Organizational Change

Long-term care services for the elderly and for younger populations with disabilities are a significant component of national health care spending. In 2006, long-term care spending was almost $174 billion, most of it paid by the federal-state Medicaid program. This report focuses on concerns about the financing, the already substantial public role, which presages rapid spending increases as the “baby boom” population ages may lead policymakers to revisit these issues.

The experience of the Cobb and Douglas Counties Community Services Boards in Georgia in shifting from a segregated traditional service system to an innovative system focusing on economic development for persons with disabilities illustrates some common aspects of system change. The 7-year organizational evolution is analyzed here. The main points that emerged are: staff development; partnerships and funding; sustainability; management and HR practices; and expanding coverage to new populations.

The Quality Management Committee has released this second draft on the quality management plan for the last eight to ten months. A first draft was prepared and disseminated to a series of public forums. Based on the comments from the forums a second draft has been developed, which is what the Panel referred to for this report.

This chart book describes the current demand for long-term care of the elderly and disabled within our health care system, and the challenges this poses for this particular area when it comes to reforming our healthcare system.

The Older Americans Act (OAA) requires states to submit a Plan on Aging every 1-4 years focused on reforming long-term care to help keep older people independent. Arkansas presents information on their organization, programs, goals, funding, and people served. Their plan covers areas including Cash & Counseling, Money Follows the Person, transportation planning, disaster preparedness, and others.

This report provides a summary of how long-term services and supports (LTSS) are financed and describes factors that contribute to uncertainty of the future costs for LTSS, including changes in how LTSS will be delivered. Three projections of future LTSS spending for senior populations under different scenarios are offered. These scenarios differ based on projecting the number of people with varying functional limitations and the resulting need for varying degrees of LTSS.

This is a presentation hosted by the Administration on Developmental Disabilities and their TA providers, BETAH Associates, which includes a discussion of emergency preparedness, with a focus on individuals with disabilities. The presentation was given by Patricia A. Morrissey, Commissioner of the federal Administration on Developmental Disabilities. The last few slides contain a list of additional resources.

An eclectic group of experts, from self-advocates and service providers to employers and construction companies, were convened to set short, medium, and long-term goals towards creating a comprehensive employment system in WI. This document reports on the agenda and goals drawn up through this effort. Areas covered include organization and planning, public awareness, and policy.

This assessment is designed to assist organizations in evaluating their readiness to perform key functions of ADRCs. The online version provides users with immediate feedback and links to resources to help build needed capacity. Functional areas measured include: organization and governance; personnel and training; service delivery and operations; outreach and marketing; IT; partnerships; and evaluation and monitoring.

The indicators provided in this fact sheet serve as a means for self-assessment by employment programs to help make strides toward facilitating competitive and sustainable employment choices for people with disabilities. This tool can also be used to identify both areas of strength to highlight in marketing and areas that need priority attention for improvement.