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disAbility 
Advocacy 
Project 


of 
Washington 
State 


Strategic 
Plan 


This 
project 
is 
supported 
by 
Grant 
No. 
2006-FW-AX-K015 
awarded 
by 
the 
Office 
on 
Violence 
Against 
Women, 
U.S. 
Department 
of 
Justice. 
The 
opinions, 
findings, 
conclusions, 
and 
recommendations 
expressed 
in 
this 
publication 
are 
those 
of 
the 
authors 
and 
do 
not 
necessarily 
reflect 
the 
views 
of 
the 
Department 
of 
Justice, 
Office 
on 
Violence 
Against 
Women. 



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Table 
of 
Contents 


SectionI 
Introduction......................... 
3 
Section 
II 
Strategic 
Planning 
Process 
. 
. 
. 
. 
. 
. 
. 
. 
. 
. 
. 
. 
. 
13 
Section 
III 
Overview 
of 
the 
Strategic 
Plan 
. 
. 
. 
. 
. 
. 
. 
. 
. 
. 
16 
SectionIV 
TheStrategicPlan.................... 
19 


1. 
System 
Change 
through 
Committed 
Engagement 
. 
. 
. 
19 


2. 
Community 
Collaboration 
Orientation 
. 
. 
. 
. 
. 
. 
21 


3. 
Community 
Collaboration 
Activities. 
. 
. 
. 
. 
. 
. 
. 
24 


4.EvaluationoftheProject 
.............. 
27 


5. 
System 
Change 
at 
dAP 
Organizations 
. 
. 
. 
. 
. 
. 
32 


6. 
Sustainability 
of 
the 
dAP 
Partnership. 
. 
. 
. 
. 
. 
. 
33 


AppendixA 
ListofElectiveActivities............... 
37 


2 



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Section 
I 
-Introduction 


The 
Grant 


In 
2006, 
the 
disAbility 
Advocacy 
Project 
(dAP) 
of 
the 
Washington 
State 
Collaboration 
received 
a 
three 
year 
award 
from 
the 
Office 
on 
Violence 
Against 
Women, 
Education 
and 
Technical 
Assistance 
Grants to 
End 
Violence 
Against 
Women 
with 
Disabilities Grant 
Program. 
The 
lead 
agency 
for 
the 
grant 
is the 
Washington 
State 
Coalition 
Against 
Domestic Violence. 
The 
collaborative 
partners of 
the 
disAbility 
Advocacy 
Project 
include 
Abused 
Deaf 
Women’s Advocacy 
Services, 
Disability 
Rights Washington, 
and 
the 
Washington 
Coalition 
of 
Sexual 
Assault 
Programs. 


Goal 
of 
the 
Project 


Survivors of 
domestic violence 
or 
sexual 
assault 
who 
have 
disabilities need 
accessible 
services wherever 
they 
choose 
to 
seek 
them 
– 
whether 
at 
a 
local 
domestic violence 
program, 
a 
local 
sexual 
assault 
program, 
or 
a 
disability 
advocacy 
agency. 
The 
immediate 
goal 
of 
the 
dAP 
partnership 
is to 
improve 
the 
accessibility 
of 
services for 
survivors with 
disabilities 
at 
the 
local 
level. 


Needs 
Assessment 


To 
accomplish 
this goal, 
the 
dAP 
conducted 
a 
needs assessment 
in 
several 
communities that 
reflect 
the 
demographic and 
cultural 
diversity 
of 
Washington 
state. 
The 
dAP 
published 
a 
comprehensive 
report 
of 
the 
findings 
of 
their 
Needs 
Assessment 
in 
January 
of 
2008. 


Findings 
of 
the 
Needs 
Assessment 


The 
findings of 
the 
dAP’s Needs Assessment 
were 
compiled 
from 
discussions with 
domestic and 
sexual 
violence 
advocates, 
people 
with 
disabilities, 
and 
disability 
advocates. 
These 
findings are 
organized 
into 
two 
distinct 
sections. 
The 
first 
section 
discusses gaps and 
barriers to 
services experienced 
by 
survivors who 
have 
disabilities. 
The 
second 
section 
covers opportunities for 
collaborative 
advocacy 
among 
the 
various advocacy 
organizations, 
incorporating 
leadership 
from 
survivors 
with 
disabilities. 


Gaps and 
Barriers to 
Services for 
Survivors with 
Disabilities 


Below 
is a 
list 
of 
key 
findings that 
describe 
the 
gaps 
and 
barriers identified 
in 
the 
Needs Assessment 
Report. 


• 
Access is more 
than 
ramps and 
accessible 
bathrooms. 
Real 
access happens 
after 
survivors get 
in 
the 
front 
door. 
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• 
Advocates have 
incomplete 
knowledge 
of 
the 
impact 
of 
disability 
on 
someone 
who 
also 
experiences domestic or 
sexual 
violence. 
• 
Survivors with 
disabilities often 
don’t 
know 
about 
all 
of 
the 
services available 
to 
them. 
• 
Reasonable 
accommodations that 
could 
make 
services accessible 
are 
often 
not 
offered 
by 
advocates or 
requested 
by 
survivors with 
disabilities. 
• 
Survivors with 
disabilities often 
believe 
that 
they 
are 
not 
eligible 
for 
domestic 
violence 
and 
sexual 
assault 
services, 
or 
welcome 
at 
those 
programs. 
• 
Domestic violence 
and 
sexual 
assault 
programs rarely 
have 
outreach 
materials that 
are 
welcoming 
to 
survivors with 
disabilities. 
Opportunities for 
Collaborative 
Advocacy 


The 
Needs Assessment 
also 
found 
that 
disability 
advocacy 
organizations and 
domestic and 
sexual 
violence 
advocates 
share 
many 
common 
values and 
guiding 
principles. 
Although 
each 
discipline 
has their 
own 
jargon 
and 
their 
own 
ways 
of 
going 
about 
their 
work, 
these 
shared 
values can 
act 
as a 
touchstone 
for 
advocates 
as they 
do 
their 
work. 
These 
shared 
values also 
create 
opportunities for 
local 
partners to 
explore 
ways that 
organizations can 
collaborate 
to 
advocate 
for 
survivors with 
disabilities. 
The 
key 
findings of 
the 
Needs Assessment 
relating 
to 
opportunities for 
collaborative 
advocacy 
are 
below. 


• 
The 
three 
types of 
advocates and 
people 
with 
disabilities have 
many 
shared 
values, 
such 
as self-determination, 
autonomy 
and 
freedom 
from 
oppression. 
• 
Partnership 
can 
start 
with 
cross training, 
then 
progress to 
a 
deeper 
collaboration. 
• 
Many 
advocacy 
organizations have 
developed 
a 
“culture 
of 
learning” 
that 
makes change 
– 
and 
planning 
for 
change 
– 
easier. 
• 
The 
“disability 
community” 
is 
not 
a 
single, 
identifiable 
entity. 
Centers for 
Independent 
Living 
can 
help 
make 
sense 
of 
it 
all. 
The 
Community 
Collaborations 


To 
address the 
issues identified 
in 
the 
Needs Assessment 
Report, 
the 
dAP 
will 
create 
three 
pilot 
sites, 
which 
we 
call 
Community 
Collaborations. 
Each 
of 
the 
Community 
Collaborations will 
include 
people 
with 
disabilities in 
their 
partnership. 
As the 
partnership 
creates their 
plans and 
chooses activities, 
they 
will 
ensure 
that 
people 
with 
disabilities are 
in 
a 
position 
to 
exercise 
leadership. 


Each 
Community 
Collaboration 
will 
include 
at 
least 
one 
of 
each 
of 
the 
following 
types of 
organizations: 


• 
Domestic violence 
advocacy 
program; 
• 
Sexual 
assault 
advocacy 
program 
or 
a 
dual 
domestic violence/sexual 
assault 
program; 
• 
Disability 
advocacy 
organization. 
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[Note: 
“Advocacy” 
is a 
word 
that 
is 
used 
with 
a 
variety 
of 
meanings. 
When 
we 
talk 
about 
advocacy 
programs, 
we 
mean 
organizations in 
which 
staff 
and/or 
volunteers 
work 
on 
behalf 
of 
the 
client, 
acting 
on 
her/his wishes.] 


We 
have 
chosen 
three 
communities that 
will 
form 
these 
local 
partnerships. 
They 
are 
Spokane, 
Pullman/Whitman 
County, 
and 
Tacoma. 


Turning 
the 
Needs 
Assessment 
Findings 
into 
a 
Strategic 
Plan 


There 
are 
multiple 
challenges in 
devising 
a 
Strategic Plan 
that 
addresses gaps and 
barriers to 
services. 
We 
have 
designed 
a 
Strategic Plan 
that 
demands a 
sizable 
commitment 
from 
local 
partners to 
examine 
policies, 
practices and 
attitudes that 
are 
less than 
accessible 
or 
welcoming. 
Local 
partners will 
be 
forced 
out 
of 
their 
“comfort 
zones” 
and 
will 
need 
to 
fully 
engage 
with 
their 
new 
partners. 
Moreover, 
the 
local 
advocates will 
need 
to 
transform 
any 
new 
knowledge 
they 
gain 
into 
action 
that 
changes they 
way 
they 
provide 
advocacy. 


Confronting 
attitudinal 
barriers 

Identifying 
gaps 
and 
barriers to 
services does not 
mean 
that 
eliminating 
them 
will 
be 
easy. 
On 
the 
contrary, 
these 
issues 
are 
deeply 
imbedded 
in 
the 
policies, 
practices and 
attitudes of 
the 
various types of 
advocates. 
Changing 
organizational 
practice 
is 
a 
daunting 
task, 
but 
helping 
advocates and 
management 
recognize 
and 
change 
their 
attitudes – 
attitudes that 
are 
formed 
by 
societal 
biases and 
are 
deeply-
rooted 
– 
is an 
extremely 
difficult 
task. 
The 
dAP 
has chosen 
to 
confront 
this problem 
by 
bringing 
together 
disparate 
advocacy 
organizations 
and 
asking 
them 
to 
address 
their 
conflicting 
biases through 
intensive, 
structured 
interaction. 
This interaction 
will 
be 
facilitated 
by 
the 
dAP, 
ensuring 
that 
when 
conflicts and 
misunderstandings 
occur 
between 
the 
local 
organizations, 
the 
dAP 
will 
be 
there 
to 
help 
navigate 
the 
treacherous waters of 
discord 
and 
maintain 
the 
local 
partners’ 
engagement 
until 
understanding 
– 
and 
hopefully 
attitudinal 
change 
– 
is achieved. 
The 
dAP 
is uniquely 
qualified 
to 
undertake 
this role 
because 
the 
dAP 
partners have 
already 
learned 
to 
engage 
each 
other 
in 
this manner. 
As we 
have 
learned 
to 
collaborate 
in 
this way, 
we 
developed 
a 
name 
for 
this type 
of 
interaction. 
We 
call 
it 
“committed 
engagement.” 


Committed 
Engagement 


Eight 
years of 
partnership 
dedicated 
to 
tackling 
misunderstandings head-on 
has led 
the 
dAP 
to 
embrace 
the 
notion 
of 
“committed 
engagement.” 
We 
believe 
it 
leads to 
growth 
for 
individual 
partners and 
for 
the 
partnership 
itself. 
We 
have 
first-hand 
experience 
of 
the 
advantages of 
committed 
engagement, 
and 
are 
eager 
to 
assist 
Community 
Collaborations in 
working 
in 
this intense, 
engaged 
manner. 


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Contradictory 
Methods to 
Achieve 
Similar 
Goals 


In 
seeking 
to 
establish 
an 
atmosphere 
of 
committed 
engagement 
in 
each 
of 
the 
Community 
Collaborations, 
the 
dAP 
will 
utilize 
the 
strengths of 
the 
local 
organizations and 
exploit 
the 
identified 
“opportunities for 
collaborative 
advocacy.” 
Herein 
lies a 
daunting 
challenge. 
Although 
each 
local 
organization 
expresses their 
commitment 
to 
a 
core 
value 
of, 
for 
example, 
self-determination 
for 
survivors with 
disabilities, 
they 
demonstrate 
this commitment 
in 
a 
variety 
of 
sometimes conflicting 
ways. 
A 
domestic violence 
or 
sexual 
assault 
advocate 
may 
operationalize 
their 
commitment 
to 
self-determination 
for 
an 
individual 
survivor 
by 
referring 
the 
individual 
to 
a 
case 
manager 
or 
offering 
a 
hotel 
voucher. 
A 
disability 
advocate 
may 
address the 
same 
situation 
by 
exploring 
alternate 
residential 
placement 
options or 
accompanying 
the 
survivor 
to 
a 
meeting 
where 
they 
confront 
the 
abuser. 


Each 
of 
the 
advocates may 
be 
dismayed 
or 
shocked 
at 
the 
approach 
taken 
by 
the 
other 
advocate, 
and 
these 
reactions can 
lead 
to 
a 
determination 
that 
the 
other 
advocates do 
NOT, 
after 
all, 
share 
the 
common 
value 
of 
self-determination 
for 
survivors with 
disabilities. 
Without 
a 
commitment 
to 
fully 
engage 
with 
each 
other 
over 
this difference 
in 
approach 
– 
and 
learn 
from 
the 
experience 
of 
other 
advocates 
-the 
relationship 
between 
advocacy 
organizations can 
fail. 
It 
will 
be 
the 
task 
of 
the 
dAP 
partners to 
facilitate 
discussions between 
local 
organizations to 
help 
each 
understand 
that 
it 
is 
not 
a 
difference 
in 
values that 
separate 
the 
organizations, 
but 
rather 
differences in 
understanding, 
knowledge 
and 
insight. 


The 
dAP 
will 
encourage 
the 
local 
advocates to 
explore 
not 
only 
their 
advocacy 
practices, 
but 
the 
reasons they 
have 
adopted 
these 
procedures. 
These 
discussions 
will 
open 
a 
window 
into 
each 
other’s worlds and 
foster 
a 
deeper 
understanding 
of 
the 
issues with 
which 
the 
Community 
Collaboration 
must 
wrestle 
and 
the 
underlying 
philosophies of 
the 
different 
types of 
advocates. 
By 
practicing 
this type 
of 
interaction, 
the 
local 
partners will 
gain 
skills that 
will 
sustain 
their 
relationships over 
time. 


