AAA Area Plan 2011-2013 by PRPC

TEXAS DEPARTMENT OF AGING AND DISABILITY SERVICES Area Plan for 2011-2013 Grantee Information _________________________________________________________________________ _________

Grantee Information Area Agency on Aging Area Agency on Aging of the Panhandle Grantee Panhandle Regional Planning Commission Street Address 415 SW 8th Mailing Address P O Box 9257 City Amarillo

State TX

Zip Code 79105

Contact Information Grantee Executive Director Gary Pitner Phone Number 806 373-3381 Area Agency on Aging Director Melissa Carter Phone Number 806 331-2227 Grantee Fiscal Director Cindy Boone Phone Number 806 272-3381

TEXAS DEPARTMENT OF AGING AND DISABILITY SERVICES Area Plan for 2011-2013 Certification _________________________________________________________________________ _________

 I certify that the Area Plan is hereby submitted for the period covering October 1, 2010 through September 30, 2013 (fiscal year 2011 through fiscal year 2013). The named grantee will assume full authority to develop and administer the Area Plan in accordance with all requirements of the Older Americans Act and related State policy. In accepting this authority the named area agency on aging assumes the major responsibility for the development and administration of the Area Plan and serves as an advocate and focal point for older people in the planning and service area.  I certify that the electronic signature(s) below is of the individual(s) authorized to sign for purchase vouchers, budget amendments, expenditure reports and requests for payment; any changes to this information will be provided by the grantee by replacement of this form. Signature Cindy Boone Signature Melissa Carter

Title Finance Director, PRPC Title Director, Area Agency on Aging

 I hereby certify the governing body of the Grantee Agency has reviewed and approved the Area Plan.  I certify that the grantee and area agency on aging will comply with the standard assurances contained in the Older Americans Act, as amended.

 I certify that the grantee and area agency on aging will comply with appropriate Texas Department of Aging & Disability Services, Access & Assistance – Area Agency on Aging’s outcomes for services contained in the Texas Administrative Code and that evidence of such compliance will be available to DADS AI-AAA staff at any time requested for such purposes as, but not limited to, Performance Measure Testing, desk and/or on-site reviews, support for Area Plan Assurance Tracking Report and Area Plan amendments.

Grantee Electronic Signature for Submission of this Area Plan Instructions: Include signatures as appropriate. Entry for additional signatures can be included on the next page. 1.

Authorized Grantee Official

Gary Pitner

Title of Authorized Grantee Official Date

Executive Director, PRPC

07/31/2010

2. Authorized Grantee Official Cindy Boone Title of Authorized Grantee Official Finance Director, PRPC Date

07/31/10

3. Authorized Grantee Official Melissa Carter Title of Authorized Grantee Official Director, AAA Date

07/31/10

4. Authorized Grantee Official Title of Authorized Grantee Official Date

Grantee Electronic Signature for Submission of this Area Plan - continued 5. Authorized Grantee Official Title of Authorized Grantee Official Date 6. Authorized Grantee Official Title of Authorized Grantee Official Date

7. Authorized Grantee Official Title of Authorized Grantee Official Date

Approval of Department of Aging and Disability Services DADS A&I/AAA Section Manager Date

TEXAS DEPARTMENT OF AGING AND DISABILITY SERVICES Area Plan for 2011-2013 Community Assessment and Assessment of Needs of Older Individuals and Their Caregivers _________________________________________________________________________ _________

Section A. Community Assessment Current Demographic and Economic Conditions

Instructions: Describe the region's population and economic conditions that impact the AAA and its service population. Include â&#x20AC;˘

current demographic information on the older population, such as age breakdown, ethnicity, income and other relevant information to describe those to be served in the target populations identified in the Older Americans Act (low-income older persons, minority older persons, low-income minority older persons, and older persons residing in rural areas)

• • • •

to the extent possible, identify the number of older individuals with limited English proficiency, older persons with disabilities, those with Alzheimer's disease or related disorders, and those at risk of institutional placement key economic variables and how the AAA, older individuals, their caregivers and family members are affected by current social and economic conditions other relevant analysis of the characteristics of the planning and service area, such as cultural diversity, urban/rural environments, and availability of resources from local governments and private entities data sources for your analysis

Optional: Click to attach tables of population data and/or population projections and any other information used in the analysis for this Area Plan. You will be able to attach most file formats, however InfoPath blocks certain files for security reasons. These include .exe, .bat, .com, .cmd, .url, .pst, .pif, and others.

Copy of 85+PopProjectionsByAA_052810.xls Microsoft Office Excel 97-2003 Worksheet 35.5 KB Panhandle specific Population 60 Data for FY 2011 Proj-County Table - Aug 2010.xls Microsoft Office Excel 97-2003 Worksheet 32.5 KB Panhandle specific Population 60 + Demographics 2012-2020_REVISED_021010.xls Microsoft Office Excel 97-2003 Worksheet 238 KB

Current Demographic and Economic Conditions

The Area Agency on Aging of the Panhandle serves persons 60 years of age and over residing in the 26 counties in the northernmost section of Texas known as the Texas Panhandle. The 26 county region encompasses 25,887 square miles. The counties include: Armstrong, Briscoe, Carson, Castro, Childress, Collingsworth, Dallam, Deaf Smith, Donley, Gray, Hall, Hansford, Hartley, Hemphill, Hutchinson, Lipscomb, Moore, Ochiltree, Oldham, Parmer, Potter,

Randall, Roberts, Sherman, Swisher and Wheeler. The region is primarily rural or small town with the only urban area being the city of Amarillo located within Potter and Randall counties. The total population of the Texas Panhandle in 2010 is 431,344 people with 80,267 or about 18% of the population 60 years of age or older. Of those persons 60 and older, 40,809 or 51% reside in the city limits of Amarillo which is comprised of both Potter and Randall counties and 39,458 or 49% live in the rural areas of the Panhandle region. In addition, 35,317 (44%) are male and 44,950 (56%) are female. The region has 7,679 persons that are 85 years of age and older with 3,692 (48%) residing in Amarillo and 3,987 (52%) in the rural areas. The counties with the greatest concentration of residents 60+ are Randall, Potter, Gray, Hutchinson, Deaf Smith, Moore and Parmer in descending order. According to the Texas State Data Center the number of older disabled individuals is 5,703 or 7% of the age 65 or older population. Also reported is the number of institutionalized older individuals totaling 3,330 so it can be assumed that the remaining disabled individuals are at risk of institutional placement. The only statistics found regarding individuals with Alzheimer's or other dementia are from the Alzheimer's Association, unfortunately these numbers are not broken down any further than State levels. Texas leads the nation in the number of persons with this disease with 340,000 and according to their research, Alzheimer's disease is the fifth leading cause of death for individuals age 65 and older. The racial composition of the Panhandle for persons 60 years of age and older in 2010 is 65,976(82%) white, 2,204 (3%) black, 10,153 (13%) Hispanic, and 1,934 (2%) all other. From the age 60 and over population of 80,267; 14,291 are minorities. A total of 6,798 (48%) reside in the city of Amarillo with the remaining 7,493 (52%) living in the rural areas of the region. The counties with the highest number of minority older individuals in order of most to least are

Potter, Randall, Deaf Smith, Moore, Castro and Parmer. These counties make up 73% of the minority elderly population in the region. According to the Texas State Data Center, the number of limited English speaking proficiency people over age 65 in the Texas Panhandle is 1,404. This number includes those that responded not well or not at all when asked if they speak English. This number is very low (1%) compared to the total number of age 65 and over population. Even though this number is low, the AAA maintains a contract with Language Line to ensure complete access to AAA services. The number of older individuals living in poverty is 8,432 or 11% of the 60+ population residing in the Panhandle region. Dallam County has the highest percentage of older individuals living in poverty followed by Wheeler, Collingsworth, Hall, Donley, Deaf Smith and Hansford counties. A growing concern is the number of grandparents living in the household with one or more of their grandchildren under the age of 18 and the number of grandparents responsible for the care of their grandchildren. With this being a new census question there is not a lot of population data on this subject, but according to the 2000 Census, in the Texas Panhandle region 8,506 grandparents are living in the household with one or more of their grandchildren. Of these, 4,972 or 58.5% of them are responsible for the grandchildren. In Amarillo 2,015 grandparents are responsible for raising their grandchildren. That means that the other 2,957, or almost 60%, are living in rural areas of the Panhandle. Now that 10 years has passed since the last census we are certain these numbers have increased, especially due to the downturned economy which resulted in more adult children and their families moving back in with their parents. The adult children are still working thus increasing the number of grandparents being

the primary caregiver for the grandchildren. This increase should be confirmed with the release of the 2010 census results. According to an Amarillo National Bank's economic report, the Panhandle's economy is in a recession. In 2009 it deepened due to job losses, lower commodity prices, and reduced consumer confidence. Construction held up as several large commercial projects started and low mortgage rates propped up housing. Inflation vanished, and savings increased. All this is projected to result in a fairly flat year at these lower levels for 2010, which has been the case so far. Retail sales are projected to stay slow and construction will drop off as commercial growth slows and mortgage rates rise throughout 2010. Another major factor affecting economic stability for our target population is the steep declines in their retirement/investment accounts. The AAA has seen a rise in the number of individuals reaching out for temporary assistance, mainly for basic needs such as food, prescription and utility/rent assistance. The Panhandle is fortunate enough to have a thriving Food Bank along with many charitable organizations and churches which are able to help meet these basic needs. The AAA also coordinates with the Senior Ambassadors Coalition Hunger relief program and the APS Silver Star room, which has non-food items we can give to our clients. The AAA works in coordination with these programs to best serve our target population. A unique concern for the Panhandle region is for the older individuals living in rural areas. Many of these areas are having a difficult time retaining younger residents. There are more opportunities for them in bigger, more urban areas, so the majority of them are moving away from the places where they grew up. The result is an aging community with available services and community supports declining. Many people living throughout the Panhandle travel to Amarillo for their medical care. As a person grows older and becomes frailer, driving

into Amarillo becomes less feasible both physically and financially and results in an access barrier. It also forces residents to consider leaving their homes and moving to Amarillo. The size of the region is also difficult for many to comprehend. For example, traveling to Amarillo from Booker and back (northeast section of region) is 266 miles, Texline (northwest) is 242 miles, Childress (southeast) is 235 miles, and Farwell (southwest) is 193 miles.

