UPPER SAVANNAH COUNCIL OF GOVERNMENTS
AREA AGENCY ON AGING
AREA PLAN
2017-2021
Table of Contents
Verification of Intent ..................................................................................................................................... 4
Executive Summary....................................................................................................................................... 5
Mission Statement .................................................................................................................................... 5
Vision Statement ....................................................................................................................................... 5
Organization Structure.............................................................................................................................. 6
Staff Experience and Qualifications .......................................................................................................... 6
Regional Aging Advisory Committee......................................................................................................... 9
Client Assessments ................................................................................................................................... 9
Ten Year Forecast for the Upper Savannah Region .................................................................................. 9
Focus Area for FY 2017 Area Plan ............................................................................................................... 12
Goal 1: Empower older adults, persons with disabilities, families, caregivers, and other consumers by
providing information, education, and counseling on their options to live as independently as possible
in the community. ................................................................................................................................... 13
Objective 1.1: Upper Savannah Aging and Disability Resource Center ................................................. 13
Objective 1.2: Upper Savannah Information and Referral/Assistance .................................................. 14
Objective 1.3: Insurance and Medicare Counseling .............................................................................. 14
Goal 2: Enable older adults and people with disabilities in the Upper Savannah Region to live in the
community and access high quality long-term services and supports through the provision of home
and community-based services, including support for families and caregivers. .................................... 15
Objective 2.1: Family Caregiver Support Program ................................................................................. 15
Objective 2.2: Expand respite across the lifespan ................................................................................. 16
Objective 2.3: Home Care ...................................................................................................................... 16
Goal 3: Empower older adults to stay active and healthy through Older Americans Act (OAA) services
and other non-OAA services provided through the LGOA and Upper Savannah AAA/ADRC................. 17
Objective 3.1: Evidence Based Health Prevention and Wellness Programs .......................................... 17
Objective 3.2: Transportation Services .................................................................................................. 18
Objective 3.3: Nutrition Program and Services...................................................................................... 18
Objective 3.4: Enhancing Upper Savannah’s Senior Centers ................................................................. 19
Objective 3.5: Emergency Preparedness and Coordination .................................................................. 20
Goal 4: Ensure the rights of older adults and persons with disabilities and prevent their abuse,
neglect, and exploitation through the Regional Long Term Care Ombudsman Program, and elder
abuse awareness and prevention activities. ........................................................................................... 21
Objective 4.1: Regional Long Term Care Ombudsman Program (RLTCOP) ........................................... 21
Objective 4.1.1: Increase resident/family access to effective and timely advocacy services................ 21
Objective 4.1.2: Empower residents and their families to resolve concerns through self-advocacy
while creating a greater awareness of the Regional LTC Ombudsman Program. .................................. 21
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Objective 4.1.3: Maximize partnerships to prevent abuse, neglect and exploitation. .......................... 22
Objective 4.2: Upper Savannah Legal Services Program for the Elderly................................................ 22
Goal 5: Maintain effective and responsible management of OAA, State and local funded services
offered through the LGOA through the contractors of services............................................................. 23
Objective 5.1: Programmatic Compliance ............................................................................................. 23
Attachment A: Area Plan Assurances and Required Activities by the Older Americans Act, as amended in
2006 ............................................................................................................................................................ 24
Attachment B: FY 2017 Area Plan Guidance .............................................................................................. 34
Attachment C: AAA Funding and Fiscal Oversight ..................................................................................... 38
Attachment D: General and Programmatic Information ........................................................................... 45
Compliance ............................................................................................................................................. 45
Client Data Collection ............................................................................................................................. 45
Resource Development........................................................................................................................... 46
Cost Sharing and Voluntary Contributions ............................................................................................. 46
High Risk Providers and Corrective Action Plans .................................................................................... 46
Provider Service Delivery Areas .............................................................................................................. 47
2017-2021 Area Plan Standard Assurances and Conditions ................................................................... 47
Training and Technical Assistance .......................................................................................................... 47
Emergency Preparedness ....................................................................................................................... 47
Licensing Protocols ................................................................................................................................. 48
Outreach ................................................................................................................................................. 48
Memorandum of Agreement (MOA) and Memorandums of Understanding (MOU) ............................ 48
I&R/A Funding ......................................................................................................................................... 49
Regional Transportation Services ........................................................................................................... 49
Nutrition Program ................................................................................................................................... 49
Family Caregiver Support Program Plan ................................................................................................. 50
Ombudsman Program ............................................................................................................................. 51
Legal Assistance Program ....................................................................................................................... 52
Evidence Based and Wellness Programs................................................................................................. 53
Reimbursement Request Accuracy ......................................................................................................... 53
Assessment Process ................................................................................................................................ 53
Local Match ............................................................................................................................................. 53
Regional Successes.................................................................................................................................. 54
Attachment E: GIS Mapping ....................................................................................................................... 55
Attachment F: Strategic Planning, Workforce, Process Management and Client/ Customer Satisfaction 61
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Attachment G: Area Plan Public Hearing ................................................................................................... 63
Attachment H: Aging Advisory By-Laws ..................................................................................................... 64
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Verification of Intent
The Area Agency on Aging hereby submits its Fiscal Year 2017 – 2021 Area Plan to the Lieutenant
Governor’s Office on Aging. If approved, the plan is effective for the period of July 1, 2017 through
June 30, 2021.
The Area Agency on Aging is granted the authority to develop and administer its Area Plan in
accordance with all requirements of the Older Americans Act and the Lieutenant Governor’s
Office on Aging. By signing this plan, the Planning and Service Area Director and the Area Agency
on Aging Director assure that the written activities included in the plan will be completed during
the effective period and annual updates will be given to the Lieutenant Governor’s Office on
Aging when requested. Changes made to the approved plan will require an amendment
submission to the Lieutenant Governor’s Office for approval.
This plan contains assurances that it will be implemented under provisions of the Older
Americans Act of 1965 during the period identified, as well as the written requirements of the
Lieutenant Governor’s Office on Aging and the South Carolina Aging Network’s Policies and
Procedures Manual.
The Area Plan herewith submitted was developed in accordance with all federal and state
statutory and regulatory requirements.
Upper Savannah Council of Governments/Area Agency on Aging
___________________________________
Planning Service Area Director
___________________
Date
____________________________________
Area Agency on Aging Director
___________________
Date
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Executive Summary
The Upper Savannah Council of Governments/Area Agency on Aging is an organization working
within federal guidelines to inform, advocate, and plan for community services on behalf of
seniors. The Area Agency on Aging is part of the national network set in place by the Older
Americans Act of 1965.
The AAA staff works with a regional aging advisory committee to evaluate the needs of older
adults and persons with disabilities and plan for services to meet those critical needs. The service
goal is to enable senior adults age 60 and older and persons with disabilities to live independently
in their own homes for as long as possible. Seniors, caregivers, and disabled adults remain at the
center of the services we provide in our region.
The purpose of this multi-year plan is to outline a structure of how the Upper Savannah AAA/
Aging and Disability Resource Center will comprehensively plan and implement steps to carry out
a service delivery system for the above mentioned target groups. We are working to serve older
adults in an all-inclusive manner, realizing that governmental funds (federal Older American Act
dollars and State dollars) continue to shrink and alone can’t meet the demand of the growing
aging population needs. The AAA must constantly be diligent to adapt to the changing needs and
expectations across generations. Likewise, the AAA must adapt to leadership changes and policy
frameworks at the State Unit on Aging office. Within the next two years, the State Office will be
housed within the government framework differently than it is now, and the Upper Savannah
AAA is determined to keep our focus on positive impacts and outcomes for the senior and
disabled adults that we serve.
The Upper Savannah AAA plans to continue to fund core aging services that include
transportation, both group and home delivered meals, as well as evidenced-based disease
prevention/health promotion, home care services, family caregiver services, IR&A services,
assessment services, ombudsman services, legal services, minor home repair services, and
lifelines. Additionally, the AAA plans to offer regional SHIP services to persons in need of
Medicare and Medicaid information and counseling.
Mission Statement
Upper Savannah Area Agency on Aging’s mission is to enhance the quality of life for seniors
and/or adults with disabilities by providing leadership, advocacy and planning.
Vision Statement
Upper Savannah AAA’s vision is to provide leadership, advocacy and collaboration to assure a full
spectrum of services are available so that seniors in our region can enjoy an enhanced quality of
life, contribute to their communities, have economic security, and receive the support necessary
to age with choice and dignity.
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Organization Structure
The Upper Savannah Area Agency on Aging is housed within the regional planning council known
as the Upper Savannah Council of Governments (COG). There are ten COGs located throughout
the state. COGs are partnerships of–and provide resources to–the local counties cities and towns
in their regions. The Councils are also partners with numerous Federal and state agencies,
obtaining and administering grants for a variety of community-based programs and economic
development
initiatives.
COGs are recognized for their fiscal responsibility and outstanding capabilities in professional
program management. As a result, thousands of state residents today depend on COG services
and capabilities for a host of critical functions that affect quality of life and economic
development. From extension of water and sewer lines in rural areas, to providing ready
transportation to the doctor and government offices, to overseeing compliance with clean water
standards, COG programs are filling vital community needs. In addition to the Aging Program
administered by the Aging Unit, other major programs of the Upper Savannah COG include the
Government Services Program, Community Development, and Workforce Development
Program.
Staff Experience and Qualifications
Patricia Hartung, Executive Director, is a 41-year veteran of Upper Savannah Council of
Governments. She has a Master of Business Administration and extensive leadership experience
in regionalism and economic development. While our Executive Director does not charge any of
her salary and/or expenses to the Aging Program, she is responsible for the overall management
and oversight of the area agency on aging. The Executive Director certifies that the aging unit
functions only as the area agency on aging for the purpose of carrying out the nine area agency
functions specified in the Older Americans Act.
Vanessa Wideman, Aging Unit Director, is a 39-year veteran of Upper Savannah Council of
Governments and has a Bachelor Degree in Human Resource Management. She has been
employed with the Aging Unit since 1991 and has been Unit Director since 1998. During her
tenure with the Aging Unit, the AAA has undertaken multiple program additions— Frozen Meal
Pilot for SC; Regional Long Term Care Ombudsman Program; Regional Family Caregiver Support
Program; Regional State Health Insurance Program; Regional Information, Referral and
Assistance Program; Upper Savannah Senior Sports Classic, and Seniors Farmers Market Nutrition
Program. Vanessa has grant writing, fund raising and social entrepreneurial skills that have
resulted in a number of partnerships and innovative community projects. She has been a Certified
Long Term Care Ombudsman, Certified in the State Health Insurance Program since 1995, and
received the Certification in Alliance of Information & Referral Systems (CIRS) in 2002. (Full Time)
Melissa Phillips, Finance Manager, is a 28-year veteran of the COG. She has a Bachelor Degree in
Accounting, Master Degree in Business Administration, and is a candidate for CPA designation.
Melissa oversees the agency’s fiscal operation and provides technical support to new programs
designed to improve the agency’s financial self sufficiency. During her tenure, the agency has
maintained an impeccable record of clean financial audits. None of Melissa’s salary and/or
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expenses are charged to the Aging Program, yet she is responsible for the oversight of the
financial management, budgeting and reporting. (Full Time)
Linda McAllister, Finance Assistant, is responsible for all aging draw downs, working on the
budget, helping monitor, and paying aging related vendors and contractors. She has a Bachelor’s
Degree and extensive fiscal management in the private sector. She is the lead staff for the AIM
(Automated Information Management) system, providing data input and supervision of this
program. She provides technical support to our service contractors with regard to any AIM
reporting, and she reviews and authorizes payment requests for reimbursement funding from
the SUA. She has been working for USCOG for seven years. (Full Time)
Barbara Wright, Family Caregiver Advocate, is a 15-year veteran of the Aging Unit. She has a
Bachelor Degree and extensive business experience working in the long term care industry. She
has a very strong background in administration and budgeting and her professional skills have
resulted in a number of partnerships and collaborative projects. Barbara has been certified in
the State Health Insurance Program since 1998 and received Certification in Alliance of
Information & Referral Systems (CIRS-A) in 2003. (Full Time)
Langley Minton is our Regional State Health Insurance Program Coordinator (Full-Time). She has
a Bachelor’s Degree and has been employed for a year.
Kathy Dickerson, our former SHIP coordinator is now employed on a Part-Time basis after
retiring. Kathy works two and half days per week, except during annual enrollment when she
works additional hours.
Ericca Livingston is our Regional Ombudsman with fourteen years experience. She has a
Bachelor’s Degree and has extensive experience in advocating for seniors in long term care
facilities in both the Upper Savannah and Appalachia Regions. (Full Time)
Susan Wallace, an eight year employee of the Area Agency, is our Information, Referral and
Assistance Specialist. She is AIRS-certified and is the first point of contact for the many seniors
who call our agency. As IR&A Specialist, she assists and manages our Minor Home Repair Program
for eligible clients. (Full Time)
Tonya Mann has worked for USCOG for six years, with one year working in the Aging Program.
Her experience has been in determining client eligibility in the Workforce Division. Since July 1,
2016, she has been completing client assessments for two counties for our Aging Program. (Full
Time)
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UPPER SAVANNAH COUNCIL OF GOVERNMENTS
Organizational Chart
Board of
Directors
Executive Director
Assistant Director
Finance Director
Office Manager
Finance Assistant
(2)
Office Assistant
Communications
Specialist
Communtiy
Development
Director
Construction
Specialist
Aging Program
Director
Family Caregiver
Advocate
Workforce
Development
Director
Deputy Workforce
Development Director
Insurance
Counseling
Specialist (2)
Workforce
Development
Specialist
Regional
Ombudsman
Information
Systems
Coordinator
IR & A Specialist
Intake & Referral
Specialist (2)
Assessment
Specialist
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Government
Services Director
Community
Planner
Regional Aging Advisory Committee
The Upper Savannah Regional Aging Advisory Committee functions in an advisory capacity and
not in a policy-making capacity. The Advisory Committee is the mechanism through which older
persons and other community leaders can provide input regarding the interests and the needs of
the Upper Savannah region. The Advisory Committee members assist the Area Agency to
understand and meet the interests and needs of the older persons in the region. The Upper
Savannah’s Advisory Committee consists of two (2) individuals from each of our six counties and
three (3) individuals at-large, all appointed by the Council of Governments. Members are selected
based on their level of interest in aging and disability issues and working relationships with senior,
disability, and caregiver programs. No more than three members shall be from the same county
unless their membership appointment represents an agency that covers multiple counties. Total
membership is fifteen and terms of office are in three year increments on a staggered basis to
ensure continuity.