It 
is through 
this concept 
of 
committed 
engagement 
that 
advocates learn 
and 
grow. 
Consequently, 
the 
dAP 
will 
not 
seek 
to 
avoid 
conflict 
between 
the 
local 
organizations, 
but 
will 
rather 
explore 
opportunities to 
find 
differences in 
approach, 
knowledge 
and 
attitude. 
This approach 
will 
be 
fundamental 
to 
our 
method 
of 
providing 
technical 
assistance 
to 
the 
Community 
Collaborations. 
We 
will 
endeavor 
to 
encourage 
and 
inculcate 
this 
concept 
of 
committed 
engagement 
throughout 
the 
project. 


Informed 
Action 


The 
Needs Assessment 
found 
many 
areas where 
improved 
knowledge 
among 
advocates and 
people 
with 
disabilities could 
lead 
to 
better, 
more 
accessible 
services. 
However, 
as we 
analyzed 
our 
findings, 
we 
concluded 
that 
improved 
knowledge 
is merely 
a 
component 
in 
achieving 
true 
system 
change. 
If 
advocates 

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receive 
training 
– 
and 
thus, 
have 
improved 
knowledge 
– 
this by 
itself 
does not 
make 
services more 
accessible. 
Advocates also 
need 
to 
have 
the 
desire 
and 
the 
means to 
take 
action. 


When 
talking 
with 
advocates it 
became 
clear 
that 
everyone 
has a 
desire 
to 
provide 
the 
best 
services possible. 
It 
was 
also 
apparent 
that 
in 
many 
cases, 
survivors with 
disabilities were 
not 
receiving 
services that 
were 
appropriate 
to 
their 
needs. 
In 
other 
words, 
the 
desire 
to 
provide 
excellent 
services is 
not 
enough 
to 
ensure 
that 
advocates do 
the 
best 
possible 
job. 


Many 
advocates said 
that 
resources in 
their 
community 
were 
barely 
adequate. 
Consequently, 
they 
were 
frustrated 
with 
the 
capacity 
of 
their 
organizations to 
engage 
in 
work 
that 
represented 
significant 
system 
change. 


In 
examining 
these 
three 
themes running 
through 
the 
Needs Assessment 
findings, 
it 
became 
clear 
to 
us that 
our 
task 
– 
when 
designing 
and 
implementing 
our 
strategic plan 
– 
was to 
help 
provide 
the 
knowledge 
and 
resources that 
act 
as a 
foundation 
for 
local 
advocates to 
take 
action 
and 
improve 
services. 
It 
suggested 
a 
mathematical 
formula: 
information 
+ 
resources + 
desire 
to 
succeed 
= 
informed 
action 
leading 
to 
system 
change. 
“Informed 
action” 
is what 
will 
be 
demanded 
of 
the 
Community 
Collaborations, 
and 
supported 
by 
the 
dAP. 


Community 
Collaboration 
in 
Spokane 


Spokane 
is a 
city 
with 
a 
population 
of 
approximately 
200,000 
people 
and 
over 
400,000 
in 
the 
metropolitan 
area. 
It 
is located 
near 
the 
Idaho 
border 
on 
the 
eastern 
edge 
of 
the 
state. 
Spokane 
has 
an 
active 
advocacy 
community 
and 
five 
organizations have 
expressed 
strong 
interest 
in 
participating 
in 
this project. 
They 
are: 


• 
Alternatives to 
Violence, 
Spokane 
YWCA 
(domestic 
violence 
program) 
• 
Coalition 
of 
Responsible 
Disabled 
(Center 
for 
Independent 
Living) 
• 
SAFeT 
Response 
Center, 
Lutheran 
Community 
Services (sexual 
assault 
program) 
• 
Eastern 
Washington 
Center 
for 
the 
Deaf 
and 
Hard 
of 
Hearing 
• 
Arc of 
Spokane 
(disability 
advocacy 
organization) 
Existing 
Connections between 
Organizations in 
Spokane 


These 
organizations have 
already 
begun 
making 
connections. 
The 
Spokane 
YWCA 
and 
the 
Coalition 
of 
Responsible 
Disabled 
(CORD) 
met 
and 
began 
coordinating 
their 
efforts during 
the 
dAP’s Needs Assessment 
activities in 
2007. 
The 
SAFeT 
Response 
Center 
and 
the 
Arc of 
Spokane 
are 
engaged 
in 
a 
collaborative 
project 
addressing 
sexual 
assault 
against 
people 
with 
disabilities. 
The 
Deaf 
Center 
has ongoing 
relationships with 
both 
the 
YWCA 
and 
with 
CORD. 


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Vision 
for 
the 
Spokane 
Community 
Collaboration 


In 
many 
ways, 
the 
Community 
Collaboration 
in 
Spokane 
has the 
potential 
to 
create 
extraordinary 
changes in 
the 
ways 
that 
survivors with 
disabilities will 
receive 
services. 
Each 
of 
the 
five 
organizations has already 
started 
down 
the 
road 
toward 
collaboration. 
In 
preliminary 
discussions with 
the 
Spokane 
partners, 
each 
organization 
stated 
that 
they 
are 
committed 
to 
doing 
this work 
together 
whether 
the 
dAP 
comes to 
Spokane 
or 
not. 
The 
Spokane 
advocacy 
community 
is 
experienced 
in 
coming 
together 
to 
rally 
the 
community, 
support 
each 
other’s work, 
and 
explore 
ways to 
leverage 
their 
own 
resources. 


The 
challenges we 
anticipate 
the 
Spokane 
Community 
Collaboration 
will 
experience 
will 
not 
be 
difficulties in 
commitment, 
but 
rather 
in 
implementation. 
With 
five 
organizations participating, 
the 
complexity 
of 
the 
relationships will 
be 
challenging. 
Moreover, 
the 
Spokane 
group 
will 
have 
barriers to 
communication 
because 
of 
language 
differences between 
representatives from 
the 
four 
organizations whose 
primary 
language 
is 
spoken 
English, 
and 
the 
advocates from 
the 
local 
Deaf 
Center 
whose 
primary 
language 
is American 
Sign 
Language. 


The 
many 
differences between 
the 
organizations will 
lead 
to 
rich 
discussions. 
With 
such 
a 
multiplicity 
of 
opportunity 
to 
explore 
how 
they 
interpret 
their 
shared 
values, 
we 
anticipate 
myriad 
opportunities to 
test 
their 
(and 
our) 
commitment 
to 
the 
principles of 
committed 
engagement. 
We 
are 
confident 
that 
this partnership 
of 
enthusiastic and 
experienced 
advocates will 
embrace 
the 
conflicts they 
will 
face 
and 
emerge 
as a 
strong, 
diverse 
and 
vibrant 
partnership. 


Community 
Collaboration 
in 
Pullman/Whitman 
County 


Pullman, 
located 
in 
Whitman 
County, 
is 
a 
small 
university 
town 
in 
southeast 
Washington. 
Whitman 
County 
is a 
rural 
area 
with 
a 
population 
of 
approximately 
42,000 
people. 
There 
are 
three 
organizations active 
in 
the 
region 
who 
have 
expressed 
interest 
in 
the 
project. 
They 
are: 


• 
Alternatives to 
Violence 
of 
the 
Palouse 
(dual 
domestic violence/sexual 
assault 
program) 
(ATVP) 
• 
Coalition 
of 
Responsible 
Disabled 
(Center 
for 
Independent 
Living) 
(CORD) 
• 
Eastern 
Washington 
Center 
for 
the 
Deaf 
and 
Hard 
of 
Hearing 
(EWCDHH) 
Alternatives to 
Violence 
of 
the 
Palouse 
has acted 
as a 
pilot 
site 
for 
previous dAP 
projects and 
has 
a 
strong 
grasp 
of 
the 
difficulties faced 
by 
survivors with 
disabilities. 
They 
have 
already 
made 
significant 
headway 
in 
adapting 
their 
policies 
and 
practices to 
make 
their 
services more 
accessible, 
reaching 
out 
to 
the 
local 
disability 
community, 
and 
establishing 
promising 
practices that 
utilize 
collaborative 
advocacy. 
The 
two 
disability 
advocacy 
organizations that 
have 
expressed 
interest 
in 
working 
in 
the 
Whitman 
County 
Community 
Collaboration 
are 
CORD, 
a 
Center 
for 
Independent 
Living, 
and 
the 
Eastern 
Washington 
Center 
for 
the 
Deaf 
and 
Hard 
of 


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Hearing. 
Both 
of 
these 
organizations have 
offices in 
Spokane, 
but 
their 
service 
area 
includes Whitman 
County. 
Both 
organizations maintain 
a 
strong 
presence 
in 
that 
community. 


Existing 
Collaboration 
Experience 
in 
Pullman 


The 
Community 
Collaboration 
in 
Pullman 
promises to 
be 
an 
intriguing 
one. 
Both 
CORD 
and 
EWCDHH are 
based 
in 
Spokane 
(approximately 
one 
and 
one-half 
hours 
drive 
from 
Pullman) 
and 
have 
worked 
together 
extensively. 
ATVP 
is located 
in 
Pullman 
and 
has worked 
with 
the 
dAP 
in 
the 
past 
as a 
pilot 
site. 
There 
is no 
history 
of 
collaboration 
between 
ATVP 
and 
the 
two 
Spokane-based 
disability 
advocacy 
organizations. 


Vision 
for 
the 
Pullman 
Community 
Collaboration 


ATVP 
has an 
extensive 
history 
of 
addressing 
policy, 
practice 
and 
attitudes in 
their 
staff 
to 
make 
their 
services more 
accessible 
for 
survivors with 
disabilities. 
Much 
of 
this history 
is documented 
and 
integrated 
into 
their 
day-to-day 
advocacy. 
However, 
they 
have 
had 
a 
difficult 
time 
connecting 
with 
the 
Deaf 
community 
in 
Whitman 
County, 
and 
much 
of 
their 
work 
has been 
limited 
to 
individuals with 
disabilities – 
they 
do 
not 
have 
an 
extensive 
history 
of 
working 
with 
disability 
advocates. 
CORD 
has worked 
with 
individuals in 
the 
Pullman 
area 
for 
years, 
as has 
EWCDHH. 
This 
individual 
advocacy 
makes them 
familiar 
with 
the 
area, 
but 
not 
as 
knowledgeable 
with 
the 
other 
resources 
in 
Whitman 
County, 
such 
as ATVP. 


The 
Pullman 
Community 
Collaboration 
will 
face 
a 
choice 
during 
the 
Orientation 
phase 
of 
the 
project. 
Will 
they 
opt 
to 
take 
on 
activities that 
will 
help 
them 
develop 
ways to 
cooperate 
in 
their 
individual 
advocacy 
for 
survivors 
with 
disabilities, 
or 
will 
they 
instead 
choose 
to 
find 
ways to 
work 
on 
organizational 
advocacy 
strategies? 
Neither 
choice 
will 
be 
easy. 
Additionally, 
they 
will 
also 
have 
to 
navigate 
the 
same 
language 
barriers as the 
Spokane 
partnership. 
Our 
expectation 
is that 
the 
Pullman 
partnership, 
because 
of 
these 
factors and 
the 
rural 
nature 
of 
the 
area 
will 
need 
extra 
time 
to 
work 
out 
organizational 
differences. 
However, 
because 
of 
ATVP’s 
experience 
in 
developing 
accessible 
policies and 
procedures, 
we 
are 
hopeful 
that 
this group 
will 
develop 
some 
promising 
practices related 
to 
individual 
collaborative 
advocacy. 


Community 
Collaboration 
in 
Tacoma 


Tacoma 
is a 
large 
city 
located 
approximately 
30 
miles south 
of 
Seattle 
on 
Interstate 


5. 
The 
city 
has a 
population 
of 
approximately 
200,000 
with 
a 
metropolitan 
area 
of 
over 
700,000 
residents. 
Tacoma 
has a 
wealth 
of 
advocacy 
resources and 
many 
organizations interested 
in 
improving 
services for 
survivors with 
disabilities. 
Some 
of 
these 
organizations have 
multiple 
programs that 
currently 
seek 
to 
address issues 
of 
violence 
against 
people 
with 
disabilities. 
The 
participating 
organizations are: 
• 
YWCA 
of 
Pierce 
County 
(domestic 
violence 
program); 
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• 
Korean 
Women’s Association 
(domestic violence 
program); 
• 
Sexual 
Assault 
Center 
of 
Pierce 
County; 
(SACPC) 
• 
Center 
for 
Independence 
(Center 
for 
Independent 
Living); 
• 
Tacoma 
Area 
Center 
for 
Individuals 
with 
Disabilities (TACID). 
Tacoma 
is unique 
for 
a 
number 
of 
reasons. 
Tacoma 
is a 
diverse, 
metropolitan 
city 
that 
is home 
to 
a 
wide 
range 
of 
cultures. 
There 
is a 
large 
advocacy 
community 
in 
the 
area 
that 
includes several 
organizations that 
focus 
on 
particular 
cultures or 
ethnic populations. 
The 
Korean 
Women’s Association 
is one 
such 
organization, 
and 
they 
have 
been 
an 
important 
resource 
for 
the 
large 
Asian 
population 
in 
Tacoma. 


The 
disability 
community 
in 
Tacoma 
is unique 
to 
the 
state 
in 
part 
due 
to 
the 
presence 
of 
TACID, 
which 
is a 
resource 
center 
for 
people 
with 
disabilities. 
TACID 
runs support 
groups 
and 
programs for 
people 
with 
all 
kinds of 
disabilities and 
has 
been 
successful 
in 
developing 
working 
relationships with 
both 
the 
Sexual 
Assault 
Center 
of 
Pierce 
County 
and 
with 
the 
YWCA. 
The 
Center 
for 
Independence 
works 
closely 
with 
TACID 
to 
coordinate 
services to 
the 
disability 
community. 


