Kansas RCSC Summary | advancingstates.org

<A NAME=\"KSRC\"></A> <P ALIGN=\"RIGHT\"><EM>Real Choice Systems Change</EM></P> <H2 ALIGN=\"CENTER\">KANSAS</H2> <H3>Identified Problems with the State's Long-Term Care System</H3> <P> <UL> <LI>Reliance on institutional care for individuals with disabilities and long-term illness.</LI> <LI>Lack of involvement by individuals with disabilities or long-term illness in the development of LTC policy and regulation, and service system design.</LI> <LI>Lack of choice and control over LTC services and supports.</LI> <LI>Lack of individual needs-based systems of support that build upon existing natural supports.</LI> <LI>Insufficient supply of personal care attendants.</LI> </UL> </P> <H3>Perceived Strengths</H3> <P> <UL> <LI>The state has developed more appropriate services for individuals with disabilities or long-term illness by providing a number of person-centered community services through various waivers and by increasing funding for community services.</LI> <LI>The state received a grant from the Robert Wood Johnson Self-Determination Project, which was used to identify strategies for increasing self-determination of individuals with developmental disabilities.</LI> </UL> </P> <H3>Primary Focus of Grant Activities</H3> <P> <UL> <LI>Improve access to home and community services for persons with disabilities or long-term illness.</LI> <LI>Enhance discharge planners ability to divert patients into their community upon discharge from a hospital.</LI> <LI>Increase availability of services.</LI> <LI>Improve quality assurance system.</LI> <LI>Improve service providers knowledge of community services.</LI> </UL> </P> <H3>Goals, Objectives, and Activities</H3> <P><STRONG>Overall Goal.</STRONG> Make home and community services as accessible as institutional care to individuals with disabilities or long-term illness.</P> <P><STRONG>Goal.</STRONG> Develop a strategic plan to guide future systems change.</P> <P><STRONG><EM>Objectives/Activities</EM></STRONG> <UL> <LI>Convene a strategic planning task force of relevant stakeholders to develop a 3year action plan to articulate a philosophy and direction for systems change.</LI> </UL> </P> <P><STRONG>Goal.</STRONG> Investigate the potential of improved screening instruments for functional eligibility determination and de-institutionalization. Ensure screening instruments adequately address physical needs issues and provide consumer choice for community or institutional living options.</P> <P><STRONG><EM>Objectives/Activities</EM></STRONG> <UL> <LI>Develop, field test, and implement new or modified level-of-care screening instruments for persons with serious and persistent mental illness (SPMI).</LI> <LI>Test screening instruments for use with other populations, such as individuals with autism.</LI> </UL> </P> <P><STRONG>Goal.</STRONG> Develop a 2year Diversion Pilot Project whereby short-term case management services will be provided to divert individuals who are at risk of institutional placement at the time of discharge from a hospital.</P> <P><STRONG><EM>Objectives/Activities</EM></STRONG> <UL> <LI>Establish common goals with the Kansas Hospital Association.</LI> <LI>Educate two case managers contracted for the 2 years of the pilot on the goals of the project, expected outcomes, and the restorative or rehabilitative home care model.</LI> <LI>Collect and analyze information pertaining to diversion issues and the effectiveness of case managers with specialized training in developing plans to overcome barriers to the consumer living in the community.</LI> </UL> </P> <P><STRONG>Goal.</STRONG> Provide technical assistance to expand capacity to deliver community services based on currently identified needs and needs articulated in the strategic plan.</P> <P><STRONG><EM>Objectives/Activities</EM></STRONG> <UL> <LI>Provide a technical assistance pool to local service providers and develop a statewide network of providers.</LI> <LI>Provide a handbook cataloging the resources available in various communities.</LI> </UL> </P> <P><STRONG>Goal.</STRONG> Develop and present effective education materials among the broad range of service providers and other long-term care stakeholders, including physicians, hospital discharge planners, nurses, social workers, and others with the ability to influence long-term care decisions</P> <P><STRONG><EM>Objectives/Activities</EM></STRONG> <UL> <LI>Identify potential target audiences.