ANCOR—A national network of providers offering quality supports to people with disabilities.—www.ancor.org June 2006 Volume 36, No. 6 www.ancor.org An publication of private provider practice and federal policy issues. T he Office of the Assistant Secretary for Planning and Evaluation (ASPE) of the U.S. Department of Health and Human Services (HHS) has just released a final report to Congress on The Supply of Direct Support Professionals Serving Individuals with Intellectual Disabilities and Other Developmental Disabilities. This updat- ed and final report fol- lows on the heels of the ASPE report with the same title completed in November 2004 on ANCOR’s website. ANCOR recommends that LINKS readers undertake a reading of this important report and use it in con- junction with local, state, and federal efforts to address the workforce crisis. This report is a direct result of the work done in 2003 by ANCOR’s National Advocacy Campaign in conjunction with Barbour, Griffith Rogers, LLC, as part of its multi-year strategy to address the crisis regarding the recruitment and retention of direct support professionals. Because of these efforts, Congress included in its FY 2004 HHS appropriations bill a request that Government Relations New HHS/ASPE Report Confirms Recruitment and Retention Challenges HHS conduct a study on the shortage of direct support professionals (DSPs) s upporting persons with intellectual disabil- ities and other devel- opmental disabilities (ID/DD). ANCOR members who attended the 2003 Governmental Activities Seminar will recall a plenary session on the supply of workers and the Congressional request of the plans for the report to Congress by ASPE staff Ruth Katz and Andreas Frank. This new 2006 report is a product of collaboration between many feder- al offices including the HHS Adminis- tration on Developmental Disabilities, the Office of Disability, the Center for Medicare and Medicaid Services; the Department of Labor’s Employment and Training Administration; and the Department of Education’s National Institute on Disability and Rehabilitation Research. On recommendation by ANCOR, ASPE consulted Amy Hewitt, Charlie Lakin, and Sheryl Larson of the Research and Training Center on Links /June 2006 1 See HHS/ASPE Report, page 23 Community Living, Institute on Com- munity Integration of the University of Minnesota. The report acknowledges their extensive contributions. The report also was to include an examination of the root causes associated with high vacancy and turnover rates, and an examination of the impact this shortage may be having on services for people with ID/DD. This report is a product of collab- oration between many offices within HHS in response to the request from Congress. The result is this unified Report to Congress on information and data pertaining to DSPs. Report Supports ANCOR’s Continued Workforce Crisis Efforts ANCOR testified in August of 2001, before the New Freedom Initiative multi- agency panel established under President Bush’s Executive Order 13217: Community- Based Alternatives for Individuals with Disabilities: A major challenge for the nation in the 21st Century is the increasing demand for long term supports and services. This challenge includes the challenges of creating a national system, its financing, creating appropriate and adequate infrastructures, ensuring adequate reimbursement rates, and developing a quality workforce. The lack of adequately compensated, trained, Providing adequate levels and quality of long-term services and supports (LTSS) will require sustained, concerted effort by many actors. The Federal Government has an important role to play, in promoting and supporting efforts of state and local government entities, of current and new disability service organ- izations, and of families and persons with disabilities to develop informed commit- ments and provide effective responses to the challenges of assuring a DSP work- force of sufficient size and quality to meet the growing need for LTSS among Americans with ID/DD.
Transcript
ANCOR—A national network of providers offering quality supports to people with disabilities.—www.ancor.org
June 2006Volume 36, No. 6
www.ancor.org
An publication of private provider practice and federal policy issues.
The Office of the AssistantSecretary for Planning andEvaluation (ASPE) of the U.S.Department
of Health and HumanServices (HHS) has justreleased a final report toCongress on The Supplyof Direct SupportProfessionals ServingIndividuals withIntellectual Disabilitiesand Other DevelopmentalDisabilities. This updat-ed and final report fol-lows on the heels of theASPE report with thesame title completed in November 2004 on ANCOR’s website.ANCOR recommendsthat LINKS readersundertake a reading ofthis important report and use it in con-junction with local, state, and federalefforts to address the workforce crisis.
This report is a direct result of thework done in 2003 by ANCOR’s NationalAdvocacy Campaign in conjunction withBarbour, Griffith Rogers, LLC, as part ofits multi-year strategy to address the crisisregarding the recruitment and retention ofdirect support professionals. Because ofthese efforts, Congress included in its FY2004 HHS appropriations bill a request that
Government Relations
New HHS/ASPE Report Confirms Recruitment and Retention Challenges
HHS conduct a study on the shortage ofdirect support professionals (DSPs) supporting persons with intellectual disabil-
ities and other devel-opmental disabilities(ID/DD). ANCORmembers whoattended the 2003GovernmentalActivities Seminarwill recall a plenarysession on the supplyof workers and theCongressionalrequest of the plansfor the report toCongress by ASPEstaff Ruth Katz andAndreas Frank.
This new 2006report is a product of collaborationbetween many feder-
al offices including the HHS Adminis-tration on Developmental Disabilities, the Office of Disability, the Center forMedicare and Medicaid Services; theDepartment of Labor’s Employment andTraining Administration; and theDepartment of Education’s NationalInstitute on Disability and RehabilitationResearch. On recommendation byANCOR, ASPE consulted Amy Hewitt,Charlie Lakin, and Sheryl Larson of theResearch and Training Center on
Links /June 2006 1
See HHS/ASPE Report, page 23
Community Living, Institute on Com-munity Integration of the University ofMinnesota. The report acknowledges theirextensive contributions.
The report also was to include anexamination of the root causes associatedwith high vacancy and turnover rates, andan examination of the impact this shortagemay be having on services for people withID/DD. This report is a product of collab-oration between many offices within HHSin response to the request from Congress.The result is this unified Report toCongress on information and data pertaining to DSPs.
Report Supports ANCOR’s Continued Workforce Crisis Efforts
ANCOR testified in August of 2001,before the New Freedom Initiative multi-agency panel established under PresidentBush’s Executive Order 13217: Community-Based Alternatives for Individuals withDisabilities:
A major challenge for the nation inthe 21st Century is the increasing demandfor long term supports and services. Thischallenge includes the challenges of creatinga national system, its financing, creatingappropriate and adequate infrastructures,ensuring adequate reimbursement rates,and developing a quality workforce. Thelack of adequately compensated, trained,
Providing adequate levels and quality oflong-term services and supports (LTSS)will require sustained, concerted effortby many actors. The FederalGovernment has an important role toplay, in promoting and supporting effortsof state and local government entities, ofcurrent and new disability service organ-izations, and of families and persons withdisabilities to develop informed commit-ments and provide effective responses tothe challenges of assuring a DSP work-force of sufficient size and quality tomeet the growing need for LTSS amongAmericans with ID/DD.
ANCOR—A national network of providers offering quality supports to people with disabilities.—www.ancor.org2 Links /June 2006
Contents
Andrea DixonProfessorDepartment of Marketing College
of Business AdministrationUniversity of CincinnatiCincinnati, OH
Jim Gardner, Ph.D., CEOThe CouncilTowson, MD
Peggy GouldPresident and CEOVisions Center for Creative
ManagementKatonah, NY
Amy Hewitt, Ph.D.Research AssociateInstitute on Community
Integration Research and Training
Minneapolis, MN
Liz ObermayerThe CouncilTowson, MD
Claudia SchlosbergPartnerBlank Rome LLPWashington, DC
Dennis StorkManagement ConsultantHot Springs, VA
Contributing EditorsAdvocacyMary Ann KeatingTARCTopeka, KS(785) 232-3770
Board DevelopmentCarol MitchellVerlandSewickley, PA (412) 741-2375
Challenging PopulationsCharles LiHowell Child Care Centers, Inc.LaGrange, NC (252) 566-9181
Articles, advertisements and other materials appearing in LINKS do not necessarily reflect the official opinions of or endorsement byANCOR. LINKS is copyrighted by ANCOR and cannot be reprinted or reproduced without express written permission. Contact MarshaPatrick at [email protected] for reprint permission.
LINKS brought to you with support fromTherap Services, LLC—ANCOR’s ExclusivePlatinum Partner
The American Network of Com-munity Options and Resources(ANCOR) was founded in 1970 toprovide national advocacy, resources,services and networking opportunitiesto providers of private supports andservices. LINKS provides a nexus forthe exchange of information, ideas andopinions among key stakeholders.
National OfficeCindy Allen de RamosFinance and Office [email protected]
ANCOR—A national network of providers offering quality supports to people with disabilities.—www.ancor.org Links /June 2006 3
Renee Pietrangelo
Former ANCOR Board memberRod Braun, CEO of ChristianOpportunity Center in Pella, IA,suggested I read the monograph
“Good to Great andthe Social Sectors.”His recommenda-tion was a goodone. I, in turn, recommend thatyou add it to yoursummer reading list.
Author JimCollins’ main premise is that the idea thatthe primary path to success in the socialsectors is to become “more businesslike,”is dead wrong. He states that “We need toreject the naïve imposition of the language
A Summer Reading List Suggestion
CEO Perspective
of business on the social sectors, andinstead jointly embrace a language of great-ness.”
Affirming that good-to-great principlesdo indeed apply to social sectors, he out-lines five issues that form the frameworkfor the monograph.
1. Defining “great”—Calibrating suc-cess without business metrics.
2. Level 5 Leadership—Getting thingsdone within a diffuse power struc-ture.
3. First Who—Getting the right peo-ple on the bus within social sectorconstraints.
4. The Hedgehog Concept—Rethinking the economic enginewithout a profit motive.
5. Turning the Flywheel—Buildingmomentum by building brand.
Issue OneHow effectively do we deliver on
our mission and make a distinctiveimpact relative to our resources? Whatmatters in defining and measuringresults is not in finding the perfect indi-cators, but settling on a consistent andintelligent method of assessing yourorganization’s output results and thentracking your trajectory with rigor.What do you mean by great perform-ance? Have you established a baseline?Are you improving? If not, why not?How can you improve even faster?
