providers is increased. 


¥ Formal agreements for handling inter-agency confidentiality are created. 

ACTION STEPS 

RESPONSIBILITY

TIMELINE 

OUTPUTS 

 

 

Apr. 
2009

May 
2009

June 

2009

July 

2009

Aug 

2009

Sept 

2009 

 

Research best 
practice models for 
creating 
community 
resource maps. 

 

X 

X 

X 

 

 


 
¥ Tools for 
community 
resource 
mapping 


¥ Identify tools for 
collecting 
resource mapping 
information 

Facilitate resource 
mapping in the two 
COF communities. 

ACT Collaborative 
will facilitate in 
COF Collaborative 
Exchange 
Meetings in 
response to Needs 
& Strengths 
Assessment Report 
findings 

 

X 

X 

X 

X 
X 


¥ Samples of 
community 
resource maps 


¥ COF-specific 
resource maps 
for referral and 
information-
sharing 

Create formal 
inter-agency 
confidentiality 
agreements for 
referral, advocacy 
and case 
consultation. 

ACT Collaborative 
will facilitate in 
COF Collaborative 
Exchange Meeting; 
agreements will be 
submitted for 
OVW approval. 

 

 

 

X 

X 
X 


¥ Samples of 
MOU and inter-
agency 
agreements. 




¥ Network of colleagues upon which service providers may call is increased. 


RESOURCES 

 

¥ Identify specific 
information to be 
collected for 
mapping 


¥ ACT Needs & 
Strengths 
Assessment Report 


 


¥ Signed written 
agreements 
approved by 
agency leadership 
and OVW. 


Goal #3: Support capacity- and knowledge-building in the COFs by providing 
collaborative learning opportunities and fostering a learning environment. 

 

Throughout the needs assessment process there emerged a clear need for increased 
comfort levels around issues of violence and disability. Different parts of the ÒsystemÓ hold 
different pieces of the knowledge necessary for a person-centered response to violence; 
now is a time for a more collective approach to educating each other and the system. Once 
the groundwork is laid for agencies to understand more about the culture and structure of 
each otherÕs agency, the next opportunity is to create a foundation of collective knowledge 
about the intersection of violence and disability. 

 

Several Disability Direct Support Professionals (DDSPs) stated that they are very hesitant 
to make referrals to sexual assault and domestic violence agencies because those agencies 
do not have the same experience working with women with cognitive disabilities; sexual 
assault and domestic violence advocates echoed this point. At the same time DDSPs 
specifically requested assistance from sexual assault and domestic violence agencies in 
learning how to be better listeners when someone discloses abuse. It is clear that all 
agencies involved in the COFs have knowledge and experience to share with each other. 
These exchanges of knowledge are yet another step towards breaking professionals and 
agencies out of their ÒsilosÓ towards collectively working in an informed manner to support 
individuals who have experienced abuse. 

 

Bi-weekly Collaborative Exchange Meeting time will be utilized to lay the foundation of 
knowledge regarding several critical areas identified in the needs assessment: 
¥ understanding the dynamics of abuse at the intersection of disability and violence 
¥ the parameters of RI mandated reporting and how it impacts an individualÕs ability 
to choose their desired advocacy approach 


¥ the scope of incident management and the responsibilities of sexual assault, domestic 
violence and disability community provider agencies under the current model 

¥ the philosophy of person-centered safety planning and its essential components for 
practice. 

 

The ACT Collaborative will create topic-specific learning agendas around each of these 
four critical areas, specifically regarding how they currently play out in policy and practice 
in Rhode Island. The ACT Collaborative will identify appropriate local and national experts 
to facilitate these Collaborative Exchange Meetings. These shared learning experiences will 
provide the baseline of knowledge to prepare the COFs to engage in work around our next 
goal: Critical Ownership Conversations to generate recommendations and best practice 
around these critical issues. 