</LI> <LI>Identify potential cosponsors including professional associations, regulatory authorities, and educational agencies to extend the access to professionals and increase the credibility of the continuing education.</LI> <LI>Develop curriculum for at least six education programs for different target populations with varying topics pertaining to community services and resources.</LI> <LI>Obtain continuing education certification from appropriate licensing or regulatory authorities.</LI> <LI>Conduct at least 12 development/continuing education programs for various stakeholders.</LI> </UL> </P> <H3>Key Activities and Products</H3> <P> <UL> <LI>Develop a strategic plan to guide future systems change.</LI> <LI>Provide technical assistance to local service providers.</LI> <LI>Develop, test, and implement new or modified level-of-care assessment tools.</LI> <LI>Institute a pilot program to divert patients who are at risk of institutional placement upon discharge from a hospital.</LI> <LI>Conduct professional development and continuing education programs aimed at changing referral patterns from institutional dependence to the fullest participation in the community.</LI> </UL> </P> <H3>Consumer Partners</H3> <P> <UL> <LI>The Consumer Task Force comprises consumers from around the state. Task Force members were identified by contacting advocacy agencies and requesting that they convey the invitation to their members. Many, if not most of the consumers on the Task Force represent multiple constituencies as staff of consumer run organizations, ILCs and other advocacy organizations. Some state agencies also participate on the Task Force.</LI> <LI>The Real Choice Systems Change Strategic Planning Committee comprises primarily consumers. Several members of the Committee are also members of the Consumer Task Force. The Strategic Planning Committee includes representatives from consumer-run organizations, ILCs, advocacy organizations, agencies on aging, and various state agencies. One purpose of the Committee is to help the state analyze and modify the system of long-term care.</LI> </UL> </P> <H3>Consumer Partners and Consumer Involvement in Planning Activities</H3> <P>The Consumer Task Force oversaw the development of this application and identified the issues that needed to be addressed to make long-term care truly responsive to individuals with disabilities or long-term illness. Consumers attended meetings, provided input and reviewed drafts of the grant application.</P> <H3>Consumer Partners and Consumer Involvement in Implementation Activities</H3> <P>The Strategic Planning Committee will oversee the implementation of grant activities. Responsibilities include being involved in the strategic planning process and implementation of the action plan. Strategic Planning Committee members will play an essential role in reviewing bids, awarding contracts and monitoring the progress of grant activities.</P> <H3>Public Partners</H3> <P> <UL> <LI>Kansas Department of Social and Rehabilitation Services.</LI> <LI>Kansas Department on Aging.</LI> <LI>Wichita State University.</LI> <LI>Kansas State University.</LI> <LI>Kansas Ryan White C.A.R.E. Program of the Kansas Department of Health and Environment.</LI> <LI>Kansas Long-Term Care Ombudsman.</LI> <LI>Kansas Health Care Association.</LI> <LI>Kansas Department of Human Resources.</LI> <LI>Kansas Department of Transportation.</LI> </UL> </P> <H3>Private Partners and Subcontractors</H3> <P> <UL> <LI>Kansas University Affiliated Program.</LI> <LI>Kansas Council on Developmental Disabilities.</LI> <LI>Kansas Association for the Medically Underserved.</LI> <LI>Area Agencies on Aging.</LI> <LI>Keys for Networking.</LI> <LI>Statewide Independent Living Council of Kansas.</LI> <LI>Kansas Association of Centers for Independent Living.</LI> <LI>Kansas Advocates for Better Care, Inc.</LI> <LI>Brain Injury Association of Kansas and Greater Kansas City.</LI> <LI>American Association of Retired Persons.</LI> <LI>Self-Help Network of Kansas.</LI> <LI>Families Together, Inc.</LI> <LI>The ARC of Kansas.</LI> <LI>National Alliance for the Mentally Ill.</LI> <LI>Topeka Independent Living and Resource Center.