RES-2002-096 Approval of OPC Area Program Local Business Plan

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I.2 LBP planning process meets state plan requirements I.2.a There is a strength/weakness analysis including methodology for building on strengths and addressing and/or ameliorating weaknesses. To accurately evaluate the relative strengths and weaknesses of the existing Area Program, management initiated an extensive evaluation. The first step in this analysis was to ensure that all stakeholders were given the opportunity to provide input into what they liked about OPC Area Program and where the system could be improved. Consumers, their families, local advocacy groups, staff, private service providers, public officials, local citizens, public agencies such as Department(s) of Social Services, public school systems, and Department(s) of Juvenile Justice, and hospitals have all been included in this process and their input make up findings of this evaluation. An independent consultant created a written survey and condu i terviews. Staff stratified active OPC clients by age and disabiliry group. e cons ant prepared survey instruments specific to each age and disability grou p x' ely 960 clients received the survey instruments. The consultant also condu ted son 1 i terviews with clients to allow for a more in depth exploration of r ev nt i su s. opi s f the surveys and the consultant's full report are attached ~ In addition to the work of thi c ult nt a e e t gather d~tata from other sources. Staff conducted nu rous 'n e ze s an e r se tations of the state plan to a variety o f groups. Wri tte s eys ere se to sta f f, co nity organizations and other stakeholders. Surv y in in ar att ed cal Consumer and Family Advisory Committee has m r gu ar si c Fe ry of 2002 and has provided extremely valuable feedback n h s e g s weaknesses of the existing Area Program. Each participating coun d i forums and County Commissioners are holding public hearings on this pr pose business plan. Findings identify strengths that we plan to integrate into the new system as well as weaknesses that will require significant program modifications. For example, stakeholders generally identified case management as a program strength, but described problems related to service access, including crisis services. Our response is to create a system that will dramatically simplify program access, facilitate crisis response and build upon our strong case management services. This seamless system will not only help people to easily access services, it will also provide the crucial ongoing support required to prevent hospitalization. System details can be found in the Strategic Plan as well as Chapter IV (Service Management) and Chapter V(Access to Care). Stakeholders also identified several services they would like to see more of in the community. Respite Services, ACT Teams, and Supported Living programs were all identified as areas requiring resource development. Through the use of outcome driven utilization management and performance based contracting, we intend to create a provider network system that will encourage and reward the development of high quality services. Again, details can be found in the Strategic Plan as well as Chapters III (Qualified Provider Network Development) and Chapter IV (Service Management).