Client Assessments
Since July 1, 2016, the AAA has employed a client assessor (Tonya Mann) to complete all client
assessments in two of our counties—Laurens and Saluda Counties—for services that also include
transportation, group dining meals, and home delivered meals. We will begin assuming client
assessments in Greenwood County during May 2017 and beginning July 1, 2017, the AAA will be
completing client assessments and reassessments in the other three counties as well.
Initial client assessments are completed and entered into AIM as new clients contact our office
for information and referral or with needs that our AAA coordinates, i.e. legal, home care, minor
home repair, and family caregiver services. Assessments are completed for clients who phone in,
walk-in, or who schedule appointments. Reports are run from an Access database in order to
determine which clients are due for re-assessments for the above listed services. AAA staff will
complete the reassessment, determine eligibility, and then coordinate that the service is
provided by one of the AAA’s providers.
When clients have been determined eligible by the AAA for the requested service(s), the client
will be placed on a Waiting List in AIM. If a client is approved for service an approval form will be
sent to the appropriate provider(s) indicating the client has been approved for service or has
been placed on their waiting list. The providers will select the client to be served next using the
priority scores to ensure the client with the highest priority is the next person to receive services.
As the Lieutenant Governor’s Office on Aging (LGOA) sets policy and program instructions that
would cause senior clients to be terminated because of low priority scores, these clients will be
provided an opportunity to continue to receive services as a private pay recipient.
Ten Year Forecast for the Upper Savannah Region
The Upper Savannah region anticipates an increased number of seniors and disabled adults
needing critical health care services for a longer period of time. The region is expected to see an
increase in senior population by 8.53% between 2017 and 2027. Surprisingly, Saluda County is
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expected to have the largest increase in senior population at almost 21%. Below is a chart that
shows the 2017 60+ population in comparison to the anticipated 60+ population in 2027 with the
percent increase.
60+ Population Comparison for the Next Ten Years
2017
2027
% Increase
Abbeville
Edgefield
Greenwood
Laurens
McCormick
Saluda
6,158
5,475
14,822
14,363
3,513
4,660
6,419
5,927
15,879
15,360
3,962
5,623
4.24%
8.26%
7.13%
6.93%
12.78%
20.67%
Total
48,992
53,170
8.53%
Below is a quick synopsis of the counties in the Upper Savannah Region.
Abbeville County is located on the western side of the state and consists of 508.22 square miles.
In the 2010 census, Abbeville County had a total population of 25,417 and a senior population
(60 and older) of 5,999. The senior population represents 2.36% of the total county population.
All of Abbeville County is considered rural.
Edgefield County is located on the western side of the state and consists of 489.60 square miles.
In the 2010 census, Edgefield County had a total population of 26,985 and a senior population
(60 and older) of 5,330. The senior population represents <2% of the total county population.
All of Edgefield County is considered rural.
Greenwood County is centrally located in the Upper Savannah Region and consists of 450.68
square miles. Greenwood County is the largest populated county in the region with the 2010
census showing a total population of 69,661 and a senior population (60 and older) of 14,658.
The senior population represents 2.1% of the total county population. All of Greenwood County
is considered rural.
Laurens County is located in the northern part of the region and covers 712.30 square miles. The
second largest population county in the region, the 2010 census indicated a total population of
66,537 and a senior population (60 and older) of 14,210. The senior population is similar to
Greenwood County and represents 2.13% of the total county population. All of Laurens County
is considered rural.
McCormick County is our smallest county in land size. McCormick is located on the western part
of the state and the Clarks Hill Reservoir separates it from the State of Georgia. The 2010 census
shows a total population of 10,233 and a senior population of 5,111. Therefore, the senior
population in 2010 represents 50% of the total county population, making McCormick County
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the heaviest senior populated county in our region at that time. Currently, the 2017 senior
population for McCormick is 3,513 which is a decrease in senior population of 31.26% since 2010.
This is the only county in the Upper Savannah region that shows a decrease in senior population
since 2010. All of McCormick County is considered rural.
Saluda County is located nearest to the Midlands region of South Carolina and the total area of
the county is 455.87 square miles. According to the 2010 census, the total population for Saluda
County was 19,875 and the senior population (60 and over) was 4,425. The senior population
represents 22.26% of the total county population. This makes Saluda County our second highest
senior population county in our region. All of Saluda County is considered rural.
The Upper Savannah Region will face challenges in the next ten years related to the population
and economic changes expected to take place. We will continue to work with our local service
providers to ensure they have the capacity to serve more clients as these changes occur.
Additionally, the AAA will continue to embrace the human services network within our
communities, elected officials, the Silver Haired Legislators, our Regional Advisory Committee
members, and Board of Directors to stay abreast of the upcoming needs and advocate for the
increased service dollars to meet the growing needs. Below are some areas that are going to be
affected during the next ten years:
a) Transportation services – Two of our region’s six counties have public transportation
available currently. But that leaves 4 counties that do not have this service and
therefore seniors only have access to services relative to the AAA-funded
transportation units and/or private pay which they simply cannot afford. As the senior
population in the region grows, the regional needs assessment shows transportation
as a top priority and the AAA anticipates a real need for additional funding.
b) Nutrition services (group and home delivered) – As our senior population lives longer
due to better medical care, we need to keep them as active as possible in the group
dining program. Likewise, as more seniors are aging in place at home and their health
declines, we will see an increased need for home delivered meals. We already have a
waiting list for this service, so this is only going to escalate.
c) Information and referral – The addition of more Baby Boomers to our aging system
will impact the amount of services available and how much services will be available
for them to receive as governmental and non-profit funds are probably not going to
increase to meet their growing needs. Finding more resources for them will be a
challenge as we expect contacts to grow and the viable resources to stall.
d) Affordable housing – Resources for safe and affordable housing for seniors will
continue to be a need as this population increases. We are already finding that seniors
are having difficulty maintaining and/or making needed repairs as their homes
continue to age as well.
e) Medical facilities (physical and mental health) – Two of our counties (McCormick and
Saluda) are without hospitals, so seniors must travel outside their counties and often11
f)
g)
h)
i)
j)
k)
l)
m)
times outside the region for hospital treatment. Our rural counties have very limited
and restricted psychiatric services for our seniors. A key element of impending
changes during the next ten years will be regarding how the new Administration
addresses the Affordable Care Act.
Workforce availability – While the healthcare industry grows there is an increased
demand for workers in those fields. However, with very limited medical facilities in
Saluda, McCormick, and Edgefield Counties there is limited training and employment
options available.
Long term care systems – The need to improve the long term care system will continue
to grow as the senior population in the region increases. Not only will we need to
ensure that good quality care is available in all areas of the region, there will be the
issue of institutional care versus non-institutional care and the resources that are
associated with each venue.
Service expectations of seniors and caregivers – We will need to educate and make
contact with younger seniors and caregivers in order to continue to inform them that
Medicare is not designed to pay for all health care needs. Additionally, needed
services will continue to rise during the next ten years. As seniors age they are going
to be in search of resources. Ensuring that caregiver respite funding and multiple
options for services are available will be critical.
Distribution of existing resources – The AAA will need to be cognizant as we allocate
funding that we are looking at Older Americans Act target groups as well as those
persons most in need of services that are on Waiting Lists for services.
Creation of new resources – The AAA will continue to advocate for new resources and
additional funding that enable older adults to age in place at home.
Policy changes – We will advocate for the needed policy changes as programs change,
unmet needs continue to evolve, and growing demands for our senior population are
revealed.
Development and location of multipurpose senior centers – We will work with
partners in the region to ensure the location of any multipurpose centers are
strategically located to increase attendance at the centers.
Emergency preparedness – We will work to keep seniors committed and ready for
emergency situations in order to ensure their safety. Also, local service providers are
responsible to print out LG135 and LG137 monthly or before any foreseen emergency
or disaster.
Focus Area for FY 2017 Area Plan
The Upper Savannah AAA/ADRC Area Plan considers the goals of the ACL and the LGOA to
determine how the Upper Savannah Region will meet the key goals set forth for the next four
years.
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Goal 1: Empower older adults, persons with disabilities, families, caregivers, and other
consumers by providing information, education, and counseling on their options to live as
independently as possible in the community.
Goal 2: Enable older adults and people with disabilities in the Upper Savannah Region to live in
the community and access high quality long-term services and supports through the provision of
home and community-based services, including support for families and caregivers.
Goal 3: Empower older adults to stay active and healthy through Older Americans Act services
and other non-OAA services provided through the LGOA and Upper Savannah AAA/ADRC.
Goal 4: Ensure the rights of older adults and persons with disabilities and prevent their abuse,
neglect and exploitation.
Goal 5: Maintain effective and responsible management of OAA services and State funded
services offered through the LGOA and administered by the Upper Savannah AAA/ADRC.
Goal 1: Empower older adults, persons with disabilities, families, caregivers, and other
consumers by providing information, education, and counseling on their options to live
as independently as possible in the community.
Objective 1.1: Upper Savannah Aging and Disability Resource Center
Upper Savannah Area Agency on Aging has transitioned to become an Aging and Disability
Resource Center, and serve as the “No Wrong Door,” “One Stop Shop,” and “Gateway” entry
point for all older adults, persons with disabilities, families, and caregivers. The Upper Savannah
ADRC provides information and referral services for public and private long-term care supports
and assistance for older adults, adults with disabilities, families, caregivers, and professionals.
Annual Performance Measures
 Increase the number of calls and contacts the Upper Savannah AAA/ADRC conducts by
5%.
 Increase the number of outreach events in the Upper Savannah AAA/ADRC conducts by
5%.
 Increase the number of individuals using SC Access resource website.
 Track and document unmet needs in SC Access.
Strategies and Action Steps
 Continue to make AAA/ADRC information brochures available at public venues
throughout the region.
 Encourage and accept invitations to present AAA/ADRC program information to civic and
church groups.
 Exhibit at public community events throughout the region.
 Develop additional relationships and partnerships with other service agencies and
organizations.
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


Continue to introduce consumers/calls to SC Access.
Provide education and training to consumers to assist in planning for their future longterm care needs.
Ensure clients needing assistance are connected to appropriate resources.
Work with United Way of Abbeville and Greenwood Counties, and United Way of Laurens
County 211 telephone information system to assist individuals with critical information
on aging services and programs.
Objective 1.2: Upper Savannah Information and Referral/Assistance
Increase the number of individuals seeking information or assistance by providing an effective
Information and Referral/Assistance program at the Upper Savannah AAA/ADRC.
Annual Performance Measures
 The I&R/A Specialist will attend six meetings with LGOA staff for the year.
 I&R/A Specialist will participate in six conference calls per year with LGOA staff.
 Increase the number of contacts received by 5%.
 Increase the I&R/A outreach by 5%.
Strategies and Action Steps
 Keep the LGOA informed when new resources are identified in the Upper Savannah
region.
 Continue to ensure that I&R/A staff become or maintain AIRS certification.
 Provide training on resources and needs in the region to ensure that I&R/A staff have the
knowledge, skills and ability to efficiently assist clients.
 Continue to work with organizations in the region to develop on-going partnerships.
Objective 1.3: Insurance and Medicare Counseling
Increase the number of older adults and persons with disabilities and their caregivers receiving
applicable insurance counseling and information regarding Medicare enrollment, Medicare Part
D prescription plans, and Medicare Advantage plans (MA). The programs associated with this
objective are the State Health Insurance Assistance Program (SHIP), Medicare Improvements for
Patients and Providers Act (MIPPA), and the Senior Medicare Patrol (SMP).
Annual Performance Measures
 Increase by 5%, the number of older adults and adults with disabilities enrolled in
prescription drug coverage that meets their financial and health needs.
 Increase by 5%, the number of beneficiaries who contact the SHIP program for assistance.
 Increase by 5%, the number of consumers and caregivers receiving SMP counseling.
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


Continue to offer one Medicare certification training annually for counselors in the Upper
Savannah region.
Conduct 3 outreach events in the region each month.
Complete 30 LIS applications per month.
Complete 20 MSP applications per month.
Strategies and Action Steps
 Attend monthly coalition meetings in Abbeville, Greenwood, and Edgefield Counties.
 Provide handouts to local agencies for beneficiaries and family members.
 Provide presentations to senior groups.
 Distribute information packets to home delivered meal clients throughout the region.
 Provide handouts and information to food banks/pantries, doctor offices, and
pharmacies.
 Provide agency information to regional aging advisory committee members to take
information back to their counties and share with appropriate consumers.
 Meet one on one with dialysis clients in dialysis facilities.
 Collaborate with the Centers for Medicare and Medicaid (CMS), the local Social Security
Administration offices, ACL and the LGOA to provide the most current and accurate
information to beneficiaries and the public.
 Identify insurance and Medicare needs and assist beneficiaries while Upper Savannah
AAA/ADRC staff is conducting assessments.
 Collaborate with the Service Coordinator at Senior HUD housing facilities in the Upper
Savannah region.
Goal 2: Enable older adults and people with disabilities in the Upper Savannah Region
to live in the community and access high quality long-term services and supports
through the provision of home and community-based services, including support for
families and caregivers.
Objective 2.1: Family Caregiver Support Program
Increase the number of caregiver recipients receiving respite services in the region by working
with the LGOA to secure additional state and federal funds to meet the needs of the growing
senior population.
Annual Performance Measures
 In keeping with the state’s vision of increased funding caregivers in the region, expand
the number of caregivers served by 5% annually.
 Attend quarterly caregiver advocate meetings at the LGOA.
 Submit quarterly Family Caregiver Program Reports to the LGOA.
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Strategies and Action Steps
 Implement policies that make the family caregiver program more consumer-driven.
 Continue to network with those in aging services, including doctor’s offices, hospitals,
CLTC, Home Health agencies, Hospice agencies, and other community partners.
 Coordinate with other AAA staff members to be sure to disseminate family caregiver
support program materials at all outreach events.
 Use consumer choice and consumer direction when helping with information, access to
assistance and counseling. Many families “just don’t know where to start.”
 Empower caregivers with resource and referral options.
 Increase the awareness for already existing support groups in the region. Be available as
a resource to these groups.
 Increase awareness of training provided by the Alzheimer’s Association in the region by
publicizing and promoting those events.