See CEO Report, page 10
ANCOR—A national network of providers offering quality supports to people with disabilities.—www.ancor.org4 Links /June 2006
ANCOR—A national network of providers offering quality supports to people with disabilities.—www.ancor.org Links /June 2006 5
Fred Romkema
“Leaders are Dealers in hope.”– Napoleon Bonaparte
It is fashionableand trendy totalk about thelooming short-
age of workers in oursociety as theboomers retire andfewer eligible workers
are left to take their places. The demo-graphics are compelling and a crisis seemsimminent. Approximately 26 percent ofour population (some 78 million people)will be eligible for retirement within thenext fifteen years.
I was astounded and sobered when
President’s Corner
The Looming Retirement Crisis — Is There Hope?recently attending a conference concerningthe medical profession, where it wasstrongly suggested there will be a shortageof medical doctors in our country. Amaz-ing, I thought, but true. If there is project-ed to be a shortage of doctors, is no profes-sion safe? If so, what do we do about it?
The President’s High Growth JobTraining Initiative provides some incen-tives to some national organizations, e.g., American Health Care Association,Paraprofessional Healthcare Institute, and Council for Adult and ExperientialLearning, offering everything from a“cookbook” approach for administrators tocombat employee shortages to building acadre of healthcare workers through anapprentice-based career ladder trainingprogram. Initiatives such as these indicateefforts are being exerted by the highest lev-
els of government to combat the loomingchallenge.
ANCOR is seeking to address thisproblem via the National AdvocacyCampaign, which supports efforts to passHR 1264. In addition, ANCOR haslaunched a Performance ExcellenceProgram (PEP) that supports providers’ability to measure quality markers for per-formance, which should further enhanceprofessionalism and concomitantly improvestaff recruitment and retention.
Is there hope? I have itemized my“Top Seven List” that will help address theworker shortage and increase the availabili-ty of services to people with disabilities.
1) Encourage people to live or move clos-er to family. This includes the closingof institutions and increasing the
See President, page 6
It’s been nearly two years since ANCOR members have met on decisivepolicy issues affecting private providers. With the upcoming elections andbudget appropriations wrapping up, this will be the optimal time to be inWashington to advance our important agenda.
Just a few of the topics include:
✓ Deficit Reduction Act ✓ Medicaid Tranformation Recommendations✓ Pandemic Flu Emergency Preparedness✓ CMS Updates✓ State Innovations✓ HR 1264 – The Direct Support Professional Fairness and Security Act
ANCOR’s 2006 Governmental Activities Seminar
See www.ancor.org for more details and for hotel room booking information
September 10-12, 2006Hyatt Regency Hotel, Crystal City, VA
(just minutes from Capitol Hill)
Keynote Speaker – Craig Crawford,one of Washington’s most popular pundits featured on MSNBC
“The Early Show” and CBS/NBC News.
ANCOR—A national network of providers offering quality supports to people with disabilities.—www.ancor.org6 Links /June 2006
Presidentcontinued from page 5
utilization of community-basedoptions.
2) Increase the desirability of workingwith/for people with disabilities byincreasing wages and professionalimage. (Addressed by H.R. 1264 andthe PEP).
3) Increase the labor pool by offeringincentives to encourage healthy lifestyles, enabling people to work longer.
4) Provide incentives to young people/college students to consider DirectSupport Professional as a profession.Utilize scholarships, internships, on-the-job-training, field trips, job shar-ing, etc.
This month, as part of our focuson Customer and Market focus,(http://www.ancor.org/pe/markers_07-15-05.pdf ), we will investigate
how various organizations in the state ofArkansas have incorporated and support theparticipation of individuals with disabilitieson nonprofit boards and committees.
In Arkansas, the majority of community-based services and supports for individualswith developmental disabilities are providedthrough a network of non-profit organiza-tions that enter into contractual relation-ships with the Arkansas Department ofHealth and Human Services (ArkansasDHHS). Arkansas DHHS, Division ofDevelopmental Disabilities Services, hasdeveloped licensing standards for communi-ty providers requiring that their governingboards be made up of at least 20 percent“consumer or advocate representation”.With this, disability service providers havean essential link that enables them torespond most effectively to the needs of the individuals they support.
Arkansas People First (APF), Arkansas’self-advocacy organization for people withdisabilities, conducts its business – from thepresident to the local chapter members –with individuals with disabilities. APF provides board members tools for effectiveparticipation through education and train-ing on a variety of topics. These includestrategies and methodologies for participa-tion on nonprofit boards, effective commu-
nication and advocacy, as well as promisingpractices in the field of disabilities.
Partners for Inclusive Communities(Partners), Arkansas’ University Center forExcellence in Developmental Disabilities,has assembled a Consumer Committeemade up of individuals with disabilities andadvocates. The committee advises Partners’faculty and staff on specific projects andassists with planning and prioritizing futureactivities.
The work of these three organizationshas resulted in numerous benefits not onlyfor the governing body but, more impor-tant, for individuals with disabilities.Committee members commonly note thatthey receive essential feedback when anindividual with a disability conducts a sitevisit on the board’s behalf. Often, individu-als with disabilities are able to establish apositive rapport and gain the trust of theclients they are visiting. Such comfortresults in open communication whereby relevant concerns can be addressed. Thisimportant dialogue provides boards andcommittees with a clearer picture as to themost pressing concerns of the individualsthey serve and thus enables them to clearlyidentify their committee’s goals and objec-tives.
We know that there are many otherorganizations actively promoting the partici-
pation of individuals with disabilities intothe decision-making process. Because wewant to hear from you, we urge you to logon to the ANCOR Performance ExcellenceDiscussion Board on the CoP website athttp://www.asq.org/discussion Boards/index.jspa and answer the following question:
“What is your organization doing topromote the participation of individualswith disabilities?”
By logging onto the CoP, ANCORmembers will be able to dialogue on a variety of issues important to providers farand wide. Don’t miss the opportunity tonetwork with others; log on to the CoPand see what this site has to offer youtoday! ■
Contributing authors to this articleinclude Vanessa Smith, Project Coordinator for theArkansas Disability and Health Project at Partners forInclusive Communities- UAMS, Arkansas’ UniversityCenter of Excellence on Developmental Disabilities,(800) 342-2923; Eric Treat, State President of ArkansasPeople First, (501) 517-5006; Judy Young, staff liaison,Partners for Inclusive Communities – UAMS, Arkansas’University Center of Excellence on DevelopmentalDisabilities, (800) 342-2923; Chris Bliss, ProgramEvaluator Supervisor, Arkansas Department of Healthand Human Services, Division of DevelopmentalDisabilities Services Licensing Standards forCommunity Based Service Providers, (501) 682-8675.
AUTHOR LINK
Performance Excellence
5) Increase exposure to the professionthrough visits by DSPs, parents, andpeople served to elementary class-rooms. Early exposure may encourageconsideration of the profession.
6) Continue to work with immigrantpopulations. Some agencies are doingthis very successfully. Build on thissuccess.
7) Encourage job sharing, flex-time and part-time employment, keepingpeople in the workforce longer.
I offer this short list of possibilities. I’m certain the list may be expanded andsome ideas will be successful. Can you addother ideas and turn this into a “top-tenlist”? ■
Southwest RegionJeff Gardner, Regional Director
Shawn Griffin Community Entry Services, Inc.Riverton, WY(307) [email protected]
ANCOR Welcomes New Members
ANCOR Welcomes New Members
Customer and Market Focus
ANCOR—A national network of providers offering quality supports to people with disabilities.—www.ancor.org Links /June 2006 7
See Pan Flu, page 25
Government Relations
Federal Government Releases Pan Flu Implementation Plan
At a press briefing held May 3rdheld by Centers for Medicareand Medicaid ServicesAdministrator Scott McClellan
and Homeland Security Advisor FranTownsend discussed the Avian andPandemic Influenza threat and outlined theFederal Government’s preparedness andresponse steps. The Plan translates theNational Strategy for Pandemic Influenzainto more than 300 actions for Federaldepartments and agencies and sets clearexpectations for State and local govern-ments and other non-Federal entities. It also provides guidance for all Federaldepartments and agencies on the develop-ment of their own plans.
Pandemic influenza is different fromseasonal influenza because it occurs when a new strain of influenza emerges that canbe transmitted easily from person-to-person(usually by coughing and sneezing) and forwhich people have no immunity. Unlikeseasonal influenza, which typically affectsthe frail and sick, pandemic influenzacould present as much risk to the youngand healthy.
An influenza pandemic is a rare butrecurrent event. Three pandemics occurredin the previous century: “Spanish influen-za” in 1918, “Asian influenza” in 1957, and“Hong Kong influenza” in 1968. The 1918pandemic killed an estimated 40–50 mil-lion people worldwide. That pandemic,which was exceptional, is considered one of the deadliest disease events in humanhistory. Subsequent pandemics were muchmilder, with an estimated 2 million deathsin 1957 and 1 million deaths in 1968.
High rates of illness and worker absen-teeism are expected, and these will con-tribute to social and economic disruption.Past pandemics have spread globally in twoand sometimes three waves. Not all parts ofthe world or of a single country are expect-ed to be severely affected at the same time.Social and economic disruptions could betemporary, but may be amplified in today’sclosely interrelated and interdependent systems of trade and commerce. Social disruption may be greatest when rates ofabsenteeism impair essential services, such
as power, transportation, and communica-tions.
Every country must be preparedWHO has issued a series of
recommended strategic actions [http://www.who.int/csr/resources/publications/influen-za/WHO_CDS_CSR_GIP_05_8-EN.pdf ]for responding to the influenza pandemicthreat. The actions are designed to providedifferent layers of defence that reflect thecomplexity of the evolving situation.Recommended actions are different for the present phase of pandemic alert, theemergence of a pandemic virus, and thedeclaration of a pandemic and its sub-sequent international spread.