Existing 
Relationships between 
Organizations in 
Tacoma 


TACID 
and 
the 
Center 
for 
Independence 
will 
provide 
a 
strong 
disability-rights 
perspective 
to 
the 
Tacoma 
partnership. 
These 
two 
organizations are 
the 
flagships 
for 
a 
regional 
disability 
community 
that 
is the 
state’s most 
active 
and 
progressive 
– 
politically 
and 
socially. 


TACID 
has a 
long-standing 
program 
called 
“Untold 
Stories” 
that 
has worked 
with 
both 
the 
YWCA 
and 
SACPC 
that 
not 
only 
educates people 
with 
disabilities about 
the 
dynamics of 
violence, 
it 
educates advocates about 
disability 
rights. 
The 
Korean 
Women’s Association 
and 
the 
Center 
for 
Independence 
have 
also 
participated 
in 
this 
program. 


The 
Korean 
Women’s Association 
(KWA) 
is an 
active 
member 
of 
the 
Washington 
State 
Coalition 
Against 
Domestic Violence, 
with 
their 
executive 
director 
being 
a 
member 
of 
the 
Coalition’s board. 
They 
have 
worked 
with 
the 
YWCA 
and 
the 
two 
organizations support 
each 
other’s work. 
The 
“Y” 
is a 
leader 
in 
the 
state 
for 
instituting 
progressive 
policies in 
their 
shelter. 


Vision 
for 
the 
Tacoma 
Community 
Collaboration 


The 
Tacoma 
partnership 
is a 
fascinating 
mix 
of 
individuals 
and 
organizations. 
The 
YWCA 
runs one 
of 
the 
state’s longest 
established 
shelter, 
while 
KWA 
operates 
the 
newest. 
SACPC 
has 
a 
history 
of 
collaborating 
with 
TACID, 
but 
the 
majority 
of 
their 
resources appear 
to 
be 
devoted 
to 
counseling 
for 
sexual 
assault 
survivors – 
collaborative 
advocacy 
may 
be 
something 
that 
is out 
of 
their 
comfort 
zone. 
The 
Center 
for 
Independence 
is operating 
under 
a 
new 
executive 
director 
and 
have 
made 
great 
strides in 
smoothing 
ruffled 
feathers with 
TACID 
and 
other 


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organizations – 
the 
result 
of 
the 
previous director’s confrontational 
style 
that 
sometimes created 
difficult 
working 
relationships. 


It 
is difficult 
to 
speculate 
what 
dish 
will 
emerge 
from 
these 
diverse 
ingredients. 
What 
is 
certain 
is that 
each 
organization 
understands the 
power 
of 
collaboration, 
each 
has acknowledged 
that 
they 
have 
much 
work 
to 
do 
on 
this 
issue, 
and 
they 
have 
a 
resilient 
spirit 
that 
allows them 
to 
tackle 
difficult 
discussions head-on. 
Of 
the 
three 
Community 
Collaborations, 
this mixture 
of 
partners seems to 
have 
the 
most 
potential 
for 
spectacular 
success or 
dramatic failure. 
They 
have 
language 
differences (Korean 
and 
English), 
disparities in 
experience 
and 
style, 
and 
strong 
beliefs that 
will 
enhance 
their 
commitment 
to 
the 
issue 
– 
but 
will 
also 
make 
communicating 
across disciplines more 
precarious. 


Building 
a 
Strategic 
Plan 
in 
response 
to 
the 
Needs 
Assessment 
Findings 


The 
dAP 
will 
undertake 
several 
initiatives to 
address the 
findings of 
the 
Needs 
Assessment. 
We 
will 
begin 
by 
introducing 
the 
Community 
Collaborations to 
the 
project 
during 
two 
orientation 
meetings, 
facilitated 
by 
the 
dAP 
core 
partners. 
This 
orientation 
will 
provide 
a 
foundation 
for 
local 
partners and 
help 
them 
begin 
to 
construct 
a 
strong, 
effective 
collaboration. 
During 
this orientation 
phase, 
Community 
Collaborations will 
work 
to 
establish 
roles and 
responsibilities within 
their 
partnership, 
learn 
about 
the 
findings of 
the 
Needs Assessment, 
begin 
the 
work 
of 
understanding 
the 
perspective 
and 
language 
of 
the 
other 
local 
partners, 
and 
develop 
a 
workplan 
for 
the 
group. 
In 
facilitating 
the 
orientation 
meetings, 
the 
dAP 
partners will 
introduce 
and 
frame 
some 
of 
the 
issues that 
Community 
Collaborations 
will 
be 
working 
on 
in 
more 
depth 
during 
the 
implementation 
phase 
of 
their 
work. 
The 
Needs Assessment 
Report 
identified 
these 
topics as areas that 
should 
be 
addressed 
by 
local 
advocacy 
organizations: 


• 
Mandatory 
Reporting 
of 
suspected 
abuse 
of 
legally 
defined 
Vulnerable 
Adults; 
• 
Safety 
planning 
for 
survivors with 
disabilities; 
• 
Creating 
accessible 
intake 
and 
screening 
processes at 
advocacy 
organizations; 
• 
The 
role 
of 
self-determination 
for 
survivors with 
disabilities; 
• 
Advocacy 
strategies 
surrounding 
confidentiality; 
• 
Universal 
design/welcoming 
environments; 
• 
Providing 
materials in 
alternate 
formats 
upon 
request. 
During 
this 
implementation 
phase, 
local 
partnerships will 
take 
on 
at 
least 
one 
additional 
activity 
to 
address the 
findings of 
the 
Needs Assessment. 
This 
additional 
activity 
will 
be 
selected 
by 
the 
local 
partners during 
their 
orientation. 


The 
dAP 
partners will 
evaluate 
the 
progress of 
the 
Community 
Collaborations to 
ensure 
they 
are 
building 
a 
strong 
partnership, 
carrying 
out 
their 
workplans, 
and 


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addressing 
the 
findings of 
the 
Needs Assessment. 
In 
addition, 
the 
dAP 
will 
be 
documenting 
the 
successes of 
the 
local 
partnership 
and 
identifying 
strategies that 
support 
collaborative 
advocacy. 


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Section 
II 
-The 
Strategic 
Planning 
Process 


Forming 
a 
Strategic 
Planning 
Team 


Immediately 
following 
approval 
of 
the 
Needs Assessment 
Findings Report, 
the 
dAP 
began 
the 
Strategic 
Planning 
Process. 
The 
dAP 
is not 
working 
alone 
in 
this process, 
but 
rather 
with 
a 
large 
team 
that 
includes our 
core 
partners, 
our 
technical 
assistance 
provider 
-the 
Vera 
Institute 
for 
Justice 
-as well 
as a 
group 
of 
experts 
from 
communities across the 
state. 
These 
experts are 
individuals from 
the 
three 
communities that 
will 
host 
our 
three 
Community 
Collaborations, 
and 
many 
have 
ties 
to 
statewide 
organizations that 
have 
an 
interest 
in 
anti-violence 
work 
or 
disability 
advocacy. 
This is our 
Strategic 
Planning 
Team. 


To 
prepare 
for 
the 
work 
of 
this team, 
each 
member 
was asked 
to 
read 
the 
Needs 
Assessment 
Findings Report 
produced 
by 
the 
dAP. 
It 
was important 
that 
each 
team 
member 
was familiar 
with 
gaps and 
barriers to 
services documented 
in 
that 
report, 
as well 
as the 
opportunities for 
collaborative 
advocacy 
that 
were 
identified. 


Creating 
a 
Vision 
and 
Developing 
a 
Plan 


The 
Strategic Planning 
Team 
met 
in 
February 
of 
2008 
to 
help 
craft 
a 
vision 
for 
the 
work 
of 
the 
Community 
Collaborations. 
They 
were 
asked 
to 
create 
a 
vision 
of 
what 
services for 
survivors with 
disabilities would 
look 
like 
at 
the 
end 
of 
this project. 


To 
create 
this vision, 
the 
group 
was 
asked 
to 
address the 
following 
three 
questions: 


1. 
As a 
result 
of 
this project, 
what 
will 
change 
for 
survivors with 
disabilities? 
2. 
What 
are 
the 
elements of 
a 
good 
collaboration 
between 
advocates? 
3. 
What 
specific activities should 
Community 
Collaborations undertake 
to 
make 
this vision 
a 
reality? 
The 
group 
answered 
the 
first 
two 
questions during 
an 
extended 
session 
that 
featured 
graphic 
facilitation. 
Graphic facilitation 
is 
a 
tool 
that 
records conversations 
using 
pictures, 
illustrative 
diagrams and 
mapping 
of 
ideas. 
This process allows a 
discussion 
about 
“vision” 
to 
be 
recorded 
in 
a 
manner 
more 
consistent 
with 
the 
nature 
of 
the 
discussion, 
rather 
than 
reducing 
complex, 
interconnected 
ideas to 
bullet 
points. 
Graphic facilitation 
also 
is a 
more 
inclusive 
way 
to 
conduct 
such 
a 
meeting, 
as people 
with 
a 
broad 
spectrum 
of 
abilities are 
able 
to 
more 
fully 
participate. 


The 
Strategic Planning 
Team 
answered 
the 
third 
question 
by 
creating 
a 
list 
of 
activities that 
were 
responsive 
to 
the 
gaps and 
barriers to 
services identified 
in 
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Needs Assessment 
and 
would 
create 
opportunities for 
Community 
Collaborations to 
engage 
in 
collaborative 
advocacy. 


Preliminary 
Discussions 
with 
Community 
Partners 


Following 
this meeting, 
the 
dAP 
began 
meeting 
with 
individual 
organizations who 
had 
expressed 
interest 
in 
the 
project. 
It 
was important 
that 
these 
organizations 
understood 
the 
vision 
and 
structure 
of 
the 
project 
and 
were 
able 
to 
commit 
to 
the 
vision 
created 
by 
the 
Strategic Planning 
Team. 
Each 
potential 
local 
partner 
embraced 
the 
concept 
of 
collaboration 
and 
expressed 
their 
desire 
to 
create 
system 
change 
that 
would 
result 
in 
more 
accessible 
services for 
survivors with 
disabilities. 


In 
addition 
to 
discussing 
the 
conceptual 
framework 
for 
the 
project, 
each 
potential 
local 
partner 
was made 
aware 
of 
the 
parameters of 
the 
grant, 
which 
organizations 
were 
likely 
to 
be 
local 
partners, 
a 
general 
understanding 
of 
the 
scope 
of 
work, 
and 
the 
approximate 
amount 
of 
funding 
that 
would 
be 
available 
in 
their 
community. 


Planning 
to 
Build 
Community 
Collaborations 


To 
achieve 
our 
goal 
of 
building 
local 
Community 
Collaborations that 
are 
committed 
to 
building 
effective 
partnerships 
and 
system 
change, 
we 
have 
created 
a 
plan 
that 
requires local 
partners to 
work 
together 
from 
the 
outset. 
We 
decided 
that 
the 
early 
tasks for 
each 
Community 
Collaboration 
should 
be 
to 
negotiate 
their 
own 
roles and 
responsibilities within 
their 
partnership, 
decide 
which 
activities would 
be 
most 
effective 
in 
their 
community, 
and 
play 
a 
key 
role 
in 
deciding 
how 
the 
grant 
funds 
should 
be 
distributed 
among 
the 
partners. 


These 
negotiations will 
provide 
a 
foundation 
for 
the 
type 
of 
committed 
engagement 
and 
informed 
action 
that 
will 
be 
necessary 
if 
true 
system 
change 
is to 
occur. 
The 
dAP 
will 
be 
facilitating 
these 
negotiations and 
will 
ensure 
that 
differences in 
approach 
will 
not 
be 
smoothed 
over 
– 
but 
rather 
addressed 
proactively 
from 
the 
outset 
of 
the 
project. 
It 
is important 
that 
these 
differences are 
fully 
talked 
through 
so 
that 
each 
local 
organization 
has a 
stake 
in 
the 
success of 
the 
partnership. 


Budgeting 
for 
Collaboration 
Building 


This plan 
to 
require 
Community 
Collaborations to 
negotiate 
their 
own 
activities and 
responsibilities created 
difficulty 
for 
the 
dAP 
when 
designing 
a 
budget 
for 
the 
implementation 
phase 
of 
our 
grant. 
To 
allow 
the 
Community 
Collaborations to 
have 
significant 
input 
into 
their 
own 
budget 
process meant 
that 
the 
dAP 
would 
be 
unable 
to 
submit 
a 
final 
budget 
with 
the 
submission 
of 
our 
Strategic Plan 
that 
detailed 
specific amounts of 
money 
being 
designated 
for 
specific 
organizations. 


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Consequently, 
the 
dAP 
worked 
with 
Vera 
and 
with 
the 
Office 
on 
Violence 
Against 
Women 
(OVW) 
to 
create 
a 
two-tiered 
budget 
process. 
The 
first 
step 
in 
the 
process 
was to 
examine 
the 
dAP 
budget 
and 
establish 
amounts of 
grant 
funds that 
will 
be 
made 
available 
to 
each 
Community 
Collaboration, 
without 
itemizing 
a 
figure 
for 
any 
specific organization. 


Once 
the 
Community 
Collaborations have 
met 
and 
negotiated 
their 
roles, 
responsibilities and 
activities, 
the 
dAP 
will 
submit 
a 
second 
budget 
that 
details how 
the 
grant 
funds 
will 
be 
distributed 
in 
each 
community. 
This 
second 
budget 
will 
be 
submitted 
to 
OVW 
using 
the 
formal 
online 
process required 
of 
grantees. 


Planning 
for 
Technical 
Assistance 
Provision 
and 
Evaluation 
of 
Project 


The 
dAP 
has designed 
a 
system 
of 
communication 
with 
each 
Community 
Collaboration 
that 
simultaneously 
creates opportunities for 
provision 
of 
technical 
assistance, 
assesses the 
level 
of 
committed 
engagement 
in 
the 
partnership, 
and 
collects data 
measures the 
level 
of 
informed 
action 
leading 
to 
system 
change, 
allowing 
us to 
evaluate 
the 
project. 