 With caregivers becoming more computer savvy, encourage the use of finding
information and education on line with websites such as the LGOA website, SC Access,
the SC Alzheimer’s Association website, and AARP.
 Utilize the new updated policies and procedures, new forms, and assessments to help
prioritize funding and standardize programs. Educate the network of providers, partners
and potential clients as to any procedural changes or different program requirements.
Objective 2.2: Expand respite across the lifespan
The goal is to further integrate respite services into the region’s long-term services and supports
as part of a coordinated and sustainable lifespan respite system.
Annual Performance Measures
 Increase the number of lifespan respite by 3% annually depending on the availability of
funding.
Strategies and Action Steps
 Refer to the SC Respite Coalition for caregiver respite.
 Refer to the SC Alzheimer’s Association for their education and training.
 Prioritize senior adults and their families while also serving those individuals with
disabilities and chronic or debilitating illnesses and who are under age 60.
Objective 2.3: Home Care
The goal of home care is to address the level of need that a beneficiary usually experiences when
dealing with a condition that requires assistance with daily living activities. Home care services
assist older adults, families, and or caregivers to overcome specific barriers to maintain,
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strengthen, and safeguard independent functioning in the home. These services are designed to
prevent or delay institutionalization and improve the individual’s or caregiver’s quality of life and
include personal care, homemaker and chore assistance.
Annual Performance Measures
 Increase the number of clients by 2%, focusing on all home care needs in addition to
homemaker services currently received by the majority of clients.
Strategies and Action Steps
 Increase the awareness of this service to older adults in the region by publicizing to aging
partners and at community events.
 Ensure that home care service providers adhere to all licensing, confidentiality, and
privacy regulations and all laws, in addition to the regulations set by USDHHS, ACL, DHEC,
LGOA, and MOUs.
 Ensure that health care agencies adhere to the LGOA’s revised home care definitions
when providing home care services.
 Continue to follow written policies and standardized procedures for prioritizing clients
requesting home care services and shall maintain a waiting list for services based on the
initial and annual assessment.
 Ensure that any individual needing home care services has access to all needed services
determined through the assessment process.
Goal 3: Empower older adults to stay active and healthy through Older Americans Act
(OAA) services and other non-OAA services provided through the LGOA and Upper
Savannah AAA/ADRC.
Objective 3.1: Evidence Based Health Prevention and Wellness Programs
Increase the number of older adults participating in evidenced-based health prevention and
wellness programs.
Annual Performance Measures
 Increase the number of older adults participating in evidence-based health and wellness
programs by 5%.
 Require each contractor of evidenced-based prevention and wellness programs to
provide the Upper Savannah AAA/ADRC a quarterly report detailing the program’s
activities and attendance.
Strategies and Action Steps
 Expand the regional evidenced-based health and wellness program to include new
program(s) in Edgefield County for the upcoming year.
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Target older adults to participate in evidence-based programming through efforts that
provide a greater awareness of program benefits, demonstrating that individuals
completing the program experience an enhanced quality of life.
Encourage local contractors to augment resources to provide cost-effective and balanced
prevention services to older adults and their caregivers.
Provide technical assistance to contractors of evidenced based prevention and wellness
programs on new program opportunities.
Objective 3.2: Transportation Services
Serve more eligible older adults with transportation needs by coordinating a transportation
system that enhances the lives of older adults in the region, by giving them the ability to live
independently in the community for as long as possible.
Annual Performance Measures
 Increase the number of older adults utilizing transportation services by 5%, depending on
available funding sources.
 Increase the number of older adults utilizing essential shopping transportation and
medical transportation by 5%.
Strategies and Action Steps
 Continue to work with staff as older adults are identified in need of transportation
services.
 Coordinate with local service providers to modernize approaches to delivering
transportation services.
 Encourage local service providers to apply for federal, state, and other grant sources to
purchase additional vehicles so that they have the capacity to serve older adults in need
of transportation services.
Objective 3.3: Nutrition Program and Services
Increase the number of eligible older adults served nutritious meals by evaluating and modifying,
as needed, the nutrition program to ensure cost efficiency and overall quality of product.
Annual Performance Measures
 Increase the number of group dining meal clients served by 10% annually.
 Maintain or improve nutrition status of 98% score on the Nutrition Screening Initiative.
 Ensure that each provider will continue to hold six nutrition education sessions annually.
 Decrease the number of older adults indicating food insecurity through the assessment
process.
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Collect data showing consumer satisfaction and feedback of services with the goal of
increasing satisfaction scores by 5% annually.
Attend quarterly nutrition meetings held by the LGOA.
Strategies and Action Steps
 Ensure all meals provided to eligible clients meet or exceed the standards of the Older
Americans Act, ACL nutritional guidelines, and the 2015-20 Dietary Guidelines for
Americans.
 Evaluate policy requirements that indicate food insecurity through the assessment
process to ensure a decrease in the number of adults who have food insecurity.
 Ensure that local service providers of nutrition services conduct an annual consumer
satisfaction survey and the information is reported to the Upper Savannah AAA/ADRC.
 Conduct quality assurance review that evaluates the effectiveness of the nutrition
services in the region.
 Review data on a routine basis to ensure proper utilization of funds and to maximize the
number of clients served in the region.
 Meet regularly with local service providers of nutrition services to review current policies
and procedures.
 Meet regularly with food contractors to discuss recommendations on food quality, likes,
dislikes and future menus.
 Assist individuals on waiting lists for meals with Supplemental Nutrition Assistance
Program (SNAP).
Objective 3.4: Enhancing Upper Savannah’s Senior Centers
Support senior centers to offer vibrant activities and multiple services in order to aid older adults
to live independently in the community for as long as possible.
Annual Performance Measures
 Attend annual trainings to provide technical assistance for senior center staff.
 Encourage senior centers in the region to participate in the National Council on Aging
(NCOA) Senior Center Accreditation Program.
 Provide resources that support vibrant activities to local service providers of nutrition
services and senior centers.
Strategies and Action Steps
 Evaluate and modify, as needed, the senior center program and provide support to senior
centers that are striving to meet the needs of the current population and the needs of the
emerging baby boomers.
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Provide incentives for senior centers that develop and implement programming aimed at
meeting the needs of the baby boomers from incentives created by the LGOA.
Conduct site visits to our region’s nutrition sites and senior centers to assess operations,
services and activities.
Work with local providers to offer more availability of evidence-based activities for adults
at senior centers.
Objective 3.5: Emergency Preparedness and Coordination
Proactive preparation for emergencies, and coordination with other AAAs to ensure that regional
policies are in place and evaluated annually, or as necessary, to ensure the safety of older adults
and persons with disabilities before, during, and after an emergency situation.
Annual Performance Measures
 The AAA reviews and updates its disaster plan as needed, but at least annually.
 AAA staff will participate in one annual emergency management preparedness
meeting/training with the LGOA.
 AAA will submit annual revisions of the regional emergency preparedness plan to the
LGOA.
 AAA staff will participate in annual training and exercises at the county and or regional
level.
 The AAA will have a memorandum of understanding with at least two other AAAs to
provide mutual aid in the event of a disaster affecting AAA functioning.
 AAA designated disaster preparedness coordinator or designee meets with local service
provider staff at least once per year to discuss needed updates and disaster preparedness
at the local level.
Strategies and Action Steps
 Encourage local service providers to educate consumers on the importance of having a
personal disaster plan.
 Request and review updates of local service provider disaster plans.
 Review and update Memorandums of Understanding with other AAAs annually.
 Update the regional disaster plan when local service provider plans are updated and
provide an updated copy to the LGOA.
 AAA staff contact the six county Emergency Management Division’s staff to educate the
county officials on any special needs of our consumers and identify the role of AAA staff
during a disaster.
 Communicate action taken and current status of local service provider areas to the LGOA
in the event of dangerous weather, program closure or relocation or other disaster(s)
that may affect normal service delivery.
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Provide the necessary reports to the LGOA on all aspects of disaster preparedness and
emergency planning.
Goal 4: Ensure the rights of older adults and persons with disabilities and prevent their
abuse, neglect, and exploitation through the Regional Long Term Care Ombudsman
Program, and elder abuse awareness and prevention activities.
Objective 4.1: Regional Long Term Care Ombudsman Program (RLTCOP)
Identify and implement strategies to ensure that the RLTCOP is more effective and efficient in
advocating for all residents in long term care facilities, thereby improving the quality of life and
quality of care for residents in long term care facilities.
Objective 4.1.1: Increase resident/family access to effective and timely advocacy
services.
Annual Performance Measures
 Visits by RLTCOP staff or volunteers will be made quarterly to each licensed Community
Residential Care Facilities and Nursing Home in the region.
 Improve coordination of the RLTCOP staff coverage to provide better access by phone or
office visits for residents and family members.
Strategies and Action Steps
 The Regional LTC Ombudsman will conduct quarterly, routine visits to all licensed CRCF
and NH facilities not assigned to a Volunteer Friendly Visitor.
 The RLTCO will continue ongoing recruitment of new Volunteer Friendly Visitors.
 The RLTCO will make direct requests to LTC facilities to speak to resident groups and
family groups.
Objective 4.1.2: Empower residents and their families to resolve concerns through selfadvocacy while creating a greater awareness of the Regional LTC Ombudsman Program.
Annual Performance Measures
 The RLTCOP will maintain quarterly visits at 100%.
 The number of consultations and details of the advocacy efforts will be recorded in the
state approved database.
 Provide presentations to resident groups in at least 5% of the region’s licensed CRCF and
NH facilities.
 The RLTCO will participate in at least one community education event a year.
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Strategies and Action Steps
 The RLTCO will prepare and maintain an adequate supply of information flyers (from
Consumer Voice and/or NORC) on targeted subjects such as getting quality care, problem
solving, resident mistreatment. Additionally, Resident Rights brochures will be distributed
to residents and family members during routine visits.
 Continue including resident council presidents as part of the group of residents visited
during quarterly Friendly Visits.
 Any contact or requests for appointments in the facilities will be met in a timely manner
to help residents and/or family members understand their rights for effective selfadvocacy.
 Visits and advocacy efforts by the RLTCO and volunteers will be recorded in the state
approved database system in a timely manner.
Objective 4.1.3: Maximize partnerships to prevent abuse, neglect and exploitation.
Annual Performance Measures
 Participate in at least one community education event that promotes the prevention of
elder abuse and exploitation.
Strategies and Action Steps
 Publicize events in multi-media outlets to include newspaper, printed materials, and/or
social media.
 Attend regular meetings with Adult Protective Services and other local agencies to
exchange information.
 Maintain relationship with staff of SC Department of Consumer Affairs in order to
implement their agency teaching “Money Smart for Older Adults” in the region.
 Distribute Consumer Voices’ Consumer Fact Sheet regarding Financial Exploitation to
residents during Friendly Visits.
Objective 4.2: Upper Savannah Legal Services Program for the Elderly
Provide access to legal representation to older adults in the region by contracting with a legal
service provider to carry out the OAA funded Legal Assistance Program.
Annual Performance Measures
 Attend meetings and trainings organized by the LGOA for Regional Legal Services Program
Coordinators.
 Provide comprehensive data annually showing consumer demographic information as
well as legal needs and results.
Strategies and Action Steps
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Continue to provide a referral and approval process that ensures the participant is eligible
for OAA funded legal assistance.
Collaborate with the SC Bar and SC Legal Services in the planning of legal education clinics
in the region
Publicize legal education clinics in multi-media outlets to include newspaper, printed
materials, and/or social media.
Make referrals to other legal service providers, as needed.
Comply with the standards of the Legal Services Program established by the LGOA Legal
Services Developer.
Provide resources that educate seniors, refer them to service providers, and empower
self-direction.
Goal 5: Maintain effective and responsible management of OAA, State and local funded
services offered through the LGOA through the contractors of services.
Objective 5.1: Programmatic Compliance
Annual Performance Measures
 Conduct annual monitoring reviews of local service contractors.
 Review and revise the Regional Policies and Procedures Manual annually or as needed.
 Review and revise contracts annually to ensure they maintain current programmatic and
fiscal requirements.
 Review monthly requests for payments and AIM reports for each local service provider to
ensure they are in compliance with programmatic and fiscal requirements.
 Hold routine meetings with local service providers.
Strategies and Action Steps
 Foster policies and procedures that ensure the necessary working environment where the
requirements of the Older Americans Act, LGOA’s Policies and Procedures Manual, and
the Regional Policies and Procedures Manual are followed as required.
 Submit annual monitoring reviews of local service providers to the LGOA by June 3 rd.
 Review submitted monthly expenditures and reference the number of served clients to
evaluate if programs and services are on target with performance goals to meet
contractual requirements.
 Review waiting list data to ensure that persons with the highest priority scores are being
served before others on the waiting lists.
 Provide technical assistance to local service providers as needed.
 Continue to ensure that AAA staff is appropriately trained as program changes occur.
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Attachment A: Area Plan Assurances and Required Activities by the Older
Americans Act, as amended in 2006
(Copied from the ACL State Plan Instructions)
The Older Americans Act (OAA) requires the Lieutenant Governor’s Office on Aging (LGOA) to
make assurances in its State Plan that the conditions of the OAA are strictly followed and
executed in the State of South Carolina.
As an Area Agency on Aging in South Carolina, your organization is responsible for implementing
the requirements of the OAA as stipulated in these assurances. The AAA also commits to
supporting the LGOA in the delivery of aging services based on the stipulations set forth by the
South Carolina Aging Network’s Policies and Procedures Manual.
Sec. 305(a) - (c), ORGANIZATION
(a)(2)(A) The State agency shall, except as provided in subsection (b)(5), designate for each
such area (planning and service area) after consideration of the views offered by the unit or
units of general purpose local government in such area, a public or private nonprofit agency
or organization as the area agency on aging for such area.
(a)(2)(B) The State agency shall provide assurances, satisfactory to the Assistant Secretary,
that the State agency will take into account, in connection with matters of general policy
arising in the development and administration of the State Plan for any fiscal year, the views
of recipients of supportive services or nutrition services, or individuals using multipurpose
senior centers provided under such plan.
(a)(2)(E) The State agency shall provide assurance that preference will be given to providing
services to older individuals with greatest economic need and older individuals with greatest
social need, (with particular attention to low-income older individuals, including low-income
minority older individuals, older individuals with limited English proficiency, and older
individuals residing in rural areas) and include proposed methods of carrying out the
preference in the State plan;
(a)(2)(F) The State agency shall provide assurances that the State agency will require use of
outreach efforts described in section 307(a)(16).
