Superintendent's Corner:  Highlight on APDDA

APDDA President’s Message
The administrators of public residential programs are tremendous sources of knowledge in the field of developmental disabilities. Many senior executives have seen major changes in the field over the decades and must, on a day to day basis, deal with the practical implementation of federal regulatory parameters within particular statewide policy and its changing priorities.

The Superintendent’s Corner, will from time to time feature matters of importance to all superintendents and provide an opportunity to exchange practical information. It will be updated as changes in the field occur. This first installment will feature a description of the not-for-profit professional organization founded in 1971 in the state of Washington, the Association of Public Developmental Disabilities Administrators (APDDA).

As president of the organization (2002 -2003), I see the collegial value of organizational interaction and recommend that everyone eligible consider becoming a member. To be eligible for full membership you must hold an administrative post as the lead executive for a public residential program for the developmentally disabled. Additionally, executives aligned with the public centralized government administration of centers for the disabled are eligible for full membership. APDDA also has Associate Membership, Life Membership, and Honorary Life Membership. These memberships are designed for professionals who have different type involvement and/or commitment to the field of developmental disabilities. All members, regardless of the type membership, are encouraged to submit input and opinions.

The organization provides a national network of senior executives who deal with the practical application of federal regulations, while weaving through the restraints of state budgets. Camaraderie, networking, and the information exchange between APDDA members provide an isolated field with communication.

The APDDA provides for the members each year the following:

• Each September we provide a National Directory, which lists each large public facility with the name, phone number, and email address of the chief administrator.

• Each February the Association convenes a conference that presents three days of speakers and workshops. The conference is tailored to the trends in the field and helps administrators prepare for Federal and State audits.

• The Association prints two Digest publications a year that features articles from developmental disabilities experts.

• APDDA also has an annual awards program luncheon as well as a job referral service.

Past presenters in the conference included, James F. Gardner, Ph.D. the president of the Quality Council. Also last year, conference attendees were hooked up via conference call to Linda Joyce, of CMS. APDDA members shared concerns about the Federal "look behind survey process" and submitted questions. This exchange gave the executives a good perspective on the federal government’s goals and regulatory interpretations. Last year’s conference also addressed clinical issues – psychotropic drugs, restraint use, and person centered planning were discussed. The national perspectives that the conference provides, allows executives to bring back to their respective states current information that will help manage complex issues.

In addition to the annual conference, each region holds local meetings. The respective regional director, who serves on the APDDA board of directors, conducts these regional meetings. As new executives enter the field, they are invited to join their fellow developmental disabilities specialist and examine regional issues. Besides the obvious networking opportunities, these meetings assist executives in finding promotional opportunities. Many administrators have landed positions through contacts from APDDA members.

Recent surveys conducted by the authority of the federal government are probably a positive development for the field of developmental disabilities. Attention to the process has emphasized the importance of the treatments ICF/MR’s provide. Certainly it has made our world more complicated. However, the net result is that legislators and state governments have given the field attention. Despite the stress placed on administrations and staff, many facilities have been allocated additional resources to deal with the added compliance requirement. Almost all facilities have been compelled to increase staff and training. To deal with the situations described, I recommend the following:

• Designate competent professional staff to follow the CMS/Quality Council’s team findings throughout the country.

• Conduct regular meetings with clinical staff to update them on the Immediate Jeopardies, Decertification Warnings and the tags cited by surveyors.

• Hire consultants that have the national perspective on CMS compliance.

• Keep parents, legislators, and state officials involved in the changes or enhancements you are orchestrating.

• Talk to directors from other states that have been through CMS/Quality Council’s team audits.