Anticipated Economic Trends and the Impact of Change

Instructions: Identify short and long term trends and their impact on the service population and their caregivers and family members, community service agencies, local governments. Include an assessment of the region's readiness for any anticipated change in the number of older individuals during the ten-year period following the fiscal years for which the plan is submitted, that is, 2014 through 2023. This assessment will include: • •

• •

the projected change in the number of older individuals in the planning and service area; an analysis of how such change may affect such individuals, including individual with low incomes, individuals with greatest economic need, minority older individuals, older individuals residing in rural areas, and older individuals with limited English proficiency; an analysis of how the programs, policies, and services provided by the AAA can be improved, and how resource levels can be adjusted to meet the needs of the changing population of older individuals in the region; and an analysis of how the change in the number of individuals age 85 and older in the region is expected to affect the need for supportive services.

Anticipated Economic Trends and the Impact of Change

The short term trends, 2011 thru 2013 are running at about the same percentages across all the statistics. The increase in the overall population and the 60 and over population is projected to rise at the average rate of 2% each year. The percentage of those living in rural versus urban areas will stay the same over the next 3 years at 51% for urban and 49% for rural. There will be no change in the order of counties with the greatest concentration of residents 60+ from 2011. Gender changes over the 3 year period will only change 1%, with the increase going to the number of males and the decrease is applied to the number of females. For the 85+ population, there will be an additional 476 individuals which is a 6% increase over the next three years. The 2013 projected population of age 60 and over is 84,045 for the Texas Panhandle with 16,089 or 19% being minorities. Racial composition changes from 2011 to 2013 show whites declining by 2 points to 81% and Hispanic increasing 2 points to 14%, while blacks and all others stay the same. Even with the small increase in the number of Hispanics the number of

limited English proficient individuals is not expected to increase. The counties where the highest concentration of minority elderly in order of most to least are Potter, Randall, Deaf Smith, Moore, Castro and Parmer counties. These make up 73% of the minority elderly population in the region. The number of older individuals living in poverty by 2013 is predicted to be 8,789 or 10% of the age 60 and over population residing in the Panhandle region, which is a slight decline from 2010. The counties with the highest percentage of poverty level elderly will be the same as in 2010. Long range trends show the Texas Panhandleâ&#x20AC;&#x2122;s population growing to 525,618 by 2023 with an anticipated 20% increase in residents age 60 and over by 2023 from 76,922 to 96,805. An analysis of the statistics shows that there will be a 3% increase on those living in the city limits of Amarillo, which includes Potter and Randall counties while a 3% decrease shows for the rural areas. From 2010 to 2020 the male population will increase 1 point to 46% while the females will decrease 1 point to 54%. In regards to the 85+ population projections for 2020, there will be 8,555, an increase of 991 from 2010 levels. The geographical distribution of the 85+ will be the same as 2010 levels, 49% urban and 51% rural. The only shift in counties with the highest concentration of age 60 or over persons will be in Hutchinson county trading with Gray county from the 2010 projections. Racial composition shows the biggest changes with the number of whites declining 8 points to 75%, blacks staying the same at 3%, Hispanics increasing 7 points to 19% and all others increasing 1point to 3%. From the 96,805 total population of people age 60 and over, 23,888 are minorities. Research shows that there will be 12,131 (a 4% increase) of minorities living in the city of Amarillo with the remaining 11,757 residing in the rural areas in the region.

Counties with the highest percentages of minority older individuals in order of most to least are: Deaf Smith, Castro, Parmer, Moore, Swisher, Hall and Potter. These counties make up 64% of the minority elderly population in the region. The projected number of older individuals living in poverty is 10,217 or 11% of the age 60 and over population residing in the Panhandle region. Dallam county has the highest percentage of elderly living in poverty followed by Wheeler, Collingsworth, Hall, Donley, Deaf Smith and Hansford counties. This number seems to holding steady in the 10% to 11% range over the next 13 years. These demographic changes will affect the rural elderly the most as they are the ones remaining in their homes and are quickly losing familial and community supports from the small towns they live in. These are the individuals with the greatest economic and social need due to their lower incomes and lack of transportation. The region is fortunate in the fact that the projected demographic changes will have slow but steady increases, especially for those 85 years of age or older, this allows for natural business growth to happen which will assist in accommodating their increased needs. The Area Agency on Aging of the Panhandle will continue to work closely with DADS-RLS, Texas Panhandle MHMR, CRCGA, 2-1-1 Texas, Texas Tech Alzheimer's Academy, Alzheimer's Association and other service agencies across the region to meet the needs of the changing populations, especially the rural elderly and find ways to take the services to the clients instead of them having to come to us. As budget deficits increase at the Federal level and cut backs are projected with the Texas State budget, the AAA will work to maintain current levels of service in the years to come while funding is projected to stay level, at best, or decline. This will be the AAA's biggest challenge as the need for services is projected to increase at the same time. The AAA

will continue to investigate new service delivery methods and coordinate with other service organizations to assist in meeting the increased demand for services. Transportation appears to be the most common barrier to accessing services and the Area Agency on Aging of the Panhandle is involved in helping improve the existing transportation services available to seniors of our area. Staff members of the Area Agency on Aging are active members of the Senior Ambassadorâ&#x20AC;&#x2122;s Coalition (SAC) Transportation Task Force and the Panhandle Regional Planning Commission's Regional Transportation Advisory Group. The SAC Transportation Task Force goal is to help establish affordable, accessible, available and adaptable transportation for senior adults particularly those who have no other means of transportation through family, friends or other services. The AAAP provides guidance to the group in regard to what the AAAP sees as needs for the senior population the AAAP serves. The AAAP also serves as the manager of the program. The Regional Transportation Advisory Group is a group established to improve the effectiveness and efficiency of transportation through coordination. This group is made up of individuals from across the 26 counties of the Panhandle and coming from a wide range of occupations. This group looks at all transportation needs for all individuals and is developing a Regional Transportation Plan for the Panhandle. The AAAP was asked to assist with the Senior Adult transportation component of the plan. This plan is being developed under the leadership of the Panhandle Regional Planning Commission and will be a tool to help bring state and federal dollars to the Panhandle to address gaps in services in the area of transportation. The Area Agency on Aging of the Panhandle plans to address the access barriers by encouraging community involvement including plans to place local volunteer benefits counselors in these rural areas to assist with education and one-on-one assistance and

encouraging utilization of consumer directed services such as voucher caregiver and voucher transportation services which give the client the most flexible way to use our services. If funding increases, services to the rural areas will be the priority. The Area Agency on Aging is always willing to look at any new initiatives that will assist the elderly of the region and is ready to assist in any way possible to ensure that new needed projects become successful. The Area Agency on Aging of the Panhandle currently does not have any evidence based disease prevention programs but, if funding allows, will be inquiring about participating in current programs that are being provided in other areas in the state.

Section B. Assessment of Needs of Older Persons Information Sources Used to Identify Needs

Instructions: Indicate the type of resources used in determining the need to be addressed through this Area Plan. Check all that apply.

 Regional needs assessment surveys conducted by AAA or other entity Public forum or hearing

  Focus groups  AAA staff program analysis  I R & A logs

 Interviews with staff of AAA, providers, and consumers TV / Radio

  Newspaper surveys  Research studies  Grantee board of directors

 Advisory council or committee  Other (specify) Public and Private organization that work with our target populations.

Needs Assessment Methodology

Instructions: Provide an overview of the methods used to identify the service needs of the older individuals and their caregivers in the region. Include: • • • •

overview of methods used description of how the resources identified above were used discussion of the relative degree of confidence in the methodology used and its results, and lessons learned about the methods used

Methods used to determine the needs of the specific target populations identified in the Older Americans Act will be entered in the section below.