(a)(2)(G)(ii) The State agency shall provide an assurance that the State agency will undertake
specific program development, advocacy, and outreach efforts focused on the needs of
low-income minority older individuals and older individuals residing in rural areas.
(c)(5) In the case of a State specified in subsection (b)(5), the State agency and area agencies
shall provide assurance, determined adequate by the State agency, that the area agency on
aging will have the ability to develop an area plan and to carry out, directly or through
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contractual or other arrangements, a program in accordance with the plan within the planning
and service area.
States must assure that the following assurances (Section 306) will be met by its designated area
agencies on agencies, or by the State in the case of single planning and service area states.
Sec. 306(a), AREA PLANS
(2) Each area agency on aging shall provide assurances that an adequate proportion, as required
under section 307(a)(2), of the amount allotted for part B to the planning and service area will
be expended for the delivery of each of the following categories of servicesservices associated with access to services (transportation, health services (including mental
health services), outreach, information and assistance (which may include information and
assistance to consumers on availability of services under part B and how to receive benefits under
and participate in publicly supported programs for which the consumer may be eligible), and case
management services);
in-home services, including supportive services for families of older individuals who are victims
of Alzheimer's disease and related disorders with neurological and organic brain dysfunction; and
legal assistance; and assurances that the area agency on aging will report annually to the State
agency in detail the amount of funds expended for each such category during the fiscal year most
recently concluded.
(4)(A)(i)(I) provide assurances that the area agency on aging will—
(aa) set specific objectives, consistent with State policy, for providing services to older
individuals with greatest economic need, older individuals with greatest social need, and older
individuals at risk for institutional placement;
(bb) include specific objectives for providing services to low-income minority older
individuals, older individuals with limited English proficiency, and older individuals residing
in rural areas; and
(II) include proposed methods to achieve the objectives described in items (aa) and (bb) of
subclause (I);
(ii) provide assurances that the area agency on aging will include in each agreement made
with a provider of any service under this title, a requirement that such provider will—
(I) specify how the provider intends to satisfy the service needs of low-income minority
individuals, older individuals with limited English proficiency, and older individuals residing
in rural areas in the area served by the provider;
(II) to the maximum extent feasible, provide services to low-income minority individuals,
older individuals with limited English proficiency, and older individuals residing in rural areas
in accordance with their need for such services; and
(III) meet specific objectives established by the area agency on aging, for providing services
to low-income minority individuals, older individuals with limited English proficiency, and
older individuals residing in rural areas within the planning and service area; and
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(4)(A)(iii) With respect to the fiscal year preceding the fiscal year for which such plan is prepared,
each area agency on aging shall-(I) identify the number of low-income minority older individuals and older
individuals residing in rural areas in the planning and service area;
(II) describe the methods used to satisfy the service needs of such minority
older individuals; and
(III) provide information on the extent to which the area agency on aging
met the objectives described in clause (a)(4)(A)(i).
(4)(B)(i) Each area agency on aging shall provide assurances that the area agency on aging
will use outreach efforts that will identify individuals eligible for assistance under this Act,
with special emphasis on-(I) older individuals residing in rural areas;
(II) older individuals with greatest economic need (with particular attention to lowincome minority individuals and older individuals residing in rural areas);
(III) older individuals with greatest social need (with particular attention to low-income
minority individuals and older individuals residing in rural areas);
(IV) older individuals with severe disabilities;
(V) older individuals with limited English proficiency;
(VI) older individuals with Alzheimer’s disease and related disorders with neurological
and organic brain dysfunction (and the caretakers of such individuals); and
(VII) older individuals at risk for institutional placement; and
(4)(C) Each area agency on agency shall provide assurance that the area agency on aging will
ensure that each activity undertaken by the agency, including planning, advocacy, and systems
development, will include a focus on the needs of low-income minority older individuals and
older individuals residing in rural areas.
(5) Each area agency on aging shall provide assurances that the area agency on aging will
coordinate planning, identification, assessment of needs, and provision of services for older
individuals with disabilities, with particular attention to individuals with severe disabilities, and
individuals at risk for institutional placement, with agencies that develop or provide services for
individuals with disabilities.
(6)(F) Each area agency will:
in coordination with the State agency and with the State agency responsible for mental health
services, increase public awareness of mental health disorders, remove barriers to diagnosis
and treatment, and coordinate mental health services (including mental health screenings)
provided with funds expended by the area agency on aging with mental health services
provided by community health centers and by other public agencies and nonprofit private
organizations;
(9) Each area agency on aging shall provide assurances that the area agency on aging, in
carrying out the State Long-Term Care Ombudsman program under section 307(a)(9), will
expend not less than the total amount of funds appropriated under this Act and expended by
26
the agency in fiscal year 2000 in carrying out such a program under this title.
(11) Each area agency on aging shall provide information and assurances concerning services
to older individuals who are Native Americans (referred to in this paragraph as "older Native
Americans"), including(A) information concerning whether there is a significant population of older Native
Americans in the planning and service area and if so, an assurance that the area agency on
aging will pursue activities, including outreach, to increase access of those older Native
Americans to programs and benefits provided under this title;
(B) an assurance that the area agency on aging will, to the maximum extent practicable,
coordinate the services the agency provides under this title with services provided under
title VI; and
(C) an assurance that the area agency on aging will make services under the area plan
available, to the same extent as such services are available to older individuals within the
planning and service area, to older Native Americans.
(13)(A) Each area agency on aging shall provide assurances that the area agency on aging will
maintain the integrity and public purpose of services provided, and service providers, under
this title in all contractual and commercial relationships.
(13)(B) Each area agency on aging shall provide assurances that the area agency on aging
will disclose to the Assistant Secretary and the State agency-(i) the identity of each nongovernmental entity with which such agency has a contract
or commercial relationship relating to providing any service to older individuals; and
(ii) the nature of such contract or such relationship.
(13)(C) Each area agency on aging shall provide assurances that the area agency will
demonstrate that a loss or diminution in the quantity or quality of the services provided, or
to be provided, under this title by such agency has not resulted and will not result from such
non-governmental contracts or such commercial relationships.
(13)(D) Each area agency on aging shall provide assurances that the area agency will
demonstrate that the quantity or quality of the services to be provided under this title by such
agency will be enhanced as a result of such non-governmental contracts or commercial
relationships.
(13)(E) Each area agency on aging shall provide assurances that the area agency will, on the
request of the Assistant Secretary or the State, for the purpose of monitoring compliance with
this Act (including conducting an audit), disclose all sources and expenditures of funds such
agency receives or expends to provide services to older individuals.
(14) Each area agency on aging shall provide assurances that funds received under this title
will not be used to pay any part of a cost (including an administrative cost) incurred by the
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area agency on aging to carry out a contract or commercial relationship that is not carried out
to implement this title.
(15) provide assurances that funds received under this title will be used(A)
to provide benefits and services to older individuals, giving priority to older
individuals identified in paragraph (4)(A)(i); and
(B)
in compliance with the assurances specified in paragraph (13) and the limitations
specified in section 212;
(17)Each Area Plan will include information detailing how the Area Agency will coordinate
activities and develop long-range emergency preparedness plans with local and State
emergency response agencies, relief organizations, local and State governments and other
institutions that have responsibility for disaster relief service delivery.
Sec. 307, STATE PLANS
(7)(A) The plan shall provide satisfactory assurance that such fiscal control and fund accounting
procedures will be adopted as may be necessary to assure proper disbursement of, and
accounting for, Federal funds paid under this title to the State, including any such funds paid to
the recipients of a grant or contract.
(7)(B) The plan shall provide assurances that-(i) no individual (appointed or otherwise) involved in the designation of the State agency or
an area agency on aging, or in the designation of the head of any subdivision of the State
agency or of an area agency on aging, is subject to a conflict of interest prohibited under this
Act;
(ii) no officer, employee, or other representative of the State agency or an area agency
on aging is subject to a conflict of interest prohibited under this Act; and
(iii) mechanisms are in place to identify and remove conflicts of interest prohibited under
this Act.
(9) The plan shall provide assurances that the State agency will carry out, through the Office
of the State Long-Term Care Ombudsman, a State Long-Term Care Ombudsman program in
accordance with section 712 and this title, and will expend for such purpose an amount that
is not less than an amount expended by the State agency with funds received under this
title for fiscal year 2000, and an amount that is not less than the amount expended by the
State agency with funds received under title VII for fiscal year 2000.
(10) The plan shall provide assurance that the special needs of older individuals residing in
rural areas will be taken into consideration and shall describe how those needs have been
met and describe how funds have been allocated to meet those needs.
(11)(A) The plan shall provide assurances that area agencies on aging will-28
(i) enter into contracts with providers of legal assistance which can demonstrate the
experience or capacity to deliver legal assistance;
(ii) include in any such contract provisions to assure that any recipient of funds under division
(A) will be subject to specific restrictions and regulations promulgated under the Legal
Services Corporation Act (other than restrictions and regulations governing eligibility for legal
assistance under such Act and governing membership of local governing boards) as determined
appropriate by the Assistant Secretary; and
(iii) attempt to involve the private bar in legal assistance activities authorized under this
title, including groups within the private bar furnishing services to older individuals on a pro
bono and reduced fee basis.
(11)(B) The plan contains assurances that no legal assistance will be furnished unless the
grantee administers a program designed to provide legal assistance to older individuals with
social or economic need and has agreed, if the grantee is not a Legal Services Corporation
project grantee, to coordinate its services with existing Legal Services Corporation projects in
the planning and service area in order to concentrate the use of funds provided under this title
on individuals with the greatest such need; and the area agency on aging makes a finding, after
assessment, pursuant to standards for service promulgated by the Assistant Secretary, that
any grantee selected is the entity best able to provide the particular services.
(11)(D) The plan contains assurances, to the extent practicable, that legal assistance furnished
under the plan will be in addition to any legal assistance for older individuals being furnished
with funds from sources other than this Act and that reasonable efforts will be made to
maintain existing levels of legal assistance for older individuals;
(11)(E) The plan contains assurances that area agencies on aging will give priority to legal
assistance related to income, health care, long-term care, nutrition, housing, utilities,
protective services, defense of guardianship, abuse, neglect, and age discrimination.
(12) The plan shall provide, whenever the State desires to provide for a fiscal year for services
for the prevention of abuse of older individuals, the plan contains assurances that any area
agency on aging carrying out such services will conduct a program consistent with relevant State
law and coordinated with existing State adult protective service activities for-(A) public education to identify and prevent abuse of older individuals;
(B) receipt of reports of abuse of older individuals;
(C) active participation of older individuals participating in programs under this Act through
outreach, conferences, and referral of such individuals to other social service agencies or
sources of assistance where appropriate and consented to by the parties to be referred; and
(D) referral of complaints to law enforcement or public protective service agencies
where appropriate.
(13) The plan shall provide assurances that each State will assign personnel (one of whom
shall be known as a legal assistance developer) to provide State leadership in developing legal
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assistance programs for older individuals throughout the State.
(15) The plan shall provide assurances that, if a substantial number of the older individuals
residing in any planning and service area in the State are of limited English-speaking ability,
then the State will require the area agency on aging for each such planning and service
area—
(A) to utilize in the delivery of outreach services under section 306(a)(2)(A), the services
of workers who are fluent in the language spoken by a predominant number of such older
individuals who are of limited English-speaking ability; and
(B) to designate an individual employed by the area agency on aging, or available to
such area agency on aging on a full-time basis, whose responsibilities will include-(i) taking such action as may be appropriate to assure that counseling assistance is made
available to such older individuals who are of limited English-speaking ability in order to assist
such older individuals in participating in programs and receiving assistance under this Act; and
(ii) providing guidance to individuals engaged in the delivery of supportive services under
the area plan involved to enable such individuals to be aware of cultural sensitivities and to
take into account effectively linguistic and cultural differences.
(16) The plan shall provide assurances that the State agency will require outreach efforts
that will— identify individuals eligible for assistance under this Act, with special emphasis
on—
(i) older individuals residing in rural areas;
(ii) older individuals with greatest economic need (with particular attention to low-income
older individuals, including low-income minority older individuals, older individuals with
limited English proficiency, and older individuals residing in rural areas;
(iii) older individuals with greatest social need (with particular attention to low-income
older individuals, including low-income minority older individuals, older individuals with
limited English proficiency, and older individuals residing in rural areas;
(iv) older individuals with severe disabilities;
(v) older individuals with limited English-speaking ability; and
(vi) older individuals with Alzheimer’s disease and related disorders with neurological
and organic brain dysfunction (and the caretakers of such individuals); and
(A) inform the older individuals referred to in clauses (i) through (vi) of subparagraph (A),
and the caretakers of such individuals, of the availability of such assistance.
(17) The plan shall provide, with respect to the needs of older individuals with severe
disabilities, assurances that the State will coordinate planning, identification, assessment of
needs, and service for older individuals with disabilities with particular attention to individuals
with severe disabilities with the State agencies with primary responsibility for individuals with
disabilities, including severe disabilities, to enhance services and develop collaborative
programs, where appropriate, to meet the needs of older individuals with disabilities.
(18) The plan shall provide assurances that area agencies on aging will conduct efforts to
30
facilitate the coordination of community-based, long-term care services, pursuant to
section 306(a)(7), for older individuals who-(A) reside at home and are at risk of institutionalization because of limitations on their ability
to function independently;
(B) are patients in hospitals and are at risk of prolonged institutionalization; or
(C) are patients in long-term care facilities, but who can return to their homes
if community-based services are provided to them.
(19) The plan shall include the assurances and description required by section 705(a).
(20) The plan shall provide assurances that special efforts will be made to provide
technical assistance to minority providers of services.
(21) The plan shall
(A) provide an assurance that the State agency will coordinate programs under this title
and programs under title VI, if applicable; and
(B) provide an assurance that the State agency will pursue activities to increase access by
older individuals who are Native Americans to all aging programs and benefits provided by
the agency, including programs and benefits provided under this title, if applicable, and
specify the ways in which the State agency intends to implement the activities.
(22) If case management services are offered to provide access to supportive services,
the plan shall provide that the State agency shall ensure compliance with the
requirements specified in section 306(a)(8).
(23) The plan shall provide assurances that demonstrable efforts will be made-(A) to coordinate services provided under this Act with other State services that benefit
older individuals; and
(B) to provide multigenerational activities, such as opportunities for older individuals to
serve as mentors or advisers in child care, youth day care, educational assistance, at-risk
youth intervention, juvenile delinquency treatment, and family support programs.
