The following is a list of PAS Workforce resources related to Vermont.
The list is provided and maintained by the National
Clearinghouse on the Direct Care Workforce. Each citation contains
an abstract and information about how to obtain the entire version.
Livingston, Joy. (March 2001). Paraprofessional staffing study. Vermont Department of Aging and Disabilities.
Abstract:
The Vermont Department of Aging and Disabilities issued this long-term care workforce report summarizing demand for personal care services, demographic and employment trends affecting the labor force, recruitment and retention issues, and best practices. Recommendations include maintaining lower staff-to-resident ratios; adopting a wage pass-through or career ladder program; and adopting a more inclusive management style.
Paraprofessional Healthcare Institute and the North Carolina Department of Health and Human Services. (March 2004). Chart of direct-care workforce activities in Vermont.
Abstract:
This chart describes existing or enacted direct-care workforce initiatives in this state as of March 2004. The information was collected as part of a national survey of state initiatives on the long-term care direct-care workforce. Additional details about this state may be found in the full report.
Wasserman, Julie. (May 2003). Shaping the future of long term care 2000-2010. Vermont Department of Aging and Disabilities, Agency of Human Services.
Abstract:
This report by Vermont's Department of Aging and Disabilities projects the need for long term care services in Vermont in 2005 and 2010, and makes recommendations for addressing that need. Recommendations include adjusting Medicare funding to allow for additional community-based services, improving wages and benefits for direct care workers, and expanding health programs for physically disabled adults.
Tilley, Jane, Kristen Black, Barbara Ormond and Jennie Harvell. (November 2003). State experiences with minimum nursing staff ratios for nursing facilities: Findings from case studies of eight states. U.S. Department of Health and Human Services.
Abstract:
Conducted by the Urban Institute for the U.S. Department of Health and Human Services' Office of the Assistant Secretary for Planning and Evaluation, this study was commissioned as a follow-up to the Phase I and Phase II nursing home staffing studies conducted for the Centers for Medicare and Medicaid Services by Abt Associates. The researchers surveyed all state laws mandating minimum staffing ratios and conducted case studies of eight states (Arkansas, California, Delaware, Minnesota, Missouri, Ohio, Vermont, and Wisconsin) that either instituted, modified or eliminated nursing staff ratios in recent years. The report concludes that minimum staffing ratios can help impose a standard on facilities that have inadequate staffing, but staffing ratios are not the only factor affecting the quality of care residents receive.
The National Conference of State Legislatures. (April 19th, 2004). Better Jobs Better Care: Retaining long-term care workers. State Health Notes.
Abstract:
This article gives an overview of the Better Jobs Better Care Demonstration projects in Iowa, North Carolina, Pennsylvania, Oregon and Vermont. The authors specifically address the actions in three of the states: Iowa, North Carolina, and Vermont. The authors note the high turnover rates and problems with retention of direct-care workers across the country, and the interventions that are being explored in these five states through the Better Jobs Better Care project.
Obtain the Full Version: To get a copy of this article, go to: www.statehealthnotes.org. Available on the web: www.ncsl.org/programs/health/bjbc.htm
Anderson, Wayne L., Joshua M. Wiener, Angela M. Greene, and Janet O'Keeffe. (April 2004). Direct service workforce activities of the Systems Change grantees. RTI International.
Abstract:
In 2001 the Centers for Medicare and Medicaid Services (CMS) awarded Real Choice Systems Change (RCSC) Grants to states and other entities working to improve state long-term care systems. Twenty grantees began one or more initiatives to improve the recruitment and retention of direct service workers. This report focuses on the workforce initiatives of these 20 grantees, with an in-depth look at 7. The report strongly recomends that policymakers, providers, and consumers address workforce problems.
Keller, Jeanne. (October 2003). Survey of Personal Care Attendants and Employers/Surrogates Regarding Establishment of a Vermont PAS Registry. Vermont Department of Aging, Divison of Vocational Rehabilitation.
Abstract:
In 2001, the Vermont Department of Aging was awarded a Medicaid Infrastructures Grant (MIG) from the Centers for Medicare and Medicaid Services (CMS). This report examines what it would take to establish an attendant registry in Vermont for consumers with disabilities who are living at home. The report provides results from a survey of providers and consumers who are in consumer-directed program. The report also includes input from advocacy groups, social service agencies, and health care agencies on the issue.
Keller, Jeanne. (May 2002). Health insurance for personal care workers. Vermont Department of Aging & Disabilities.
Abstract:
The goal of this study was to identify options for providing access to health insurance for personal care workers. The author finds that by offering insurance for workers, employers will enhance the desirability of this type of employment and will make it more competitive with other employment options.
Lisi-Baker, Deborah. (December 2004). Participant directed training for personal assistance services (PAS) management. Vermont Department of Aging and Disabilities.
