Agenda - 12-10-2002-5b - Laserfiche WebLink

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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 i stratified active OPC clients by age and disability group. instruments specific to each age and disability grou p the survey instruments. The consultant also condu ted allow for a more in depth exploration of r ev nt i su s~~ consultant's full report are attached In addition to the work Staff conducted nu r of groups. Writte su stakeholders. Surv y i Committee has m r g valuable feedback n t] participating coun hearings on this pr pos lu~te~t i terviews. Staff cons ant prepared survey {' ely 960 clients received i 1 i terviews with clients to i s f the surveys and the ~diata from other sources. of the state plan to a variety ~nity organizations and other al Consumer and Family Advisory c Fe ry of 2002 and has provided extremely is weaknesses of the existing Area Program. Each forums and County Commissioners are holding public ss 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). 3