(24) The plan shall provide assurances that the State will coordinate public services within
the State to assist older individuals to obtain transportation services associated with access
to services provided under this title, to services under title VI, to comprehensive counseling
services, and to legal assistance.
(25) The plan shall include assurances that the State has in effect a mechanism to provide
for quality in the provision of in-home services under this title.
(26) The plan shall provide assurances that funds received under this title will not be used to
pay any part of a cost (including an administrative cost) incurred by the State agency or an area
agency on aging to carry out a contract or commercial relationship that is not carried out to
31
implement this title.
The plan shall provide assurances that area agencies on aging will provide, to the extent feasible,
for the furnishing of services under this Act, consistent with self-directed care.
Sec. 308, PLANNING, COORDINATION, EVALUATION, AND ADMINISTRATION OF STATE PLANS
(b)(3)(E) No application by a State under subparagraph (b)(3)(A) shall be approved unless it
contains assurances that no amounts received by the State under this paragraph will be used to
hire any individual to fill a job opening created by the action of the State in laying off or
terminating the employment of any regular employee not supported under this Act in
anticipation of filling the vacancy so created by hiring an employee to be supported through use
of amounts received under this paragraph.
Sec. 705, ADDITIONAL STATE PLAN REQUIREMENTS (as numbered in statute)
(1) The State plan shall provide an assurance that the State, in carrying out any chapter of
this subtitle for which the State receives funding under this subtitle, will establish programs
in accordance with the requirements of the chapter and this chapter.
(2) The State plan shall provide an assurance that the State will hold public hearings, and
use other means, to obtain the views of older individuals, area agencies on aging, recipients
of grants under title VI, and other interested persons and entities regarding programs
carried out under this subtitle.
(3) The State plan shall provide an assurance that the State, in consultation with area agencies
on aging, will identify and prioritize statewide activities aimed at ensuring that older
individuals have access to, and assistance in securing and maintaining, benefits and rights.
(4) The State plan shall provide an assurance that the State will use funds made available
under this subtitle for a chapter in addition to, and will not supplant, any funds that are
expended under any Federal or State law in existence on the day before the date of the
enactment of this subtitle, to carry out each of the vulnerable elder rights protection
activities described in the chapter.
(5) The State plan shall provide an assurance that the State will place no restrictions, other
than the requirements referred to in clauses (i) through (iv) of section 712(a)(5)(C), on the
eligibility of entities for designation as local Ombudsman entities under section 712(a)(5).
(6) The State plan shall provide an assurance that, with respect to programs for
the prevention of elder abuse, neglect, and exploitation under chapter 3—
(A) in carrying out such programs the State agency will conduct a program of services
consistent with relevant State law and coordinated with existing State adult protective
32
service activities for-(i) public education to identify and prevent elder abuse;
(ii) receipt of reports of elder abuse;
(iii) active participation of older individuals participating in programs under this Act
through outreach, conferences, and referral of such individuals to other social service
agencies or sources of assistance if appropriate and if the individuals to be referred
consent; and
(iv) referral of complaints to law enforcement or public protective service agencies
if appropriate;
(B) the State will not permit involuntary or coerced participation in the program of
services described in subparagraph (A) by alleged victims, abusers, or their households;
and
(C) all information gathered in the course of receiving reports and making referrals shall
remain confidential except-(i) if all parties to such complaint consent in writing to the release of such information;
(ii) if the release of such information is to a law enforcement agency, public protective
service agency, licensing or certification agency, ombudsman program, or protection
or advocacy system; or
(iii) upon court order
Verification of Older Americans Act Assurances
By signing this document, the authorized officials commit the Area Agency on Aging to
performing all listed assurances and activities as stipulated in the Older Americans Act, as
amended in 2006 (2016). In addition, the AAA provides assurance that it will adhere to all
components of the South Carolina Aging Network’s Policies and Procedures Manual, the
Lieutenant Governor’s Office on Aging’s (LGOA’s) Multigrant Notification of Award Terms
and Conditions, and to individual LGOA programmatic policies and procedures.
Upper Savannah Council of Governments/Area Agency on Aging
___________________________________
Planning Service Area Director
___________________
Date
____________________________________
Area Agency on Aging Director
___________________
Date
33
Attachment B: FY 2017 Area Plan Guidance
Information Requirements
The Area Agency on Aging must provide all applicable information following each OAA citation
listed below. The completed attachment must be included with your Area Plan submission.
Please submit the AAA response under the appropriate sections below.
Section 305(a)(2)(E)
Describe the mechanism(s) for assuring that preference will be given to providing services to
older individuals with greatest economic need and older individuals with greatest social need,
(with particular attention to low-income older individuals, including low-income minority older
individuals, older individuals with limited English proficiency, and older individuals residing in
rural areas) and include proposed methods of carrying out the preference in the plan.
Upper Savannah AAA Response
The AAA will follow the LGOA’s policies and procedures as mandated by the Older Americans
Act that states that we must address certain targeted populations: population age 60 and older;
low income elderly; elderly living in rural areas; and populations age 60+ with limited English
proficiency. By July 1, 2017, the Upper Savannah AAA will be conducting all assessments in the
region. The AIM assessment has a mechanism built into the scoring system that addresses those
above-listed targeted groups. Because AAA staff will be conducting the assessments, we will
ensure that all referrals are assessed according to LGOA standardized guidelines and that all
assessed referrals are placed on the appropriate waiting lists. The AAA will monitor that each
local service provider is providing service to the next persons with the highest priority score as
clients are removed from waiting lists.
Section 306(a)(17)
Describe the mechanism(s) for assuring that each Area Plan will include information detailing
how the Area Agency will coordinate activities and develop long-range emergency preparedness
plans with local and State emergency response agencies, relief organizations, local and State
governments and other institutions that have responsibility for disaster relief service delivery.
Upper Savannah AAA Response
The AAA and the local service providers are required to have written disaster plans in place.
These plans are reviewed and updated annually, as needed. The AAA strives to provide
leadership to our participants, their family members and service providers so that all are aware
and prepared for any and all emergencies or disasters which may cause a disruption of service.
Emergency contact information is expected to be collected on all participants of services and
both the AAA and service providers have partnerships with local law enforcement, fire
departments, and emergency preparedness agencies in their respective counties. AAA staff has
reached out to all EMD in the region to identify and clarify the role of the AAA during a disaster.
Our primary role in disaster preparedness is to ensure that service providers have the necessary
support system in place for its clients so that re-establishing services and providing assistance
34
can begin shortly after an event takes place. The IR&A Specialist updates emergency contact
information annually or as needed and shares this information with AAA staff, provider agencies
and county emergency management officials in the event of a disaster or emergency. The AAA
Director and IR&A Specialist are designated to be on call throughout the duration of a declared
disaster. The AAA Director will be in communication with the LGOA staff in the event of a
disaster or emergency.
Describe the AAA’s protocols to deliver group dining and home-delivered meals, transportation,
and home care during an emergency. (The AAA shall collaborate with providers to develop an
emergency service delivery plan for group dining and home-delivered meals, transportation, and
home care. The emergency plan shall also cover general agency operations during periods of
crisis, hazardous weather, unscheduled closings, and any other emergency situations.)
Upper Savannah AAA Response
Upper Savannah AAA requires service providers to have partnerships with local law
enforcement, fire departments, and emergency preparedness agencies. Service providers are
responsible for printing LG135 and LG137 reports from the AIM database on a monthly basis or
before a foreseen emergency or disaster. The AAA also stipulates that providers are required
to have Emergency Preparedness Plans in place annually. Service providers are encouraged to:
 have agreements with other community agencies, churches, or other organizations to
use their space for essential operations during a disaster;
 pre-deliver nonperishable meals to home delivered meal clients and group dining clients
prior to anticipated weather related emergencies;
 educate their clients on the importance of having a personal disaster response plan;
 have agreements with other agencies for the use of vehicles to provide critical medical
transportation;
 provide needed information to County Emergency Management officials regarding any
needed evacuation of seniors;
 distribute information relative to available disaster response services and restoration of
services to the AAA;
 coordinate with emergency meal suppliers should the caterer not be able to provide
meals;
AAA staff is prepared during emergencies to:
 back up computer data and print client information to provide to entities, as needed;
 assist service providers as needed to notify isolated clients of potential weather related
events;
 provide on-site staffing presence if needed to operate a group dining site or pack home
delivered meals;
 monitor the re-establishment of routine contracted services and report such information
to the LGOA;
35

assist meal providers and transportation providers as needed in the implementation of
their plans to provide services during an unscheduled closure.
Section 307(a)(10)
The plan shall provide assurance that the special needs of older individuals residing in rural areas
are taken into consideration and shall describe how those needs have been met and describe
how funds have been allocated to meet those needs.
Upper Savannah AAA Response
All six of the Upper Savannah counties are considered rural. In order to ensure that rural clients
are served meals, the AAA approves frozen and/or boxed meals for clients on the fringes of the
county boundaries. Multiple meals—five or seven (in some instances)—are delivered at one
time. With regard to transportation services, all service providers are required to provide access
transportation. Medical appointments and essential shopping transportation are then
scheduled on specific days of the weeks to ensure compliance.
Section 307(a)(14)
The plan shall, with respect to the fiscal year preceding the fiscal year for which such plan is
prepared—
describe the methods used to satisfy the service needs of the low-income minority older
individuals described in subparagraph (A), including the plan to meet the needs of low-income
minority older individuals with limited English proficiency.
Upper Savannah AAA Response
The Upper Savannah AAA strives to serve low-income minority seniors. During FY16, with the
funds received in the region from federal, state and local sources, we served 40.75% who were
low income and 56.9% who were minority. The breakout is as follows:
36
Total
Clients
Low
Income
%
Minority
122
425
315
64
148
117
52.45%
35.32%
37.14%
80
243
173
65.57%
58.0%
54.92%
Edgefield Co. Sr. Citizens
Council
199
102
51.26%
111
55.78%
McCormick Co. Sr. Ctr.
173
114
65.90%
103
60.0%
Saluda County
146
63
43.15%
59
40.41%
Upper Savannah Family Caregiver/
Legal/Minor Home
Repair/Home Care
459
139
30.28%
274
59.69%
TOTAL FOR REGION
747
40.75%
1,043
56.9%
Contractor
Piedmont Agency on
Aging - Abbeville
PAOA – Greenwood
PAOA – Laurens
1,833
%
HHS19 and HHS51 July 1, 2015-June 30, 2016
Section 307(a)(29)
The plan shall include information detailing how the AAA will coordinate activities, and develop
long-range emergency preparedness plans, with local emergency response agencies, relief
organizations, local governments, state agencies responsible for emergency preparedness, and
any other institutions that have responsibility for disaster relief service delivery. Describe the
involvement of the PSA Director and AAA Director in the coordination and implementation of
emergency management plans.
Upper Savannah AAA Response
The Upper Savannah IR&A Specialist works closely with the LGOA emergency preparedness staff
and coordinates emergency preparedness response activities and keeps updated emergency
contact information for the local EMD officials, AAA staff, and LGOA Emergency Preparedness
Coordinator. The AAA Director and IR&A Specialist are designated to be on call through the
duration of a declared disaster and provide the PSA Director with needed updates. The AAA
Director will maintain communication with the LGOA designated staff in the event of an
emergency or disaster. The AAA Director will also establish that all providers develop an
Emergency Preparedness protocol during contract renewals.
37
Attachment C: AAA Funding and Fiscal Oversight
Please demonstrate the protocols and policies the Area Agency on Aging uses to distribute
federal and state funds, allocated by the Lieutenant Governor’s Office on Aging (LOGA), to its
local service providers. The methodology for distributing the funds should be clearly explained in
Attachment C.
Upper Savannah AAA Response
The Upper Savannah AAA contracts with three providers to provide the Transportation, Group
Dining Meals, Home Delivered Meals, and Evidenced-Based Division Prevention/Health
Promotion Programs. With no one provider contracting for home care services, our AAA utilizes
multiple home care agencies throughout the individual counties and offer consumers choice for
this service paying a negotiated rate with these agencies. These primary services were
determined a number of years ago through statewide and regional needs assessments.
Contracts are issued with individual providers for rates established through the procurement and
price negotiations process. For home care services, we have written agreements in place that
specify what we are willing to pay. Upper Savannah AAA does not utilize a formula for funding
allocations. Instead we review from year to year the service levels previously met and consider
that information as we develop the next year’s proposed contracts and associated funding.
Upper Savannah AAA also has a caveat in our contracts that allow for the distribution of
underserved units and associated funding if a provider is consistently underserving during the
fiscal year. This encourages our providers to keep performance levels up in service areas.
For legal services and home care services, we use this same methodology for allocation of funding
and have found that we needed to increase our Legal Services above the 1% minimum required
funding. In home services are based on a review of prior year’s use and the projected needs
determined by eligible client assessments.
Bingo funds are allocated to each county based on information provided by the LGOA State HCBS
funds are allocated based on previous service levels as described above and waiting list
information. Our current stance is to hold back some of these funds in the beginning of the year
to meet any unanticipated needs that may come up during the year.
Competitive Procurement
Describe the AAA’s procurement policy and the process that it uses to award services to
contracted service providers.
Upper Savannah AAA Response
The Upper Savannah AAA follows the Upper Savannah Council of Governments Internal
Procurement Policy. The last Request for Proposal (RFP) for the core aging services that Upper
Savannah AAA issued was in January 2014 for an effective date of July 1, 2014. The RFP stated
the award was for a one year period of July 1, 2014 to June 30, 2015 with the option to extend
for four (4) one-year additional extensions.
38
A review committee was assembled and given copies of the proposals that were submitted. The
review panel evaluated and scored the proposals and their recommendations for awards were
presented to the Upper Savannah COG Board of Directors for their approval of contract awards.
Include the execution and end date for all active contracts.
Upper Savannah AAA Response
Edgefield County Senior Citizens Council for Edgefield Co.
for Saluda Co.
Piedmont Agency on Aging
for Abbeville/Gwd/Laurens Co.
for Saluda County
7/1/2016 – 6/30/2017
7/1/2016 – 12/31/2016
7/1/2016 – 6/30/2017
1/1/2017 – 6/30/2017
McCormick County Senior Center
7/1/2016 – 6/30/2017
Senior Catering
to provide meals to Edgefield, McCormick Cos.