 

Goal #3: Support capacity- and knowledge-building in the COFs by providing collaborative learning opportunities and 
fostering a learning environment. 
Outcomes:
¥ Provider knowledge of the intersection of sexual assault, domestic violence and disability is increased 


¥ Shared learning and understanding prepares COF participants to make informed recommendations and calls for action 

ACTION STEPS 

RESPONSIBILITY

TIMELINE 

OUTPUTS 

 

 

Apr. 
2009

May 
2009

June 

2009

July 

2009

Aug 

2009

Sept 

2009 

 

Review Needs 
Assessment to 
identify key areas for 
cross-training and 
shared learning 
experiences. 

ACT Collaborative 
in consultation with 
the VERA Institute 
of Justice Accessing 
Safety Initiative. 

 

 

 

 

 


¥ Summary of 
ACT Needs & 
Strengths 
Assessment Report 


¥ ACT 
Collaborative is 
ready to create 
informed bi-
weekly learning 
agendas that 
support 
collaborative 
problem-solving 

Create topic-specific 
learning agendas for 
bi-weekly COF 
Collaborative 
Exchange Meetings. 

ACT Collaborative 
will create and 
submit to OVW for 
approval. ACT 
Collaborative will 
facilitate approved 
learning agendas at 
bi-weekly meetings. 

X 

X 

 

 

 


¥ ACT Needs & 
Strengths 
Assessment Report 


 

Identify local 
experts, COF agency 
staff, and national 
experts to facilitate 
the learning agendas. 

ACT Collaborative 
in consultation with 
the VERA Institute 
of Justice Accessing 
Safety Initiative. 

X 

X 

X 

 

 


¥ VERA Accessing 
Safety Initiative 


¥ Confirmed 
facilitators and 
presenters 
appropriate to the 
dayÕs learning 
agenda 



¥ Comfort levels around issues of violence and disability are increased 


RESOURCES 

 

 


¥ Completion, 
submission, 
approval and 
implementation 
of seven (7) 
learning agendas. 


 



ACTION STEPS 

RESPONSIBILITY

TIMELINE 

OUTPUTS 

 

 

Apr. 
2009

May 
2009

June 

2009

July 

2009

Aug 

2009

Sept 

2009 

 

Schedule and 
implement bi-
weekly 
Collaborative 
Exchange 
Meetings. 

ACT Collaborative 
in consultation 
with COF agency 
contacts. 

X 

X 

X 

X 

X 
X 


¥ Staff time for bi-
weekly meetings 

¥ GOOGLE 
shared calendar 

¥ Accessible 
location 
¥ A consistent and 
structured forum 
is established for 
information-
exchange and 
learning 
¥ Relationships 
between 
organizations are 
nurtured 




RESOURCES 

 

¥ Increased 
knowledge about 
the intersection 
of disability and 
violence 


¥ COF agencies 
have an increased 
understanding of 
learning agenda 
topics, preparing 
them to make 
informed 
recommendations 
and calls to action

 


Goal #4: Encourage ownership and build capacity in the COFs for creating a truly person-
centered, incident management response policy for when abuse happens. 

 

There already exists a statewide policy for responding to allegations of sexual and physical 
assault in DD agencies. This Incident Management Model was created in June 2000 and has 
been the model adhered to by DD agencies, including those in our COFs. Our 
conversations during the needs assessment with individuals with cognitive disabilities, 
DDSPs, sexual assault and domestic violence advocates indicate, however, that while the 
model does provide specific guidance to agencies on how to handle abuse disclosures in a 
sensitive fashion, the individual herself is completely removed from the decision-making 
and action steps of the model. 

 

It is at this point the COFs will utilize the knowledge they obtained through the learning 
agendas in previous Collaborative Exchange Meetings to make informed recommendations 
for best practice around mandated reporting and incident management. The COF agencies 
will review both the Incident Management Model as well as other agency-specific policies on 
handling and responding to disclosures. The COFs Collaborative Teams will work together 
to identify the gaps in these policies, and where they have been difficult to implement in 
actual practice due to the issues mandated reporting does necessitate. These reviews will 
allow the COFs to focus in on best practice for revising these policies through the structure 
of our subsequent Critical Ownership Conversations. 