Each 
Community 
Collaboration 
will 
have 
access to 
any 
dAP 
partner 
anytime 
they 
wish 
to 
discuss the 
project, 
but 
we 
are 
not 
relying 
on 
local 
partnerships to 
tell 
us 
when 
they 
require 
assistance. 
The 
dAP 
will 
proactively 
contact 
local 
partners on 
a 
regular 
basis to 
ascertain 
their 
progress. 
Our 
evaluator, 
Wendi 
Siebold 
of 
Evaluation, 
Management 
& 
Training 
Associates, 
is 
creating 
a 
“check-in” 
tool 
that 
will 
provide 
us with 
regular 
information 
about 
the 
Community 
Collaborations. 
Ms. 
Siebold 
will 
contact 
the 
Community 
Collaborations on 
a 
regular 
basis and 
interview 
the 
local 
partners about 
conflicts and 
differences that 
have 
arisen, 
barriers to 
progress and 
breakdowns in 
communication. 
This information 
will 
give 
us the 
opportunity 
to 
assist 
the 
local 
partners in 
finding 
common 
ground 
while 
exploring 
differences in 
approach. 


Beyond 
the 
“check-in 
tool”, 
the 
dAP 
has 
asked 
Ms. 
Siebold 
to 
design 
a 
comprehensive 
project 
evaluation 
plan 
that 
will 
be 
coordinated 
with 
the 
dAP’s 
technical 
assistance 
plan 
for 
Community 
Collaborations. 
Thus, 
the 
dAP 
will 
accomplish 
both 
purposes in 
a 
manner 
that 
minimizes the 
reporting 
burden 
of 
the 
local 
partnerships and 
allows them 
to 
spend 
more 
of 
their 
time 
working. 
The 
comprehensive 
project 
evaluation 
plan 
is detailed 
in 
Section 
IV 
of 
this document. 


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Section 
III 
– 
Overview 
of 
the 
Strategic 
Plan 


Collaboration 
and 
System 
Change 


Each 
of 
the 
three 
Community 
Collaborations will 
concentrate 
their 
efforts on 
changing 
the 
way 
each 
of 
the 
local 
partners provides services to 
survivors with 
disabilities. 
This systemic change 
will 
come 
about 
through 
a 
collaborative 
process 
in 
which 
local 
partner 
organizations learn 
from 
each 
other 
and 
directly 
from 
survivors with 
disabilities. 
The 
dAP 
partners will 
be 
involved 
with 
the 
Community 
Collaborations at 
every 
step, 
beginning 
with 
the 
orientation 
meetings, 
and 
continuing 
through 
every 
stage 
of 
their 
work. 
Regular 
contact 
between 
dAP 
and 
local 
partners will 
take 
place 
both 
through 
the 
formal 
check-in 
process (as 
described 
in 
the 
Evaluation 
section) 
and 
by 
dAP 
partners maintaining 
a 
close 
relationship 
with 
the 
local 
partners. 
Telephone, 
TTY, 
emails will 
be 
used 
to 
ascertain 
the 
progress of 
the 
burgeoning 
collaborations. 
In 
addition, 
local 
partners 
will 
be 
encouraged 
to 
contact 
any 
of 
the 
dAP 
partners when 
the 
inevitable 
bumps 
occur 
on 
the 
road 
to 
an 
effective 
partnership. 


Because 
fostering 
an 
atmosphere 
where 
committed 
engagement 
can 
flourish 
is 
central 
to 
our 
Strategic Plan, 
Community 
Collaborations will 
need 
open 
lines of 
communication 
between 
their 
local 
partners and 
with 
the 
dAP 
partners. 
Regular 
“check-ins” 
from 
the 
dAP 
partners will 
monitor 
the 
quantity 
and 
quality 
of 
ongoing 
communication 
between 
local 
partners. 
If 
community 
partners appear 
to 
be 
struggling 
with 
communication 
issues, 
technical 
assistance 
will 
be 
provided. 
It 
is a 
requirement 
for 
the 
Community 
Collaborations to 
actively 
foster 
the 
collaboration 
they 
are 
creating 
under 
this grant. 


There 
are 
some 
system 
change 
activities that 
each 
community 
will 
undertake. 
Developing 
organizational 
policies on 
several 
issues are 
part 
of 
each 
partnership’s 
core 
activities, 
and 
the 
required 
steps to 
completion 
are 
relatively 
concrete. 


The 
dAP’s Needs Assessment 
Report 
notes that 
the 
biggest 
barriers to 
services 
faced 
by 
survivors with 
disabilities are 
not 
physical, 
but 
are 
the 
preconceived 
notions, 
biases and 
attitudes of 
advocates. 
Attitudinal 
change 
is not 
so 
easily 
captured 
in 
a 
step-by-step 
plan. 
These 
changes however, 
are 
at 
the 
heart 
of 
the 
goals for 
this project. 
Some 
attitudes that 
create 
barriers to 
survivors with 
disabilities are 
the 
result 
of 
societal 
biases. 
Others come 
from 
the 
assumptions 
born 
of 
inadequate 
knowledge. 
Regardless of 
their 
source, 
attitudes that 
create 
barriers to 
survivors with 
disabilities are 
undeniably 
present. 


Identifying 
and 
examining 
these 
attitudes will 
be 
a 
primary 
focus for 
the 
Community 
Collaborations and 
will 
be 
integrated 
into 
each 
phase 
of 
their 
work. 
This 
process is described 
in 
detail 
in 
the 
subsection 
titled, 
“System 
Change 
through 
Committed 
Engagement” 
beginning 
on 
page 
19. 


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Role 
of 
the 
dAP 


The 
dAP 
partners will 
provide 
guidance 
and 
technical 
assistance 
to 
help 
the 
Community 
Collaborations form 
a 
cohesive 
partnership. 
The 
assistance 
provided 
by 
the 
dAP 
begins with 
the 
project 
orientation. 
The 
orientation 
will 
familiarize 
the 
Community 
Collaborations with 
the 
parameters of 
the 
grant 
requirements, 
take 
an 
in 
depth 
look 
at 
the 
results of 
the 
Needs 
Assessment, 
assist 
in 
establishing 
roles 
and 
responsibilities within 
the 
partnership, 
and 
provide 
guidance 
in 
selecting 
specific activities they 
will 
undertake. 


The 
dAP 
will 
support 
the 
collaboration 
building 
efforts of 
the 
local 
partners by 
modeling 
a 
communication 
system 
that 
features committed 
engagement. 
This will 
be 
encouraged 
at 
every 
opportunity. 
Moreover, 
the 
dAP 
realizes that 
presenting 
information 
to 
the 
local 
partners is only 
the 
first 
step 
to 
creating 
system 
change. 
The 
dAP 
will 
support 
the 
Community 
Collaborations to 
take 
informed 
action 
as their 
knowledge, 
understanding 
and 
organizational 
capacity 
grows. 


Technical 
assistance 
provided 
by 
the 
dAP 
will 
not 
consist 
solely 
of 
information 
about 
the 
ADA, 
the 
basics of 
safety 
planning, 
or 
the 
legal 
definition 
of 
“vulnerable 
adult.” 
The 
bulk 
of 
our 
technical 
assistance 
will 
be 
the 
nurturing 
of 
the 
local 
partnerships 
efforts to 
create 
a 
collaboration 
that 
features committed 
engagement 
and 
informed 
action. 


Technical 
assistance 
and 
evaluation 
of 
the 
project 
will 
continue 
throughout 
the 
grant 
period, 
which 
ends on 
September 
30, 
2009. 


Administrative 
Obligations 
of 
the 
Community 
Collaborations 


Meetings and 
Committees 

Each 
Community 
Collaboration 
will 
meet 
together 
a 
minimum 
of 
eight 
times before 
the 
end 
of 
the 
grant 
period 
on 
September 
30, 
2009. 
It 
is anticipated 
that 
local 
partners will 
communicate 
between 
meetings to 
carry 
out 
the 
work 
of 
the 
Community 
Collaboration. 
Committees may 
be 
formed 
to 
carry 
out 
specific tasks 
undertaken 
by 
the 
local 
partnership. 


Roles, 
Responsibilities and 
Budget 


A 
large 
part 
of 
the 
work 
of 
the 
Community 
Collaborations is to 
build 
a 
strong, 
effective 
partnership. 
To 
that 
end, 
the 
first 
task 
of 
the 
Community 
Collaboration 
is 
designed 
to 
“jump 
start” 
their 
relationship. 


Community 
Collaborations will 
be 
asked 
to 
negotiate 
their 
own 
roles, 
responsibilities, 
and 
select 
their 
own 
Elective 
Activities. 
In 
addition, 
with 
the 
assistance 
of 
the 
dAP 
core 
partners, 
they 
will 
develop 
a 
specific budget 
for 
their 


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Community 
Collaboration 
based 
on 
the 
negotiated 
roles and 
responsibilities of 
each 
local 
partner 
organization 
and 
the 
anticipated 
need 
for 
disability-related 
accommodations. 


Contracts 


The 
dAP 
and 
each 
of 
the 
local 
partners in 
the 
Community 
Collaborations will 
enter 
into 
agreements regarding 
the 
scope 
of 
work 
and 
grant 
funds that 
will 
be 
paid 
to 
carry 
out 
that 
work. 
These 
agreements 
will 
be 
formalized 
through 
memorandums 
of 
understanding 
(MOU). 
A 
preliminary 
understanding 
of 
the 
structure 
and 
content 
of 
these 
MOUs has already 
been 
discussed 
and 
agreed 
to 
by 
each 
of 
the 
potential 
Community 
Collaboration 
partners. 


Because 
Community 
Collaborations will 
begin 
their 
work 
by 
negotiating 
individual 
roles, 
responsibilities, 
and 
specific activities to 
undertake, 
each 
local 
partner 
organization 
will 
sign 
two 
MOUs with 
the 
dAP. 
The 
first 
will 
be 
signed 
prior 
to 
beginning 
the 
work, 
and 
will 
cover 
the 
early 
meetings when 
negotiations are 
taking 
place. 
The 
first 
MOU 
will 
establish 
the 
responsibility 
of 
the 
local 
organization 
to 
undertake 
these 
negotiations with 
their 
local 
partners, 
and 
their 
relationship 
with 
the 
dAP. 
It 
will 
also 
establish 
how 
much 
the 
organization 
will 
receive 
from 
the 
dAP 
to 
carry 
out 
this first 
phase 
of 
work. 


When 
the 
Community 
Collaboration 
has 
agreed 
on 
roles, 
responsibilities and 
activities -and 
the 
dAP 
has approved 
the 
workplan 
-a 
second 
MOU 
will 
be 
signed 
that 
details each 
organization’s specific 
obligations 
and 
what 
they 
will 
be 
paid 
to 
perform 
that 
work. 


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Section 
IV 
– 
The 
Strategic 
Plan 


The 
Strategic Plan, 
as described 
in 
this section, 
is divided 
into 
six 
components. 
Each 
component 
is detailed 
in 
its own 
subsection. 
In 
practice, 
however, 
the 
plan 
will 
be 
fully 
integrated. 
The 
elements of 
each 
component 
will 
intertwine 
and 
coexist 
with 
the 
others. 
Indeed, 
the 
first 
component 
represents an 
overarching 
theme 
that 
will 
be 
found 
integrated 
within 
each 
of 
the 
other 
five 
components. 
The 
six 
components of 
the 
plan 
are: 


1. 
System 
Change 
through 
Committed 
Engagement; 
2. 
Orientation 
for 
the 
Community 
Collaborations; 
3. 
Community 
Collaboration 
Activities; 
4. 
Evaluation 
of 
the 
Project 
5. 
System 
Change 
in 
dAP 
Partner 
Organizations 
6. 
Sustainability 
of 
the 
dAP 
Partnership 
1. 
System 
Change 
through 
Committed 
Engagement 
The 
first 
component 
of 
our 
plan 
is the 
most 
important, 
and 
undoubtedly 
the 
most 
challenging. 
Committed 
engagement 
in 
a 
partnership 
is difficult 
to 
achieve 
and 
just 
as hard 
to 
maintain. 
Partnerships must 
have 
trust 
in 
each 
other, 
flexibility 
to 
overcome 
difficulties, 
incentives to 
succeed, 
and 
clear 
goals 
that 
allow 
the 
group 
to 
maintain 
their 
focus. 
The 
dAP 
partners have 
been 
working 
toward 
their 
goal 
of 
fully 
engaging 
each 
other 
– 
particularly 
in 
situations where 
partners disagree 
or 
misunderstand 
each 
other 
– 
for 
eight 
years. 
Without 
this 
desire 
to 
engage, 
and 
re-
engage 
each 
other 
continually, 
our 
partnership 
would 
have 
failed. 
With 
a 
history 
of 
working 
through 
myriad 
issues that 
often 
threatened 
to 
weaken 
the 
bonds that 
held 
us together, 
the 
dAP 
looks forward 
to 
the 
challenge 
of 
assisting 
Community 
Collaborations to 
achieve 
this 
same 
level 
of 
committed 
engagement. 


How 
will 
the 
dAP 
create 
Committed 
Engagement 
in 
the 
Community 
Collaborations? 


The 
dAP 
partners will 
bring 
all 
their 
experience 
of 
working 
in 
this manner 
to 
bear 
on 
the 
local 
partnerships. 
This work 
will 
begin 
at 
the 
orientation 
meetings for 
each 
Community 
Collaboration. 
By 
walking 
the 
local 
groups through 
this often 
uncomfortable 
process, 
the 
Community 
Collaborations will 
establish 
their 
own 
practice 
of 
committed 
engagement 
and 
a 
habit 
of 
embracing 
differences, 
rather 
than 
dismissing 
them. 


There 
are 
more 
than 
10 
activities that 
Community 
Collaborations will 
have 
to 
work 
through 
during 
the 
two-day 
orientation 
(these 
10 
activities are 
detailed 
in 
component 
2 
of 
this 
plan, 
Orientation 
for 
the 
Community 
Collaborations). 
Each 
of 
them 
will 
be 
facilitated 
in 
such 
a 
way 
as 
to 
tease 
out 
differences in 
language, 
approach, 
knowledge, 
and 
attitude. 
These 
differences will 
be 
explored 
and 


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discussed 
thoroughly 
during 
the 
orientation 
meetings. 
It 
will 
be 
the 
challenge 
of 
the 
dAP 
partners to 
assist 
the 
local 
advocates in 
these 
discussions to 
reach 
the 
shared 
value 
they 
hold. 
This is not 
an 
easy 
task. 