7/1/2016 – 6/30/2017
all counties in region
7/1/2016 – 6/30/2017
SC Legal Services
Are there any counties in the AAA’s service region where services were not competitively
procured? If so, please explain the circumstances. Provide details on steps taken to identify
service contractors in those counties.
Upper Savannah AAA Response
No. However, when we procured aging services in FY14-15, Senior Options, Inc., was granted the
aging contract for Laurens County. They closed their agency as of June 30, 2015 and Piedmont
took over aging services in Laurens County as of July 1, 2015 and started provided aging services
in Abbeville, Greenwood, and Laurens County as of July 1, 2015. When we procured aging
services in FY14-15 for Saluda County, these services were provided by the Edgefield County
Senior Services Council for both Edgefield and Saluda Counties. The ECSCC asked to discontinue
aging services in Saluda County as of December 31, 2016. Piedmont took on aging services in
Saluda County as of January 1, 2017 and they now serve Abbeville, Greenwood, Laurens and
Saluda Counties.
Fiscal Monitoring
Please describe how the AAA conducts fiscal monitoring of the providers and the frequency of
the reviews. Provide details of how the AAA addresses issues of non-compliance as a result of
monitoring providers. (Attach a copy of the AAA’s written procedures for monitoring and
compliance to this Area Plan.)
Upper Savannah AAA Response
The Upper Savannah AAA monitors for contract compliance annually utilizing a variety of
methods. Unannounced site visits are made to nutrition sites. Desktop monitoring is reviewed
monthly by using AIM reports to monitor budgets, unit prices, units served, contract utilization
39
and grant related income. The AAA reviews provider annual audits of independent accountant
reports on meeting agreed-upon procedures. Fiscal monitoring of providers is conducted on an
annual basis and documentation is sampled for each service provided. Staff reviews sign in
sheets, drivers’ logs, route sheets, client records, etc. to ascertain that service provision is
adequately documented and meets state and federal policies. A written report is provided to
each service provider and outlines any corrective actions needed or improvements
recommended. These reports are used the following year to ensure past issues have been
corrected.
Below is Upper Savannah AAA’s written procedures for monitoring and compliance.
The purpose of financial monitoring is to determine if records are maintained in accordance with
the OMB Uniform Guidance and the sub award agreement. Monitors will review policies,
documentation and procedures that are in place to safeguard the program and financial
objectives of the awards. Desk reviews will be performed monthly when monthly reports are
received from contractors. On site reviews will be conducted annually and more frequently if
needed.
Procedure for On Site Monitoring:
1. Financial staff or AAA director will contact the contractor and arrange a date to monitor.
2. The contractor will be provided an internal control and accounting procedure
questionnaire to be completed prior to the monitoring.
3. Staff will use AIM report SC 13 to identify clients, services and units claimed for two
months.
4. Staff will select a sample of at least five clients for each service to verify units claimed in
AIM.
5. Staff will develop a trail from the client to the documentation provided to verify units.
Documentation should include driver logs; sign in sheets, trip sheets, etc.
6. Staff will review random client records for eligibility, assessments and consent forms.
7. Staff will review Grant Related Income records and all related documentations and
procedures.
8. Staff will review match source documentation for local matching funds.
9. Staff will review board minutes and agency policies and procedures.
10. Staff will review volunteer records and documentation.
11. Staff will review audit reports.
12. Upon completion, staff will discuss with contractor observed areas of strength and any
evidence of improvements from previous monitoring.
13. Staff will review with contractor any findings or concerns and provide technical
assistance and recommendations as needed. Any units claimed which are unallowable
based on the LGOA Policy and Procedure guide and AAA contract agreement will be
40
disallowed. The contractor, upon notification, will immediately back the disallowed units
out of AIM.
14. Staff will prepare a written summary to submit to contractor within 30 days of
monitoring date, outlining any remedial action deemed necessary.
15. If remedial action is required, staff will follow up with contractor within 60 days of
monitoring to review action plan.
Procedure for Desktop Monitoring:
1. Review meal certifications and cross check against Senior Catering invoice.
2. Run AIM report LG97 to verify client age, current assessment date and risk scores.
3. Run AIM report LG45d to verify clients address is complete and a date of birth is
entered. Review units claimed for each client for each service to notice any excessive
units claimed. Check that clients receiving Group Dining transportation units are also
receiving Group Dining units.
4. Run AIM MUSR reports for the month, enter units on spreadsheet and verify total units
match.
In addition, provide a copy of the AAA’s Excel Spread Sheet used to determine the unit cost for
each specific service delivered by the AAA and/or the contracted provider. For meals, use
Attachment B found in the 2016 Minimum Meal Bid Specifications for determining unit costs.

Reimbursement for Services: The AAAs shall include as part of their Area Plans, a breakdown
of the components of the unit cost for each different unit of service and the methodology
showing how the unit cost is determined. (The LGOA has attached a spreadsheet to this
document that can be used for this purpose.)
o In its Area Plan, the AAA shall provide the process it uses to verify the
providers’/contractors’ unit costs.
o The AAA shall provide the LGOA with a written plan, to be submitted in their Area Plan,
which addresses how the AAA shall ensure that providers/contractors are earning their
units in accordance with the OAA and LGOA policies.
Upper Savannah AAA Response
In our last procurement for services (2014), the AAA had each proposer fill out a Budget and Unit
Cost calculation spreadsheet as part of their proposal. The table below gives an overview of the
proposed unit prices and what the AAA countered or agreed upon as a Unit Price Rate.
Proposed Unit Price Ranges
Home Delivered Meals
Group Dining Meals
Transportation
$5.20 - $7.00
$4.90 - $7.00
$ .95 - $1.123
Accepted Unit Price Ranges
$5.40 - $6.00
$6.19 - $6.54
* $1.50 - $3.75
41
*The State Unit on Aging changed the methodology of calculating transportation unit rates from
passenger mile to point-to-point mileage between January 2014 (when RFP) was issued and July
1, 2014 (execution of contracts). This was going to have a significant impact on how Senior
Options and Piedmont Agency on Aging (who only provides transportation to senior adults—no
Medicaid contracts or Public Tsp. programs) calculated their unit costs during the RFP proposal.
With additional justification from PAOA, a higher rate of $3.75 was derived.
While we have no way of verifying the unit costs by proposers, we look for reasonableness in the
cost elements provided and compare similarities from one entity to another.
With regards to meals/catering contract prices, the AAA uses a competitive procurement for
contracted catering of hot and frozen meals delivered. Prior year trends for pricing and
Consumer Price Index have been used to limit price increases during a contract period.
Otherwise, the procurement establishes the cost.
In order to ensure that providers are earning their units in accordance with the OAA and LGOA
policies, the Upper Savannah AAA reviews the levels of units of services monthly and compares
this to their contracted amounts. The AAA then reviews this information quarterly and
determines if units should be redirected to another county for utilization per our contract
agreements. For fixed rate home care services, the AAA monitors levels of service on a regular
basis and provides authorization to add clients on a consistent basis as attrition occurs.

Current Funding Resources for AAA Operations: (Do not discuss the service delivery
activities carried out at the AAA level in this section.) Along with the OAA and State funds
allocated by formula to the planning and service area region, specify all other sources and
amounts of revenue available for the planning and administration of operations of the aging
unit. Include any discretionary grants from the LGOA, other State agencies, direct Federal
grants, foundation grants, and local resources that provide financial support to the
administrative functions of the aging unit. Specify the source and purpose of any
grant/program administered by the aging unit that prohibits administrative expenditures.
This information should be provided in a table format. The director of the multipurpose
agency must certify that the AAA shall not use funds received under the Older Americans
Act (OAA) to pay any part of a cost incurred to carry out a contract or commercial
relationship that is not necessary to implement OAA requirements. Discuss the policies and
protocols the AAA has in place to certify fiscal integrity for the AAA and its providers.
42
Budget and Unit Cost Calculations
Offeror:
RFP#:
County:
SERVICE Delivery Costs:
(Enter data in Green Cells Only)
Item #
100% Budget
(All Svcs)
Group Dining Meals
Health Prom otions
Hom e Delivered Meals
Adult Day Care
Transportation
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
Actual Unit Cost
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
0.00
0.00
0.00
0.00
0.00
0.00
1
Personnel Salaries
0.00
2
Fringe Benefits
0.00
3
Travel (for service delivery)
0.00
4
Training (include training related staff travel)
0.00
5
Facility/Building cost
0.00
6
Utilities
0.00
7
Equipment
0.00
8
Insurance
0.00
9
Supplies
0.00
10
Raw Food/Meal Cost (Nutrition Svcs only)
0.00
11
Other: (specify)
0.00
12
Other: (specify)
0.00
13
Other: (specify)
0.00
14
Other: (specify)
0.00
15
Other: (specify)
0.00
16
Other: (specify)
17
0.00
Subtotal - Service Provision Costs
0.00
Managem ent (Indirect/Overhead) Costs
18
Personnel Salaries
0.00
19
Fringe Benefits
0.00
20
Other Overhead/Indirect Costs (Include all)
0.00
21
Other: (specify)
0.00
22
Other: (specify)
23
Subtotal - Mgmt (Indirect/Overhead) Costs
0.00
0.00
Assessm ent Costs
24
Personnel Salaries
0.00
25
Fringe Benefits
0.00
26
Contractual (Assessment only)
0.00
27
Other: (specify)
0.00
28
Other: (specify)
0.00
29
Other: (specify)
30
0.00
Subtotal - Assessment Costs
31
Other Contractual
32
Profit
0.00
0.00
0.00
TOTAL OPERATING BUDGET
33
0.00
34
Fringe Rate as % Of Salaries
35
Projected Total # of Units
36
Matching Requirem ents
Minim um Required Match (10 %) is:
37
38
Total Cash Match (provide detail)
0.00
39
Total In-Kind Cash Equivalent (provide detail)
0.00
40
Subtotal - Available Match
41
Minim um Match Requirem ent Met?
0.00
NO
Net Unit Cost (Actual - Applied Match)
0.00
0.00
0.00
0.00
NO
NO
NO
NO
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
Method used to track "T ime Spent on the Job" must be explained for positions less than 100%.
Total salaries
Fringe Benefits - Based on Salaries Paid
0.00
NO
#DIV/0!
Percentage
Total $
FICA (Fed. Ins Contributions/Social Security)
FUTA (Unemployment)
SUI (State)
Workman's Compensation
Medical benefits
43
Vacation/Leave Time
Other:(identify)______________________________
Other:(identify)______________________________
Total Fringe Benefits Cost
$0.00
Upper Savannah AAA Response
For 2016-17
Source
OAA (IIIB, C, E Planning &
Administration funding),
HCBS Admin., Alzheimer’s
Respite Admin., NonRecurring Respite
Administration funding
Member local government
support
Total

Amount
$290,404
$44,050
$334,443
Match Requirements: The AAA shall provide the LGOA with a written plan to demonstrate
how it verifies the correct use of required matches at the AAA and provider levels. Show how
the AAA intends to document the retention of match documentation over the duration of
this Area Plan.
Upper Savannah AAA Response
All contracted providers are reimbursed 90% of their unit rates, therefore, they are providing
their own match. The providers report to the AAA if they are using a Cash Match and/or an InKind Match. During annual monitoring, the AAA checks the provider match documentation. The
AAA uses local funds received from state, county or other appropriations as matching funds. We
are allowed to use the services we provide for Alzheimer’s in the form of grants as matching
funds for IIIE service salaries. We currently have no discretionary grants or other grants that can
be used as matching funds.
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Attachment D: General and Programmatic Information
Compliance
The Upper Savannah AAA provides on-going monitoring for service providers in order to ensure
contract compliance. AAA staff reviews and verifies all payment requests to verify that they
correlate to contract figures and internal payments. Monthly meal count certification reports are
cross checked against the food caterer’s invoice. Monthly desktop monitoring is completed by
running several AIM reports—i.e. AIM Report LG97 to verify client age, current assessment date
and risk scores; AIM Report 45d to verify client address is complete and a date of birth is entered.
We review units claimed by client for each service to notice any excessive units claimed. We
check to ensure that clients receiving Group Dining transportation units are also receiving Group
Dining units. We run AIM Monthly Units of Service Reports for the month, enter units on
spreadsheet and verify that total units match. Monthly we review meal site calendars and
nutrition education reports.
Unannounced visits are made to all nutrition sites to ensure that service providers maintain high
levels of quality services to the seniors that are served by visually monitoring and verifying
program and contract compliance.
Announced visits are made to all service provider offices in order to conduct compliance reviews.
During on-site compliance reviews each service provider is provided an internal control and
accounting procedure questionnaire prior to the AAA visit for us to discuss and review. We select
a sample of client files for review for each service to verify units claimed in AIM. We review the
paper trail from the client to the documentation that is maintained to verify units—this
documentation includes driver logs, sign-in sheets, trip sheets, etc. The AAA reviews Grant
Related Income records and all related documentation and procedures. Additionally, the AAA
reviews match source documentation for local matching funds, Board minutes, agency policies
and procedures, and volunteer records and documentation.
All announced and unannounced visits are followed-up with a compliance letter to provide a
synopsis of the visit and to address any recommendations or required corrective actions that
must be made. Corrective actions are given a time line for improvement to occur as well as a
request for the provider to respond back to the AAA in writing.
During desktop monitoring or visits, if units claimed are unallowable, the local service provider is
instructed to immediately back the disallowed units out of AIM.
Annually the AAA receives and reviews service provider audit reports.
Client Data Collection
During the client selection and assessment process the AAA reviews client data to ensure that
all National Aging Programs Information System (NAPIS) questions have been completed.
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Resource Development
During Upper Savannah’s 2014 procurement cycle the AAA required that all proposals submitted
must serve the entire county(ies) being covered by the proposal, rather than pockets or limited
areas of services. The AAA will continue to work with our service providers to increase the
amount of grant related income for the services that are provided. The grant related income
assists to ensure that programs are expanded in the region.
Grant Related Income Units Provided
July 1, 2015 to June 30, 2016
Group Dining
2,070.78
Home Delivered
3,011.28
Transportation
161.96
The AAA will continue to encourage providers to educate clients on the importance of grant
related income.
Cost Sharing and Voluntary Contributions
The Upper Savannah AAA does not allow cost sharing under funding from the Older Americans
Act or from low income individuals whose income is at or below the Federal Poverty Guidelines.