 

The format for these Critical Ownership Conversations (three total in each COF) will 
model the Open Space Technology facilitation process that was utilized in focus groups 
during the needs assessment. The group will be given a focusing statement around which 
they will generate possibilities and solutions. The narrowing work done previously in the 
Collaborative Exchange Meetings will assist the ACT Collaborative and COFs in 
identifying this focusing statement. Through these Critical Ownership Conversations, the 
ACT Collaborative and its COFs will explore ways to revise this current model in a way 
that is more person-centered and individual-driven, and prepare it for pilot testing in the 
COFs. 

 

The work under these short-term initiatives will culminate in a two-day retreat that will 
combine the opportunity to engage in a final learning agenda and Critical Ownership 
Conversation on the facilitation of person-centered safety planning. The ACT 
Collaborative has been working on issues related to the facilitation of person-centered 
safety planning for several years. When the Collaborative created its Collaboration 
Charter, the team made sure to define the different components of this concept, 
definitions which will be the structure upon which conversations are facilitated and 
recommendations made: 

 


Person-Centered Ð the individual is the primary focus of the system of services. 
Service providers need to be sure that they are not reinforcing old patterns of 
isolation and powerlessness for the individuals with whom they are working. It is 
helping individuals to increase their capacity and to understand available choices. 
When services are person-centered, they are responsive to the unique needs of each 
individual accessing them. 

 

Person-Centered Planning Ð strengthens the voice of an individual in the planning of 
his or her future. Person-centered plans find and develop the gifts of the individual, 
develop a vision to express these gifts, foster a support network to help realize these 
ideals, and change services to be more responsive to the needs and interests of 
individuals. Person-centered planning means planning with, and not planning for, a 
person. 

 

Safety Planning Ð an individualized plan for someone who has experienced violence 
that helps reduce the risks of future violence. Safety plans are a choice and must 
meet the needs and life goals of the individual. 

 

Recommendations made by the COF regarding this triad of issues Ð mandated reporting, 
incident management and person-centered safety planning Ð have the great potential to 
directly influence system change on a statewide level by demonstrating collaboration and 
success in the local COF sites. The Office of Quality Improvement (QI) at the Division of 
Developmental Disabilities, which handles all of the mandated reporting calls and 
investigations of abuse for the state, has had the size and capacity of their staff greatly 
reduced due to the state budget crisis and widespread state employee retirements. This 
office is eager to learn directly from the COF agencies and the individuals they support 
what the communities truly want in terms of a person-centered incident management 
response to abuse, and the COFs are eager to demonstrate success of a collaborative, cross-
discipline approach to abuse. 




Outcomes:

¥ Collaborative efforts to influence the policies and practices of key components of the system are identified. 

ACTION STEPS 

RESPONSIBILITY

RESOURCES 

OUTPUTS 

 

 

Apr. 
2009

May 
2009

June 

2009

July 

2009

Aug 

2009

Sept 

 

 

Review current 
agency policies on 
Òhandling a 
disclosureÓ and 
Òreporting a 
disclosureÓ. 

ACT Collaborative 
will facilitate in COF 
Collaborative 
Exchange Meetings. 

 

 

 

X 
X 
X 


¥ Current agency 
policies 


 

¥ COFs will 
identify existing 
best practice and 
gaps in current 
policies. 

Review current 
statewide Incident 
Management Model 
that DD agencies are 
required to follow 
and make 
recommendations 
for how to make it 
more person-
centered. 

ACT Collaborative 
will facilitate in COF 
Collaborative 
Exchange Meetings. 

 

 

 

X 
X 


X 


 

¥ COFs will make 
recommendations 
for revisions to 
current model. 

