These promising practices emphasize financing strategies that prioritize and support competitive jobs and community life for youth and working-age adults with IDD.
Indiana is strengthening integrated employment outcomes for people with intellectual and developmental disabilities (IDD) by aligning Medicaid HCBS waiver funding, provider transformation, and technology to support community-based employment. Through phased elimination of facility-based services, investments in provider capacity, and exploration of value-based payment models, the state is building a more sustainable system focused on quality and individual employment outcomes.
During the COVID-19 pandemic, Pennsylvania’s IDD agency restructured its funding and service delivery to better support integrated employment for people with disabilities. The state used federal relief funds to stabilize services, expand remote supports, and invest in assistive technology. By embracing teleservices and outcome-based payment models, Pennsylvania created a more flexible and inclusive employment service system. These changes continue to shape long-term improvements in service access and delivery.
The ICI/UMass Boston launched this project to examine how state IDD agencies’ contracting and payment methods support innovative employment services, assistive technology access, and workforce development. Eight states with relevant financing strategies were selected. In Tennessee, the IDD agency emphasized technology, staff training and certification, and quality-based incentives to improve employment services for individuals with IDD.
The ICI/UMass Boston has examined how state IDD agencies use contracting and payment methods to support innovative employment services, assistive technology, and workforce development. Oklahoma exemplifies this through strategic planning, policy adaptation, and strong partnerships. Its efforts to enhance employment opportunities with technology offer valuable insights for other states aiming to improve remote service delivery and employment outcomes for individuals with IDD.
The ICI/UMass Boston has been studying how state IDD agencies’ contracting and payment methods supported the use of innovative employment services, access to assistive technology, or improvements in the employment services workforce to ensure access to high-quality employment services. This promising practice highlights Ohio’s approach to advancing IDD services through technology. With strategic planning, collaboration, and targeted funding, Ohio enhances independence and service quality for individuals with disabilities. Its long-term commitment demonstrates how technology can improve outcomes, offering valuable insights for other states seeking to modernize and innovate service delivery.
The ICI/UMass Boston has examined how state IDD agencies use contracting and payment methods to support innovative employment services, assistive technology access, and workforce improvements. This promising practice highlights Missouri’s approach. Missouri’s integrated employment initiative uses a dynamic, data-driven model focused on technology integration, innovative and value-based payment systems, and data-informed quality assurance to enhance employment outcomes for individuals with IDD.
The ICI/UMass Boston has been studying how state IDD agencies’ contracting and payment methods supported the use of innovative employment services, access to assistive technology, or improvements in the employment services workforce to ensure access to high-quality employment services. This promising practice explores Oregon’s efforts.
The COVID-19 public health emergency (PHE) had a major impact on people with disabilities and the services they receive. This brief explores the impact of PHE on employment and day services of people with IDD.
In 2016, Alabama’s Department of Mental Health (ADMH)/Division of Developmental Disabilities (DDD) contracted with the Alabama Department of Rehabilitation Services (ADRS) to train Community Partner Work Incentive counselors to provide benefits counseling to individuals served by ADMH who were moving from facilitybased day services into competitive integrated employment. State agency staff were aware that many individuals and their families chose not to pursue integrated employment for fear of losing Medicaid, cash benefits, and other income support programs.
Oklahoma’s Developmental Disabilities Services Division (DDSD) realized the need for increased attention towards the goal of community-based employment for individuals they served. Initially, rates were based on a vendor’s costs of providing direct services such as job development and job coaching. It became increasingly apparent that claims for vocational services oftentimes reflected staff activities (e.g., job development, client assessment, and service delivery documentation), which may have been occurring without the direct involvement of the service recipient.