Needs Assessment Methodology

The AAAP uses a variety of methods to continually update its needs assessments for the target population of the region. The following is a description of the methods along with a brief synopsis of the information derived from each one. Local Government survey: The AAAP conducted a survey that was addressed to city and county government officials in the 26 counties of the Texas Panhandle. This was done to examine the needs that they receive the most inquiries about from the older/disabled residents residing in their area. Responding participants expressed the following services needed in order of most important: • • • • • • • • • •

Residential Repair Public transportation In-home support services Utility assistance Affordable housing Prescription assistance Food pantry Congregate meal programs Home delivered meal programs Caregiver respite/support

Senior Ambassador Coalition (SAC) Survey: This coalition is made up of representatives from a wide range of agencies, both for- and nonprofit that serve older/disabled individuals in the AAAP service region. The survey was emailed to the members and the top identified needs are as follows: • • • • • • •

Transportation Grocery delivery In-home assistance Caregiver assistance Residential Repair Utility assistance Elder abuse prevention

Community Survey: The AAAP conducted a survey addressed to senior centers and social services agencies. In this survey, participants were asked to list the top three needs they see for older/disabled individuals in their communities. Results were compiled and listed in descending order of most common needs. Responding participants expressed the following:

• • • • • • • • • • • • •

Public Transportation Meals, either congregate or home delivered Affordable housing Utility assistance In-home support services Accessible medical care Prescription assistance Caregiver respite/support groups Residential repair Grocery delivery Benefits counseling, local Other healthcare related (vision, dental, hearing) Senior activities

Participant Survey: The AAAP mailed out a two part survey to older/disabled individuals, the first section inquired about general personal activities they needed assistance with. Results were complied and listed in descending order of most common needs. • • • • • • • • •

Heavy housework Walking Light housekeeping/laundry Shopping Money Management Preparing meals Personal grooming Transportation Caregiver assistance

The next section on this survey inquired about services they needed information about. Results were complied and listed in descending order of most common need. • • • • •

Insurance, Medicare & Medicaid Recreational/Educational Activities Housing Services about Alzheimer's and related disorders Respite care

Access and Assistance Program Review:

The AAAP Access and Assistance program staff continually identifies unmet needs. Listed are a the most common from each program. Case Management: • • • • • •

Free or low-cost In-home assistance Residential repairs Transportation Other medical (vision, hearing, dental) Durable medical equipment Live-in providers Benefits Counseling:

• • • • • •

Medicare Part D Medication assistance for those that fall in the cracks Financial assistance with utilities and rent Transportation Estate planning/Advanced Directives Long Term Care planning Ombudsman:

• • • •

Resident’s rights Family & Resident Councils Affordable assisted living More Community Based Alternatives options Information, Referral and Assistance:

• • • • • •

Medicare Part D Utility assistance Transportation What services are available, in general Residential repair Long Term Care planning Caregiver:

• • • •

Support groups in outlying areas Additional caregiver education Friendly visitors for caregivers Additional respite care for needy caregivers

The AAAP also coordinated with United Way in a Senior Summit, which was a meeting of professionals, agencies and community individuals, to determine the greatest needs for older/disabled individuals in our area. The results are as follows in descending order of most important: • • • • • • •

Transportation Nutrition Services Information and Referral Caring for Seniors Basic Needs Financial Assistance Affordable Assisted Living

The results of the needs assessments were presented for review to the Advisory Council’s Area Plan committee along with each access and assistance programs needs list. The surveys and identified needs from each program were discussed and the committee was presented with the AAAP staff recommendations of activities needed to address these needs. The committee agreed with the staff recommendations and plans are to prioritize the following activities: • • • • • • • •

• • • • • • • • •

Access and Assistance services In-home support services Transportation Nutrition services Residential repairs Caregiver respite Income support Evidenced Based Disease Prevention Programs

The primary target groups for services are older/disabled individuals who are: Rural Low-income Minority In greatest economical need In greatest social need Have limited English proficiency Have Alzheimer's or other disorders Risk for institutional placement Caregivers of such individuals

Confidence levels are high with the results of each research methodology used. The AAAP will incorporate the use of public forums/focus groups of target populations to gain a different viewpoint from just a written survey. This can only increase the confidence levels in the results and help ensure our agency is focusing on unmet needs.

The biggest lesson learned from the current methodologies used is the need for more target specific questions on surveys for more specific reporting in the future. Needs Assessment Methodology for Target Populations Instructions: Describe specific methods used to identify the service needs of the following special target populations, as described in the Older Americans Act. 1. Older individuals residing in rural areas The AAA works with other agencies who provide services to these specific individuals to determine their needs. Needs assessments were sent to service agencies to determine what they see as their client needs. 2. Older individuals with greatest economic need (with particular attention to low-income minority individuals and older individuals residing in rural areas) The AAA works with other agencies who provide services to these specific individuals to determine their needs. Needs assessments were sent to service agencies to determine what they see as their client needs. 3. Older individuals with greatest social need (with particular attention to lowincome minority individuals and older individuals residing in rural areas) The AAA works with other agencies who provide services to these specific individuals to determine their needs. Needs assessments were sent to service agencies to determine what they see as their client needs. 4. Older individuals with severe disabilities The AAA works with other agencies who provide services to these specific individuals to determine their needs. Needs assessments were sent to service agencies to determine what they see as their client needs. 5. Older individuals with limited English proficiency. The AAA works with other agencies who provide services to these specific individuals to determine their needs. Needs assessments were sent to service agencies to determine what they see as their client needs. 6. Older individuals with Alzheimer's disease and related disorders with neurological and organic brain dysfunction (and their caretakers of such individuals) The AAA works with other agencies who provide services to these specific individuals to determine their needs. Needs assessments were sent to service agencies to determine what they see as their client needs. Community Capacity to Address Needs Instructions: Briefly describe methodology for assessing community capacity to identify gaps in services, to identify community assets for addressing identified needs, and to identify opportunities to improve service delivery systems. Include: â&#x20AC;˘ â&#x20AC;˘

description of the involvement of community partners and their commitment to address the needs identified in the planning process description of how the results of the community assessment were used, which may include prioritizing needed services, opportunities for filling gaps in services,

identifying other funding sources, and identifying any intended change in the local service delivery system

Community Capacity to Address Needs The AAAP utilized research already done by the Harrington Regional Medical Center, Texas Tech University Health Sciences Center in Amarillo, West Texas A&M University, Thomas E. Creek VA Medical Center and the University of Texas Health Science Center at San Antonio. They worked in identifying community capacity and assets in each of the 26 counties of the Texas Panhandle for addressing needs of our older and disabled residents which resulted in the development of a comprehensive eldercare specific resource guide for the Texas Panhandle. This guide contains agency/organization names, addresses, phones, toll-free numbers and fax numbers along with emails and website addresses. A brief description of city/counties served, eligibility requirements and services or functions are listed for most agencies/organizations. This guide lists not only local resources, but State, Federal and National resources, as well as geriatric education centers, various associations and volunteer programs. This guide was sent out region wide and is free to our target population. As a result of developing this guide, community assets are at the fingertips of our population and those that serve them thus enhancing service delivery. The data from this research highlighted certain areas in the region lacking easy access to services, which showed not only the AAAP but other service providers where to focus our services to help fill gaps and how consumer-directed services can be of assistance in these areas . It also showed the AAA how important transportation is for our rural population to access needed services. In addition, it provided information about local or alternative funding sources to assist with unmet needs.

Section C. Results of Needs Assessment Process Service Needs Identified

Instructions: Describe the service needs identified through your needs assessment processes described above, including the target populations effected. Indicate the service priority (numeric) and services included in Area Plan Work Plan sections to address the needs, including those funded through Older Americans Act and those for which the area agency will collaborate and coordinate with other community organizations and leadership to address. Insert additional rows as needed. Service Need

Priority

AAA 1 Administration/oversight Data management 2 Congregate meals

Home Delivered meals

Nutrition consultation for DRI's

Transportation-vendor

Medication management 2 Homemaker

Information, referral and assistance Income support

Residential repair

Legal assistance over 60 1 Respite

Respite

Legal assistance under 60 Respite

Legal awareness

Caregiver info services

Case management

Participant assessment for case managementrural Caregiver support coordination Assisted Living Facility Ombudsman Adult day care

Emergency response

Health maintenance

Nursing Home Ombudsman Durable medical equipment Transportation voucher

Personal assistance

1 1 2

2 3

Evidence based services 6 Evidence based program 6

Methods Used to Set Service Priorities

Instructions: Describe the method(s) used to set service priorities for Older Americans Act resources used to provide services to address the needs identified through the area agency needs assessment process. Identify community resources, advocates, and consumers involved in setting these priorities.

Methods Used to Set Service Priorities The AAA advisory council, which consists of older individuals, disabled individuals, minority individuals, caregivers, service providers, representatives of the business community, VA representatives, and local official representatives along with AAA staff coordinated using the results of our surveys to project service priorities. It was decided to rank services in categories with the first being Access and Assistance Service to include AAA Administration, second is in-home services, third is transportation, fourth is congregate meals , fifth is nutrition consultation to ensure compliance and sixth is evidence based program/services.

TEXAS DEPARTMENT OF AGING AND DISABILITY SERVICES Area Plan for 2011 - 2013 Work Plan for Regional Service Delivery System _________________________________________________________________________ _________

Section A.

Area Agency on Aging Administration

AoA Program Goal #1: Increase the number of older people who have access to an integrated array of health and social supports. State Goal: Long-term Services and Supports State Objective: Intake, Access and Eligibility State Strategy: Intake and Access to Support Services - Provide a locally based system that connects people with the services and benefits they need through ombudsman services, care coordination, information, referral and assistance, and legal assistance.

Local Objective(s)

Instructions: Enter objective(s) for Area Agency on Aging Administration which are specific, measurable and time-based and indicate what will be accomplished at the end of the specified time period to provide Area Agency on Aging Administration. You must enter at least one local objective. Insert rows as needed for additional objectives.

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For more information on writing objectives, click here . . .

Area Agency on Aging Administration Local Objective(s) Insert rows as needed for additional objectives. The AAA will, as set forth in the Older American's Act and the Texas Administrative Code, maintain the current comprehensive and coordinated administrative system of the region's locally based access and assistance service delivery system which connects people with the services and benefits they need through Information, Referral and Assistance, Benefits Counseling, Care Coordination, Caregiver Services and Long-Term Care Ombudsman services.

Measurable Outcome(s)

Instructions: Enter outcome(s) for Area Agency on Aging Administration local objective(s)

included above. You must enter at least one outcome. Insert rows as needed for additional outcomes.



For more information on writing outcomes, click here . . . Area Agency on Aging Administration Measurable Outcome(s) Insert rows as needed for additional outcomes.

The AAA Administration will ensure that all reporting and key performance measure requirements of DADS are met. The AAA will hold service providers accountable for the services provided to older persons and their caregivers as documented through quality assurance review and client satisfaction. The AAA will require nutrition providers to submit waivers annually, for DADS approval, if they do not offer 5 hot meals a week as set forth in the Older Americans Act.