Abstract:
The Vermont Department of Aging and Disabilities collaborated with the Vermont Center for Independent Living and designed a pilot project to evaluate the interest, focus and viability of a direct attendant care training program. The committee monitored the implementation of the pilot and analyzed findings from a survey of participants. Results of the survey indicated that management of the trial program had difficulty with fundamental tasks such as writing job descriptions, recruiting attendants, screening applicants, and payroll paperwork. The areas identified that needed additional research and assessment included: the effect of wages and benefits on recruitment, communication between supervisors and attendants, and identifying the types of instructional strategies needed for creating a responsive program.
Department of Aging and Independent Living (DAIL) and Community of Vermont Elders (COVE). (2004). Vermont Association of Professional Care Providers survey. Community of Vermont Elders (COVE).
Abstract:
In 2004, the Department of Aging and Independent Living (DAIL) and the Community of Vermont Elders (COVE) completed a survey of 980 direct-care workers in Vermont. The purpose of the survey was to catalog the demographics of Vermont direct-care workers and determine whether there was an interest in joining a worker association. 68% of respondents expressed interest in joining an association that took up the issues that they were most concerned with.
National Academy for State Health Policy. (2002). Best practices and trade secrets: How to recruit and retain quality staff.
Abstract:
The Vermont Department of Aging and Disabilities and the Division of Developmental Services organized a forum to explore best practices in Vermont. Over 140 policymakers, provider agencies, workers, and advocates attended the forum. This document summarizes the meeting's presentations and recommendations from break out groups.
Seavey, Dorie and Hollis Turnham. (November 2006). Reimbursement practices and issues in Vermont's long-term care programs. Community of Vermont Elders and PHI.
Abstract:
This report surveys public reimbursement methods employed in Vermont's various long-term care settings. It discusses payment methods and challenges that exist in each. The authors suggest improvements to the reimbursement approach, including a coordinated approach across the state's full array of long-term care settings, consistency and uniformity in standards, models that allow for the evaluation of the adequacy of rates over time, and higher performance standards related to quality care and quality jobs.
Best practices and trade secrets: How to recruit and retain quality staff. National Academy for State Health Policy.
Abstract:
This paper provides a summary of a forum organized by the Vermont Department of Aging and Disabilities and the Division of Developmental Services. The forum featured presentations and recommendations by experts in the field of long-term care and break out groups of participating policymakers, provider agencies, workers, and advocates. Recommendations include proactive recruiting, managing expectations, expanding outreach, increasing communications, clarifying values, enhancing training and performance review, and creating financial incentives.
Karidis, Arlene. (March/April 2007). Coalitions harness the power of change. FutureAge. American Association of Homes and Services for the Aging.
Abstract:
This article profiles five Better Jobs Better Care grantees and their accomplishments in coalition building. Collaborations between long-term care providers, policy makers, professional organizations, educators, and other stakeholders succeeded in bringing direct-care workers into the decision making process, developing new training and licensure programs, providing opportunities for career advancement and on-the-job support to caregivers, and creating sustainable culture change.
Obtain the Full Version: This article is part of a special FutureAge issue devoted to ''Better Jobs Better Care: Building a Valued, Committed Workforce.'' It can be viewed in full here or ordered here. Available on the web: www.bjbc.org/content/docs/FA_FEAT_CoalitionsHarnessPowerofChange_V6N2.pdf
Health Care for Heath Care Workers. (2007). Coverage models from the states: Strategies for expanding health coverage. PHI.
Abstract:
This report describes successful strategies for expanding health care coverage to direct-care workers. Five strategies are discussed: making employer-based insurance more affordable, expanding public insurance coverage, establishing coverage through collective bargaining, building insurance costs into Medicaid reimbursement, and assisting workers with health care expenses. The report provides examples and models for each strategy that can be adapted by advocates and policymakers in other states.
Livingston, Joy A., and Donna Reback. Legislative study of the direct care workforce in Vermont. Department of Disabilities, Aging and Independent Living, Vermont Agency of Human Services.
Abstract:
The Vermont Legislature authorized and funded this study in an effort to identify and address effective ways to recruit and retain a quality and stable direct-care workforce. The report was submitted to The Senate Committees on Appropriations and Health and Welfare and to The House Committees on Appropriations and Human Services and includes key findings on the workforce and nine policy recommendations.
Vermont Department of Aging and Disabilities, and Community of Vermont Elders (COVE). (2004). Vermont Association of Professional Care Providers (VAPCP) survey.
Abstract:
This survey of direct-care workers across Vermont was conducted to determine the level of interest in forming a professional association and what issues it ought to address. Out of 980 responses, 68 percent were in favor of joining an association that focused on raising wages and improving health care as the top areas of concern.
PHI. (September 2008). Northern New England LEADS Institute: An evaluation.
Abstract:
This report evaluates measurable outcomes of the LEADS Institute, an initiative that sought to develop person-centered care at 12 long-term care facilities by providing training, technical assistance, and cross learning opportunities. Interviews with stakeholders, job satisfaction and work environment surveys, data on turnover and absences, document review, and ''lessons learned'' discussions provide evidence of improvements in management, job quality, public policy, and the quality of communication within long-term care settings.
