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To meet this challenge, the Oregon Vocational Rehabilitation Division (OVRD) has embarked on a change initiative that will launch us into the 21st century.
OVRD's approach has been in building a strong foundation and weaving leadership skill development throughout the fabric of the organization and in taking advantage of multiple opportunities to develop the leadership skills of OVRD staff.
Since the program's inception, our administrator, members of the OVRD executive staff, and key members of the management staff have successfully completed the 4-week course.
In conjunction with the creation of a comprehensive business plan, OVRD executive staff has renewed the agency's mission statement and communicated an uplifting organizational vision and statement of shared values.
As an adjunct to the executive leadership development activities, OVRD staff have participated in the University of Oregon's Pacific Program, the University of Washington's Emerging Leaders Program, the State of Oregon's Leadership Oregon Program, and the Department of Human Resources Human Services Academy.
Like other state VR agencies, OVRD was bitten by the streamlining bug.
Similar to other states' approaches, OVRD started by assembling teams of staff, consumers, and other partners to look at the current steps in the rehabilitation process.
As OVRD pondered its next steps, all roads appeared to lead to automation of our case management system and a better utilization of technology.
As is common with most state VR agencies, OVRD has historically used a variety of tools for planning.
The OVRD business plan, introduced at the statewide all-staff inservice session and distributed electronically as well as in hard copy in 1996, is a tool that will help shape the way we perform our work and communicate with all those affected by our services.
The OVRD Executive Leadership Team meets quarterly specifically to review our progress, negotiate midcourse corrections, and celebrate accomplishments.