Local Strategies

Instructions: Enter the implementation strategies for the Area Agency on Aging Administration objectives(s) and outcome(s) listed above. • • •

• • • •

the

Strategies will describe those administrative items required by the Older Americans Act, and will include activities that implement the required standard assurances. Include strategy(ies) for Data Management if it is included in the budget. Include administrative strategies to develop and implement Older Americans Act initiatives for evidence-based disease prevention programs, such as Chronic Disease Self Management Program (CDSMP) and Diabetes Self Management Program (DSMP), and Aging and Disability Resource Centers (ADRC), or other DADS initiatives such as Community Roundtables or other HHSC initiatives such as Community Resource Coordination Groups (CRCG), as appropriate. Access and Assistance services will be entered in Section C, below. For each strategy, indicate the staff position for the AAA responsible for implementation. Please include any partners, providers, or other entities who will participate in implementation of the strategy. Include strategy(ies) to explore/test new service delivery options and/or procurement methodologies. such as client-directed services, if planned. Be sure to include the following minimum area agency administrative activities in your strategies:  planning activities, i.e., needs assessment, setting service delivery priorities, collecting and analyzing demographic data, and community asset mapping for next area plan planning cycle      

procurement of services and supports monitoring contracts, provider agreements, and provider service delivery activities support of advisory council activities program development and innovation community coordination training for staff and community service providers

    •

advocacy, including governmental entities and policy organizations emergency preparedness providing outreach activities for services for targeted populations designation of community focal points

Enter the number of the Older Americans Act section for each of the standard assurances that will be met by each local strategy for Area Agency on Aging Administration. Refer to complete list of Standard Assurances using the help button below.

 For more information on writing strategies, click here . . . For a list of Service Definitions, click here . . .

Click here for a complete list of Standard Assurances . . . Area Agency on Aging Administration Local Strategies Insert rows as needed for additional strategies. Select Service

AAA Administration

Local Strategy The AAA will conduct planning and outreach activities to determine community needs and service delivery priorities for target populations for the next area plan cycle by collecting and analyzing data. Staff Position(s) responsible for strategy director and operations coordinator Time frame for strategy Start date 10/1/10 End date 13/09/30 Standard Assurances enter OAA section number for all that apply. 306 306 (a) 306(a)(1) 306 (a)(3)(A) (a)(4)(A)(B) 306 (a)(4)(C)

306 (a)(5)

Select Service

AAA Administration

306 (a)(6)(A)

Local Strategy The AAA will procure services thru Direct Purchase of Service vendor agreements, require assurances from vendors they will provide services according to the required targeting priorities, require nutrition vendors to submit annual waivers are necessary and monitor vendor service provision utilizing quality assurance reviews, desk review and clients satisfaction.

Staff Position(s) responsible for strategy operations coordinator and director Time frame for strategy Start date 10/1/10 End date 13/09/30 Standard Assurances enter OAA section number for all that apply. 306 (a)(3)(B) 306 (a)(4)(A) 306 (a)(6)(C) 306 (a)(13)(A) 306 (a)(13)(B)

306 (a)(13)(C)

306 (a)(13)(D)

306 (a)(14)

306(a)(15)(A)

306(a)(15)(B)

Select Service

306 (a)(13)(E)

AAA Administration

Local Strategy The AAA will coordinate with or participate in various coalitions, workgroups, committees, community roundtables, CRCGA's and support advisory council activities in order to foster program development/innovation which enables the AAA to serve as the focal point and advocate for older adults and caregivers which will be specified in all grants, contracts and agreements. Staff Position(s) responsible for strategy operations coordinator and director Time frame for strategy Start date 10/1/10 End date 13/09/30 Standard Assurances enter OAA section number for all that apply. 306 306(a)(3)(A)(B) 306 (a)(6)(B)(C) (a)(6)(D)(E) 306 (a)(6)(F) 306(a)(12)

Select Service

AAA Administration

Local Strategy The AAA will recruit/train/retain skilled and qualified personnel to enhance the quality of direct supportive services delivered by the access and assistance team and also provide training/education to community service providers. Staff Position(s) responsible for strategy director, operations coordinator and public education/volunteer specialist Time frame for strategy Start date 10/1/10 End date 13/09/30 Standard Assurances enter OAA section number for all that apply.

306(a)(1)

Select Service

AAA Administration

Local Strategy The AAA will prepare and submit all required budgets ensuring these budgets meet the maintenance of effort and adequate proportion unless appropriate waivers are obtained. Staff Position(s) responsible for strategy director and operations coordinator Time frame for strategy Start date 10/1/10 End date 13/09/30 Standard Assurances enter OAA section number for all that apply. 306(a)(2)(A)(B)(C ) 306(a)(9)

Select Service

AAA Administration

Local Strategy The AAA will continue to coordinate with local, state and emergency personnel in the preparation of emergency planning for the Panhandle region. Staff Position(s) responsible for strategy director and operations coordinator Time frame for strategy Start date 10/1/10 End date 13/09/30 Standard Assurances enter OAA section number for all that apply. 306(a)(17)

Select Service

AAA Administration

Local Strategy The AAA will continue to incorporate consumer directed services as a procurement option for enhanced service delivery.

Staff Position(s) responsible for strategy director, operations coordinator, care coordinator and caregiver specialist Time frame for strategy Start date 10/1/10 End date 13/09/30 Standard Assurances enter OAA section number for all that apply. 306(a)(7)(B) 306(a)(16)

Select Service

Data Management

Local Strategy The AAA will ensure accuracy of data entry into Statewide database system hosted by DADS while maintaining confidentiality and verifying client eligibility for non-direct services. Staff Position(s) responsible for strategy operations coordinator and director Time frame for strategy Start date 10/1/10 End date 13/09/30 Standard Assurances enter OAA section number for all that apply.

Section B. Ombudsman Services

AoA Program Goal #4: Increase the number of older people who benefit from programs that protect their rights and prevent elder abuse, neglect, and exploitation. State Goal: Long-term Services and Supports State Objective: Intake, Access and Eligibility State Strategy: Provide a locally based system that connects people with the services and benefits they need through ombudsman services.

Local Objective(s)

Instructions: Enter objective(s) for Ombudsman Services which are specific, measurable and time-based and indicate what will be accomplished at the end of the specified time

period to provide Ombudsman services. You must enter at least one local objective. Insert rows as needed for additional objectives.



For more information on writing objectives, click here . . .

Ombudsman Services Local Objective(s) Insert rows as needed for additional objectives. The AAA will continue to identify, investigate and attempt to resolve complaints and concerns made by or on behalf of residents of nursing facilities and assisted living facilities by ensuring access to local certified ombudsman.

Measurable Outcome(s)

Instructions: Enter outcome(s) for Ombudsman Service local objectives included above. You must enter at least one outcome. Insert rows as needed for additional outcomes.



For more information on writing outcomes, click here . . .

Ombudsman Services Measurable Outcome(s) Insert rows as needed for additional outcomes. The AAA will ensure that 100% ALF's in the Texas Panhandle will be visited at a minimum once annually. The AAA will ensure the projected number of certified active ombudsman is met within the plus or minus 5% variance.

Local Strategies

Instructions: Enter the implementation strategies for the Ombudsman Services objectives(s) and outcome(s) listed above. Remember that the local ombudsman entity ensures well-trained and active certified ombudsmen: regularly visit nursing homes and assisted living facilities to help protect resident rights and resolve complaints; assist people living in assisted living facilities and nursing homes with resolving complaints; and promote systems change to address their quality of life and care. •

These strategies must address Ombudsman Services to: o individuals living in assisted living facilities and o individuals living in nursing facilities For each strategy, indicate the staff position for the AAA and/or partners responsible for implementation. Please include any partners, providers, or other entities who will participate in implementation of the strategy. Enter the number of the Older Americans Act section for each of the standard assurances that will be met by each local strategy for Ombudsman services. Refer to complete list of Standard Assurances using the help button below.

• •



For more information on writing strategies, click here . . .

Click here for a complete list of Standard Assurances . . .

Ombudsman Services Local Strategies Insert rows as needed for additional strategies. Local Strategy The AAA will recruit, train and retain skilled staff and volunteers to serve as certified ombudsman who will provide quality advocacy efforts on behalf of nursing/assisted living facility residents and/or their families. Staff Position(s) responsible for strategy managing local ombudsman and public education/volunteer specialist and director Time frame for strategy Start date 10/01/10

End date 09/30/13

Standard Assurances enter OAA section number for all that apply. 306(a)(7)(A)(B)(D 306(a)(6)(C )(iii) ) 306(a)(10)

Local Strategy The AAA Ombudsman program will coordinate and collaborate in providing long-term care and abuse/neglect/exploitation education activities. Staff Position(s) responsible for strategy managing local ombudsman, public education/volunteer specialist and director Time frame for strategy Start date 10/01/10

End date 09/30/13

Standard Assurances enter OAA section number for all that apply. 306(a)(7)(A)(B) 306(a)(7)(D)(ii)

Local Strategy The AAA will utilize OmbudsManager to document and report ombudsman activities and track the percentage of complaints resolved or partially resolved as reported to DADS. Staff Position(s) responsible for strategy managing local ombudsman, volunteer specialist and director Time frame for strategy Start date 10/01/10

End date 09/30/13

Standard Assurances enter OAA section number for all that apply.

Section C. Access and Assistance Services AoA Program Goal #1: Increase the number of older people who have access to an integrated array of health and social supports. State Goal: Long-term Services and Supports State Objective: Intake, Access and Eligibility State Strategy: Intake and Access to Support Services - Provide a locally based system that connects people with the services and benefits they need through care coordination, information, referral and assistance, and legal assistance.

Local Objective(s)

Instruction: Enter objective(s) for Access and Assistance Services which are specific, measurable and time-based and indicate what will be accomplished at the end of the specified time period to provide Access and Assistance Services. You must enter at least one local objective. You are encouraged to be creative and to use service delivery models that will expand and/or improve long term services and supports in your region. Insert rows as needed for additional objectives.