The Federal government is monitoringan avian influenza virus known as H5N1.This influenza strain has infected domesti-cated birds, including chickens, and alsomigratory and other wild birds in 50 coun-tries across Asia, Europe, and Africa. Byearly May, it had also infected more than200 people worldwide. Today, H5N1Avian influenza affects primarily birds andunless people come into direct contact with infected birds, it is unlikely they willcontract the disease. There are no reportedcases of sustained human-to-human trans-mission of the current strain of avian flu. Ifthe virus develops the capacity for sustainedhuman-to-human transmission, however, it could spread quickly around the world.
High Rates of Illness, Death, Worker Absenteeism, and EconomicDistruption
Health experts believe the world may be on the brink of another pandemic.Because most people will have no immuni-ty to the pandemic virus, infection and illness rates are expected to be higher thanduring seasonal epidemics of normalinfluenza. The World Health Organization(WHO) has used a relatively conservativeestimate – from 2 million to 7.4 milliondeaths – because it provides a useful andplausible planning target. This estimate isbased on the comparatively mild 1957 pan-demic. Estimates based on a more virulentvirus, closer to the one seen in 1918, have
been made and are much higher. However,the 1918 pandemic was considered excep-tional.
High rates of illness and worker absen-teeism are expected, and these will con-tribute to social and economic disruption.Past pandemics have spread globally in twoand sometimes three waves. Not all parts ofthe world or of a single country are expect-ed to be severely affected at the same time.Social and economic disruptions could betemporary, but may be amplified in today’sclosely interrelated and interdependent systems of trade and commerce. Social disruption may be greatest when rates ofabsenteeism impair essential services, suchas power, transportation, and communica-tions.
WHO has issued a series of recom-mended strategic actions for responding tothe influenza pandemic threat. The actionsare designed to provide different layers ofdefence that reflect the complexity of theevolving situation. Recommended actionsare different for the present phase of pan-demic alert, the emergence of a pandemicvirus, and the declaration of a pandemicand its subsequent international spread.
Current projections for the next pan-demic estimate that a substantial percentageof the world’s population will require someform of medical care. According to theWorld Health Organization’s Fact Sheet, fewcountries have the staff, facilities, equip-ment, and hospital beds needed to copewith large numbers of people who suddenly fall ill.
U.S. Federal Implementation PlanThe U.S. Implementation Plan provides
a common frame of reference for under-standing the pandemic threat and summa-rizes key planning considerations for allpublic and private stakeholders. It alsorequires that Federal departments and agencies take specific coordinated steps toachieve the goals of the Strategy and out-lines expectations of non-Federal stakehold-ers in the United States and abroad. TheImplementation Plan will be continually
ANCOR—A national network of providers offering quality supports to people with disabilities.—www.ancor.org8 Links /June 2006
Government Relations
Do You Have Your NPI? CMS Reminds Providers of Compliance Date
Next year, the National Provider Identifier (NPI) will replace the provider identification numbers that providers use today in the Health InsurancePortability and Accountability Act (HIPAA) standard
transactions that they conduct. Those transactions may includethe electronic claim, eligibility inquiry and response, claim statusinquiry and response, payment and remittance advice, priorauthorization/referral, and coordination of benefits transactions.Providers who conduct any of those electronic transactions musthave their NPIs and be ready to use them to identify themselves,and possibly other providers, in those transactions before May23, 2007.
Providers can obtain NPIs by:
• Going to the web at https://nppes.cms.hhs.gov and filling outtheir application on line.
• Obtaining a paper application form, filling it out, and mailing it to the NPI Enumerator. They can obtain the paperapplication form (CMS-10114) by downloading it fromwww.cms.hhs.gov/forms or by calling the NPI Enumerator at 1-800-465-3203 and requesting a copy.
• Submitting an application through Electronic File Interchange(EFI). EFI allows an approved organization, after obtainingthe permission of a provider, to send the provider’s NPI application data to us in an electronic file.
When reporting a Medicaid number during the transitionbetween provider identification numbers, include the appropri-ate state name. This information is critical for payors in thedevelopment of crosswalks to aid in the transition to the NPI.Beginning October 2, 2006 and continuing through May 22,2007, CMS will accept the NPI or the Medicare provider num-ber (the legacy provider number) on the claims it receives fromproviders. If there is any issue with the provider’s NPI and no Medicare provider number is included on the claim, theprovider might not be paid. Therefore, Medicare strongly rec-ommends that providers, clearinghouses, and billing servicescontinue to submit the Medicare provider number (the legacyprovider number) as a secondary identifier until May 22, 2007.
CMS has posted many documents related to the NPI, includ-ing the timetable for implementation of the NPI, on its NPIweb page: www.cms.hhs.gov/NationalProvIdentStand. Providersare urged to visit that website and become familiar with the NPIand how it will be used, if you have not already done so. ■
ANCOR—A national network of providers offering quality supports to people with disabilities.—www.ancor.org Links /June 2006 9
See Leading the Way, page 10
Leading the Way by Following the LightDenise Patton-Pace
On June 15, your local PBS station will have the option toair the Tony Award winningmusical production, “The
Light in the Piazza,” live from LincolnCenter in New York City. This productionis a rare work of musical drama that cap-tures the very real struggles and rewards ofa young woman with developmental dis-abilities and the challenges her parentsface. It presents ANCOR members with amagnificent opportunity to build commu-nity awareness and appreciation for thehundreds of thousands of DSPs and themore than eight millions Americans withdevelopmental disabilities who have cometo rely on them.
It’s up to you to make this happen inyour community.
Here’s why. Local stations decidetheir own programming. You will need towork with your PBS member station toencourage airtime for this musical. Infact, some PBS stations may be in themiddle of their fundraising season and donot plan to air it. There is anotheroption, however! Suggest, even request,that the station tape the broadcast feed for afuture airdate or perhaps your personal use.This would be ideal, because it would giveyou more time to co-promote the musicalwith them.
About the story.Although set in 1953 in post-war
Florence, Italy, the musical’s main issuetranscends time. Margaret Johnson, aprotective domineering mother, and her26-year old daughter Clara are visiting thecity when a gust of wind blows Clara’s hatfrom her head. The incident affords acharming way for Fabrisio to rescue thehat and deliver it to Clara. Fabrisio isimmediately infatuated with Clara anddiligently pursues her. Faced with thechoice of either continuing to protectClara or allow her normalcy to live andlove, Margaret must confront the
inevitable question: What is Clara’s futureonce her parents are gone?
The Light in the Piazza affords you awonderful opportunity to build publicawareness of the desperate need for quali-fied, compassionate Direct SupportProfessionals and their importance forfamilies with adult children with develop-mental disabilities. It is a means of publiclyadvancing the options your agency offerstoday’s families through community livingand work supports and services.
Please contact your station and per-suade them to air The Light in the Piazzaon June 15.
Reaping the BenefitsUltimately, connecting with your local
PBS stations could be a mutually benefi-cial partnership. Below are some ideas forworking with your PBS station and somesample talking points. • Give your local PBS station a call and
discuss with them the benefits of airingThe Light in the Piazza. (Remember:Some stations are in the middle of theirfund raising season. Request that they
pick-up the broadcast now for a future airdate and arrange to promote the musical with them.)
• Work with your local PBS station onpublicity for community living pro-grams and the critical importance ofDirect Support Professionals.
• Obtain a trailer at the end of the showto refer people to www.supportnac.organd educate the public on the value ofDSPs.
• Promote your agency and ANCOR as a great partner for this program. Theopportunities include:1. Exploring talk show/interview oppor-
tunities with the station to garnermore exposure for your agency, theNational Advocacy Campaign andindividuals with disabilities.
2. Securing a hotline listing and takeviewer calls immediately followingthe show.
National Advocacy Campaign
A Notice to all AgenciesAre your communications and
public relations personnel members ofthe ANCOR PR Council? If not, whynot?
The ANCOR PR Council worksto create and distribute ready-to-gomaterials on germane issues andevents. By working together and uti-lizing the same messaging, and talkingin unison, the PR Council substantive-ly impacts public awareness on behalfof the developmental disabilities com-munity. Won’t you join today?
Email your communications andpublic relations personnel contactinformation to [email protected]. Please include:
• Name • Phone number• Title • Email address• Address
ANCOR—A national network of providers offering quality supports to people with disabilities.—www.ancor.org10 Links /June 2006
CEO Reportcontinued from page 3
Issue TwoLevel 5 leadership is not about being
soft, or nice, or purely inclusive or consen-sus-building. The whole point is to makesure the right decisions happen—no mat-ter how difficult or painful—for the long-term greatness of the organization and theachievement of its mission, independentof consensus or popularity. This willrequire a blend of both executive and leg-islative skills. True leadership only exists ifpeople follow when they have the freedomnot to.
Issue ThreeGreatness flows first and foremost
from having the right people in the keyseats. In the social sectors, where gettingthe wrong people off the bus can be moredifficult than in business, early assessmentmechanisms are more important than hir-ing mechanisms. When big incentives (orno compensation at all, in the case of vol-unteers) are simply not possible, the FirstWho principle becomes even more impor-tant. Lack of resources is not excuse forlack of rigor—it makes selectivity all themore vital.
Issue FourHere, the critical questions is not,
“How much money do we make?” but“How can we develop a sustainableresource engine to deliver superior per-formance relative to our mission? Collinssubmits that this resource engine has threebasic components: time, money andbrand. You must be able to answer thequestion, “How does focusing on what wecan do best tie directly to our resourceengine, and how does our resource enginedirectly reinforce what we can do best?”