For 
example, 
in 
discussions of 
mandatory 
reporting 
issues, 
it 
is likely 
that 
domestic 
and 
sexual 
violence 
advocates will 
view 
mandatory 
reporting 
as a 
danger 
for 
survivors, 
due 
to 
potential 
retaliation 
by 
the 
abuser. 
These 
advocates may 
approach 
the 
subject 
hoping 
to 
find 
ways they 
can 
legally 
avoid 
making 
a 
mandatory 
report 
against 
the 
wishes of 
the 
survivor. 
On 
the 
other 
hand, 
disability 
advocates may 
believe 
that 
mandatory 
reporting 
is the 
only 
way 
that 
abuse 
can 
be 
ferreted 
out 
in 
situations where 
a 
survivor 
with 
a 
disability 
is isolated, 
whether 
in 
an 
institutional 
setting, 
or 
in 
a 
situation 
where 
their 
disability 
is exploited 
by 
the 
abuser 
to 
keep 
them 
isolated. 


Both 
groups of 
advocates may 
feel 
strongly 
about 
this issue, 
and 
their 
stark 
disagreement 
may 
lead 
to 
difficulties within 
the 
partnership. 
The 
dAP 
has 
experienced 
these 
conflicts firsthand, 
within 
our 
own 
partnership. 
The 
path 
to 
building 
a 
strong 
partnership 
lies not 
in 
avoiding 
these 
potentially 
explosive 
discussions, 
but 
by 
intentionally 
seeking 
them 
out 
and 
fully 
engaging 
them. 
Without 
reaching 
a 
full 
understanding 
of 
a 
partner’s firmly 
held 
beliefs, 
it 
is 
easy 
for 
other 
partners to 
dismiss them 
as unknowledgeable, 
naïve 
or 
incompetent. 
When 
the 
issue 
is fully 
discussed 
however, 
it 
becomes clear 
that 
each 
advocate’s 
perspective 
has merit. 
Aspects of 
the 
issue 
that 
were 
previously 
unexamined 
add 
to 
the 
depth 
of 
knowledge 
of 
everyone 
present. 
Moreover, 
by 
engaging 
each 
other 
in 
this way, 
preconceived 
notions and 
individual 
biases are 
exposed. 


A 
Deeper 
Understanding 
of 
Shared 
Values 

This is a 
dangerous, 
yet 
exciting 
moment 
in 
the 
development 
of 
a 
collaborative. 
With 
differences fully 
articulated 
and 
on 
the 
table, 
and 
with 
the 
biases and 
prejudices of 
each 
participant 
laid 
bare 
– 
the 
partnership 
will 
now 
either 
grow 
and 
mature 
or 
wither 
and 
die. 
The 
dAP 
will 
use 
its facilitation 
skills to 
progress beyond 
the 
conflicts and 
move 
the 
discussion 
from 
“what” 
each 
advocate 
does, 
to 
“why” 
they 
do 
it. 
It 
is at 
this moment 
that 
advocates may 
be 
able 
to 
realize 
that 
despite 
disputes, 
seemingly 
irreconcilable 
differences and 
looming 
disaster 
for 
the 
partnership, 
each 
and 
every 
advocate 
and 
self-advocate 
at 
the 
table 
is 
there 
for 
the 
same 
reason. 
They 
each 
value 
safety, 
autonomy 
and 
access to 
services for 
survivors with 
disabilities. 
They 
may 
balance 
conflicting 
values, 
such 
as safety 
and 
autonomy, 
using 
different 
methods or 
with 
different 
emphases, 
but 
their 
core 
values remain 
identical. 
When 
this is 
understood 
at 
a 
level 
that 
was 
previously 
impossible, 
the 
Community 
Collaboration 
will 
become 
a 
true 
partnership. 


Repetition 
of 
the 
Process 

The 
orientation 
meetings will 
span 
two 
days, 
with 
time 
between 
meetings for 
local 
partners to 
work 
on 
specific 
tasks 
in 
the 
interim. 
Each 
topic broached 
in 
the 


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orientation 
will 
be 
approached 
in 
the 
same 
manner, 
seeking 
to 
build 
committed 
engagement 
through 
examination 
of 
differences and 
subsequent 
identification 
of 
shared 
values. 
By 
the 
end 
of 
the 
orientation, 
the 
local 
partnership 
will 
have 
identified 
numerous areas where 
their 
practices diverge. 
More 
importantly, 
they 
will 
have 
had 
10 
or 
more 
opportunities to 
identify 
biases and 
attitudes that 
create 
barriers to 
their 
services – 
and 
will 
have 
worked 
through 
them 
as a 
team. 
At 
the 
end 
of 
the 
orientation, 
the 
Community 
Collaborations will 
be 
asked 
to 
continue 
to 
work 
in 
this manner. 


How 
will 
Committed 
Engagement 
create 
System 
Change? 


The 
dAP 
will 
help 
the 
local 
partnerships establish 
an 
atmosphere 
where 
this kind 
of 
examination 
is 
encouraged 
and 
rewarded. 
The 
knowledge 
gained 
by 
the 
local 
partners – 
knowledge 
of 
their 
partners and 
knowledge 
of 
themselves – 
will 
necessarily 
alter 
each 
participant. 
An 
individual 
grows when 
their 
own 
assumptions 
are 
challenged, 
and 
the 
dAP 
is creating 
a 
process in 
the 
Community 
Collaborations 
where 
it 
becomes routine 
to 
challenge 
assumptions. 
The 
next 
step 
is 
to 
use 
that 
knowledge 
to 
take 
informed 
action. 
The 
work 
that 
will 
be 
done 
by 
these 
local 
partners will 
lead 
to 
greater 
understanding 
of 
the 
work 
each 
of 
the 
other 
partners 
perform, 
deeper 
self-knowledge 
that 
comes from 
an 
honest 
appraisal 
of 
one’s own 
preconceived 
ideas, 
and 
ultimately 
leading 
to 
new 
and 
innovative 
ways that 
domestic and 
sexual 
violence 
advocates, 
disability 
advocates, 
and 
survivors with 
disabilities can 
work 
to 
make 
services more 
universally 
accessible. 


Committed 
Engagement 
as Overarching 
Theme 


As you 
continue 
reading 
this Strategic Plan, 
you 
will 
find 
that 
committed 
engagement 
is 
a 
theme 
running 
through 
each 
of 
the 
remaining 
five 
components. 
These 
remaining 
five 
components are 
easier 
to 
document 
and 
describe 
– 
there 
are 
steps that 
lead 
to 
completion, 
measureable 
outcomes and 
concrete 
products. 


The 
overarching 
theme 
of 
committed 
engagement 
will 
be 
the 
bedrock 
on 
which 
the 
remainder 
of 
this strategic plan 
rests. 
If 
the 
local 
partnerships achieve 
a 
working 
relationship 
based 
on 
committed 
engagement, 
the 
results will 
show 
in 
the 
outcomes 
of 
their 
shared 
activities. 
Consequently, 
the 
dAP 
will 
not 
rely 
solely 
on 
local 
partner 
reports on 
the 
level 
of 
collaboration 
as an 
outcome 
measure. 
We 
will 
be 
able 
to 
ascertain 
the 
extent 
to 
which 
the 
Community 
Collaborations 
achieve 
committed 
engagement 
by 
measuring 
the 
desired 
outcomes for 
each 
of 
the 
remaining 
five 
components within 
our 
Strategic Plan. 


2. 
Orientation 
for 
the 
Community 
Collaborations 
The 
dAP 
will 
conduct 
an 
orientation 
for 
each 
of 
the 
three 
Community 
Collaborations. 
The 
orientation 
will 
consist 
of 
two 
meetings, 
totaling 
at 
least 
nine 
total 
hours of 
time, 
and 
will 
be 
conducted 
by 
dAP 
core 
partners. 
The 
orientation 
will 
serve 
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variety 
of 
purposes. 
It 
will 
introduce 
the 
local 
partners to 
the 
grant 
requirements, 
provide 
information 
and 
resources, 
and 
actively 
promote 
collaboration 
building. 


Two 
MOUs will 
be 
signed 
with 
each 
local 
organization. 
The 
first 
MOU 
will 
define 
the 
work 
of 
the 
Community 
Collaboration 
during 
the 
orientation 
period. 
When 
the 
local 
partners have 
created 
a 
workplan 
and 
defined 
roles and 
responsibilities, 
a 
second 
– 
more 
detailed 
-MOU 
will 
be 
signed 
with 
each 
organization 
that 
reflects the 
work 
to 
be 
accomplished 
during 
the 
remainder 
of 
the 
grant 
period. 


Activity/Task 
Who 
Start 
date 
End 
date 
A. 
Draft 
and 
sign 
first 
MOUs 
with 
Local 
Partners 
dAP 
partners 
Aug. 
1, 
2008 
Aug. 
15, 
2008 
Local 
partners 
have 
reviewed 
a 
draft 
of 
the 
first 
MOU, 
and 
are 
prepared 
to 
enter 
into 
the 
collaborative 
agreement 
upon 
approval 
of 
this 
Strategic 
Plan 
by 
OVW. 
The 
first 
MOU 
will 
expire 
with 
the 
signing 
of 
the 
second 
MOU, 
at 
the 
conclusion 
of 
the 
orientation. 


B. 
Orientation 
June 
1, 
2008 
Oct. 
31, 
2008 
1. 
Build 
agenda, 
gather 
resources 
for 
orientation 
meetings 
dAP 
partners 
5/1/08 
8/1/08* 
2. 
Schedule 
orientation 
meetings 
with 
local 
organizations 
dAP 
partners 
7/1/08* 
8/15/08 
3. 
Travel 
to 
Community 
Collaborations, 
facilitate 
first 
orientation 
meeting 
dAP 
partners 
8/10/08 
9/30/08 
a. 
1st 
orientation 
meeting: 
General 
introduction 
to 
the 
project 
and 
grant 
requirements, 
findings 
of 
the 
Needs 
Assessment, 
begin 
discussion 
of 
roles 
and 
responsibilities 
of 
local 
partners. 
b. 
1st 
orientation 
meeting: 
Exploration 
of 
collaboration 
building 
through 
“committed 
engagement.” 
Each 
topic 
area 
discussed 
will 
be 
facilitated 
in 
such 
a 
way 
as 
to 
highlight 
differences 
in 
viewpoint, 
approach 
and 
language 
(see 
discussion 
of 
“committed 
engagement 
above). 
When 
these 
differences 
are 
discovered, 
the 
local 
partners 
will 
be 
encouraged 
to 
discover 
the 
core 
values 
they 
hold 
in 
common 
that 
will 
allow 
them 
to 
remain 
engaged 
in 
the 
collaborative 
process, 
without 
minimizing 
the 
differences 
between 
organizations. 
Local 
partners 
will 
be 
encouraged 
to 
continue 
this 
style 
of 
communication 
throughout 
their 
partnership. 
There 
will 
be 
10 
topics 
or 
activities 
that 
will 
be 
explored 
in 
this 
manner. 
Below 
are 
seven 
of 
the 
10 
(the 
remaining 
three 
are 
detailed 
below, 
under 
Homework 
for 
the 
Community 
Collaborations): 
-Mandatory 
reporting 
when 
abuse 
of 
a 
legally 
defined 
vulnerable 
adult 
is 
suspected; 
-Safety 
planning 
for 
survivors 
with 
disabilities; 
-Role 
of 
self-determination 
and 
autonomy 
for 
survivors 
with 
disabilities; 
-Role 
of 
confidentiality 
in 
domestic 
violence, 
sexual 
assault, 
and 
disability 
advocacy; 
-Screening 
and 
intake 
processes; 
-Universal 
design 
and 
creating 
welcoming 
environments; 
-Providing 
materials 
in 
alternate 
formats. 
4. 
Homework 
for 
the 
Community 
Collaborations 
Local 
partners 
End 
of 
1st 
orientation 
meeting 
2nd 
orientation 
meeting 
Local 
partners 
will 
be 
asked 
to 
work 
together, 
using 
principles 
of 
committed 
engagement, 
to: 
-select 
elective 
activities; 


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-define 
roles 
and 
responsibilities; 
and 
-negotiate 
how 
available 
funds 
be 
distributed 
among 
the 
local 
partners. 
5. 
Travel 
to 
Community 
Collaborations, 
facilitate 
second 
orientation 
meeting 
dAP 
partners 
9/1/08 
11/15/08 
a. 
Second 
orientation 
meeting: 
Continue 
with 
discussion 
of 
topics 
from 
first 
orientation 
meeting. 
Finalize 
roles 
and 
responsibilities; 
create 
draft 
workplan; 
discuss 
parameters 
of 
second 
MOU 
for 
local 
partners. 
Much 
of 
the 
first 
orientation 
meeting 
involves 
discussions 
of 
important, 
substantive 
issues 
they 
will 
grapple 
with 
during 
their 
collaboration. 
Having 
explored 
these 
topics 
through 
the 
lens 
of 
committed 
engagement, 
the 
local 
partners 
will 
now 
turn 
their 
newly 
developed 
skills 
to 
more 
mundane 
matters: 
-What 
activities 
will 
the 
partnership 
take 
on? 
-Which 
organization 
will 
exercise 
leadership 
on 
specific 
tasks? 
-Who 
will 
arrange 
for 
interpreters 
and 
other 
accommodations 
at 
partner 
meetings? 
The 
dAP 
anticipates 
that 
disagreements 
will 
emerge 
during 
these 
discussions, 
as 
well. 
We 
will 
continue 
to 
facilitate 
the 
discussions, 
modeling 
how 
the 
Community 
Collaborations 
needs 
to 
grapple 
head-on 
with 
their 
disagreements 
and 
find 
a 
way 
to 
build 
a 
stronger 
partnership 
built 
on 
the 
foundation 
of 
forthright 
communication 
and 
a 
willingness 
to 
be 
simultaneously 
right 
and 
wrong. 
b. 
Second 
orientation 
meeting: 
discussion 
on 
how 
activities 
undertaken 
by 
the 
Community 
Collaborations 
will 
address 
the 
findings 
of 
the 
Needs 
Assessment. 
This 
discussion 
will 
put 
advocates 
face 
to 
face 
with 
gaps 
in 
their 
own 
knowledge 
and 
preconceived 
notions. 
Since 
the 
bulk 
of 
the 
findings 
of 
gaps 
and 
barriers 
in 
the 
Needs 
Assessment 
revolve 
around 
attitudinal 
barriers, 
some 
advocates 
may 
experience 
discomfort 
during 
the 
talks. 
This 
discomfort 
will 
be 
the 
springboard 
for 
honest 
dialogue 
between 
disability 
and 
DV/SA 
advocates. 
Conversely, 
domestic 
violence 
and 
sexual 
assault 
advocates 
will 
have 
the 
same 
opportunity 
to 
address 
misconceptions 
about 
their 
work, 
and 
to 
address 
what 
they 
may 
consider 
to 
be 
unsafe 
practices 
by 
disability 
advocates 
when 
they 
work 
with 
survivors. 
Throughout 
the 
discussion, 
the 
dAP 
facilitators 
will 
seek 
dissimilarities 
among 
the 
approach 
of 
the 
advocates, 
help 
the 
local 
partners 
explore 
these 
variations, 
and 
discover 
the 
foundational 
shared 
value 
that 
will 
lead 
to 
greater 
collaboration. 