ď ?

For more information on writing objectives, click here . . .

Access and Assistance Services Local Objective(s) Insert rows as needed for additional objectives. To maintain the Panhandle's locally based access and assistance service delivery system by connecting older people with integrated services and benefits through Information, Referral and Assistance, Care Coordination, Caregiver Support Coordination, Caregiver Information Services, Legal Assistance and Legal Awareness.

Measurable Outcome(s)

Instructions: Enter outcomes for local Access and Assistance Services objective(s) included above. You must enter at least one outcome.

ď ?

For more information on writing outcomes, click here . . .

Access and Assistance Services Measurable Outcome(s) Insert rows as needed for additional outcomes. The AAA will maintain the number of I,R & A units within plus or minus 5% annually of the previous fiscal year's service level. The projected number of unduplicated Care Coordination clients will be met within the plus or minus 5% variance as stated in performance projections submitted to DADS. The AAA will maintain the number of unduplicated Caregiver Support Coordination clients within plus or minus 5% annually of the previous fiscal year's service level.

The AAA will ensure the unduplicated number of Legal Assistance clients will continue to increase at least 1% annually. The AAA will maintain the current level of Legal Awareness activities. The caregiver information services program will continue to hold the Caregiver Workshop annually.

Local Strategies

Instructions: Enter the strategies for providing Access and Assistance Services for each service selected. •

• • •

You may also enter strategies to develop new Access and Assistance services, to update the service delivery system, and/or to strengthen the aging network in your region. As examples only, this could include o developing or strengthening Aging and Disability Resource Center (ADRC) o implementing expanded models of marketing and outreach for Older Americans Act services o adopting new models for care coordination and options counseling to improve access and assistance to long term services and supports o expanding services to a currently un- or under-served community within the service area o implementing client directed services for specific care coordination clients, or o implementing other service delivery models for target populations and communities within the area For each strategy, indicate the staff position for the AAA responsible for implementation. Please include any partners, providers, or other entities who will participate in implementation of the strategy. Enter the number of the Older Americans Act section for each of the standard assurances that will be met by each local strategy for Access and Assistance services. Refer to complete list of Standard Assurances using the help button below.

 For more information on writing strategies, click here . . . For a list of Service Definitions, click here . . .

Click here for a complete list of Standard Assurances . . . Access and Assistance Services Local Strategies Insert rows as needed for additional strategies. Select Service

Information, Referral & Assistance

Local Strategy The AAA will coordinate with 2-1-1 Texas; recruit, train and retain skilled and qualified personnel; comply with DADS ,TAC and OAA policies and procedures and reporting requirements; maintain a contract with language line for translation services for those that

need special assistance to effectively access services provided by the AAA; ensure follow-up on calls as necessary and maintain the AAA's toll-free number to ensure free access to the AAA. Staff Position(s) responsible for strategy all AAA staff. Time frame for strategy Start date 10/1/10 End Date 9/30/13 Standard Assurances enter OAA section number for all that apply. 306(a)(1) 306(a)(4)(B)(C)

Select Service

Care Coordination

Local Strategy The AAA will recruit, train and retain skilled and qualified personnel; comply with DADS, TAC and OAA policies and procedures and reporting requirements; empower access and assistance staff to authorize and directly purchase services for clients; conduct or obtain assessments to identify client needs; coordinate with other State and community agencies including mental health agencies to obtain client services and to minimize duplication of effort; ensure all required client data is entered into the statewide database system in a timely fashion; develop individual care plans based on assessment and client input, with emphasis on promoting independence. Staff Position(s) responsible for strategy care coordinator, program support aide and director Time frame for strategy Start date 10/1/10 End Date 9/30/13 Standard Assurances enter OAA section number for all that apply. 306(a)(4)(A)(B)(C 306(a)(5) 306(a)(6)(A)(C)(E) 306(a)(6)(F) ) 306(a)(7)(A)(B)(C )

306(a)(7)(D)

306(a)(12)

306(a)(16)

Select Service

306(a)(8)(A)(B)(C )

306(a)(10)

Caregiver Support Coordination

effort; ensure all required client data is entered into the statewide database system in a timely fashion; develop individual care plans based on assessment and client input, with emphasis on promoting independence. Staff Position(s) responsible for strategy caregiver support specialist and program support aide Time frame for strategy Start date 10/1/10 End Date 9/30/13 Standard Assurances enter OAA section number for all that apply. 306(a)(4)(A)(B)(C ) 306(a)(5) 306(a)(6)(A)(C)(E) 306(a)(6)(F) 306(a)(7)(A)(B)(C )

306(a)(7)(D)

306(a)(12)

306(a)(16)

Select Service

306(a)(8)(A)(B)(C )

306(a)(10)

Caregiver Information Services

Local Strategy The AAA will recruit, train and retain skilled and qualified personnel; comply with DADS, TAC and OAA policies and procedures and reporting requirements; ensure all required data is entered into the statewide database system in a timely fashion; coordinate and plan caregiver training opportunities; conduct ongoing outreach with social workers, discharge planners and physicians to enhance awareness of services available to caregivers; maintain all AAA Caregiver Resource Libraries across the Panhandle; conduct annual Caregiver Workshop in the fall as close to National Caregiver Month as possible; distribute monthly caregiver newsletter; coordinate with local health fairs/outreach events to ensure caregiver information is disseminated; and provide support/technical assistance to any caregiver support groups in the region. Staff Position(s) responsible for strategy Caregiver Support Specialist Time frame for strategy Start date 10/1/10 End Date 9/30/13 Standard Assurances enter OAA section number for all that apply. 306(a)(1) 306(a)(4)(B)(C)

Select Service

Legal Assistance, Age 60 & Over

certification training outlined in the DADS AI-AAA benefits counselor I and/or II training manuals by designated personnel; utilize the Legal Hotline for Texas to provide legal consultation, support and back-up to benefits counselors; maintain working relationships with other State and community agencies including mental health agencies and assist older persons and/or their caregivers in obtaining public benefits and rights under applicable Federal and State laws and regulations. Staff Position(s) responsible for strategy all staff except for Ombudsman Time frame for strategy Start date 10/1/10 End Date 9/30/13 Standard Assurances enter OAA section number for all that apply. 306(a)(4)(B)(C) 306(a)(5) 306(a)(6)(A)(C)(E) 306(a)(6)(F) 306(a)(7)(A)(B)(C )

Select Service

306(a)(7)(D)

306(a)(10)

Legal Assistance Under Age 60

Local Strategy The AAA will recruit, train and retain skilled and qualified personnel; comply with DADS, TAC and OAA policies and procedures and reporting requirements; ensure all required data is entered into the statewide database system in a timely fashion; require completion of certification training outlined in the DADS AI-AAA benefits counselor I and/or II training manuals by designated personnel; utilize the Legal Hotline for Texas to provide legal consultation, support and back-up to benefits counselors; maintain working relationships with other State and community agencies including mental health agencies and assist under 60 Medicare beneficiaries and/or their caregivers in obtaining public benefits and rights under applicable Federal and State laws and regulations. Staff Position(s) responsible for strategy all staff except for Ombudsman Time frame for strategy Start date 10/1/10 End Date 9/30/13 Standard Assurances enter OAA section number for all that apply. 306(a)(4)(B)(C) 306(a)(5) 306(a)(6)(A)(C)(E) 306(a)(6)(F) 306(a)(7)(A)(B)(C )

Select Service Local Strategy

306(a)(7)(D)

Legal Awareness

306(a)(10)

The AAA will recruit, train and retain skilled and qualified personnel and volunteers; comply with DADS, TAC and OAA policies and procedures and reporting requirements; ensure all required data is entered into the statewide database system in a timely fashion; maintain working relationships with other State and community agencies including mental health agencies which assist older persons and caregivers in obtaining public benefits and rights under applicable Federal and State laws and regulations and participate in and/or sponsor consumer awareness seminars and other public presentations which target older individuals or under 60 Medicare beneficiaries. Staff Position(s) responsible for strategy all AAA staff Time frame for strategy Start date 10/1/10 End Date 9/30/13 Standard Assurances enter OAA section number for all that apply. 306(a)(4)(B)(C) 306(a)(5) 306(a)(6)(A)(C)(E) 306(a)(6)(F) 306(a)(7)(A)(B)(C )

Select Service

306(a)(7)(D)

306(a)(10)

Participant Assessment

Local Strategy The AAA will procure a vendor agreement for participant assessment in rural areas, where it is not economically efficient to have AAA staff travel to do assessment, which requires provider to comply with DADS, TAC and OAA policies and procedures and reporting requirements; the agreement will authorize provider to do intake and assessment documentation, which is then sent to AAA for review, approval and service authorization and require provider to contact AAA if client indicates problem or change in circumstances. Staff Position(s) responsible for strategy care coordinator, program support aide and director Time frame for strategy Start date 10/1/10 End Date 9/30/13 Standard Assurances enter OAA section number for all that apply. 306(a)(4)(A)(ii) 306(a)(5)

D. Work Plan for Services to Assist Independent Living AoA Program Goal #2: Increase the number of older people who stay active and healthy.

AoA Program Goal #3: Increase the number of families who are supported in their efforts to care for their loved ones at home and in the community. State Goal: Long-term Services and Supports State Objective: Intake, Access and Eligibility State Strategy: Intake and Access to Support Services - Provide a locally based system of services to maintain personal independence through provision of supportive services, transportation, and senior center activities, and provide opportunities for increased personal productivity through community service volunteering.