Issue FiveWhereas the key driver in the fly-
wheel for business is the link betweenfinancial success and capital resources,Collins submits that the key link in thesocial sectors is brand reputation, builtupon tangible results and emotional shareof heart so that potential supportersbelieve not only in your mission, but inyour capacity to deliver on that mission.This also requires rigorous clarity not justabout what to do, but about what not todo. ■
News BriefsCRSI Debuts EmergencyResponse Video
ANCOR member ChampaignResidential Services (CRSI) in Ohio has just previewed a new emergencyresponse training video to assist individ-uals with developmental disabilities during crisis situations.
According to CRSI officials, thepurpose of making this comprehensivetraining tool was to offer state-approvedemergency response education for peo-ple with mental retardation or otherdevelopmental disabilities (MR/DD)and for the caregivers who provide theirservices. The DVD may be used in thefamily home, an assisted living facility,or any licensed and unlicensed residen-tial setting.
“Our goal was to produce a toolthat would reduce injury, loss of life andeconomic devastation through properplanning”, said Mark Schlater, ChiefOperations Officer for CRSI. “The filmwill help to serve that need which hasbecome much more of a focus since therecent natural disasters and terroristthreats,” he said.
The training video meets standardsset forth by state regulations that requireeach employee and each consumerserved by providers such as CRSI to betrained in disaster preparation. The rulerequires employee training upon hireand annually thereafter. ■
Ernie Fischer, assistant deputydirector of the Office of ProviderStandards and Review for the OhioDepartment of Mental Retardation and Developmental Disabilities(ODMR/DD), said the film will notonly benefit individuals served by CRSI, but it will serve as an invaluablestatewide resource.
ANCOR Collaboration withGeorgetown UniversitySchool of Nursing
A report of initial findings of a jointANCOR/Georgetown University Schoolof Nursing (GTUSN) research projectwas published this month. “Develop-mentally Disabled GynecologicalEvaluation Tool: Usefulness in PrimaryCare” analyzed the utility of a compre-hensive evaluation tool, which wasdeveloped from data compiled from a joint ANCOR/GTUSN research project. Participating in the utilization study was ANCOR member Liberty inAmsterdam, NY. The evaluation toolwas designed for use by all clinicians caring for women with developmentaldisabilities and will be revised based onrecommendations from the usage studyand posted on the ANCOR website.ANCOR members interested in furthertesting of this tool should contact RenéePietrangelo at [email protected]. ■
Leading the Waycontinued from page 9
3. Having a “Watch Party” and invitestaff, families and the public to viewthe musical together.
4. Conducting a Phantom Phundraiserand sell “tickets” to enjoy watchingthe show from home.
5. Work with your local library to pro-mote reading The Light in the Piazzasimultaneously with your station’s airdate.
To access contact information for yourlocal PBS station, visit www.ancor.org/documents/pbsstationsbystate.doc
A bonus for some citiesThe Light in the Piazza is scheduled for
a national touring beginning September2006. Visit www.broadwayworld.com/showinfo.cfm?showid=2290 to determine ifyour city is on the schedule. If so, makethe most of this fabulous opportunity toadvance awareness of the selfless commit-ment of so many DSPs in building a quali-ty life for Americans with developmentaldisabilities. ■
Patton-Pace Communications spe-cializes in communications/public relations adminis-tration and management. Denise Patton-Pace can bereached at 703-845-1152 or [email protected].
AUTHOR LINK
ANCOR—A national network of providers offering quality supports to people with disabilities.—www.ancor.org Links /June 2006 11
Federal Wage and Hour Guidance
Joni Fritz, Labor Standards Specialist
Non-discretionary bonuses mustbe included in the regular rate of pay when computing over-time for non-exempt employees
under the Fair LaborStandards Act, section 7(e) and its implementingregulations. Thisincludes retentionbonuses paid toemployees who con-tinue employment
with a business for a prescribed period of time, e.g., six months or a year. It also pertains to hiring bonuses given to employ-ees who recruit new employees who workfor a prescribed period of time.
The U.S. Department of Labor (DOL)recently reinforced this requirement in aNovember 4, 2005 opinion letter written to an agency that offered a program ofretention benefits called “stay bonuses” toencourage employees to remain in employ-ment. In this case the agency had threeoptions for the payout of the “stay bonuses”that employees earned, including:
1. full payment of the stay bonus as of a stated date;
2. deferred payment of the stay bonusuntil a future date, but no later than a prescribed date, accruing interest atthe rate of 4% per year;
3. continuous equal monthly paymentsof the stay bonus beginning at a pre-scribed date until the complete benefitwas paid.
This bonus is clearly not a discretion-ary bonus like a birthday or holiday gift ofmoney which is not promised to employees.In this case, the payment must be includedwhen the employer computes each non-exempt employee’s regular rate of pay forpurposes of overtime pay due over the prescribed employment period, (i.e. the six
month or one year period).The DOL states: Bonuses which are
announced to employees to induce them to work more steadily or more rapidly ormore efficiently or to remain with the firmare regarded as part of the regular rate ofpay… (This) “bonus amount must beapportioned back over the workweeks of theperiod during which it may be said to havebeen earned” resulting in adjustment of theregular rate and the payment of additionalovertime in accordance with the adjustedregular rate of pay… This is true undereach payment option described above.
The 4% interest earned on deferredstay bonus payment need not be treated as wages when retroactively adjusting overtime, however. The DOL states: Thispayment is more akin to interest on a loanfrom the employee to the employer or intereston an employee’s investment in a savingsaccount operated by the employer. The interestpayments are unrelated to hours worked andare reasonably approximate to interest ratesgenerally available. Therefore, the interestpayments are not compensation under theFLSA.
Unfortunately, this treatment ofbonuses excessively complicates the com-putation of overtime pay and serves as adeterrent to plans that benefit employersand employees alike. The only method ofavoiding these computations – which oftenamount to just pennies a week – is to pro-hibit employees who are eligible for bonus-es of this type from working overtime during the period covered by the bonus.
The opinion letter related to therequirement of including bonuses in over-time pay of non-exempt employees can befound on the Department of Labor’s website at http:www.dol.gov/esa/whd/opinion/FLSA/2005/2005_11_04_47_FLSA.htm. ■
Joni Fritz is a Labor StandardsSpecialist whose guidance is free to ANCOR membersand to those who attend a Wage and Hour Workshop or participate in a teleconference she has conducted.Any ANCOR member who wishes to make arrangementfor consultation or workshops with Joni must first contact ANCOR national headquarters for referral.Contact Suellen Galbraith at 703-535-7850 or [email protected] for referral information or questions.
AUTHOR LINK
Remember to Include the Amount ofBonuses When Computing Overtime Pay
Executive DirectorAdjustment Training Center (Aberdeen, SD)
$50,000 and up (depending on experience)
Under the direction of Board of Directors, is responsible for the administration of personnel, programsand activities of the Aberdeen ATC; Able to plan, direct, coordinate and implement all ATC programs,budgeting, staffing, training and activities to ensure compliance with appropriate standards.
Bachelor’s degree in Behavioral/Human/Social Services, Special Education, Psychology, BusinessAdministration or related field and five (5) years of related experieencee, three (3) of which must havebeen in an administrative capacity or equivalent combination of education and experience.
Application/inquiries: ATC Board President SD Career CenterAttn: Alan Ruhlman 420 S. Roosevent St.123 S. Lincoln St. Aberdeen, SD 57401Aberdeen, SD 57401(605) [email protected]
Closing date: June 23, 2006
ANCOR—A national network of providers offering quality supports to people with disabilities.—www.ancor.org12 Links /June 2006
ANCOR—A national network of providers offering quality supports to people with disabilities.—www.ancor.org Links /June 2006 13
internet campaign partnership, “AmericanWorker” pits Flip “The Fry Guy” versusCarrie “Caregiver” in a light, entertainingsinging competition contrasting two totallydifferent professions with, unfortunately,comparable compensation.
“American Worker” is different, a littleedgy, and, like the entire WhoWillCare.netcampaign, intended for an audience reach-ing beyond the disability community.While the cartoon’s language, concept andimaging may not be entirely politically cor-rect, it communicates a key message thatresonates broadly. That’s the point and it’sworking.
In the first ten days of its release,“American Worker” garnered over 25,000Web hits and generated 2,000 new lettersto Capitol Hill in support of H.R. 1264.
And the response, both from people insidethe disability community and out, hasbeen overwhelmingly positive.
Most impressively, “American Worker”is generating all of this attention for free.We have relied solely on viral communica-tions—emails, forwards, tell-a-friend mes-sages, etc.— electronic newsletters andWeb logs (blogs) to promote the cartoonand its message.
Have you seen “American Worker”yet? If you haven’t, check it out today atwww.WhoWillCare.net. You may notentirely grasp or appreciate the concept,but you can’t argue with the results and wehope you’ll pass it along to your co-work-ers, friends and neighbors or highlight it
See NAC Central, page 21
NAC Central: Will a Cartoon Help Us Turn 60?
National Advocacy Campaign
ANCOR’s National AdvocacyCampaign (NAC) has springfever. The number of H.R.1264, The Direct Support
Professional Fairness and Security Act, co-sponsors is rising with the temperatures.Five new co-sponsors joined the legislation inMay, two Republicans and three Democrats(see the names below), bringing the totalnumber of co-sponsors to 58!
To get to 60 co-sponsors and beyond,the NAC is coupling traditional lobbyingand grassroots strategies with out-of-the-box efforts. The latter includes the recentrelease of “American Worker”; an animatedparody of the Fox hit American Idol.
Developed in concert with UnitedCerebral Palsy (UCP) as part of theANCOR/UCP www.WhoWillCare.net
Newly Created Positions Now Available for Talented Leaders!
Regional Vice President – Nebraska• Responsible for oversight of strategy development to achieve desired results in all areas of operation
within the region including quality initiatives, fiscal performances and employee relations.• Serve as the lead to assure implementation of organizational-wide goals and strategies throughout the
region. Support the agency and regional teams in assessing and effectively utilizing resources which are available to support operations.
National Vice President of Operations• Provides leadership through the supervision, mentoring and coaching of the Regional Vice Presidents.