Host Critical 
Ownership 
Conversations on 
pressing issues 
identified by the 
needs assessment: 
best practice around 
mandatory reporting, 
incident 
management and 
person-centered 
safety planning. 

ACT Collaborative 
will facilitate these 
goal-oriented 
conversations for 
COF agency 
participants. 

 

 

 

 
X 
X 


¥ Accessible 
location for 
conversations 


¥ Rhode Island 
Incident 
Management Model 
with revision 
recommendations

¥ COFs make 
recommendations 
for best practice 



Goal #4: Encourage ownership and build capacity in the COFs to create a truly person-centered incident management 
response policy for when abuse happens. 


TIMELINE 

2009 

¥ Sample policies 


¥ Rhode Island 
Incident 
Management Model 


¥ RIÕs Duty to 
Report statute 



ACTION STEPS 

RESPONSIBILITY

RESOURCES 

OUTPUTS 

 

 

Apr. 
2009

May 
2009

June 

2009

July 

2009

Aug 

2009

Sept 

 

 

Create and 
implement topic-
specific learning 
agenda and Critical 
Ownership 
Conversation for 2-
day COF retreat on 
person-centered 
safety planning 
facilitation. 

ACT Collaborative 
will create and 
submit learning 
agenda to OVW for 
approval. ACT 
Collaborative will 
facilitate approved 
learning agenda and 
Critical Ownership 
Conversation. 

 

 

 

 
X 
X 


¥ Staff time for bi-
weekly meetings 

¥ GOOGLE 
shared calendar 


¥ Accessible 
location 
¥ COF 
recommendations 
for best practice 
around incident 
management 




TIMELINE 

2009 

¥ COF resource 
maps 


¥ Completion, 
submission, 
approval and 
implementation 
of learning 
agenda. 

¥ COF agencies 
have an increased 
understanding of 
the components 
of person-
centered safety 
planning, 
preparing them 
for the piloting of 
best practice 
recommendations

 

 


Overview of Mid-Term Initiative 

 

With permission from the Office on Violence against Women and should resources allow, 
the ACT Collaborative will seek a no-cost extension for the current grant to engage in a 
mid-term initiative within the COFs from October 2009 Ð March 2010. 

 

Goal #5: Revise Incident Management Model based on COF recommendations for a person-
centered incident management response policy. 

 

The COFs will begin the continued, collaborative, focused work together on these mid-
term initiatives by creating a new schedule of monthly Collaborative Exchange Meetings. 
The COFs at this point will have engaged in intensive Critical Ownership Conversations, 
looking at the triangulation of mandated reporting, incident management and person-
centered safety planning. During this mid-term initiative the ACT Collaborative and COFs 
will take the recommendations from these critical conversations and revise the current 
Incident Management Model to create a new model for piloting in the COFs. 

 

As a companion project, because staff at sexual assault, domestic violence and disability 
agencies specifically requested to be a support and resource for each other when abuse 
happens, the COFs will work on creating a facilitation guide for agencies to use post-event 
to debrief cases of abuse. One disability agency Executive Director during the needs 
assessment said: 

 

We embrace our imperfections through incident management. We look at our mistakes to figure 
them out and engage in conversation. We owe it to the people we serve to look at our practices. 

 

This facilitation guide is an opportunity to engage in conversation and identify the strengths 
and shortfalls of a response to abuse. The guide would go hand-in-hand with the new 
revised Incident Management Model and allow agencies to seek cross-discipline feedback and 
exchange of information in the debriefing of an abuse incident. 





Goal #5: Revise Incident Management Model based on COF recommendations for a person-centered incident management 
response policy. 
Outcomes:


¥ Survivors with disabilities are given a stronger voice and role in directing the advocacy response to abuse. 

¥ A new model for incident management is created and prepared for pilot-testing. 

¥ A model for post-incident debriefing of abuse cases is recommended. 

ACTION STEPS 

TIMELINE 

RESOURCES 

OUTPUTS 

 

 

Oct. 
2009

Nov. 
2009

Dec. 