Local Objective(s)

Instruction: Enter objective(s) for Services to Assist Independent Living which are specific, measurable and time-based, and indicate what will be accomplished at the end of the specified time period to provide Services to Assist Independent Living. You must enter at least one local objective. You are encouraged to be creative and to use service delivery models that will expand and/or improve long term services and supports in your region.

ď ?

For more information on writing objectives, click here . . .

Services to Assist Independent Living Local Objective(s) Insert rows as needed for additional objectives. The AAA will maintain a locally based system of services to assist older individuals to remain in the community as safely as possible by providing an array of OAA supportive services that promote personal independence.

Measurable Outcome(s)

Instruction: Enter outcome(s) for Services to Assist Independent Living local objective(s) included above. You must enter at least one outcome.

ď ?

For more information on writing outcomes, click here . . .

Services to Assist Independent Living Measurable Outcome(s) Insert rows as needed for additional outcomes. The projected number of unduplicated homemaker clients and cost per client will be met within the plus or minus 5% variance of DADS approved performance projections. The number of projected one-way trips will be met within the plus or minus 5% variance of DADS approved performance projections. The AAA will maintain availability, as funding allows, of services including: adult day care, health maintenance, residential repair, income support, emergency response services, homemaker, personal assistance services, caregiver respite to include: in-home, institutional non-residential and voucher , mental health services, evidenced based intervention and programming, transportation demand-response and transportation voucher .

Local Strategies

Instructions: Enter the strategies for providing Services to Assist Independent Living. â&#x20AC;˘

You may also enter strategies to develop new Services to Assist Independent Living, to update the service delivery system, and/or to strengthen the aging network in

• • •



your region. As examples only, this could include developing evidence based services for targeted populations within the region, adopting models for reimbursement of transportation services in a metropolitan service area, developing capacity to provide alternatives to nursing home placement through early identification of at-risk populations and expanding service delivery options, or organizing/coordinating caregiver support activities in a rural area. Include strategy(ies) for Medication Management, Evidence Based Prevention, and/or Evidence-Based Intervention if these are included in the budget. For each strategy, indicate the staff position for the AAA responsible for implementation. Please include any partners, providers, or other entities who will participate in implementation of the strategy. Enter the number of the Older Americans Act section for each of the standard assurances that will be met by each local strategy for Services to Assist Independent Living. Refer to complete list of Standard Assurances using the help button below.

For more information on writing strategies, click here . . .

For a list of Service Definitions, click here . . .

Click here for a complete list of Standard Assurances . . . Services to Assist Independent Living Local Strategies Insert rows as needed for additional strategies. Select Service

Adult Day Care

Local Strategy Require providers to comply with service provision rules, regulations, licensing requirements along with DADS and OAA policies and procedures, reporting requirements, AAA service authorization and vendor agreements. Staff Position(s) responsible for strategy Director, Operations Coordinator, Care Coordinator and Caregiver Coordinator Time frame for strategy Start date 10/01/10 End date 09/30/13 Standard Assurances enter OAA section number for all that apply. 306(a)(4)(A)(ii) 306(a)(5) 306(a)(10)

Select Service

Caregiver Respite Care - In-home

Staff Position(s) responsible for strategy Caregiver Coordinator, program support aide Time frame for strategy Start date 10/01/10 End date 09/30/13 Standard Assurances enter OAA section number for all that apply. 306(a)(4)(A)(ii) 306(a)(5) 306(a)(10)

Select Service

Caregiver Respite Care - Institutional

Local Strategy Require providers to comply with service provision rules, regulations, licensing requirements along with DADS and OAA policies and procedures, reporting requirements, AAA service authorization and vendor agreements. Staff Position(s) responsible for strategy Caregiver Coordinator, program support aide Time frame for strategy Start date 10/01/10 End date 09/30/13 Standard Assurances enter OAA section number for all that apply. 306(a)(4)(A)(ii) 306(a)(5) 306(a)(10)

Select Service

Caregiver Respite Care - Non-residential

Local Strategy Require providers to comply with service provision rules, regulations, licensing requirements along with DADS and OAA policies and procedures, reporting requirements, AAA service authorization and vendor agreements. Staff Position(s) responsible for strategy Caregiver Coordinator, program support aide Time frame for strategy Start date 10/01/10 End date 09/30/13 Standard Assurances enter OAA section number for all that apply. 306(a)(4)(A)(ii) 306(a)(5) 306(a)(10)

Select Service

Emergency Response

Local Strategy Require providers to comply with service provision rules, regulations, licensing requirements along with DADS and OAA policies and procedures, reporting requirements, AAA service authorization and vendor agreements. Staff Position(s) responsible for strategy Operations Coordinator Time frame for strategy Start date 10/01/10 End date 09/30/13 Standard Assurances enter OAA section number for all that apply. 306(a)(4)(A)(ii) 306(a)(5) 306(a)(10)

Select Service

Evidence-Based Intervention

Local Strategy Require providers to comply with service provision rules, regulations, licensing requirements along with DADS and OAA policies and procedures, reporting requirements, AAA service authorization. Staff Position(s) responsible for strategy Operations Coordinator Time frame for strategy Start date 10/01/10 End date 09/30/13 Standard Assurances enter OAA section number for all that apply. 306(a)(4)(A)(ii) 306(a)(5) 306(a)(10)

Select Service

Evidence-Based Prevention Programming

Operations Coordinator Time frame for strategy Start date 10/01/13 End date 09/30/13 Standard Assurances enter OAA section number for all that apply. 306(a)(4)(A)(ii) 306(a)(5) 306(a)(10)

Select Service

Health Maintenance

Local Strategy Require providers to comply with service provision rules, regulations, licensing requirements along with DADS and OAA policies and procedures, reporting requirements, AAA service authorization and vendor agreements, this includes medication management. Staff Position(s) responsible for strategy Operations Coordinator, Care Coordinator, Caregiver Support Specialist, program aides Time frame for strategy Start date 10/01/10 End date 09/30/13 Standard Assurances enter OAA section number for all that apply. 306(a)(4)(A)(ii) 306(a)(5) 306(a)(10)

Select Service

Homemaker

Local Strategy Require providers to comply with service provision rules, regulations, licensing requirements along with DADS and OAA policies and procedures, reporting requirements, AAA service authorization and vendor agreements. Staff Position(s) responsible for strategy Care Coordinator and program support aide Time frame for strategy Start date 10/01/10 End date 09/30/13 Standard Assurances enter OAA section number for all that apply. 306(a)(4)(A)(ii) 306(a)(5) 306(a)(10)

Select Service

Income Support

Local Strategy Require providers to comply with service provision rules, regulations, licensing requirements along with DADS and OAA policies and procedures, reporting requirements, AAA service authorization and vendor agreements. Staff Position(s) responsible for strategy Care Coordinator, Caregiver Support Specialist, program aides Time frame for strategy Start date 10/01/10 End date 09/30/13 Standard Assurances enter OAA section number for all that apply. 306(a)(4)(A)(ii) 306(a)(5) 306(a)(10)

Select Service

Mental Health Services

Local Strategy As funding allows, require providers to comply with service provision rules, regulations, licensing requirements along with DADS and OAA policies and procedures, reporting requirements, AAA service authorization and vendor agreements. Staff Position(s) responsible for strategy Care Coordinator, Caregiver Support Specialist, program aides Time frame for strategy Start date 10/01/10 End date 09/30/13 Standard Assurances enter OAA section number for all that apply. 306(a)(4)(A)(ii) 306(a)(5) 306(a)(10)

Select Service

Personal Assistance

Time frame for strategy Start date 10/01/10 End date 09/30/13 Standard Assurances enter OAA section number for all that apply. 306(a)(4)(A)(ii) 306(a)(5) 306(a)(10)

Select Service

Residential Repair

Local Strategy Require providers to comply with service provision rules, regulations, licensing requirements along with DADS and OAA policies and procedures, reporting requirements, AAA service authorization and vendor agreements. Staff Position(s) responsible for strategy Care Coordinator, Caregiver Coordinator and program support aides Time frame for strategy Start date 10/01/10 End date 09/30/13 Standard Assurances enter OAA section number for all that apply. 306(a)(4)(A)(ii) 306(a)(5) 306(a)(10)

Select Service

Transportation - Demand Response

Local Strategy Require providers to comply with service provision rules, regulations, licensing requirements along with DADS and OAA policies and procedures, reporting requirements, AAA service authorization and vendor agreements. Staff Position(s) responsible for strategy Operations Coordinator and Director Time frame for strategy Start date 10/01/10 End date 09/30/13 Standard Assurances enter OAA section number for all that apply. 306(a)(4)(A)(ii) 306(a)(5) 306(a)(10)

Select Service

Transportation - Voucher

Local Strategy Require providers to comply with service provision rules and regulations along with DADS and OAA policies and procedures, reporting requirements, AAA service authorization. Staff Position(s) responsible for strategy Care Coordinator, Caregiver Support specialist, program aides Time frame for strategy Start date 10/01/10 End date 09/30/13 Standard Assurances enter OAA section number for all that apply. 306(a)(4)(A)(ii) 306(a)(5) 306(a)(10) 306(a)(16)

Select Service

Caregiver Respite Care - Voucher

Local Strategy Require providers to comply with service provision rules and regulations along with DADS and OAA policies and procedures, reporting requirements, AAA service authorization. Staff Position(s) responsible for strategy Caregiver Coordinator, program support aide Time frame for strategy Start date 10/01/10 End date 09/30/13 Standard Assurances enter OAA section number for all that apply. 306(a)(4)(A)(ii) 306(a)(5) 306(a)(10) 306(a)(16)

E. Nutrition Services AoA Program Goal #2: Increase the number of older people who stay active and healthy. State Goal: Long-term Services and Supports State Objective: Intake, Access and Eligibility State Strategy: Provide a locally based system of nutrition services that includes meals, counseling and education designed to promote good health and to prevent illness.