Evaluates the operational performance of the organization through the analysis of data and information,progress toward stated goals or results, and site visits.
• Supports regional teams in utilization of internal and external resources to support effective operations.
Vice President of Fiscal Support• Supervise, train and coach Fiscal Support Directors• Provide oversight of training and technical assistance on Mosaic finance systems to regional and
agency staff• Responsible for organization-wide financial analysis, the internal audit function and to support
Mosaic’s internal review process, coordinate budget development process and complete due diligenceand integration support as needed.
Please refer to our website for additional leadership opportunities at www.mosaicinfo.org.
Please submit all resumes to:
MosaicRaul Saldivar
Sr. Vice President of Human Resources4980 S. 118th St.
ANCOR—A national network of providers offering quality supports to people with disabilities.—www.ancor.org14 Links /June 2006
VISION • LEADER • MISSIONMOSAIC provides individualized services, living options, work choices, spiritual nurtureand advocacy to people with disabilities in 70 communities across 15 states and GreatBritain through the work of 4,800 employees. As a nonprofit 501(c)3 organization, Mosaicis an affiliated social ministry organization of the Evangelical Lutheran Church in America,a recognized service organization of the Lutheran Church–Missouri Synod and a memberof Lutheran Services in America.
ANCOR—A national network of providers offering quality supports to people with disabilities.—www.ancor.org Links /June 2006 15
Hurricane season begins June1st, however, disasters can hap-pen anytime, anywhere, andsometimes without warning.
Although you may not know when a dis-aster will strike, if you are prepared aheadof time, you will be better able to copewith the disaster and recover from it morequickly. The key is being prepared: havinginformation, building a support system,and knowing how to use it. Participate incommunity emergency planning efforts.Ensure that both staff and people withdisabilities are fully participating in thecommunity planning process and effec-tively communicating the perspective ofpeople with disabilities. Most importantly,become involved in local and state emer-gency planning efforts. Identify, meetwith, and encourage these entities toinclude your participation in their effortsto prepare for emergencies and disasters.
The United Cerebral Palsy hasworked to develop an emergency pre-paredness checklist for providers of servic-es and supports for people with disabili-ties. The checklist was developed to helpproviders engage staff, individuals served,volunteers, and the community in prepar-ing for emergencies and disasters.
Provider and Individual EmergencyPreparedness
As a provider, you can take steps toensure your organization is ready for anemergency or disaster. It is not onlyimportant for providers to be prepared,but they also play a key role by assistingthe individuals they serve in preparing foran emergency or disaster. Specific exam-ples of ways providers can prepare them-selves and the individual they serve for anemergency include:
• Identify the primary services you thinkyou will continue to provide followingan emergency.
• Encourage staff to have a personal, family or home emergency plan toincrease the likelihood that staff andtheir families can cope with the disasterwithout outside help.
• Determine which staff should automat-
ically report to work in a disaster, andhave backups.
• Assign and train staff to ensure thathome emergency kit(s) are put together,are in designated place(s) and checkedand updated regularly.
• Identify temporary shelters (considerchurches, nearby community centers,schools, other residential services, etc.).Develop mutual aid agreements.
• Have an emergency transportationplan, including designating accessibleemergency vehicles for people, and others that can carry equipment andsupplies, as well as specific destinations(near, far, farther).
• Identify neighboring agencies or businesses you can join with to shareresources in an emergency in order tomaintain a level of operations for bothand ensure the on-going support ofpeople you serve.
• Have an emergency medication proto-col that will ensure a 7-14 day supplyof essential medications, maintaining
Emergency and Disaster Preparedness for Providers – A Valuable Checklist
For more information on Emergencyand Disaster Preparedness, pleasevisit the following web sites:
The American Red Crosshttp://www.redcross.org/services/disaster/beprepared/disability.html
Department of Transportationhttp://www.dotcr.ost.dot.gov/asp/emergencyprep.asp
Centers for Disease Control and Prevention http://www.bt.cdc.gov/
Los Angeles County Office ofEmergency Preparedness Guide for People with Disabilities http://www.cert-la.com/ESP/ESP-Disabilities-Guide-2006.pdf
extra supplies, current prescriptionsand/or emergency agreements withmedical providers.
• Have an emergency service animal protocol, ensuring service animals haveanimal emergency kits and currentidentification tags, with both theowner’s home number and the out-of-area contact number.
• Have all the backups you can, includ-ing relief staff, emergency on call staff,joint staffing agreements with otherproviders, your own volunteers, pre-agreements with volunteer serviceorganizations, etc.
Preparing for an emergency or disaster can make you feel more secure.However, the key to effective planning liesin communicating with other providersand learning from their experiences, suchas Hurricane Katrina. Many governmentagencies and national organizations offersuggestions on how to prepare for anemergency or disaster (see related box forlinks). In addition, see related article inthis LINKS on preparing for a pandemic.
The American Red Cross recom-mends maintaining a small kit of “Carry-Along Supplies” that each individual youserve can keep with them, containing:
• His/her health information card• Instructions on personal assistance
needs and how best to provide them • An emergency communication card
(For individuals with cognitive disabili-ties, it might say something like: “I cannot read. I communicate slowly.Please speak slowly to me. I can pointto or understand simple pictures andsome words.”)
• Reduced copies of important docu-ments such as Social Security card,Medicaid card, government ID, etc.
• Copies of prescriptions• Flashlight on a key ring• Emergency signaling device such as a
whistle, beeper, bell, screecher, flashinglight, etc.
• Small battery-operated radio and extrabatteries. ■
ANCOR—A national network of providers offering quality supports to people with disabilities.—www.ancor.org16 Links /June 2006
ANCOR—A national network of providers offering quality supports to people with disabilities.—www.ancor.org Links /June 2006 17
College of Direct Support Wins AAMR Media Award
Bill Tapp, national project director and founder of the College of Direct Support (CDS), received the prestigious 2006 Media Award from the AmericanAssociation on Mental Retardation (AAMR) during
its 130th annual meeting in Montreal, Quebec, Canada.The CDS is a national
web-based, interactive train-ing curriculum used to traindirect support professionalswho serve people with dis-abilities. It is a partnershipbetween MCStrategies/Elsevier and the Universityof Minnesota’s Institute on Community Integration.
During his nine years as director of developmentand director of the MyLifeFoundation for the SertomaCenter in Knoxville, TN,Tapp saw the necessity to
create a mechanism for training direct support professionals andthus was born in his mind and heart the College of DirectSupport.
“Without a trained, paid and celebrated workforce inAmerica, our community-based services for individuals withdevelopmental disabilities will continue to struggle,” Tapp saidduring the ceremony. “Our focus must be on supporting thosewho provide critical supports enabling individuals to live thelives they choose. The CDS provides a proven methodology tobuild the capacity of the system to provide choice in the lives of those served.”
The CDS and the College of Frontline Supervision andManagement have partnered with the ANCOR Foundation toprovide high quality on-line training programs for professionaldevelopment and career advancement of direct support profes-sionals at discounted prices for ANCOR members through thecreation of an ANCOR Buying Pool. Current and new membersof ANCOR are eligible for the ANCOR Buying Pool and itbenefits.
Tapp, a native of Knoxville, TN, is a trustee for theANCOR Foundation, a board member for Knoxville’s Habitatfor Humanity and Kids on the Block. ■
FYI LINKS is being distributed in both electronic and hard copy for-mats. If you prefer one over the other, please let us know. If youhave no preference, you'll receive it electronically.
Questions?Contact Marsha Patrick at [email protected] or 703/535-7850
ANCOR—A national network of providers offering quality supports to people with disabilities.—www.ancor.org18 Links /June 2006
The American Network of Community Options and Resources
in association with Catherine V. Hayes, MA of H&W Independent Solutions, Inc.
introduces …
Method of Payment
■■ Check
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Credit Card # Exp. date
Signature
Navigate regulations, guide employees, develop systems that work and, most
importantly, provide positive outcomes for people with disabilities.
Learn and implement the ACTIVE TREATMENT Loop:
• Assessing — getting to know the person• Individual Planning — with the person• Implementing — doing & supporting
towards independence • Program Documentation & Monitoring
— checking progress and retraining• Making Needed Changes• Assessing Again
A user-friendly manual that promotes better understanding and implementation
of active treatment by providers.Written by
Catherine V. Hayes, MA
Ms. Hayes was previously the U.S. Centers forMedicare & Medicaid Services’ ICF/MR team leaderand then branch chief for Survey and Certification’sContinuing Care Providers. Catherine has experi-ence as Director of Operations and trainer/surveyorfor The Accreditation Council (now the Council onQuality and Leadership), as a provider and as a qual-ity enhancement manager. She is now a nationallyrecognized consultant and trainer, specializing inhelping agencies serving people with developmentaldisabilities. H&W Independent Solutions, Inc. is anationally focused training and consultation firm,offering individually tailored services to agencies inthe disability community. H&W’s goal is simple: con-tributing to the improvement and enjoyment of life forthose who rely on others for assistance.
✓ Provides an introduction to thesurvey process and the regula-tory requirements.
✓ Helps your staff better under-stand the ICF/MR regulations.
✓ Provides design guidance for aninternal quality assurance sys-tem enabling the achievement ofpositive outcomes for the individ-uals you support.
✓ Helps determine what is neededand best for the individuals whodepend on you for supports.
✓ Provides real-life examples of different ways to meet the intentof ICF/MR regulations regardingactive treatment.
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A national network of providers offering quality supports to people with disabilities1101 King St, Suite 380, Alexandria, VA 22314-2944
Phone: (703) 535-7850 • fax: (703) 535-7860 • www.ancor.orgA National Network of Providers Offering Quality Supports to People with Disabilities
78365 Highway 111, #316La Quinta, California 92253760-347-5505
NEW Active Treatment Manual from ANCORPositive Outcomes: A Provider’s Guide to Active Treatment
ANCOR Member Price: $65 ** Non-member Price: $85
ANCOR—A national network of providers offering quality supports to people with disabilities.—www.ancor.org Links /June 2006 19
What is The National LeadershipConsortium on DevelopmentalDisabilities?