2009

Jan. 
2010

Mar. 
2010 

 

 

Schedule and 
implement monthly 
Collaborative 
Exchange Meetings 

ACT Collaborative 
with COF agency 
contacts. 

X 

X 

X 
X 
X 


X 
¥ Staff time for bi-
weekly meetings 


¥ Accessible 
location 

¥ A consistent and 
structured forum 
is established for 
information-
exchange and 
learning 

¥ Relationships 
between 
organizations are 
nurtured 

Based on 
recommendations 
from Critical 
Ownership 
Conversations, make 
revisions to current 
Incident Management 
Model, incorporating 
best practice for a 
person-centered 
incident 
management 
response. 

ACT Collaborative 
and COF agencies in 
consultation with the 
VERA Institute of 
Justice Accessing 
Safety Initiative. 
Revised policy will 
be submitted to 
OVW for approval. 

X 

X 

 


 


 

¥ Rhode Island 
Incident 
Management Model 
with revision 
recommendations

¥ A new model for 
incident 
management is 
ready for pilot 
testing. 



¥ Collaborative efforts to influence the policies and practices of key components of the system are identified. 


RESPONSIBILITY

Feb. 
2010

¥ GOOGLE 
shared calendar 


 



ACTION STEPS 

TIMELINE 

RESOURCES 

OUTPUTS 

 

 

Oct. 
2009

Nov. 
2009

Dec. 

2009

Jan. 
2010

Mar. 
2010 

 

 

Create facilitation 
guide for cross-
agency, post-incident 
debriefing of abuse 
cases to complement 
the revised Incident 
Management Model. 

ACT Collaborative 

 

 

 


X 




RESPONSIBILITY

Feb. 
2010

X 


¥ New model for 
incident 
management 

¥ Case studies 

¥ A facilitation 
guide for agencies 
to evaluate their 
response to 
abuse. 


Goal #6: Pilot the newly created policy and provide opportunities for COF agencies to 
practice this response. 

 

Over and over again in the needs assessment process the ACT Collaborative heard that 
sexual assault, domestic violence and disability advocates are uncomfortable and unsure of 
how to work at the intersection of disability and violence. In many cases it is because of the 
sheer lack of exposure to incidents. Women with cognitive disabilities were very clear that 
they did not want their abuse situation or that of a friend to be what professionals use to 
ÒpracticeÓ their response for the first time. Agencies did not want times of crisis to be the 
first time they encounter each other and work together. 

 
Training modules on the new revised Incident Management Model will be created and delivered 
to all COF agencies with opportunities to practice and navigate case scenarios. 





Goal #6: Pilot the newly created policy and provide opportunities for COF agencies to practice this response. 

Outcomes: 

¥ Collaborative efforts to influence the policies and practices of key components of the system are identified. 

¥ Confidence of COF agency staff in handling and responding to disclosures of abuse is increased. 

RESPONSIBILITY

TIMELINE 

RESOURCES 

OUTPUTS 

 

 

Oct. 
2009

Nov. 
2009

Dec. 

2009

Feb. 
2010

Mar. 
2010 

 

 

Create and provide 
scenario-based 
training to COF 
agencies on incident 
management and 
person-centered 
safety planning. 

ACT Collaborative 
and COF agencies. 

 

 
X 


X 




ACTION STEPS 

Jan. 
2010

X 


X 

¥ New model for 
incident 
management 

¥ Case studies 

¥ Increased 
confidence by 
COF agencies in 
handling and 
responding to 
disclosures of 
abuse 


Roadmap for Long-Term Strategy and Progress 

 

The sequencing of the short-term and mid-range initiatives will position the ACT 
Collaborative and the COFs to continue work beyond this grant period towards sustainable 
systems change. There were several pressing issues that emerged during the needs 
assessment process that require much more lengthy debate, deliberation and inclusion of a 
wider range of stakeholders than is possible under the current grant initiative. The ACT 
Collaborative and the COFs are committed to continue engaging in Critical Ownership 
Conversations to position ourselves and the state as a model for how to facilitate true 
person-centered safety planning. 