C. 
Draft 
and 
sign 
Second 
MOUs 
with 
Local 
Partners 
dAP 
partners 
Immediately 
after 
2nd 
orientation 
meetings 
Nov. 
15, 
2008 
The 
second 
MOU 
will 
include 
a 
workplan 
for 
each 
Community 
Collaboration, 
including 
activities, 
tasks, 
and 
estimated 
timeline. 
More 
importantly, 
the 
second 
MOU 
will 
discuss 
the 
local 
organizations’ 
commitment 
to 
system 
change 
through 
collaboration 
with 
the 
other 
partners. 
Some 
of 
this 
system 
change 
will 
be 
structured 
based 
on 
activities, 
for 
example 
each 
organization 
in 
the 
Community 
Collaborations 
will 
develop 
policies 
and 
practices 
related 
to 
safety 
planning 
for 
survivors 
with 
disabilities. 
The 
Community 
Collaborations 
will 
also 
engage 
in 
a 
different 
kind 
of 
system 
change. 
The 
second 
MOU 
will 
talk 
about 
each 
organization’s 
commitment 
to 
remain 
engaged 
with 
the 
other 
partner 
organizations 
as 
they 
work 
through 
conflicts 
and 
misunderstandings. 
It 
is 
this 
commitment 
to 
the 
others 
in 
the 
collaborative 
that 
will 
lead 
to 
attitudinal 
system 
change. 


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D. 
Submit 
new 
budget 
for 
the 
project 
with 
OVW 
using 
the 
GAN 
process 
dAP 
partners 
Immediately 
after 
2nd 
orientation 
meetings 
Nov. 
15, 
2008 
Subsequent 
to 
the 
signing 
of 
the 
second 
set 
of 
MOUS 
by 
local 
partners, 
the 
dAP 
will 
submit 
an 
amended 
budget 
for 
the 
project. 


* 
August 
1, 
2008 
is 
the 
date 
the 
dAP 
anticipates 
approval 
of 
this 
Strategic 
Plan. 
If 
that 
date 
changes, 
all 
other 
dates 
will 
be 
adjusted 
accordingly. 
3. 
Community 
Collaboration 
Activities 
Once 
the 
orientation 
is completed 
and 
the 
second 
set 
of 
MOUs have 
been 
signed, 
the 
Community 
Collaborations will 
embark 
on 
phase 
two 
of 
their 
work 
together, 
implementation 
of 
their 
workplan. 
Local 
partners will 
continue 
discussions initiated 
in 
the 
orientation 
phase 
on 
the 
topics of 
mandatory 
reporting, 
safety 
planning, 
self-
determination, 
confidentiality, 
screening 
and 
intake 
processes, 
universal 
design/welcoming 
environments, 
and 
providing 
materials in 
alternate 
formats. 


The 
discussions on 
safety 
planning, 
screening 
and 
intake, 
and 
alternate 
formats will 
lead 
to 
recommendations for 
changes to 
organizational 
policy 
and 
practice 
among 
the 
local 
partners. 
The 
other 
topics may 
or 
may 
not 
lead 
to 
system 
change 
activities with 
the 
local 
partner 
organizations, 
depending 
on 
the 
workplan 
developed 
during 
the 
orientation. 


Community 
Collaborations will 
also 
select 
at 
least 
one 
additional 
activity 
that 
will 
address both 
the 
findings 
of 
the 
Needs Assessment 
and 
identified 
needs 
of 
the 
local 
community. 
Community 
Collaborations 
will 
not 
be 
selecting 
Elective 
Activities in 
a 
vacuum. 
The 
Strategic Planning 
Team 
has created 
a 
prioritized 
list 
of 
potential 
activities that 
address significant 
needs. 
Consideration 
by 
the 
Strategic 
Planning 
Team 
was also 
given 
to 
how 
long 
each 
of 
the 
recommended 
activities would 
take 
to 
accomplish. 
The 
team 
wanted 
to 
ensure 
that 
activities selected 
by 
local 
communities would 
address critical 
issues and 
be 
completed 
in 
the 
time 
in 
which 
the 
local 
partnership 
had 
to 
work. 
The 
entire 
elective 
activity 
list, 
as provided 
to 
the 
local 
partners, 
is included 
in 
this document 
as Appendix 
A. 


Activity/Task 
Who 
Start 
date 
End 
date 
A. 
Safety 
planning 
for 
survivors 
with 
disabilities 
Oct. 
15, 
2008* 
May 
31, 
2009 
1. 
Domestic 
violence 
and/or 
sexual 
assault 
organizations 
prepare 
and 
present 
basics 
of 
safety 
planning 
to 
the 
partnership. 
Local 
partners 
10/15/08* 
12/31/08 


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2. 
Local 
partners 
review 
and 
discuss 
“Safety 
Planning 
Model 
Protocol” 
(provided 
by 
the 
dAP) 
Local 
partners 
10/15/08* 
12/31/08 
3. 
dAP 
partners 
provide 
technical 
assistance 
to 
Community 
Collaborations 
regarding 
safety 
planning 
polices/practices 
at 
domestic 
violence, 
sexual 
assault, 
and 
disability 
advocacy 
organizations 
dAP 
partners 
10/15/08* 
Feb. 
28, 
2009 
4. 
Local 
partners 
make 
recommendations 
for 
changes 
to 
policy 
and 
practice 
at 
partner 
organizations 
Local 
partners 
12/1/08 
2/28/09 
5. 
Local 
organizations 
consider 
recommendations 
of 
Community 
Collaboration, 
consult 
with 
dAP 
and 
other 
local 
partners 
as 
necessary, 
adopt 
agreed 
upon 
changes 
Local 
partners 
3/1/09 
5/31/09 


B. 
Review 
and 
recommend 
changes 
to 
screening 
and 
intake 
processes 
of 
local 
partner 
organizations 
Oct. 
15, 
2008* 
May, 
31 
2009 
1. 
Local 
partners 
share 
current 
intake/screening 
processes 
with 
each 
other 
Local 
partners 
10/15/08* 
12/31/08 
2. 
Local 
partners 
review 
and 
discuss 
“Model 
Protocol 
on 
Screening 
Practices” 
(provided 
by 
the 
dAP) 
Local 
partners 
10/15/08* 
12/31/08 
3. 
dAP 
partners 
provide 
technical 
assistance 
to 
Community 
Collaborations 
regarding 
screening/intake 
processes 
at 
domestic 
violence, 
sexual 
assault, 
and 
disability 
advocacy 
organizations 
dAP 
partners 
10/15/08* 
Ongoing 
4. 
Local 
partners 
make 
recommendations 
for 
changes 
to 
policy 
and 
practice 
at 
partner 
organizations 
Local 
partners 
1/1/09 
3/31/09 
5. 
Local 
organizations 
consider 
recommendations 
of 
Community 
Collaboration, 
consult 
with 
dAP 
and 
other 
local 
partners 
as 
necessary, 
adopt 
agreed 
upon 
changes 
Local 
partners 
3/1/09 
8/31/09 


C. 
Create 
process 
to 
provide 
materials 
in 
alternate 
formats 
on 
request 
Oct. 
15, 
2008* 
Jan. 
31, 
2008 
1. 
Disability 
organizations 
prepare 
and 
present 
basics 
of 
creating 
materials 
in 
alternate 
formats 
to 
collaboration. 
Local 
partners 
10/15/08* 
11/30/08 
2. 
Local 
partners 
discuss 
issues 
that 
arise 
Local 
10/15/08* 
12/31/08 


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in 
providing 
materials 
in 
alternate 
formats, 
problem 
solve, 
and 
create 
draft 
process 
for 
local 
organizations. 
partners 
3. 
dAP 
partners 
provide 
technical 
assistance 
to 
Community 
Collaborations 
regarding 
providing 
materials 
in 
alternate 
formats 
dAP 
partners 
10/15/08* 
ongoing 
4. 
Local 
partners 
present 
process 
to 
provide 
materials 
in 
alternate 
formats 
to 
local 
organizations 
Local 
partners 
12/1/08 
12/21/08 
5. 
Local 
partner 
organizations 
consider 
recommendations 
of 
Community 
Collaboration, 
consult 
with 
dAP 
and 
other 
local 
partners 
as 
necessary, 
adopt 
agreed 
upon 
process 
Local 
partners 
12/31/08 
1/31/09 


D. 
Other 
activities 
of 
the 
Community 
Collaboration 
Oct. 
15, 
2008* 
To 
be 
determined 
1. 
Local 
partner 
organizations 
will 
implement 
activities 
from 
their 
workplan, 
as 
stated 
in 
their 
second 
MOU. 
Local 
partners 
10/15/08* 
To 
be 
determined 
2. 
dAP 
core 
partners 
will 
provide 
scheduled 
and 
on-request 
technical 
assistance 
to 
local 
partners 
dAP 
partners 
10/15/08* 
Ongoing 


E. 
Sustainability 
of 
the 
Community 
Collaborations 
Oct. 
15, 
2008* 
Ongoing 
1. 
Local 
partner 
organizations 
will 
discuss 
sustainability 
strategies 
at 
each 
partner 
meeting 
Local 
partners 
10/15/08* 
Ongoing 
2. 
dAP 
core 
partners 
will 
provide 
scheduled 
technical 
assistance 
to 
local 
partners 
to 
maintain 
relationships, 
plan 
for 
sustainability, 
and 
increase 
accessibility 
of 
local 
partner 
organizations 
dAP 
partners 
10/15/08* 
Ongoing 
3. 
The 
Community 
Collaborations 
will 
develop 
a 
sustainability 
plan 
that 
will 
be 
presented 
to 
each 
local 
organization. 
Plans 
will 
include 
activities 
that 
partnerships 
intend 
to 
undertake 
in 
the 
future. 
Local 
partners 
4/1/08 
8/31/09 
4. 
dAP 
core 
partners 
will 
engage 
in 
informal 
and 
on-request 
technical 
assistance 
to 
facilitate 
the 
creation 
of 
local 
sustainability 
plans 
dAP 
partners 
10/15/08* 
Ongoing 
5. 
Local 
organizations 
will 
review 
and 
adopt 
Local 
8/31/09 
9/30/09 


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sustainability 
plans 
partners 
6. 
Local 
organizations 
will 
continue 
their 
work 
together 
and 
continue 
to 
seek 
opportunities 
and 
resources 
to 
continue 
their 
partnership. 
Local 
partners 
10/1/09 
Ongoing 


* 
Implementation 
activities 
will 
commence 
as 
soon 
as 
the 
second 
MOU 
– 
formalizing 
the 
workplan 
of 
each 
Community 
Collaboration 
– 
has 
been 
signed. 
October 
15 
is 
a 
likely 
date 
when 
this 
might 
occur, 
but 
the 
precise 
date 
will 
depend 
on 
the 
scheduling 
of 
the 
orientation 
and 
progress 
made 
by 
local 
partnerships 
in 
developing 
their 
workplan. 
The 
latest 
anticipated 
date 
phase 
two 
would 
begin 
is 
November 
30, 
2008. 


4. 
Evaluating 
the 
Project 
Evaluation 
of 
the 
project 
will 
include 
both 
an 
outcome 
evaluation 
and 
a 
process 
evaluation. 


Outcome 
evaluation 


The 
project 
will 
undergo 
a 
thorough 
and 
meaningful 
outcome 
evaluation 
conducted 
by 
Wendi 
Siebold, 
MA, 
MPH -an 
independent 
evaluation 
and 
research 
consultant. 
Ms. 
Siebold 
will 
partner 
closely 
with 
dAP 
core 
partners to 
ensure 
that 
all 
evaluation 
activities result 
in 
useful 
information 
for 
the 
improvement 
of 
program 
activities. 
The 
main 
purpose 
of 
the 
outcome 
evaluation 
will 
be 
to 
detect 
changes at 
the 
state 
and 
local 
level 
that 
are 
attributable 
to 
dAP 
project 
activities. 
The 
following 
questions 
will 
be 
answered 
via 
outcome 
evaluation 
activities: 


• 
Did 
the 
dAP 
core 
partnership 
meet 
its goals? 
• 
Did 
Community 
Collaborations implement 
their 
intended 
activities? 
• 
Did 
Community 
Collaborations enhance 
their 
level 
of 
collaboration 
between 
domestic violence, 
sexual 
assault 
and 
disability 
advocates? 
• 
Did 
collaboration 
in 
local 
communities result 
in 
changes to 
policies and 
practices? 
• 
Did 
Community 
Collaborations enhance 
their 
capacity 
to 
respond 
to 
victims of 
domestic violence 
or 
sexual 
assault 
who 
have 
disabilities? 
• 
Did 
Community 
Collaborations develop 
a 
sustainability 
plan 
to 
support 
ongoing 
collaboration? 
Process 
evaluation 


To 
provide 
a 
more 
comprehensive 
overview 
of 
program 
successes, 
challenges, 
and 
areas for 
improvement, 
a 
thorough 
process evaluation 
will 
be 
conducted 
in 
addition 


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to 
the 
outcome 
evaluation. 
Process evaluation 
serves important 
purposes, 
and 
for 
this project 
will 
provide 
a 
qualitative 
assessment 
of 
what 
worked 
and 
what 
did 
not 
work, 
the 
reasons, 
and 
how 
improvements can 
be 
made. 