In response to significant concern about training and support for thenext generation of leaders in the developmental disabilities field, The
National Leadership Consortium onDevelopmental Disabilities has been estab-lished at the University of Delaware. TheConsortium will offer undergraduate- andgraduate-level campus based programs, distance learning opportunities, continuingeducation programs, and a resource-richwebsite. The goal of the Consortium is todevelop effective leaders for organizationsserving people with developmental disabili-ties. Graduates of the Consortium’s pro-grams will offer demonstrated leadershipability and a firm grasp of the values thatare critical for quality, individualized supports. The Consortium will serve bothcurrent executive-level leaders and thosewho will fill those roles in the future
While some generic non-profit management and leadership courses areavailable nationally, none exist that are specific to leaders in the complex andchanging field of developmental disabilitiesservices. The National Leadership Con-sortium on Developmental Disabilitieshas the potential to significantly affect thequality of supports to which people withdisabilities have access in the future.
The field is rich with effective and creative leaders, but all achieved their skillsthrough some combination of luck andopportunity – they fell into a great job,hooked up with a forward-thinking mentor,or figured things out by trial and error.The purpose of the Consortium is to con-duct on-going research into exactly what ittakes to create top-level leaders in the devel-opmental disabilities field and to make
The National Leadership Consortium on DevelopmentalDisabilities at The University of DelawareIn partnership with the ANCOR Foundation
those skills and opportunities available topeople across the country who havedemonstrated leadership potential.
The Components of The NationalLeadership Consortium onDevelopmental Disabilities:
The training and educational pro-grams offered by the National LeadershipConsortium on Developmental Disabil-ities focus on ways for agencies to identifyand develop emerging leaders, and theleadership theories that are relevant to thedisability field. The Consortium offerstraining and leadership support throughseven types of activities and programs:
• Graduate and undergraduate DisabilityLeadership programs at the University of Delaware;
• Distance learning opportunities;• Intensive, week-long training opportun-
ities offered on-campus 3-4 times a year for individuals identified by theiremploying organizations as emergingleaders (the first of these, the 2006Summer Leadership Institute, is co-sponsored by the ANCOR Founda-tion and The Council on Quality andLeadership);
• A 12-credit certificate program inDisability Leadership (credits applicableto a Masters Degree in DisabilityLeadership);
• Continuing Education programs;• A website tailored to the needs of emerg-
ing leaders in the disability field thatincludes relevant articles, links to qualityinformation, opportunities for focuseddiscussions, and listings of available leadership jobs nationally; and,
• Research focused on best practices andinnovations in disability leadership.
While the goal of all of the componentsof The National Leadership Consortiumon Developmental Disabilities is to devel-op top-quality leaders who will maintaintheir commitment to quality supports forpeople with developmental disabilities, vari-ous approaches will be offered to addressthe needs of leaders and emerging leaders at different stages of their careers. Somepeople who demonstrate leadership poten-tial through their work in this field havenot completed an undergraduate or gradu-ate degree and will want opportunities totake leadership-focused courses in degree-earning programs. Others will have lessinterest in course work for credit, but willbe drawn to the programs of the Consor-tium for their ability to connect them to anetwork of peers and mentors. For manypeople, work in this field is isolating and it is difficult to find a group of colleagueswith whom one can safely share experi-ences, questions, and concerns. A finalimportant contribution of the Consortiumis the establishment of a hub for top leadersin the field to connect with each other and with a highly respected university asConsortium faculty members.
Educational and training opportunitieswill focus on:
• Understanding the history of the devel-opmental disabilities field as a context for change;
• Assessing one’s own leadership style andchallenges;
• Managing for quality services, supportsand outcomes that meet the needs anddesires of people with disabilities andtheir families;
See Consortium, page 20
ANCOR—A national network of providers offering quality supports to people with disabilities.—www.ancor.org20 Links /June 2006
Consortiumcontinued from page 19
• Understanding the challenges of an individualized service system: fiscal andmanagerial implications;
• Human resources management – select-ing and supporting quality staff andassuring their commitment to positivevalues;
• Establishing a positive culture through all levels of the organization;
• Personal and career development;• Communication, technology manage-
ment, and marketing; and,• Board governance and leadership.
The Need for a National LeadershipConsortium
What would the impact be on the livesof people with disabilities if, in the future,there were a rich supply of highly-skilledleaders who were passionate about quality,had the management and financial skillsneeded to run solid not-for-profit businessesand government agencies, were capable ofassembling top-notch teams of caring staff,and had a solid commitment to progressivevalues that assured lives of meaning andimpact for the individuals receiving sup-port? What if we didn’t leave the shapingof the philosophies and understandings offuture leaders to chance, but rather wereable to provide support, training, and mentoring opportunities to help assureapproaches that would value and includepeople with disabilities and their families?A dream? Maybe – but The University of Delaware’s College of Human Services,Education and Public Policy and TheCenter for Disabilities Studies have taken a bold step toward assuring the quality offuture leaders that people with disabilitiesand their families deserve.
The field of services and supports forpeople with developmental disabilities isfacing a crisis on many fronts. As servicesand supports for people with developmentaldisabilities have grown, the field has notpurposively produced leaders for inclusive,person-centered, community-based servicesfor adults. We have left leadership develop-ment to chance and in many cases havefocused our training on producing faculty,not practitioners. Most of the training inthe field for practitioners is in special educa-tion, yet the vast majority of people withdevelopmental disabilities are adults. Therehas been no focused effort toward develop-
ing both the skills and values required to bean effective leader in organizations thatserve adults with developmental disabilitiesand their families.
Because the vast majority of communi-ty agencies were established in the seventiesor eighties, many are still led by the vision-ary individuals who founded the organiza-tion. Many leaders of disability organiza-tions are reaching retirement age and thereis not a “next generation” of leaders readyto move into these positions.
While there are numbers of trainingopportunities in general aspects of manage-ment and leadership, none are addressedspecifically to the unique needs of leadersand emerging leaders in the developmentaldisabilities field. Some skills required to bea good leader remain constant regardless ofone’s area of work. These include:
• understanding one’s own strengths anddevelopment needs relevant to leadership;
• developing the ability to build relation-ships with, influence, and motivate others;
• establishing and achieving mission-focused personal/professional and organizational goals;
• recognizing and capitalizing on opportu-nities;
• mastering the ability to lead by example;• developing strong team members by
challenging, including, and valuing them; • making strategically-driven decisions;• applying successful strategies for prob-
lem-solving and managing conflict; and,• adapting to philosophical, organizational,
and public policy shifts.
It is not enough, however, for leadersin developmental disabilities to know howto lead within the context of any field ofwork. Providing supports to adults withdisabilities requires leaders who also under-stand true measures of quality in the deliv-ery of supports. Quality supports are thosethat guarantee freedom from control andcoercion and that assure opportunities forvision, mastery, and fulfillment.
The Importance of Leadership andSuccession Planning
Effective leadership is critical to thequality of supports people with disabilitiesand their families receive. The largest studyof non-profit management to date1 deter-mined that one in five non-profit executivesfounded the organization he or she nowheads and 28% of them have been in theirpositions for ten years or more. Fully two-thirds of current executive directors sur-veyed anticipate remaining in their posi-tions for five years or fewer. In the rela-tively young community support field, thenumber of executive level leaders antici-pating retirement or transition in the nearfuture is likely even higher than this national average.
Currently, administrators do not haverelevant tools or resources for recognizingand building leadership potential in theiremployees. Many organizations simplypromote people who demonstrate someleadership ability to jobs at the next level.While promoting someone from a directcare position, to a mid-level manager’s posi-tion, and then to a top-level managementposition may communicate confidence inan employee’s abilities, moves up the careerladder do not necessarily bring with themnew skills, broader understandings, or the
ANCOR CalendarANCOR Calendar
2006
June 7 Audio conference: Micro-enterprise: A Step-By-Step Guide for Helping Start Businesses for People with Developmental Disabilities
June 19 Audio conference: Avoiding a Hostile Workplace: Strategies to Prevent Harassment Litigation
Sept. 10-12 2006 Governmental Activities SeminarHyatt RegencyCrystal City, VA(Next to Reagan National Airport)
The National Leadership Consortiumon Developmental Disabilities is aProject of The University of Delaware'sCollege of Human Services, Educationand Public Policy, through the Center ForDisabilities Studies, the Department ofIndividual and Family Studies, and theSchool of Urban Affairs and Public Policy.
ANCOR—A national network of providers offering quality supports to people with disabilities.—www.ancor.org Links /June 2006 21
ladder do not necessarily bring with themnew skills, broader understandings, or theflexibility or maturity needed to achieveleadership potential. These must be carefully cultivated.
Poorly planned and managed, a changein leadership can be damaging to an organi-zation and the people it supports. Well-planned, a transition to a skilled and creative leader who has a strong values-basecan breathe new life into an organizationthat has settled too far into complacency.Most of the agencies providing services topeople with disabilities across the countryhaven’t begun to identify the potential lead-ers of tomorrow from within their ranks –nor have they seriously considered how tosupport and develop members of theirteams to become effective leaders for thefuture.
Good Leadership = Good LivesWhen you ask people who are support-
ed by disability agencies what they wouldchange, not surprisingly, answers revolvearound wanting to have fulfilling connec-tions with friends and family; to be incharge of their own lives; to have romanticrelationships or marry; to live with peoplethey care about and who care about them;to live in a good and safe place; to havefamilies of their own; to have enoughmoney to do the things and have the thingsthat are important; and to choose to dowhat one wants, when and how he/shewants to do them. These are the things thatmake for a good life and these can only beachieved when organizations are run byleaders who understand that achieving thesekinds of goals for the people who are sup-ported are the true measures of success.Clearly the ability of an agency to supportpeople well is determined by the organiza-tional culture created by top leadership.