Local Objective(s)

Instruction: Enter objectives for Nutrition Services which are specific, measurable and time-based and indicate what will be accomplished at the end of the specified time period to provide area agency on aging administration. You must enter at least one local objective. You are encouraged to be creative and to use service delivery models that will expand and/or improve long term services and supports in your region.



For more information on writing objectives, click here . . .

Nutrition Services Local Objective(s) Insert rows as needed for additional outcomes. To assist older individuals in maintaining their heath by providing nutritious AOA compliant meals and nutrition education.

Measurable Outcome(s)

Instruction: Enter outcome(s) for Nutrition Services local objective(s) included above. You must enter at least one outcome.



For more information on writing outcomes, click here . . .

Nutrition Services Measurable Outcome(s) Insert rows as needed for additional outcomes. The AAA will ensure the projected number of meals and unit rate will be met within the plus or minus 5% variance. The AAA will ensure that nutrition education is made available to all meal participants annually. The AAA will ensure nutrition providers apply for annual waivers if they do not provide hot meals 5 days a week.

Local Strategies

Instructions: Enter the strategies for providing Nutrition Services. • • •

You may also enter strategies to develop new nutrition services and activities that are new to the region, to update the service delivery system, and/or to strengthen the aging network in the region. For each strategy, indicate the staff position for the AAA responsible for implementation. Please include any partners, providers, or other entities who will participate in implementation of the strategy. Enter the number of the Older Americans Act section for each of the standard assurances that will be met by each local strategy for Nutrition services. Refer to complete list of Standard Assurances using the help button below.

 For more information on writing strategies, click here . . .  For full list of service definitions, click here . . .

Click here for a complete list of Standard Assurances . . . Nutrition Services Local Strategies Insert rows as needed for additional strategies. Select Service

Contregate Meals

Local Strategy The AAA will require provider to comply with service provision rules, regulations and licensing requirement, OAA and DADS policy and procedures including requesting waivers as necessary, and reporting requirements and AAA service authorization. Staff position(s) responsible for strategy Operation Coordinator and Director Timeframe for strategy Start date 10/01/10

End date 09/30/13

Standard Assurances enter OAA section number for all that apply. 306(a)(4)(A)(B)(C ) 306(a)(5) 306(a)(6)(E) 306(a)(10) 306(a)(11)

306(a)(13)(A)(B)

306(a)(14)

306(a)(15)(A)(B)

Select Service

306(a)(13)(C)(D)

Home Delivered Meals

End date 09/30/13

Standard Assurances enter OAA section number for all that apply. 306(a)(4)(A)(B)(C 306(a)(5) 306(a)(6)(E) 306(a)(10) ) 306(a)(11)

306(a)(13)(A)(B)

306(a)(14)

306(a)(15)(A)(B)

Select Service Local Strategy

Nutrition Consultation

306(a)(13)(C)(D)

Obtain services of a registered dietician to assist AAA implementation and/or compliance with DRI's and other nutrition service activities as needed. Staff position(s) responsible for strategy Operation Coordinator and Director Timeframe for strategy Start date 10/01/10

End date 09/30/13

Standard Assurances enter OAA section number for all that apply.

Select Service

Nutrition Education

Local Strategy Require trained nutrition providers to utilize the nutritional health checklist and the corresponding educational materials during assessment/reassessment of each participant on an annual basis. Staff position(s) responsible for strategy Operations Coordinator Timeframe for strategy Start date 10/01/10

End date 09/30/13

Standard Assurances enter OAA section number for all that apply.

TEXAS DEPARTMENT OF AGING AND DISABILITY SERVICES Area Plan 2011-2013 Organizational Structure _________________________________________________________________________ _________

Organizational Structure of Area Agency on Aging

Instructions: Describe the organizational structure of the AAA including the • • •

relationship to the sponsoring organization role of the grantee governing board location of the AAA (include branch offices and resource center offices)

Organization Structure of the Area Agency on Aging

The Panhandle Regional Planning Commission (PRPC) is the grantee organization for the Area Agency on Aging of the Panhandle. It is centrally located in the downtown area of Amarillo. The physical address is 415 W 8th Avenue and it is within walking distance to several local community services agencies. There is also a scheduled bus route stop that is located just south of the PRPC parking lot. The building is wheelchair accessible and is equipped with elevator access to all the programs housed within the PRPC. The Planning Commission was created in 1969 pursuant to Chapter 391 of the Texas Local Government Code. Its creation was based on the concept that more can be accomplished by local governments acting cooperatively rather than alone. With an annual budget of $22million and a staff of 43, the PRPC is involved in a wide range of projects and programs including workforce development, aging, community development, economic development, dispute resolution, emergency preparedness (homeland security), emergency communications, criminal justice, solid waste management, regional services, regional water planning and technical assistance to the local governments of the Panhandle. The PRPC is governed by a 26 member board which conducts business on a monthly basis and serves as the final decision makers for all recommendations submitted by the standing advisory councils. The Executive Director of the Panhandle Regional Planning Commission is Gary Pitner. He has served in this capacity since 1985. Mr. Pitner has the final authority on all programmatic decisions, policy and operational issues. Cindy Boone has been with the Planning Commission since 1994 serving as the Director of Finance. She is responsible for completing and maintaining required fiscal reports, expenditure documents, staff payroll, charts of accounts, general ledgers, and all cash accounts. Melissa Carter has been with the Area Agency on Aging

since 2000 and has served as the Director since 2006. She provides the daily oversight of the program and its operations. The history of the Area Agency on Aging of the Panhandle (AAAP) began when Governor Preston Smith asked the Panhandle Regional Planning Commission (PRPC) to begin working with the State Committee on Aging on January 6, 1971. The Board of Directors unanimously accepted the invitation. Then on February 5, 1971 the PRPC and Governorâ&#x20AC;&#x2122;s Committee on Aging co-sponsored the first Regional Meeting on Aging at the First Presbyterian Church in Amarillo. In 1973, The Older Americans Act Comprehensive Services Amendments established Area Agencies on Aging. The AAAP was originally called the Regional Office on Aging and began in 1974 with a budget of approximately $35,000. After a needs assessment of the region was conducted and efforts were made to involve the local communities and coordinate with other services, the Regional Office on Aging obtained Area Agency on Aging status on November 19, 1982. In the beginning, emphasis was placed on the development of comprehensive and coordinated service delivery systems for the elderly with a focus on preventative care such as congregate meals, recreation and socialization programs to help seniors remain active in their communities. Then in 1981 the reauthorization of the Older Americans Act (OAA) emphasized supportive services to help older persons remain independent in the community. This led to access and in-home services becoming the priority. The reauthorization of the OAA in 1987 created six distinct appropriations for services: in-home services for the frail elderly; long-term care ombudsman; assistance for special needs; health education and promotion; prevention of elder abuse, neglect and exploitation; and outreach activities for persons who may be eligible for benefits under supplemental security

income (SSI), Medicaid and food stamps. Additional emphasis was given to serving those in the greatest economic and social need, including low-income minorities. In 1989 the AAAP began the development of a Benefits Counseling program to address the need to assist people with accessing entitlement programs. In November of 2000, the OAA was again reauthorized and included new funding for a National Family Caregiver Support Program. The AAAP added a Caregiver Specialist to its staff in May of 2001 and began to develop a system to address the needs of caregivers throughout the region. The current structure of the AAAP consists of nine staff members . Eight employees are full time and one part time employee working 30 hours per week or less. The AAAP staff consists of: Director, Operation Coordinator, Public Education and Volunteer Program Specialist, Benefits Counselor, Care Coordinator, Managing Local Ombudsman, Caregiver Specialist and two program support aides. The program aides work directly with the Care Coordinator on the HomeCare Options Program and with the Benefits Counseling program. It is the goal of the AAAP to have most employees cross trained and certified in the Health Information, Counseling and Advocacy Program (HICAP) and the Ombudsman programs. It is difficult to physically reach all the individuals that need our service so a lot of the assistance that we provide is done over the telephone and through the mail. Fortunately, our clients do not mind receiving services in this manner. They understand the expense of having to travel to access services and they can access our services from the comfort of their own home. In addition, the AAAP could not accomplish all that it does without the use of volunteers. The Ombudsman program averages about 20 active volunteers at any given time with people in the training/intern phase almost continually. The HICAP volunteer training has

evolved into several options. Our goal is to certify as many volunteers as possible as Level 1 Benefits Counselors. But, we also allow people to attend and obtain training in any subject area; thus, all of our trainings are open to the public. Agencies are welcome to have their employees attend any or all topics being addressed as well as individuals. The AAAP does not exclude anyone from obtaining any of the information that we provide. Continuing Education Units are now available for those who attend the HICAP trainings. The target service population for the AAAP is low-income and greatest economic/social need older individuals, rural older individuals, minority older individuals, limited English speaking older individuals and older individuals at risk for institutional placement.

Organizational Structure and Role of the Advisory Council

Instructions: Describe the structure and role of the advisory council, including types of organizations and advocacy groups represented on the council. Indicate categories of representatives serving on the Area Agency on Aging Advisory Council. Check all that apply.  Minority older person  Representative of the business community

 Older person living in rural area, if applicable  Participants/eligible to participate  Family caregivers  Representatives of older persons  Service providers

 Local elected officials  Providers of veterans health care, if applicable General public

  Other

Specify Local MHMR and RLS representatives

Structure and Role of the Advisory Council

An important component of the AAAP is the 18 member Area Agency on Aging of the Panhandle Advisory Council. The Council was created October 23, 1974 to advise the Panhandle Regional Planning Commission on matters related to the needs of the elderly of the Panhandle Region and enable the Board of Directors to initiate and conduct a comprehensive Area Plan under the authority of the Older Americans Act of 1965 as amended. The role of the Council is to provide regional input and guidance on elderly issues and concerns. The Council membership is appointed by the Board of Directors and has good rural/urban mixed representation from the following groups: low income elderly, minority elderly, participant elderly, sixty plus individuals, service providers, elected official or staff representation, disabled individuals and general public.