The 
process evaluation 
will 
track 
the 
same 
indicators as the 
outcome 
evaluation, 
including: 


• 
Collaboration 
• 
Organizational 
Capacity 
• 
Policies and 
Practice 
• 
Sustainability 
Planning 
However, 
the 
process evaluation 
will 
be 
structured 
to 
provide 
the 
core 
partners with 
real-time 
feedback 
about 
local 
program 
implementation 
and 
collaboration 
activities. 
This feedback 
will 
be 
important 
in 
assisting 
core 
partners to 
provide 
the 
appropriate 
technical 
assistance 
to 
Community 
Collaborations. 


The 
following 
questions will 
be 
answered 
via 
process evaluation 
activities: 


dAP 
Core 
Partner 
Process 

• 
How 
did 
the 
dAP 
core 
partnership 
meet 
its goal 
of 
strengthening 
team 
collaboration 
and 
providing 
expertise 
through 
technical 
assistance? 
• 
How 
did 
the 
dAP 
core 
partners provide 
technical 
assistance 
to 
Community 
Collaborations? 
Community 
Collaboration 
Process 

• 
How 
did 
Community 
Collaborations implement 
their 
intended 
activities? 
• 
How 
did 
Community 
Collaborations create 
partnership 
building 
opportunities between 
domestic violence, 
sexual 
assault 
and 
disability 
advocates? 
• 
How 
did 
Community 
Collaborations enhance 
their 
capacity 
to 
respond 
to 
survivors of 
domestic violence 
and 
sexual 
assault 
who 
have 
disabilities? 
• 
Did 
Community 
Collaborations change 
policies or 
practices at 
their 
organizations to 
improve 
their 
response 
to 
survivors of 
domestic 
violence 
and 
sexual 
assault 
who 
have 
disabilities? 
• 
Did 
Community 
Collaborations develop 
a 
plan 
to 
sustain 
their 
collaboration? 
Activity/Task 
Who 
Start 
date 
End 
date 
A. 
Outcome 
evaluation 
Evaluator 
and 
dAP 
partners 
Aug. 
1, 
2008* 
Sep. 
30, 
2009 
1. 
Data 
collection 
8/1/08* 
8/31/09 


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a. 
Pre/post 
surveys 
-An 
online 
survey 
will 
be 
designed 
and 
administered 
to 
each 
of 
the 
local 
partners 
in 
the 
Community 
Collaborations 
at 
the 
beginning 
of 
their 
work 
together, 
and 
during 
the 
last 
month 
of 
funding. 
People 
from 
each 
organization, 
representing 
both 
direct 
service 
staff 
and 
management, 
will 
be 
asked 
to 
take 
both 
the 
pre 
and 
post 
survey. 
Questions 
will 
pertain 
to 
collaboration 
and 
committed 
engagement, 
organizational 
capacity, 
policy/practice, 
and 
sustainability 
planning. 
Evaluator 
8/1/08* 
8/31/09 
b. 
dAP 
core 
partner 
interviews 
-In-depth 
semi-structured 
interviews 
will 
be 
conducted 
with 
each 
of 
the 
dAP 
partners 
to 
assess 
the 
successes 
and 
challenges 
over 
the 
project 
period. 
Interviews 
will 
be 
conducted 
by 
the 
project 
evaluator 
in 
the 
last 
six 
months 
of 
project 
funding. 
Evaluator 
and 
dAP 
partners 
4/1/09 
8/31/09 
2. 
Data 
analysis 
-Data 
from 
pre 
and 
post 
surveys 
will 
be 
entered 
into 
a 
database. 
Descriptive 
analyses 
will 
be 
run 
to 
determine 
program 
changes 
over 
time. 
Cross 
tabs 
and 
graphs 
will 
be 
created 
to 
examine 
the 
relationship 
between 
outcome 
indicators 
and 
communities. 
Due 
to 
the 
small 
number 
of 
communities, 
inferential 
statistics 
are 
not 
possible; 
however 
general 
relationships 
between 
indicators 
will 
be 
able 
to 
provide 
input 
into 
all 
evaluation 
questions. 
Data 
from 
dAP 
core 
partner 
interviews 
will 
be 
coded 
for 
initial 
themes 
within 
each 
interview, 
and 
then 
coded 
for 
meta-themes 
across 
partner 
interviews. 
Evaluator 
9/1/08 
9/30/09 
3. 
Reporting 
-All 
databases 
will 
be 
available 
to 
dAP 
core 
partners. 
A 
short 
summary 
of 
pre-test 
online 
survey 
findings 
will 
be 
provided 
to 
core 
partners 
within 
one 
month 
of 
survey 
completion. 
Findings 
from 
dAP 
core 
partner 
interviews 
will 
be 
summarized 
and 
included 
in 
a 
final 
evaluation 
report 
with 
process 
evaluation 
findings. 
Evaluator 
9/1/08 
9/30/09 


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B. 
Process 
evaluation 
Evaluator 
and 
dAP 
partners 
Aug. 
1, 
2008* 
Sep. 
30, 
2009 
1. 
Data 
collection 
8/1/08* 
9/30/09 
a. 
Monthly 
check-ins 
-A 
main 
part 
of 
the 
process 
evaluation 
will 
involve 
monthly 
“check-in” 
telephone 
calls 
by 
the 
evaluator 
to 
each 
of 
the 
local 
funded 
dAP 
sites. 
The 
purpose 
of 
the 
monthly 
calls 
is 
to 
assess 
technical 
assistance 
needed 
and/or 
received, 
level 
of 
committed 
engagement, 
status 
of 
collaboration 
activities, 
communication 
among 
local 
partners, 
and 
status 
of 
sustainability 
planning. 
Evaluator 
8/1/08* 
9/30/09 
b. 
Collaboration 
and 
technical 
assistance 
tracking 
sheet 
-A 
sheet 
will 
be 
created 
that 
keeps 
a 
record 
of 
the 
number 
of 
dAP 
core 
partner 
meetings, 
the 
number 
of 
local 
meetings 
in 
each 
Community 
Collaboration, 
and 
the 
number 
and 
type 
of 
technical 
assistance 
contacts 
with 
Community 
Collaborations. 
The 
dAP 
core 
partners, 
will 
complete 
the 
sheet 
on 
a 
monthly 
basis 
and 
provide 
the 
evaluator 
with 
a 
copy. 
Evaluator 
and 
dAP 
partners 
8/1/08* 
9/30/09 
2. 
Core 
partner 
interviews 
-In-depth 
semi-structured 
interviews 
will 
be 
conducted 
with 
each 
of 
the 
dAP 
core 
partners 
to 
assess 
the 
successes 
and 
challenges 
over 
the 
project 
period. 
Interviews 
will 
be 
conducted 
by 
the 
project 
evaluator 
in 
the 
last 
six 
months 
of 
project 
funding. 
Evaluator 
and 
dAP 
partners 
4/1/09 
9/30/09 
3. 
Data 
analysis 
-All 
tracking 
sheet 
data, 
including 
those 
from 
monthly 
check-in 
calls, 
will 
be 
entered 
into 
a 
database. 
Monthly 
check-in 
data 
will 
be 
summarized 
both 
within 
and 
across 
sites 
on 
a 
monthly 
basis 
so 
that 
dAP 
partners 
are 
informed 
of 
the 
progress 
and 
technical 
assistance 
needs 
of 
each 
site. 
Descriptive 
analyses 
will 
be 
run 
to 
determine 
program 
changes 
over 
time. 
Data 
from 
state 
partner 
interviews 
will 
be 
coded 
for 
initial 
themes 
within 
each 
interview, 
and 
then 
coded 
for 
meta-
themes 
across 
partner 
interviews. 
Evaluator 
8/1/08* 
9/30/09 


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4. 
Reporting 
-All 
databases 
will 
be 
available 
to 
dAP 
partners. 
A 
short 
summary 
of 
findings 
for 
each 
of 
the 
monthly 
check-in 
calls 
will 
be 
provided 
by 
the 
Evaluator 
to 
the 
dAP 
core 
partners 
monthly. 
Findings 
from 
dAP 
core 
partner 
interviews 
will 
be 
summarized 
and 
included 
in 
the 
final 
evaluation 
report. 
Evaluator 
8/1/08* 
9/30/09 


* 
August 
1, 
2008 
is 
the 
date 
the 
dAP 
anticipates 
approval 
of 
this 
Strategic 
Plan. 
If 
that 
date 
changes, 
all 
other 
dates 
will 
be 
adjusted 
accordingly. 
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5. 
System 
Change 
at 
dAP 
Organizations 
The 
dAP 
is committed 
to 
creating 
system 
change 
within 
their 
own 
organizations 
through 
continual 
assessment 
of 
our 
own 
assumptions 
and 
biases, 
integrating 
what 
we 
learn 
into 
everyday 
practice, 
and 
acknowledging 
that 
we 
grow 
from 
listening 
to 
our 
allies, 
member 
programs, 
and 
survivors with 
disabilities. 


Activity/Task 
Who 
Start 
date 
End 
date 
A. 
Commitment 
to 
the 
work 
dAP 
partners 
Aug. 
1, 
1999 
ongoing 
1. 
Committed 
engagement 
ongoing 
dAP 
partner 
meetings 
are 
one 
way 
that 
the 
member 
organizations 
continually 
analyze 
their 
own 
assumptions 
about 
this 
complex 
work. 
The 
relationship 
among 
dAP 
partners 
has 
developed 
in 
such 
a 
way 
as 
to 
encourage 
the 
discussion 
of 
differing 
opinions 
and 
asking 
hard 
questions. 
The 
group 
does 
not 
shy 
away 
from 
difficult 
topics, 
and 
though 
individual 
representatives 
have 
changed 
over 
the 
years, 
the 
commitment 
to 
tackling 
difficult 
subjects 
in 
a 
collaborative 
manner 
has 
remained. 
Partner 
meetings 
are 
not 
the 
sole 
venue 
for 
this 
work. 
The 
dAP 
is 
committed 
to 
extending 
their 
partnership 
beyond 
meetings 
and 
projects 
supported 
by 
OVW 
funding 
(see 
below). 
2. 
Actively 
seeking 
projects 
on 
which 
dAP 
organizations 
can 
collaborate 
ongoing 
The 
dAP 
partners 
will 
actively 
seek 
opportunities 
to 
collaborate 
and 
bring 
their 
expertise 
to 
other 
projects. 
The 
dAP 
partners 
are 
currently 
exploring 
opportunities 
to 
have 
partners 
present 
workshops 
at 
member 
conferences, 
seeking 
funding 
for 
collaborative 
projects, 
and 
informing 
each 
other 
about 
potential 
areas 
where 
our 
interests 
overlap. 


B. 
Increasing 
access 
at 
dAP 
organizations 
dAP 
partners 
Aug. 
1, 
1999 
ongoing 
Each 
dAP 
organization 
has 
convened 
internal 
workgroups 
to 
address 
access 
issues 
in 
their 
own 
organizations. 
These 
workgroups 
meet 
on 
an 
ongoing 
basis 
and 
use 
the 
other 
dAP 
partners 
as 
a 
resource. 
DRW 
has 
increased 
their 
access 
to 
deaf 
and 
deaf/blind 
individuals 
through 
the 
purchase 
of 
a 
videophone, 
which 
is 
available 
for 
use 
by 
the 
general 
public. 
WCSAP 
has 
hired 
fulltime 
staff 
with 
background 
in 
advocacy 
for 
survivors 
with 
disabilities 
and 
has 
brought 
in 
national 
experts 
to 
their 
annual 
conference. 
ADWAS 
continues 
to 
be 
a 
leader 
in 
innovative 
solutions 
to 
difficult 
access 
problems, 
and 
WSCADV 
has 
instituted 
ongoing 
staff 
training 
on 
access 
issues, 
including 
regular 
updates 
on 
the 
progress 
of 
the 
dAP 
partnership. 
The 
work 
to 
improve 
their 
accessibility 
will 
continue 
throughout 
the 
grant 
period 
and 
beyond. 


C. 
Integrating 
newfound 
knowledge 
into 
everyday 
practice 
dAP 
partners 
Aug. 
1, 
1999 
ongoing 
The 
most 
difficult 
and 
important 
work 
of 
the 
dAP 
partners 
is 
integrating 
what 
we 
learn 
into 
the 
everyday 
practice 
of 
our 
organizations. 
With 
the 
beginning 
of 
implementation 
of 
this 
Strategic 
Plan, 
we 
will 
enter 
into 
another 
phase 
of 
the 
integration 
process. 
Although 
we 
will 
be 
technical 
assistance 
providers 
to 
the 
Community 
Collaborations, 
we 
anticipate 
that 
we 
will 
also 
learn 
a 
great 
deal 
from 
their 
struggles 
and 
accomplishments. 
Part 
of 
our 
evaluation 
plan 
is 
to 
capture 
the 
successes 
and 
failures 
of 
the 
local 
partnerships 
so 
that 
we 
can 
integrate 
lessons 
learned 
into 
our 
own 
work, 
and 
pass 
the 
information 
along 
to 
other 
member 
and 
allied 
programs 
who 
are 
interested 
in 
this 
work. 


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D. 
Changes 
in 
Policy 
and 
Practice 
at 
dAP 
Organizations 
dAP 
partners 
Aug. 
1, 
2008 
ongoing 
Each 
dAP 
partner 
will 
form 
an 
internal 
committee 
or 
identify 
staff 
to 
review 
access-related 
issues 
and 
concerns 
that 
are 
prioritized 
by 
the 
dAP 
partnership 
or 
member 
programs/constituents. 
Each 
dAP 
organization 
has 
agreed 
to 
review 
the 
prioritized 
list 
and 
make 
changes 
to 
policy 
or 
practice 
as 
appropriate. 
Policy/practice 
changes 
will 
include, 
but 
not 
be 
limited 
to, 
changes 
in 
ways 
trainings 
are 
advertised, 
changes 
to 
outreach 
strategies, 
changes 
to 
usability 
of 
organizational 
materials 
and 
technology, 
and 
the 
ongoing 
integration 
of 
knowledge 
throughout 
the 
staff 
of 
dAP 
partner 
organizations. 