A Changing Understanding of EffectiveLeadership
A study by the Center of CreativeLeadership found that eight out of ten man-agers think that the definition of effectiveleadership has changed in the past fiveyears2. The study noted that “The chal-lenges leaders are facing create a demand forinterdependent, boundary-spanning work.”It is no longer enough for leaders to have astrong knowledge base in a narrow area ofcontent, quality leaders need to have theability to adapt to a changing environment.As an example, in 2002 the skills felt to be
people’s family members and friends, andto continue movement toward progressivelymore individualized, responsive supports.
Both the measures of quality leadersand the measures of quality supports areshifting dramatically. It is clear that anational center focused on equipping lead-ers in the developmental disability field isneeded and can have significant impact onthe quality of supports people with disabili-ties are afforded in the years to come. TheNational Leadership Consortium onDevelopmental Disabilities will offer aresource to assist organizations to identifyemerging leaders and to support them tohave meaningful, positive impact on thelives of people with developmental disabili-ties and their families.
1 Change Ahead, The 2004 NonprofitExecutive Leadership and Transitions Survey. The Annie E. Casey Foundation. 2 Complex challenges and the new leader-ship: The changing nature of leadership. In, Leading Effectively e-Newsletter. January, 2006. ■
most important for managers to have were‘leading employees’, ‘resourcefulness’, and‘straight forwardness and composure’.When the same list of skills was ranked in2006, only ‘leading employees’ remainedamong the top three needed skills. Addi-tional skills deemed critical for future lead-ers in 2006 were ‘building and mendingrelationships’ and ‘change management’.The new skills place greater emphasis onrelationship building and participatorymanagement rather than on decisivenessand the ability to make independent deci-sions – hallmarks of the skill set identifiedin the past. New leaders will need to beflexible, collaborative and creative.
It is clear that the approach to supportsfor people with disabilities is experiencingsignificant and continuing shifts as well.Quality providers understand the need tooffer flexible and individualized supports,to assist people to determine and achievetheir own goals, to support people to buildand maintain relationships, to encouragestaff to assume partnership roles with thepeople they support, to value and include
NAC Centralcontinued from page 13
in your next newsletter. Contact DarynDemeritt, [email protected], if youneed ideas or materials to help promote it.
H.R. 1264 UpdateFive new Members of Congress joined
H.R. 1264 as co-sponsors in May, includ-ing Jerry Moran (R-KS), Elijah Cummings(D-MD), Bart Stupak (D-MI), JeffFortenberry (R-NE), and Eliot Engel (D-NY). The NAC leadership extends itsgratitude and appreciation to everyonewho worked to secure these new co-spon-sors. Great work!
To find out if your U.S. Represen-tative is one of the 58 H.R. 1264 co-sponsors, visit the Action Center atwww.ANCOR.org. If they are not, pleasecontact them today!
Legislative Calendar – Plan AheadJune and July are going to be critical
months for the NAC’s H.R. 1264 lobby-ing efforts. Congress is in recess the wholemonth of August and little will get done inthe fall as lawmakers divert their attentionto the November elections, so now is yourtime to act.
July 3 – July 7 is the next Congressionalrecess
If you have not met with your U.S.Representative on H.R. 1264, please usethis opportunity to do so. Call or writetheir office today for an appointment.Contact Suellen Galbraith,[email protected], or Daryn Demeritt,[email protected], if you have anyquestions or need support with thisprocess. ■
ANCOR—A national network of providers offering quality supports to people with disabilities.—www.ancor.org22 Links /June 2006
ANCOR Member Highlight
Member Highlight is designed to recognize and show-case ANCOR member agency achievements andsignificant community and other initiatives of note.Our goal is to feature an ANCOR member in each
issue of LINKS, so please forward your highlight story toMarsha Patrick at [email protected].
Our June Highlight features two ANCOR members workingtogether and combining forces. The first is SOREO located inTucson, Arizona under the leadership of CEO Wendy Sokol,and Tucson Residence Foundation, under the guidance ofExecutive Director Russ Schlichting.
ANCOR Providers PioneeringTraining Technology
Tucson-based SOREO, In Home Support Services, LLC, andTucson Residence Foundation, TRF, are working collaborativelyand sharing resources to be the first Arizona agencies to use arevolutionary training system that will allow their direct supportworkforce to receive leading edge on-line web based trainingthat exceeds the criteria set by the State of Arizona and betterserves their clients.
SOREO and TRF will be training their employees throughthe nationally recognized and validated training curricula at theCollege of Direct Support. Wendy Sokol, chief executive officerof SOREO stated, “We are committed to providing quality,consistent and innovative training that will improve the qualityof service for the people with disabilities who we support”.SOREO and TRF employees will be able to access the on-lineweb based training at home, in local libraries or at the trainingfacilities at SOREO. In addition, the online training software isavailable for free to the people with disabilities and their familymembers who currently receive their support services throughSOREO and TRF.
Arizona DES Division of Developmental Disabilities believesthat “this is the stepping stone for enhancing one of our mostvaluable human resources, the Direct Support Worker and willcontribute substantially to building a recognized highly compe-tent stable and professional workforce” said Ric Zaharia, assis-tant director. He also added “We endorse the use of the Collegeof Direct Support and will be working with providers to estab-lish a state certification process that will support the portabilityof the CDS training across agencies”.
SOREO and TRF’s direct support workers are excited by thisopportunity. Maria Garcia, a SOREO DSP said “I am learningso much and the certification makes me feel more professional”.Garcia hopes that eventually she may be able to receive local college credits for her training. Currently college credit is avail-able through the University of Minnesota.
Russ Schlichting, executive director of TRF said that “hebelieves that the training through the College of Direct Supportwill substantially increase the abilities to provide quality sup-ports for anyone who takes it.” ■
ANCOR—A national network of providers offering quality supports to people with disabilities.—www.ancor.org Links /June 2006 23
HHS/ASPE Reportcontinued from page 1
quality direct support workers underminesconsumer choice, impedes the ADA inte-gration mandate, and is a barrier to theunnecessary institutionalization of individ-uals with disabilities. Providers of com-munity supports and their direct supportworkers provide a national service to indi-viduals with disabilities, the elderly, andtheir families. Without immediate recogni-tion of this national service and steps takento alleviate this problem, America is ill-prepared to meet one of the greatestchallenges in the 21st Century.
ANCOR recommended among manysolutions in its 2001 written commentsthat:
• HHS should provide up-to-date infor-mation to Congress on issues related tothe long-term care/supports challenge.
• The Administration and Congress mustestablish this workforce shortage as a topnational policy priority.
• HHS/CMS must review systems changegrants in light of workforce issues,encourage activities designed to addressthe workforce issue, and distribute infor-mation on the promising practices ofstates to address the shrinking work-force.
• The Administration should propose and the Congress should enact legisla-
tion to provide enhanced MedicaidFMAP match to states to increase thewages/benefits of direct support profes-sionals that, at minimum, establishesparity with state-operated services.
Over the intervening five years,ANCOR has continued efforts to focus onthe workforce crisis and to raise nationaland state awareness of the recruitment andretention of DSPs providing long-term
supports to people with disabilities. Now,this report provides Federal testimony to theissues that ANCOR has been raising.
Key Findings in the ReportThe report identifies five factors—
ones familiar to LINKS readers—that arepropelling the increasing demand forDSPs: (1) the growing U.S. population;(2) the increasing life expectancy of peo-ple; (3) increased prevalence; (4) the agingof family caregivers; and (5) the nationalcommitment to, and steady expansion, of community and in-home services andsupports.
The report includes chapters on thechanging patterns of LTSS, current andprojected supply and demand for DSPs,factors associated with the recruitment andretention of DSPs, implications of failingto meet current and projected futuredemand, and initiatives and innovationsunderway to respond to the current andprojected demand for qualified DSPs.
The report provides the following estimates:
• In June 2003 there were an estimated874,000 full-time equivalent (FTE)DSPs assisting individuals with ID/DDin group residential settings, familyhomes, their own homes, communityjobs, vocational and day training settings, and other service settings.
• By 2020, the number of DSPs need tomeet long term services and support(LTSS) demand will grow to approxi-mately 1.2 million FTEs providing anestimated 1.4 million individuals withID/DD with needed residential, voca-tional and other supports.
• Between 2003 and 2020, the number of individuals with ID/DD in need ofresidential, in-home and day supports(excluding special education), is expect-ed to rise from an estimated 1,015,000to 1,400,000—an increase of about38%.
• Between 2003 and 2020 the number ofDSPs needed to provide for the growthof LTSS will increase by about 323,000jobs, or roughly 37%.
• This increase in demand will be occur-ring at a time when the labor supply ofadults age 18-39 years, who traditionallyhave filled these jobs is expected toincrease only by 7%.
• In 2003, there were 4.3 million individ-uals with ID/DD (about 1.5% of theU.S. population).
See HHS/ASPE Report, page 24
“One of the challenges facing the U.S. in the21st century will be to ensure that individualsof all ages receive, throughout their lives, thehealth and social support services they needto live with dignity as fully included membersof our society. For the estimated 4.3 millionAmericans of all ages with intellectual dis-abilities and/or developmental disabilities(ID/DD) living in residential settings, theirown homes or with members of their fami-lies, ensuring access to and quality of directsupport professionals (DSPs) is key to realizing national goals established in theAmericans with Disabilities Act, theDevelopmental Disabilities Assistance andBill of Rights Act, and other statements ofnational purpose with regard to the full citi-zenship and inclusion of individuals withID/DD. ”
Executive Summary, Report to Congress
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ANCOR—A national network of providers offering quality supports to people with disabilities.—www.ancor.org24 Links /June 2006
HHS/ASPE Reportcontinued from page 23
• Approximately 475,000 of these individ-uals were in residential support arrange-ments outside of homes shared with natural or adoptive families withID/DD (about 1.5% of the U.S).