</LI> </UL> </P> <H3>Public and Private Partnership Development/Involvement in the Planning Phase</H3> <P><STRONG>Public Partners</STRONG></P> <P>The following participated as members of the Consumer Task Force and provided input into the development of the grant application: <UL> <LI>Wichita State University.</LI> <LI>Kansas University.</LI> <LI>Kansas Department on Aging.</LI> <LI>Kansas Ryan White C.A.R.E Program.</LI> <LI>Office of the State Long-Term Care Ombudsman.</LI> </UL> </P> <P><STRONG>Private Partners</STRONG></P> <P>The following participated as members of the Consumer Task Force and provided input into the development of the grant application: <UL> <LI>Johnson County Commission on Aging.</LI> <LI>Self Advocates Coalition of Kansas.</LI> <LI>Kansas Alliance for the Mentally Ill.</LI> <LI>High Plains Independence.</LI> <LI>Spirit III, Inc.</LI> <LI>P.O. Club, Inc.</LI> <LI>LINK, Inc.</LI> <LI>North Central-Flint Hills Area Agency on Aging.</LI> <LI>American Association of Retired Persons.</LI> <LI>Kansas Association of Centers for Independent Living.</LI> <LI>Topeka Independent Living Resource Center.</LI> <LI>Sunshine Connection, Inc.</LI> <LI>ConnectCare.</LI> <LI>Keys for Networking.</LI> <LI>Kansas Advocates for Better Care, Inc.</LI> <LI>Brain Injury Association of KS and Greater KC.</LI> <LI>The ARC of Kansas.</LI> <LI>Self Help Network of Kansas.</LI> <LI>Families Together, Inc.</LI> </UL> </P> <H3>Public and Private Partnership Development/Involvement in Implementation</H3> <P><STRONG>Public Partners</STRONG></P> <P>Representatives from various state agencies will serve on the Strategic Planning Committee. It is expected that selected state-funded educational institutions will be assigned key roles in many of the activities upon approval from the Strategic Planning Committee.</P> <P><STRONG>Private Partners</STRONG></P> <P>Representatives from various advocacy organizations, consumer run organizations, coalitions and ILCs will participate in the development of the strategic plan and 3year action plan. Some members of the Strategic Planning Committee will review bids and award contracts to complete the activities of this grant. Various private partners will review and evaluate the progress of contractors in the completion of set goals.</P> <H3>Oversight/Advisory Committee</H3> <P>The Strategic Planning Committee will provide oversight for all grant activities. The Project Director will present monthly reports on all subcontracted activities to the Committee for evaluation and feedback. In addition, semiannual reports to CMS will be provided to members of the Strategic Planning Committee for their review.</P> <H3>Formative Learning and Evaluation Activities</H3> <P>The status of each activity will be provided on a monthly basis to the members of the Strategic Planning Committee. The activities will be reviewed and evaluated to determine any necessary revision to the original planning.</P> <H3>Evidence of Enduring Change/Sustainability</H3> <P>The intent of this application is not to engage in activities which will require ongoing support, but rather to develop the strategic plan for continued support of a system of long-term care in Kansas which makes in-home and community services as accessible as institutional long-term care services. All activities under this project are intended to be temporary activities which develop the capacity of the state to sustain ongoing change processes. <UL> <LI>Maintenance and implementation of the strategic plan after the project period will be accomplished as a routine part of program operations.</LI> <LI>Capacity building activities are intended to be interventions which include building the capacity of the state to define and develop necessary services to meet the needs of individuals with disabilities to remain in their communities.</LI> <LI>Testing of screening instruments will not be ongoing beyond the project period. If the results of the Hospital Diversion Project are positive, institutionalizing the practices will not require ongoing support.</LI> <LI>Ongoing modification and updating of educational materials can be absorbed into existing program costs following the development and initial concentrated presentations during the project period.</LI> </UL> </P> <H3>Geographic Focus</H3> <P>Statewide.</P>