 

Goal #7: Share the findings and best practice recommendations that emerged from this 
initiative with the larger statewide audience; invite additional stakeholders into critical 
ownership conversations. 

 

The ACT Collaborative and its COF sites embarked on this grant initiative to produce 
examples of collaborative efforts for best practice. Being able to demonstrate change on 
the COF level is the precursor to expanding our conversations to a wider range of 
stakeholders. The ACT Collaborative is committed to sharing our successes and 
disappointments with the larger RI community and fostering additional community 
collaboratives and partnerships. 

 

Goal #8: Expand resource mapping efforts statewide. 

 

The ACT Collaborative will evaluate the efficiency and effectiveness of cross-agency 
referrals in our COFs, and share the lessons learned with other communities. The resource 
maps created in the COFs under this initiative will in time be expanded to include 
resources statewide. Rhode Island is a tiny state and resources are often required to cross 
city and county lines. 

 

Goal #9: Address the ambiguity of the mandatory reporting statute on a legislative level. 

 

All of the short-term and mid-range initiatives under this project seek to improve the 
person-centered response to abuse despite the ambiguity of the mandated reporting statute. 
The ACT Collaborative will work with the COF agencies and the stateÕs mandated 
reporting office under this current grant to create a baseline of understanding as to the 
nature and intent of the current statute, so that all stakeholders are working from the same 
understanding. Work in the next few years will turn to efforts to clarify the language on a 
legislative level. 

 


Goal #10: Create a statewide model of co-advocacy that truly builds on the strengths of 
both the disability advocacy and violence response agencies, and the desires and choices of 
survivors with disabilities. 

 

Ultimately, the work of the ACT Collaborative and the COFs in regards to person-centered 
safety planning will lead to our ability to craft a true co-advocacy model of response for 
women with disabilities who experience abuse. Women themselves asked to have more 
choice as to their entry into the response system, who gets to know they have been abused, 
and who they want by their side when navigating the system. The ACT Collaborative is 
looking down the line towards a system of co-advocacy that truly provides the individual 
with the best of the violence response and disability advocacy agencies. It will be a system 
of informed choice for the abuse survivor, provided by informed and accountable 
professionals and advocates. 

 

Goal #11: Create and utilize cross-discipline work groups to research and cultivate 
alternatives to ÒtraditionalÓ talk therapy counseling and safety planning for women with 
cognitive disabilities. 

 

Clinicians need to be skilled and comfortable working within the disability community and 
understand the dynamics of sexual and domestic violence for this community. Traditional 
counseling and safety planning are not always an option, and clinicians need alternative 
approaches to work with individuals with developmental and cognitive disabilities. The 
ACT Collaborative will facilitate cross-discipline discussion and exploration of non-
traditional counseling and therapeutic approaches. 

 

Goal #12: Engage self-advocacy groups to help guide the revision and creation of domestic 
violence and sexual assault agency outreach materials and cultivate ideas for improving 
print and web-based materials. 

 

The ACT Collaborative is committed to host CafŽ Conversations for women with 
disabilities so that they can share with domestic violence and sexual assault agencies how 
they want to be contacted and made aware of advocacy services. 

 


CONCLUSION 

 

The ACT Collaborative is excited to be working with such committed and gifted 
Communities of Focus on these initiatives. The time for action is now, and the needs 
assessment process demonstrated just how invested professionals and women with 
disabilities are in improving violence response services. While the key findings that emerged 
from the needs assessment were broad and sobering in their scope Ð the ACT 
Collaborative is confident that it has selected feasible and manageable activities that will 
lead to systems change. The current strategic plan will lay the foundation for intense cross-
discipline collaboration and learning, allowing for focused ownership conversations that 
will get to the core of being able to provide person-centered safety planning for women 
with developmental and cognitive disabilities.