• In contrast to those receiving paid supports outside of familyhomes, 3,849,000 individu-als were living with parentsor other relatives, or in theirown homes without servic-es—97.4% of all childrenwith ID/DD and 78.4% of all adults with ID/DD.
• Of the 1,043,000 adultswith ID/DD who continueto reside with family mem-bers as adults, about half areunable to be left unsuper-vised for 2 or more hours at a time.
• An additional 600,000 DSPswould be required for indi-viduals at home who cannotbe left unsupervised formore than 2 hours if theywere not living with family members.
• If the large number of children identi-fied were to use LTSS at the same ratesas currently identified adults (21%),there would be an additional 517,000persons added to the LTSS systems.
• Each year of increased average lifespantranslates roughly to a 2.4% increase indemand for DSPs because of the associ-ated increase in service years they willrequire (i.e., if the current average
number of service years of persons withID/DD is increased from 42 to 43, thecorresponding increase in DSP demandwill be 2.4%).
• Table 2 above projects an increase of323,037 FTE (37%)direct support pro-fessionals positions between 2003 and2020. During the same period, individ-uals between the ages of 20-39 are
expected togrow by only7.2%, whilethe number ofneeded DSPsis anticipatedto grow by37%.
However,the demand forDSPs will like-ly accelerateafter 2020, asthe baby boomgenerationapproaches anage where theircaregivers arevery elderly,and as benefici-aries of medical
advances move into and through adult-hood when LTSS demand steadily growsThis increase DSP demand is likely to besubstantially exacerbated by a substantialgrowth in DSP demand to meet the LTSSneeds of the baby boom generation itself. • The projected increase of 37% in DSP
demand through 2020 increases to aprojected 1,832,612 DSPs in 2040—anincrease of about 110% more than in2003.
• On average about 19,000 additionalFTE DSPs will be needed each year tomeet growing demand.
• Given the current national average annu-al DSP turnover rate of approximately50%, the estimated additional 19,000DSPs needed each year to accommodategrowth in demand will make up only 4%of the total required DSP recruitment.
• At current rates of turnover, 96% of allDSPs hired between 2003 and 2020 will be hired to replace DSPs who leaveexisting positions (and the people withID/DD they were supportimg).
Due to changing expectations in ournation’s long-term services’ systems, theeffects of system decentralization, and theeffects of legal challenges, there has been a concomitant change in the roles andresponsibilities of DSPs. Increased respon-sibility, autonomy and required skills ofDSPs are hallmarks of the changing natureof this important work. The report correct-ly notes that a major challenge in assuringan adequate supply of DSPs will involvesimultaneous attention to assuring that thesupply of DSPs is not only sufficient innumber, but also sufficient in skill andexperience to meet the complex supportneeds of persons with ID/DD. ■
For more information: To downloada copy of the 2006 Report to Congress, go online toANCOR’s website at http:// www.ancor.org/issues/shortage/hhs_aspe_dsp_supply.pdf. For additionalreports and information on this issue, go online toANCOR’s Workforce Shortage web site at http://www.ancor.org/issues/shortage/ index.html. Or contact, Suellen Galbraith at [email protected].
RESOURCE LINK
These projections indicate that meetingthe future demand for DSPs will beextremely difficult to achieve throughenhanced recruitment alone. It will becritically important to improve also theretention of existing DSPs along withefforts to attract new ones. Since manyindustries will be competing for the sup-ply of direct care workers, including themuch more rapidly growing LTSS sys-tems for aging persons with disabilities,compensation, working conditions,career opportunities and job design willplay a key role in retaining current DSPsand in attracting new workers to assurethe supply of DSPs needed to provideLTSS.
TABLE 2. Current (2003) and Projected (2020) Demand for DSPs for Persons with ID/DD
1. There are 4.2 FTE shifts per week (168 hours/40), so a staffing ratio of 1:1 means that on average there are 4.2 persons withID/DD supported by one DSP at any one time.
2. As in Table 1, for the purposes of projecting DSP “demand” in 2020, it is assumed that persons with ID/DD in nursing facilitiesand waiting for services in 2003 will be receiving LTSS in private/community settings for persons with ID/DD in 2003.
ANCOR—A national network of providers offering quality supports to people with disabilities.—www.ancor.org Links /June 2006 25
Pan Flu continued from page 7
updated and revised. In addition to pro-viding planning considerations on the partof individuals that stress simple infection-control measures—including hand washingand remaining at home when ill—the planestablishes guidance for state and local gov-ernments and the private sector on how toprepare in the face of a pandemic influenza.
Role of States and LocalitiesAccording to the Plan, our communi-
ties are on the front lines of a pandemicand will face many challenges in maintain-ing continuity of society in the face ofwidespread illness and increased demandon most essential government services.State and local responsibilities include thefollowing:
• Ensuring that all reasonable measures aretaken to limit the spread of an outbreakwithin and beyond the community’s borders.
• Establishing comprehensive and crediblepreparedness and response plans that areexercised on a regular basis.
• Integrating non-health entities in theplanning for a pandemic, including lawenforcement, utilities, city services andpolitical leadership.
• Establishing state and community-basedstockpiles and distribution systems tosupport a comprehensive pandemicresponse.
• Identifying key spokespersons for thecommunity, ensuring that they are edu-cated in risk communication, and havecoordinated crisis communications plans.
• Providing public education campaigns on pandemic influenza and public andprivate interventions.
Role of the Private Sector and CriticalInfrastructure Entities
The private sector represents an essen-tial pillar of our society because of theessential goods and services that it provides.Moreover, it touches the majority of ourpopulation on a daily basis, through anemployer-employee or vendor-customerrelationship. For these reasons, the Planstates that it is essential that the U.S. private sector be engaged in all prepared-
ness and response activities for a pandemic.
Critical infrastructure entities alsomust be engaged in planning for a pan-demic because of our society’s dependenceupon their services. Both the private sectorand critical infrastructure entities representessential underpinnings for the functioningof American society. Responsibilities of theU.S. private sector and critical infrastruc-ture entities include the following:
• Establishing an ethic of infection controlin the workplace that is reinforced dur-ing the annual influenza season, toinclude, if possible, options for workingoffsite while ill, systems to reduce infec-tion transmission, and worker education.
• Establishing contingency systems tomaintain delivery of essential goods andservices during times of significant andsustained worker absenteeism.
• Where possible, establishing mechanismsto allow workers to provide services fromhome if public health officials adviseagainst non-essential travel outside thehome.
See Pan Flu, page 26
ANCOR—A national network of providers offering quality supports to people with disabilities.—www.ancor.org26 Links /June 2006
Pan Flu continued from page 25
• Establishing partnerships with othermembers of the sector to provide mutualsupport and maintenance of essentialservices during a pandemic.
HHS Checklist for Long-Term Care HHS Secretary Mike Leavitt
announced the release on May 17th of theLong-Term Care and Other ResidentialFacilities Pandemic Influenza Checklist. Thenew checklist can also be helpful in othertypes of emergencies.
HHS suggests that organizations takethe following preparedness steps:
• Have a structure for planning and deci-sion-making, with a multidisciplinarygroup created to specifically pandemicinfluenza preparedness planning.
• Develop a written pandemic influenzaplan that identifies the person or personsauthorized to implement the plan andthe organizational structure to be used.
• Develop a facility communication planthat includes key points of contact suchas local and state health department
TheArcLink.org
Now you can choose for yourself.
Information and resources for individuals with developmental disabilities and their families.
checklist for community organizations.ANCOR reminds LINKS readers that HHShas also a pandemic influenza online resource.Readers will be kept apprised of develop-ments on this important subject.
Providers are urged to take this issuevery seriously, heed Federal and state guidance, and work with your local andstate officials on emergency preparedness.ANCOR will provide a session on PandemicFlu and Other Emergency Preparedness at itsGovernment Activities Seminar, September10-12, 2006. For more information, checkout the following web resources: HHSPandemic site at http://www.pandemicflu.gov/; National Strategy for PandemicInfluenza at http://www.whitehouse.gov/homeland/pandemic-influenza.html; HHSChecklist for Long-Term Care Facilities athttp:// www.hhs.gov/news/press/2006pres/20060517.html; HHS Checklist for Faith-Based and Community Agencies at http://www.pandemicflu.gov/plan/faithcomchecklist.html; and the World HealthOrganization at http://www.who.int/en/.Contacts at ANCOR are Suellen Galbraithand Jessica Sadowsky. ■
officials, and a person responsible forcommunicating with staff, residents andfamilies.
• Have a plan to provide education andtraining to ensure that all personnel, resi-dents and family members of residentsunderstand basic prevention and controlmeasures for pandemic influenza.
• Have an infection control plan in placefor managing residents and visitors withpandemic influenza.
• Have a plan to get and use vaccines andantiviral drugs.
• Address issues related to suddenincreased needs, such as prioritizing services, staffing and supply shortages,and alternative care for residents whoneed acute care when hospital beds areunavailable.
In addition Secretary Leavitt has metwith officials from all 50 states and hasbeen holding summits with the goal ofenhancing state and local preparedness.
ANCOR provided members late lastyear information on the pan flu epidemicand earlier this year with the HHS January
ANCOR—A national network of providers offering quality supports to people with disabilities.—www.ancor.org Links /June 2006 27
ANCOR Services Corporation has established a Marketing Agreement withPhiladelphia Insurance Companies.
ANCOR Mission: To empower providers and people with disabilitiesto celebrate diversity and effect change thatensures full participation.
ANCOR Vision: To be the premier provider association creatinga world that values the full participation of allstakeholders.
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A National Network of Providers Offering Quality Supports to People with Disabilities
1101 King Street, Suite 380Alexandria, VA 22314-2944703-535-7850www.ancor.org