Service providers are allowed to cost share on state funding received. Currently, cost sharing is
suggested using a sliding scale schedule based on the individual’s income. In July 2017, when the
LGOA implements a change in the statewide reporting system whereby the service provider will
not know whether they are receiving federal or state funding, cost sharing will be a challenge and
may have to be discouraged in order to stay in compliance with federal guidelines.
High Risk Providers and Corrective Action Plans
A high risk provider is defined as an organization which:
 Has a history of unsatisfactory performance including failure to meet deadlines as defined
by the AAA or the LGOA;
 Is not financially stable such as late payments to vendors, failure to comply with laws and
regulations of financial management such as not paying FICA withholdings, Federal and
State taxes, employee benefit payments, and/or serious audit findings;
 Has a management system that does not meet the management standards prescribed
(i.e. excessive service quality complaints and not being responsive to the AAA and/or the
LGOA);
 Has not conformed to terms and conditions of previous awards; or
 Is otherwise not responsible (including but not limited to, not fulfilling LGOA and AAA data
collection policies and procedures).
If the AAA determines that a provider is considered “high risk”, the notification shall be in
writing and shall include:
 The nature of the special condition/restriction imposed on the provider;
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



The issues which necessitated the “high risk” designation;
The corrective actions that must be taken by the provider before conditions are
removed;
The time allowed for completing the corrective actions;
The consequences for failing to take corrective actions; and
A method of requesting reconsideration of the conditions or restrictions imposed.
Provider Service Delivery Areas
The Upper Savannah AAA during its procurement process for services states and ensures that
entities wanting to respond to our RFP must serve the entire county(ies) in order to be awarded
a contract. This is an important issue to the AAA and in July 2017 when the AAA takes on the
responsibility for conducting all client assessments, we will assess any client needing/requesting
services no matter where they live and ensure that the client with the highest priority score is
the next served off any waiting list(s).
2017-2021 Area Plan Standard Assurances and Conditions
The Upper Savannah AAA is committed to complying with the Area Plan Assurances and
Conditions. We place an emphasis in serving the target groups of the Older Americans Act which
include low-income older individuals, including low-income minority older individuals, older
individuals with limited English proficiency, and older individuals residential in rural areas. We
are also committed to following the requirements of the Older Americans Act and the LGOA
Policies and Procedures as stipulated in the Standard Assurances and Conditions.
Training and Technical Assistance
The Upper Savannah AAA provides on-going training to our providers through one-on-one visits,
emails and phone communication. We provide group trainings at the request of our providers
and as needed to ensure that their staff have the proper understanding of changes in programs
and policies. We hold routine meetings with our providers as well. We offer on-site training and
technical assistance at the group dining sites in the region.
AAA staff receive on-going training in a number of ways. In-services training is provided regarding
the needs identified by the COG and AAA management and through requests by staff. Staff
attends routine program meetings and trainings scheduled by the LGOA. Staff has access to online and in person training as it relates to their individual jobs. The Upper Savannah AAA offers
cross training in a number of our program areas, so that callers can receive assistance even if the
primary staff member for that program is out of the office.
Emergency Preparedness
Currently, the Upper Savannah AAA has established relationships with all emergency personnel
agencies in the service area. The AAA participates in training by the local Emergency
Management Division in Greenwood County, as well as SC Emergency Management Division and
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the Red Cross. The AAA requires all providers, including the caterer, to submit an emergency plan
and to update it as needed.
The Upper Savannah IR&A Specialist works closely with the LGOA emergency preparedness staff
and coordinates emergency preparedness response activities and keeps updated emergency
contact information for the local EMD officials, AAA staff, and LGOA Emergency Preparedness
Coordinator. The AAA Director and IR&A Specialist are designated to be on call through the
duration of a declared disaster and provide the PSA Director with needed updates. The AAA
Director will maintain communication with the LGOA designated staff in the event of an
emergency or disaster. The AAA Director will also establish that all providers develop an
Emergency Preparedness protocol during contract renewals.
Licensing Protocols
The Upper Savannah AAA will continue to ensure that all providers who are in need of licensing
meet all federal and state requirements. We currently require all of our respite and home care
providers to be a SC DHEC licensed agency and we request and maintain a copy of that license
on file. Each of our meal providers are required to have at least one person on staff who is
certified in the ServeSafe program as required by SC DHEC and the LGOA. We have AAA staff
who is also ServeSafe certified. For evidenced-based services that require a certified trainer, the
AAA requires providers to submit copies of trainer certificates annually prior to reimbursing for
service units.
Outreach
The Upper Savannah AAA participates in monthly meetings of service agency coalitions in several
counties of the region. Each year the AAA is represented at numerous community events around
the region where outreach is provided to individuals as well as large groups. Quarterly meetings
of the Aging Advisory Committee allow outreach information to be forwarded to regional
communities by way of the committee members, who represent each county served by the
Upper Savannah AAA.
Memorandum of Agreement (MOA) and Memorandums of Understanding (MOU)
The Upper Savannah AAA uses a Memorandum of Understanding (MOU) between each DHEC
licensed home care agency that provides home care services to the eligible clients in the region.
The purpose of this memorandum of understanding is to clearly identify the roles and
responsibilities of each party as they relate to home care services and assistance to seniors 60
and older in the six counties. To support this goal, the agency will provide home care, as
identified by DHEC regulations, to eligible seniors in the region. Upper Savannah collaborates
with 16 different agencies throughout the region. Since Upper Savannah AAA allows consumer
choice, an updated list of agencies is provided to the client for selection of services. Once the
agency has met all requirements, they are added to that updated list. Agency requirements
include:
 Provide a copy of the current DHEC license
 Provide a copy of the completed W-9
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 Provide invoices no later than the 21st of each month for the prior month (late invoices
will be subject to non-payment)
 Provide documentation of services for at least one client per quarter upon request
 Provide, in a timely manner, notification of any other services that the client may receive
such as Hospice or Community Long Term Care (CLTC).
Because of this understanding and agreement between all agencies, the AAA has developed
strong partnerships throughout the region and provided great care to older adults, helping them
have quality of life in their own home as long as possible.
I&R/A Funding
The Upper Savannah AAA uses Information and Referral/Assistance funding for its allocated
purpose and it is not being used to fund programs or activities outside of the Information and
Referral/Assistance Program.
Regional Transportation Services
The Upper Savannah AAA will continue to be cognizant of exploring ways to expand
transportation in the region. Transportation continues to be a huge barrier for seniors and adults
with disabilities. They need access to important basic needs, such as food and medication as well
as preventive services, such as medical appointments. The AAA will encourage collaboration, not
duplication of service efforts. AAA staff attend regional transportation meetings to become
educated on county and regional transportation resources.
Nutrition Program
The Upper Savannah AAA does not have one person dedicated solely to the nutrition program,
but has a staff person who is responsible for the oversight of this program, along with other AAA
duties. The goal is to expand and enhance the delivery of food and nutrition services to meet the
needs. The AAA works case by case to determine the appropriate nutrition services are offered.
There are several protocols to follow:
1. Food temperatures and meal safety are major concerns for all clients especially those that
are high risk for food illness. The AAA will ensure that all vendors and providers maintain
documentation of daily monitoring of food temperatures. This includes home delivered
and group dining meals. Meal routes are planned to stay within the boundaries for the
timely serving of food. Meal temperatures are maintained during transit at the proper
temps for hot, cold, and frozen foods. If, by chance, temps are found to be outside the
safe range, foods are not served. Food temperatures are taken by a food thermometer
which has been sanitized in a bleach solution.
2. Each provider and the AAA have a least one staff persons that is ServeSafe certified thus
meeting the requirement established by the LGOA. AAA staff work with staff directly
when out in the region providing training and/or technical assistance to site managers.
The providers are responsible for training their staff and volunteers regarding the
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3.
4.
5.
6.
7.
nutrition program, however, the AAA holds quarterly site manager meetings to augment
the training that providers offer. All sites managers are required to have updated First
Aid and CPR training.
Nutrition education is provided to promote better health to our seniors. Providers are
required to offer six nutrition education sessions each year and document these sessions
in AIM. The AAA monitors this for compliance.
By July 1, 2017, the AAA will be conducting assessments in all six counties and will
continue to build waiting lists to accurately reflect the needs in the region. The AAA will
monitor the AIM waiting list data and will assist those waiting individuals by using I&R/A
staff to work with clients (i.e. SNAP applications, referrals to food banks, etc.).
AIM data and nutrition risk scores are monitored closely by Upper Savannah AAA staff.
Specific client information is reviewed along with justifications for the provision of more
than five meals per week or low nutrition scores to ensure appropriate nutrition is
available.
AAA staff reviews AIM data on clients requiring justifications due to low nutrition risk
scores to ensure appropriate justification is entered.
In the past the AAA has contracted with a Registered Dietician to offer Nutrition Education
materials. This is pretty costly. Each kitchen that provides meals to senior adults in the
Upper Savannah region requires that menus are reviewed and approved by a Registered
Dietician. This meets state DHEC requirements.
Family Caregiver Support Program Plan
The Family Caregiver Support Program provides services to caregivers and their families.
Budgeted services include respite and supplemental services. Respite is defined as a break for
caregivers to rest, get away, and hopefully, refresh. Supplemental services include one program
area for Seniors Raising Children to help with the cost incurred while raising their grandchildren
and one for caregivers of older adults with health issues or those of any age suffering with
dementia to include help with essential items such as incontinent supplies, emergency response
systems, and assistive technology.
The amount of funding is determined by the LGOA. The breakdown of the federal Family
Caregiver budget for the program is configured on 20% of the allocation to be used for
supplemental services. No more than 10% can be used for Seniors Raising Children, and the
balance of the 20% can be used for the caregivers’ needs. The 20% amount is subtracted from
the total service dollars, and that figure is the respite allocation. The fiscal year is from July to
June and the program tries to serve clients the entire year.
50
2016-2017 FCSP Funding
IIIE Respite
IIIE Supplemental Services
IIIE Seniors Raising Children
Alzheimer’s Respite
State Respite
State Supplemental Services
$ 64,040.37
$ 18,487.45
$ 18,467.35
$ 45,293.44
$282,486.58
$ 8,206.94
TOTAL
$436,982.13
Measures
 In keeping with the state’s vision of increased funding caregivers in the region, expand
the number of caregivers served by 5% annually.
 Attend quarterly caregiver advocate meetings at the LGOA.
 Submit quarterly Family Caregiver Program Reports to the LGOA.
Outcomes
 Caregivers are able to give better care for a longer period of time
 Caregivers are able to make better informed decisions with regard to long term care
 All 5 of the categories of the program are integrated to give caregivers the best
opportunities and information available.
 Access to assistance is provided by having a knowledge of other agencies and providers
and how they may be able to assist those in need.
 Information about and referrals to support groups and training are in the purvey of
services.
 The volunteer recruitment for the FCSP is fulfilled by the use of interns from the local
institutions of higher learning.
Ombudsman Program
The Upper Savannah Regional Long Term Care Ombudsman Program strives to promote and
protect the health, safety, well-being, and rights of residents in accordance with State and
Federal laws with regard to the following areas:
 Advocacy for residents of long term care facilities - Advocacy services for residents in long
term care facilities will occur during all aspects of the investigation process, as well as
during facility visits (routine and friendly), consultations, in-service trainings, and
community education events.
 Complaint intake, investigation, & resolution - The Upper Savannah Regional Long Term
Care Ombudsman Program (LTCOP) will continue to conduct investigations in accordance
to the South Carolina Code of Laws Chapter 35 and the Lieutenant Governor’s Office on
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




Aging Policies and Procedures for the South Carolina Long Term Care Ombudsman
Program. Every effort will be taken to prevent a backlog of open cases; however
precedence will be given to allegations of abuse, neglect, and exploitation. The Upper
Savannah LTCOP will also continue to strive to close each case within 60 days.
Information & Assistance - During contact with the residents, family members, and facility
staff, the Upper Savannah Regional LTCOP will continue to provide pertinent information
and assistance referrals to programs of service that will meet the resident’s specific need.
Community Education - The Upper Savannah Regional LTCOP will strive to continue to
reach out to the community as well as the facilities for opportunities to educate the public
about the services of the Long Term Care Ombudsman.
In-Service Education - The Upper Savannah Regional LTCOP will continue to conduct inservice trainings within facilities educating the staff on topics such as resident’s rights,
abuse/neglect/exploitation & prevention, sensitivity trainings, and the long term care
ombudsman program.
Visits to residents in facilities - The Upper Savannah Regional LTCOP will continue to
conduct routine (friendly) visits reaching out to residents and educate them on residents
rights and the services of the LTCOP. Routine visits to all thirty-six facilities within the
Upper Savannah Region will be conducted on a quarterly basis.
Assistance with the development of resident and family councils - The Upper Savannah
Regional LTCOP will continue to offer technical assistance to facilities and families with
development of resident and family councils. The RLTCO will continue including resident
councils presidents as part of the residents interviewed during routine visits to remind
him/her that the RLTCO is available to speak to the council; however, invitation has to be
extended from the council.
Legal Assistance Program
The Upper Savannah Legal Services Program provides legal services within the guidelines of the
OAA to those within this region whom are age 60 and older with greatest social and economic
need with particular attention to low-income older individuals, including low-income minority
individuals, older individuals with limited English proficiency, and older individuals residing in
rural areas.
In order to most efficiently provide legal services, the Upper Savannah Area Agency on Aging/
Aging and Disability Resource Center entered into a contract with South Carolina Legal Services
on November 25, 2014. Since the establishment of the contract, from November 25, 2014 –
December 31, 2016, the Upper Savannah Legal Services Program has served 81 clients, 32 of
which are minority individuals. Of the 81 served, 58 were of greatest economic need and 23 of
greatest social need. In addition, 17 of the 81 were age 80 or older.
52
The Upper Savannah Legal Services Program is promoted at every outreach event in which the
Area Agency on Aging participates whether it is through having the legal services flyer/brochure
available for attendants at a health fair, promoting the service at a presentation, or through the
screening process of the LGOA assessment tool. The Upper Savannah Legal Services Program will
continue to promote the program through outreach events such as health fairs, community
presentations, and through screening telephone calls for services.