6. 
Sustainability 
of 
the 
dAP 
Partnership 
Although 
grant 
funding 
for 
this project 
ends on 
September 
30, 
2009, 
the 
dAP 
intends 
to 
continue 
their 
collaboration 
indefinitely. 
dAP 
partners discuss the 
sustainability 
of 
our 
work 
at 
each 
partner 
meeting 
and 
we 
have 
developed 
a 
number 
of 
strategies that 
we 
include 
in 
this sustainability 
plan. 


To 
sustain 
a 
collaboration 
such 
as the 
dAP, 
a 
number 
of 
elements must 
be 
in 
place. 
dAP 
partners have 
worked 
to 
identify 
these 
elements and 
to 
develop 
strategies 
to 
ensure 
these 
elements remain 
intact 
beyond 
the 
life 
of 
the 
grant. 
The 
identified 
elements of 
sustainability 
are: 


• 
Commitment 
to 
ongoing 
collaboration; 
• 
Commitment 
to 
integrating 
evolving 
knowledge 
into 
everyday 
policy 
and 
practice; 
• 
Funding 
for 
staff 
time, 
accommodations and 
expenses. 
Activity/Task 
Who 
Start 
date 
End 
date 
A. 
Ongoing 
Collaboration 
dAP 
partners 
Oct. 
1, 
1999 
Ongoing 
1. 
Relationship 
building 
dAP 
partners 
10/1/99 
Ongoing 
a. 
dAP 
partners 
maintain 
contact 
through 
phone, 
email 
and 
in-person 
contact. 
Partners 
proactively 
contact 
each 
other 
when 
issues 
arise 
that 
relate 
to 
issues 
experienced 
by 
survivors 
with 
disabilities. 
10/1/06 
Ongoing 
b. 
dAP 
partners 
will 
communicate 
to 
other 
staff/volunteers 
at 
their 
own 
organizations 
about 
the 
work 
of 
the 
dAP 
and 
its 
relevance 
to 
the 
work. 
Staff/volunteers 
will 
be 
invited 
to 
become 
more 
involved 
with 
the 
goal 
10/1/06 
Ongoing 


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being 
that 
the 
work 
of 
the 
dAP 
lives 
in 
each 
member 
organization, 
rather 
than 
in 
individuals 
who 
attend 
dAP 
meetings. 
c. 
dAP 
partners 
will 
maintain 
a 
presence 
at 
conferences 
and 
events 
of 
other 
dAP 
organizations. 
Schedule 
of 
these 
events 
will 
be 
regularly 
discussed 
at 
dAP 
meetings. 
10/1/06 
Ongoing 
d. 
dAP 
partners 
will 
disseminate 
their 
work 
to 
member 
and 
allied 
organizations 
in 
the 
course 
of 
their 
normal 
contact 
with 
those 
organizations. 
10/1/06 
Ongoing 
e. 
dAP 
partners 
will 
develop 
shared 
strategies 
and 
talking 
points 
in 
strategic 
communications. 
These 
strategies 
will 
be 
discussed 
and 
developed 
by 
dAP 
partners 
and 
then 
communicated 
to 
individuals 
in 
dAP 
organizations 
who 
engage 
in 
strategic 
communications. 
10/1/06 
Ongoing 
2. 
Finding 
connections 
in 
our 
work 
dAP 
partners 
10/1/06 
Ongoing 
a. 
WSCADV 
and 
WCSAP 
will 
continually 
monitor 
and 
evaluate 
how 
survivors 
with 
disabilities 
are 
currently 
served 
by 
member 
organizations. 
WCSAP 
and 
WSCADV 
staff 
will 
offer 
technical 
assistance 
on 
access 
and 
disability-
related 
issues 
to 
member 
programs, 
seeking 
advice 
from 
ADWAS 
and 
DRW 
staff 
when 
appropriate. 
10/1/06 
Ongoing 
b. 
DRW 
and 
ADWAS 
will 
continually 
monitor 
and 
evaluate 
how 
survivors 
with 
disabilities 
are 
currently 
served 
within 
their 
own 
organizations 
and 
within 
other 
organizations 
with 
whom 
they 
are 
allied. 
DRW 
and 
ADWAS 
staff 
will 
offer 
technical 
assistance 
on 
issues 
related 
to 
serving 
people 
with 
disabilities 
who 
have 
experienced 
violence, 
seeking 
advice 
from 
WSCADV 
and 
WCSAP 
staff 
when 
appropriate. 
10/1/06 
Ongoing 
c. 
dAP 
partners 
will 
provide 
technical 
assistance 
to 
staff/volunteers 
within 
their 
own 
organizations 
on 
issues 
relating 
to 
survivors 
with 
disabilities. 
10/1/06 
Ongoing 
d. 
dAP 
partners 
will 
actively 
seek 
to 
find 
connections 
between 
ongoing 
projects 
within 
their 
own 
organizations 
and 
the 
work 
of 
the 
dAP. 
10/1/06 
Ongoing 
3. 
Cross 
training 
and 
outreach 
opportunities 
dAP 
partners 
10/1/06 
Ongoing 
a. 
WSCADV, 
WCSAP 
and 
ADWAS 
will 
seek 
10/1/06 
Ongoing 


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opportunities 
to 
make 
presentations 
at 
disability-related 
events 
about 
violence 
against 
people 
with 
disabilities. 
b. 
DRW 
and 
ADWAS 
will 
seek 
opportunities 
to 
make 
presentations 
at 
domestic 
violence 
and 
sexual 
assault 
advocacy-
related 
events 
about 
violence 
against 
people 
with 
disabilities. 
10/1/06 
Ongoing 
4. 
Expanding 
the 
circle 
dAP 
partners 
10/1/06 
Ongoing 
a. 
dAP 
partners 
will 
include 
information 
about 
violence 
against 
people 
with 
disabilities 
in 
their 
organization 
newsletters. 
10/1/06 
Ongoing 
b. 
dAP 
partners 
will 
seek 
opportunities 
to 
meet 
with 
other 
statewide 
and 
membership 
organizations 
whose 
focus 
is 
either 
people 
with 
disabilities, 
domestic 
violence, 
or 
sexual 
assault. 
10/1/06 
Ongoing 
c. 
dAP 
staff 
will 
maintain 
an 
email 
distribution 
network, 
distributing 
relevant 
information 
to 
individuals 
across 
the 
state 
who 
are 
interested 
in 
the 
work 
of 
the 
dAP. 
10/1/06 
Ongoing 


B. 
Integrating 
evolving 
knowledge 
into 
everyday 
practice 
dAP 
partners 
Oct. 
1, 
1999 
Ongoing 
1. 
dAP 
partners 
will 
review 
and 
recommend 
changes 
to 
dAP 
organization 
policies 
and 
practices 
related 
to 
accessibility 
and 
serving 
survivors 
with 
disabilities. 
10/1/06 
8/31/09 
2. 
dAP 
partners 
will 
develop 
workshops 
to 
be 
presented 
at 
conferences 
and 
other 
events. 
10/1/06 
Ongoing 
3. 
dAP 
partners 
will 
develop 
model 
protocols 
for 
member 
or 
allied 
organizations 
related 
to 
issues 
faced 
by 
survivors 
with 
disabilities. 
dAP 
partners 
will 
be 
available 
for 
follow-up 
technical 
assistance 
to 
the 
member 
or 
allied 
organizations. 
10/1/06 
Ongoing 


C. 
Seek 
sources 
of 
funding 
dAP 
partners 
Oct. 
1, 
2006 
Ongoing 
1. 
Seek 
ways 
to 
integrate 
dAP 
projects 
and 
activities 
into 
core 
funding 
sources 
10/1/06 
Ongoing 
2. 
Monitor 
(and 
apply 
for) 
grants 
available 
from 
government 
and 
NGO 
funders 
10/1/06 
Ongoing 
3. 
Think 
creatively 
about 
funding 
sources, 
10/1/06 
Ongoing 


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especially 
organizations 
that 
provide 
funding 
for 
local 
state 
projects 
related 
to 
disability 
or 
anti-violence 
advocacy. 
4. 
Explore 
legislative 
funding 
to 
replicate 
successful 
dAP 
activities 
10/1/06 
Ongoing 


D. 
Build 
a 
dAP 
Sustainability 
Plan 
dAP 
partners 
Oct. 
1, 
2006 
Ongoing 
1. 
dAP 
partners 
discuss 
sustainability 
strategies 
at 
each 
partner 
meeting. 
10/1/06 
Ongoing 
2. 
Individual 
dAP 
partners 
are 
asked 
to 
research 
feasibility 
of 
promising 
strategies. 
11/1/07 
Ongoing 
3. 
dAP 
partners 
assemble 
and 
prioritize 
strategies, 
assign 
tasks 
for 
follow-up. 
10/1/08 
Ongoing 
4. 
dAP 
partners 
finalize 
sustainability 
plan 
and 
include 
in 
final 
report 
to 
OVW. 
6/1/09 
9/30/09 


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Appendix 
A 


List 
of 
Elective 
Activities 
for 
the 
Community 
Collaborations 


Below 
are 
examples of 
activities a 
Community 
Collaboration 
could 
undertake. 
Alternate 
activities can 
be 
undertaken 
by 
a 
community 
if 
approved 
by 
the 
dAP. 
Activities will 
build 
partnership, 
increase 
organizational 
capacity, 
and 
lead 
to 
change 
in 
organizational 
policy 
and 
practice. 


Each 
Community 
Collaboration 
will 
work 
with 
the 
dAP 
to 
determine 
the 
scope 
of 
work 
to 
be 
undertaken. 


A. 
Outreach 
and 
Community 
Education 
Activities (items in 
italics were 
emphasized 
by 
a 
group 
of 
advocates and 
people 
with 
disabilities from 
across 
the 
state) 
1. 
Develop 
an 
easy-to-read 
brochure 
that 
explains 
domestic violence 
and 
sexual 
assault 
advocacy 
services to 
people 
with 
disabilities. 
2. 
Develop 
presentation 
materials, 
opportunities and 
leadership 
among 
people 
with 
disabilities to 
provide 
peer-to-peer 
education 
throughout 
the 
disability 
community. 
3. 
Host 
community 
gathering 
(such 
as resource 
fair, 
brown 
bag 
lunch, 
picnic, 
art 
show, 
book 
group, 
movies) 
to 
bring 
different 
parts of 
the 
disability 
and 
advocacy 
community 
together 
to 
raise 
awareness about 
abuse 
and 
available 
advocacy 
services. 
4. 
Develop 
easy 
to 
understand 
safety 
planning 
guide 
for 
use 
by 
disability 
advocates and 
people 
with 
disabilities. 
5. 
Develop 
educational 
pamphlets, 
(stand 
alone, 
short) 
that 
explain 
domestic 
violence 
and 
sexual 
assault 
dynamics 
in 
a 
way 
that 
people 
with 
disabilities 
can 
understand. 
6. 
Develop 
presentation 
materials 
that 
advocates can 
use 
for 
outreach 
and 
community 
education 
throughout 
the 
disability 
community. 
7. 
Develop 
materials that 
help 
people 
with 
disabilities recognize 
it 
if 
they 
are 
experiencing 
domestic violence 
or 
sexual 
assault. 
B. 
Staff 
Development 
Activities (items in 
italics 
were 
emphasized 
by 
a 
group 
of 
advocates and 
people 
with 
disabilities from 
across the 
state) 
1. 
Learn 
how 
abusers use 
a 
person’s disability 
against 
survivors. 
2. 
Learn 
how 
to 
present 
and 
tailor 
information 
about 
violence 
and 
abuse 
to 
audiences of 
people 
with 
a 
wide 
range 
of 
disabilities. 
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. 
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3. 
Learn 
how 
and 
when 
to 
ask 
about 
disability. 
4. 
Learn 
about 
the 
history 
of 
disability 
civil 
rights 
and 
violence 
against 
women 
movements (anti-rape 
and 
battered 
women). 
5. 
Develop 
“Tips, 
FAQs, 
First 
Steps, 
Cheap 
Fixes” 
document 
for 
all 
three 
types of 
organizations. 
6. 
Ongoing 
cross-training/sharing 
between 
dAPCC 
partners 
7. 
Compile 
directory 
of 
local 
resources. 
8. 
Training 
and 
staff 
development 
for 
MANAGEMENT 
at 
dAPCC 
organizations/ 
9. 
Information 
for 
DV/SA 
organizations about 
a 
wide 
variety 
of 
disability 
as 
it 
relates 
to 
a 
survivor’s functional 
ability. 
10. 
Develop 
ways for 
advocates from 
different 
disciplines to 
solve 
problems 
together. 
11. 
Develop 
techniques and 
practices around 
individual 
co-advocacy. 
C. 
Organizational 
Policy 
and 
Practice 
(items in 
italics 
were 
emphasized 
by 
a 
group 
of 
advocates and 
people 
with 
disabilities from 
across the 
state) 
1. 
Examine 
support 
group 
recruitment, 
screening, 
content 
and 
location 
for 
survivors with 
disabilities. 
2. 
Review 
policies and 
practices for 
residents living 
in 
shelter 
or 
transitional 
housing. 
3. 
Review 
policies and 
practices regarding 
crisis and 
long-term 
response 
to 
survivors. 
4. 
Develop 
plan 
to 
support 
survivors with 
disabilities around 
medical 
advocacy. 
5. 
Develop 
deeper 
understanding 
of 
and 
connection 
to 
local 
resources. 
6. 
Review 
response 
and 
referral 
practices once 
abuse 
has been 
disclosed. 
7. 
Examine 
the 
safety-planning 
process and 
forms. 
8. 
Develop 
plan 
to 
educate 
and 
get 
management 
buy-in 
on 
project. 
9. 
Develop 
plan 
to 
address issues of 
“informed 
consent.” 
10. 
Develop 
policies and 
practices when 
survivors with 
disabilities are 
compelled 
by 
courts 
to 
use 
services provided 
by 
dAPCC 
partner 
organizations. 
38