Allocation of AAA Staff Responsibilities

Instructions: Enter all staff positions to provide administrative and support services in the area agency from all sources. Select the activity/service to be provided and enter the percentage of full time equivalent assigned to the activity/service. This information should support the activities included in the Work Plan. The total FTE below must match the total FTEs for the AAA listed on the grantee's Organizational Chart (attached).

Allocation of AAA Staff Responsibilities Insert additional rows as needed. Position Director

Activity/Service Area Agency Administration

.75

Director

Date Management

.10

Director

Information, Referral and Assistance

.15

Operations Coordinator Operations Coordinator Operations Coordinator Operations Coordinator Care Coordinator Care Coordinator Caregiver Support Coordination Caregiver Support Coordination Caregiver Support Coordination Managing Local Ombudsman Benefits Counselor Benefits Counselor Benefits Counselor Benefits Counselor Public Education and Volunteer Specialist Public Education and Volunteer

Area Agency Administration

.25

Date Management

.60

Legal Assistance - 60 and Over

.10

Legal Assistance - Under 60

.05

Care Coordination

.55

Information, Referral and Assistance

.20

Caregiver Support Coordination

.70

Caregiver Information Services

.20

Information, Referral and Assistance

.10

Ombudsman

1.00

Legal Assistance - 60 and Over

.65

Legal Assistance - Under 60

.10

Information, Referral and Assistance

.15

Legal Awareness

.10

Legal Awareness

.50

Ombudsman

.25

Specialist Public Education and Volunteer Specialist Program Support Aide #1 Program Support Aide #1 Program Support Aide #1 Program Support Aide #2 Program Support Aide #2 Program Support Aide #2 Program Support Aide #2

Information, Referral and Assistance

.25

Care Coordination

.50

Information, Referral and Assistance

.35

Legal Assistance - 60 and Over

.15

Legal Assistance - 60 and Over

.50

Legal Assistance - Under 60

.15

Information, Referral and Assistance

.25

Care Coordination

.10 Total FTEs 8.75

Grantee's Organizational Chart

Instructions: Attach grantee's organizational chart which shows the position of the area agency on aging within its organizational structure as well as the AAA advisory council relationship to the grantee's governing board. Note that you will not be able to attach certain files which InfoPath blocks for security reasons. These include .exe, .bat, .com, .cmd, .url, .pst, .pif, and others. AAA Organization Chart.xls Microsoft Office Excel 97-2003 Worksheet 60.5 KB File Attachment File Attachment

Grantee's Fiscal Management Processes and Administration

Instructions: Briefly describe grantee's method of fiscal management for funds received from DADS and other resources used to support this area plan, include at least the following: • • • • • •

methods used to project budget track funding received track expenditures track performance monitoring contractors' fiscal performance review of audit reports for contractors

Grantee's Fiscal Administration

The Area Agency on Aging Director evaluates the service needs of the community for the upcoming year. The Finance Director, Accounting Manager and Aging Director determine which services will be budgeted and the levels of service to be provided once the NFA’s are issued. The Finance Department analyzes and estimates in-house costs for the year being budgeted. The Aging Director reviews and approves each invoice that is submitted for payment. The Aging Director and staff members maintain spreadsheets to track performance. The accounting software of the Panhandle Regional Planning Commission tracks all expenditures by service category. All detail is recorded in a spreadsheet maintained by the Accounting Manager. The spreadsheet is updated monthly and reconciled with the general ledger. The Aging Director and Finance Director review the spreadsheet. The Accounting Manager compares the cumulative expenditures to the budget on a monthly basis and enters the expenditure information into the QPR system. Requests for reimbursement are also completed monthly. The NFA’s are updated and reviewed with each reimbursement request. Any variances between the budget, expenditures and requests are reviewed and discussed with the Aging Director and adjustments are made as necessary.

Our fiscal management process has been consistent for many years and has proven to accurately track expenditures and performance data. Our fiscal accountability is a top priority. The Aging Director, Finance Director and Accounting Manager are in constant communication to ensure the accuracy of our reporting and the efficiency of our programs. No change from last area plan submission.

TEXAS DEPARTMENT OF AGING AND DISABILITY SERVICES Area Plan 2011-2013 Compliance with Other Federal Laws _________________________________________________________________________ _________ Instructions: Read the following sections that require compliance with Section 504 of the Rehabilitation Act of 1973, as amended, and Title VI of the Civil Rights Act of 1965, as amended. Complete the required information.

DEPARTMENT OF HEALTH AND HUMAN SERVICES ASSURANCE OF COMPLIANCE WITH SECTION 504 OF THE REHABILITATION ACT OF 1973, AS AMENDED

The undersigned (hereinafter called the â&#x20AC;&#x153;recipientâ&#x20AC;?) HEREBY AGREES THAT it will comply with section 504 of the Rehabilitation Act of 1973, as amended (20U.S.C. 794), all requirements imposed by the applicable HHS regulation (45 C.F.R. Part 84), and all guidelines and interpretations issued pursuant thereto. Pursuant to 84.5(a) of the regulation [45 C.F.R. 84.5(a)], the recipient gives this assurance in consideration of and for the purpose of obtaining any and all federal grants, loans, contracts (except procurement contracts and contracts of insurance or guaranty), property, discounts, or other federal financial assistance extended by the Department of Health and Human Services after the date of this Assurance, including payments of other assistance made after such date on applications for federal financial assistance that were approved before such date. The recipient recognizes and agrees that such federal financial assistance will be extended in reliance on the representations and agreements made in this assurance and that the United States will have the right to enforce this Assurance through lawful means. This Assurance is binding on the recipient, its successors, transferees, and assignees, and the person or persons whose signatures appear below are authorized to sign this Assurance on behalf of the recipient. This Assurance obligates the recipient for the period during which federal assistance is extended to it by the Department of Health and Human Services or, where the assistance is in the form of

real or personal property, for the period provided for in 84.5 of the regulation [45 C.F.R. 84.5(b)). The recipient: A.  B. 

Check A or B, below. employs fewer than fifteen persons; employs fifteen or more persons and, pursuant to 84.7(a) of the regulation [45 C.F.R. 84.7a)], has designated the following person(s) to coordinate its

efforts to comply with the HHS regulation. Name of the Designee(s) Signature Gary Pitner

ASSURANCE OF COMPLIANCE WITH THE DEPARTMENT OF HEALTH AND HUMAN SERVICES REGULATION UNDER TITLE VI OF THE CIVIL RIGHTS ACT OF 1964

Panhandle Regional Planning Commission

(hereinafter called the “Applicant”) HEREBY AGREES THAT it will comply with Title VI of the Civil Rights Act of 1964 (P.L. 880352) and all requirements imposed by or pursuant to the Regulation of the Department of Health and Human Services (45C.F.R. Part 80) issued pursuant to that title, to the end that, in accordance with Title VI of that Act and the Regulation, no person in the United States shall, on the ground of race, color, or national origin, be excluded from participation in, be denied the benefits of, or be otherwise subjected to discrimination under any program or activity for which the Applicant receives Federal financial assistance from the Department; and HEREBY GIVES ASSURANCE THAT it will immediately take any measures necessary to effectuate this agreement.

If any real property or structure thereon is provided or improved with the aid of Federal financial assistance extended to the Applicant by the Department, this Assurance shall obligate the Applicant, or in the case of any transfer of such property, and transferee, for the period during which the real property or structure is used for a purpose for which the Federal Financial assistance is extended or for another purpose involving the provision of similar services or benefits. If any personal property is so provided, this Assurance shall obligate the Applicant for the period during which it retains ownership or possession of the property. In all other cases, this Assurance shall obligate the Applicant for the period during which the Federal financial assistance is extended to it by the Department. THIS ASSURANCE is given in consideration of and for the purpose of obtaining any and all Federal grants, loans, contracts, property, discounts or other Federal financial assistance extended after the date hereof to the Applicant by the Department, including installment payments after such a date on account of applications for Federal financial assistance which were approved before such date. The Applicant recognizes and agrees that such Federal financial assistance will be extended in reliance on the representations and agreements made in the

Assurance, and that the United States shall have the right to seek judicial enforcement of this Assurance. This Assurance is binding on the Applicant, its successors, transferees, and assignees, and the person or persons whose signatures appear below are authorized to sign this Assurance on behalf of the Applicant. Applicantâ&#x20AC;&#x2122;s Mailing Address: P O Box 9257, Amarillo, TX 79101 Date: 07/31/10

NON-DISCRIMINATION IN EMPLOYMENT Panhandle Regional Planning Commission is committed

to uphold all laws related to non-discrimination in employment, including, but not limited to, the following. Title VI of the Civil Rights Act of 1964, which prohibits discrimination because of race, color, religion, sex or nations origin in all employment practices including hiring, firing, promotion, compensation and other terms, privileges and conditions of employment. The Equal Pay Act of 1963, which covers all employees who are covered by the Fair Labor Standards Act. The act forbids pay differentials on the basis of sex. The Age Discrimination Act, which prohibits discrimination because of age against anyone between the ages of 50 and 70. Federal Executive Order 11246, which requires every contract with Federal financial assistance to contain a clause against discrimination because of race, color, religion, sex or national origin. Section 504 of the Rehabilitation Act of 1973, which states that employers may not refuse to hire or promote handicapped persons solely because of their disability. Gary Pitner is the designated person with executive authority responsible for compliance with these federal non-discrimination in employment requirements. Policy information on these requirements will be disseminated through employee meetings, bulletin boards, and any newsletters prepared by this agency.