Evidence Based and Wellness Programs
The Upper Savannah AAA requires that all Title III-D Funding under the Older Americans Act be
spent on approved Evidence-Based Health Promotion/Disease Prevention Programs. For 201718, the AAA plans to contract with the McCormick County Senior Center and the Edgefield County
Senior Citizens Council to provide evidence based programs. We require copies of all
certifications for those who are teaching the evidence based classes to be submitted to the AAA
at the beginning of each program year to ensure the certifications are still active.
Reimbursement Request Accuracy
The Upper Savannah AAA has defined procedures for processing providers’ requests for
reimbursements. The Upper Savannah Finance Assistant prepares all reimbursement requests
for Aging services. She verifies that MUSR data submitted by the providers is correct and
supporting documentation, such as, catering invoices, the AIM generated LG97C Report and Meal
Count Certification are also used to support the request for reimbursement. She also has
spreadsheets her own spreadsheets that are used to assist in verifying accuracy of our pay
requests.
Assessment Process
As of July 1, 2017, the Upper Savannah AAA will be required to conduct all client assessments.
AAA staff will screen the potential program participant for eligibility. The assessment coordinator
will schedule all assessments in the region using an Access database. Assessment staff will enter
data in to the statewide data collection system and assessment data entry will be monitored by
the assessment coordinator. AAA staff will place the potential program participant on the
appropriate waiting list(s) for services. Providers will be instructed to monitor their waiting lists
daily to review new waiting list clients and to ensure that priority scores are used to serve the
next person with the highest priority score. Reassessments will be completed in person every
year, unless there is a significant change in a client’s condition that would require additional
services.
Local Match
The Upper Savannah AAA meets administrative and planning match requirements through
member local government financial support. The AAA reimburses providers at 90% of total unit
costs which ensures that the providers are providing their 10% local match. During annual
monitoring each year to the provider offices, AAA staff reviews the documentation for either the
10% cash or in-kind match.
53
Regional Successes
For the past eight years, the senior services in Saluda County have floundered with the
termination of the contract by the AAA with the Saluda County Council on Aging office due to
failure to comply with terms of “high risk” status. Ultimately, this contract termination put the
Saluda Council on Aging out of business. It was not an easy decision, but one that had to be made
due to their lack of meeting federal, state, and regional requirements. Since October 2009, the
AAA has tried to find another viable local agency to take on the senior programs and services on
a long term basis, but it has not happened until this year. Contracting with both the McCormick
County Senior Center and the Edgefield County Senior Citizens Council to provide senior services
in Saluda County has been a piece-meal answer to ensuring that seniors were served. However,
as of January 1, 2017, the AAA has contracted with Piedmont Agency on Aging to serve seniors
in Saluda County. PAOA, a multiple county agency, has over 20 years of experience in operating
in both Greenwood and Abbeville Counties. Two years ago, they added Laurens County to their
service jurisdiction as well. PAOA has a very good track record of making sound business and
management decisions and an expansive volunteer base for home delivered meals. PAOA’s
Board of Directors gave careful consideration to this move and with their staff backing this
decision, concurred with moving forward. The agency has currently revised their By-Laws and
expanding their Board of Directors membership to include Saluda County. Their decision is
permanent, not temporary. The AAA is excited to have an agency with their level of multiplecounty service experience move into Saluda to offer much needed stability to the local seniors
and community leaders.
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Attachment E: GIS Mapping
The following maps depict the below information:
Map 1 is a map of the Upper Savannah Region that shows the locations of the service delivery
areas requested to be served in the Upper Savannah Request for Proposal in 2014. The map
identifies the city, towns and communities for whom the Upper Savannah Area Agency on Aging
is providing services for older adults.
Map 2 is a map of the Upper Savannah Region that shows the Low to Moderate Income areas in
the region.
Map 3 is a map of the Upper Savannah Region that shows the Minority population in the region.
Map 4 is a map of the Upper Savannah Region that shows the Disabled population in the region.
Map 5 is a map of the Upper Savannah Region that shows the Senior Centers and Nutrition Meal
Sites in the region. There are five Senior Centers: Abbeville, Edgefield, Greenwood, Clinton, and
McCormick. In addition to meal sites being housed at the senior centers, there are an additional
three meal sites: Ninety Six Meal Site, Saluda Meal Site, and Delmar Meal Site. During the writing
of this plan the Bettis Academy Meal Site has closed due to very low attendance—an average of
8-9 persons a day were attending.
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57
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Attachment F: Strategic Planning, Workforce, Process Management and Client/
Customer Satisfaction
Strategic Planning
The Upper Savannah Council of Governments, which houses the Area Agency on Aging,
undertook an in-depth strategic planning process several years ago that included local
government partners, board of directors, and staff.
Noted strengths of the agency includes the number of years the agency has been in operation—
the agency is enjoying it’s 50 year anniversary in 2017. We have a proven track record of strong
and innovative leadership, not only at the COG level, but with AAA staff. AAA staff has extensive
experience in the planning and coordination of aging services. Another strength is with regard to
the number of partnerships we have in the community and working relationships with other
agencies and organizations. Unfortunately, a weakness we have is in not having enough funding
to meet all the needs for aging services. Also the AAA must utilize inadequate data reporting
systems from the state office. Top opportunities that are presented include being able to offer
more consumer choice with regard to the home care and Family Caregiver Programs; being able
to increase Medicare education; and empower and educate clients and their families. Threats
include the increased demand for services with the instability of federal and state funding from
year to year. Also there are always factors that impact the increasing costs of services.
The Upper Savannah COG measures progress on its action plans by reviewing specific elements
of the strategic plan when priorities and goals have been met. Also, quarterly impact reports are
written and provided to the COG Board of Directors and throughout the region. As advances in
technology have evolved, the agency has incorporated IT services that utilize the cloud for data
services replacing on-site IT servers and personnel.
Workforce Focus
The current structure of the Upper Savannah Aging Program includes a Division Director and five
full time program managers and one part time employee. The AAA is currently undertaking hiring
additional staff to assist with the assessment service that is to be required as of July 1, 2017. We
plan to continue to cross train over the next four years in order to address potential workforce
transitions.
The COG and AAA management leadership recognizes the potential for retiring employees and
are looking to current staff to mentor upcoming employees as a means of succession planning.
The AAAs senior leaders set, deploy and ensure two-way communication through staff meetings,
evaluation and professional development training.
Senior leaders ensure that staff have the necessary training (webinars, in-house, or state),
resources and technology needed to fulfill their job requirements. The AAA is certainly open to
other outside training if found to be pertinent and valuable to the employee and agency.
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Senior leaders serve on coalition groups, planning committees, and care transitions
collaboratives. Staff involvement at community events and meetings serves to emphasize our
commitment to strengthening the community by offering input and ideas for relative aging
issues.
Upper Savannah management organizes and manages workflow based on function and
outcomes. In the AAA a team approach is stressed to ensure the best possible outcomes for the
seniors that we serve. Management does not micro manage, but rather has an open door policy
to issues and concerns.
Upper Savannah AAA continuously shares knowledge, skills, and best practices through peer
mentoring and cross training.
Upper Savannah AAA assesses its workforce capability and capacity through the daily sharing of
client information from other program area to the next. Staff routinely discuss the specific needs
of a caller between several program areas in order to best meet the needs of the older adult.
Process Management
The Upper Savannah AAA determines its core competencies by identifying our area of expertise.
We have provided quality services to seniors, adults with disabilities and caregivers throughout
the region. The AAA continues to review procedures to ensure that we are serving the targeted
populations listed in the Older Americans Act with quality and in the most efficient manner.
When a caller reaches out to the AAA, usually they are in need of immediate assistance. Our
work processes are therefore designed to provide information, referral or assistance as quickly
as we possibly can.
The Upper Savannah AAA, by cross training staff, allows for lower program cost though greater
utilization of staff knowledge across programs and allows us to expand our analysis of senior
client needs beyond specific program assessment.
Through routine reports, review of data, and staff discussions, the Upper Savanna AAA evaluates
and improves its key services design and delivery.
The Upper Savannah COG develops an annual budget that includes all functional areas of the
agency, including the Aging Division. This budget contains the personnel and overhead projected
costs which are then used to determine projected revenue needed, including non-LGOA related
resources.
Client/Customer Satisfaction
Any caller to the Upper Savannah AAA is our customer. We have a no wrong door entry policy,
so we will refer any caller on to another resource if they happen to call us and it is outside our
boundary of assistance. AAA staff is actively engaged in community partnerships, so we learn
about available resources and then network to help make connections to meet a caller’s need.
We use client surveys to determine level of satisfaction provided through programs and services.
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Attachment G: Area Plan Public Hearing
(A summary of the Area Plan public hearing will be attached.)
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Attachment H: Aging Advisory By-Laws
UPPER SAVANNAH COUNCIL OF GOVERNMENTS
AGING ADVISORY COMMITTEE
BY-LAWS
PREAMBLE
The Upper Savannah Council of Governments does hereby set forth the following By-Laws to
govern the Aging Advisory Committee.
The Term “Council” is used to designate the Upper Savannah Council of Governments. The
term “Committee” is used to designate the Aging Advisory Committee. The Committee shall
function in an advisory capacity and not in a policy-making or decision-making capacity. The
term “staff” is used to designate the Upper Savannah Council of Governments staff.
ARTICLE I: PURPOSE AND RESPONSIBILITIES
1.1
The purpose and responsibilities of the Aging Advisory Committee shall be to:
1.1.1
Promote and encourage local communities to recognize the needs and promote
the establishment of programs for older persons.
1.1.2
Review and comment on all local community policies, programs and actions
which affect older persons.
1.1.3
Establish service and program priorities, based upon the needs of the local
communities and the region.
1.1.4
Review, on an annual basis, regional comprehensive Aging Program plans
based upon the needs and established priorities.
1.1.5
Recommend to the Council, for approval or disapproval, applications for funding
from local units of government, the Council and/or local service provider
agencies.
1.1.6
Conduct public hearings to solicit local community input regarding needs of older
persons.
1.1.7
Serve as the Advisory Aging planning body to the Upper Savannah Council of
Governments.
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ARTICLE II: MEMBERSHIP
2.1
The membership shall consist of two (2) individuals from each county and three
(3) individuals at-large, all appointed by the Council. No more than three (3)
members shall be from the same county unless their membership appointment
represents an agency that covers multiple counties. Total membership to be
fifteen.
2.2
At least fifty percent (50) of the membership from each county shall be eligible for
aging program services.
2.3
Vacancies on the Committee shall be filled by the Council.
2.4
Terms of the Committee members shall be for three (3) years, established by the
Council and on a staggered basis to ensure continuity. The Council will
determine the term of the member.
2.5
Service providers and members of the Upper Savannah staff may not serve on
the Committee.
ARTICLE III: MEETINGS
3.1
The Committee shall meet as often as necessary in order to carry out its
responsibilities. Regular meetings shall be held at least four (4) times during
each fiscal year (July 1 – June 30).
3.2
The Committee shall be notified by the Coordinator of the time and place of
meetings at least seven (7) days in advance of such meetings.
3.3
The number of the Committee members present constitutes a quorum. All
meetings in which final actions are taken shall be open to the public.
3.4
Only duly-appointed members of the Advisory Committee may vote on any
matter before the Committee.
3.5
Members missing three (3) consecutive meetings will be terminated from the
Committee, unless there are extenuating reasons for the absence.
ARTICLE IV: OFFICERS AND THEIR DUTIES
4.1
The officers of the Committee shall consist of the Chairperson and a ViceChairperson. The Chairperson shall be appointed by the Council; the
Vice-Chairperson shall be elected by the Committee.
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4.2
The Chairperson shall preside at all meetings of the Committee and shall have
the duties normally conferred upon such officers, including the appointment of
subcommittees and project groups.
4.3
The Vice-Chairperson shall assume the duties of the Chairperson in the absence
of the Chairperson.
4.4
The Upper Savannah staff shall keep records and minutes of the Committee;
prepare, with the Chairperson, the agenda of regular and special meetings;
provide notice of such meetings and other such duties normally conferred/associated with the position. Staff will be responsible for scheduling the meetings to
meet the requirements of four (4) meetings per year.
4.5
The Chairperson will be responsible for ensuring that all the Committee
recommendations are submitted to Upper Savannah Council of Governments.
ARTICLE V: ELECTION OF OFFICERS
5.1
The Chairperson shall be appointed by the Council as provided in Section 4.1.
The Chairperson shall be appointed for a term of one (1) fiscal year (July 1 –
June 30). The Chairperson shall be eligible to succeed him/herself providing,
however, he/she serve no more than three (3) consecutive terms.
5.2
The Vice-Chairperson shall be elected at the last meeting of each fiscal year to
serve the following fiscal year. The nominee receiving a majority vote of the
members present shall be declared elected.
5.3
The Vice-Chairperson shall be elected for a term of one (1) fiscal year (July 1 –
June 30). The Vice-Chairperson shall be eligible to succeed him/herself
provided, however, he/she shall serve no more than three (3) consecutive terms.
ARTICLE VI: COMMITTEES
6.1
Subcommittees may be formed to serve the full Committee. Each
subcommittee may research one particular phase of services for the
elderly and report on that phase and/or make program recommendations
to the full Committee. Members of such committees shall be appointed by
the Chairperson.
6.2
Standing subcommittees may be established for the areas of:
Program Planning
Resource Development
Nutrition
Advocacy
Membership
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6.3
Ad Hoc subcommittees and/or project groups may be established as needed by
the Committee. Members of these subcommittees/groups shall be appointed by
the Chairperson. These subcommittee/groups shall disband upon fulfilling their
mission.
ARTICLE VII: RECORDS
7.1
Staff will make and keep a record of all Committee recommendations,
transactions, findings and determinations. Such records shall be maintained in
the Council’s office.
ARTICLE VIII: BY-LAWS CONFLICT
8.1
In the event of conflict between the provisions of these By-Laws and the by-laws
or other policies of the Council, the By-Laws or other policies of the Council shall
prevail.
ARTICLE IX: ADOPTION AND AMENDMENT
9.1
These By-Laws shall be adopted by a majority vote of the membership present at
a regular meeting of the Upper Savannah Council of Governments.
9.2
These By-Laws may be amended by a majority vote of the membership present
at a regular meeting of the Council provided the proposed amendment has been
submitted in writing to the membership at least seven days before the meeting.
9.3
The adoption/amendment of these By-Laws shall be effective March 25, 1991,
subject to the Council being designated as the AAA for Region II.
ARTICLE X: RULES OF ORDER
10.1
Robert’s Rules of Order shall be observed in the conducting of the meetings.
Aging-Bylaws
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Revisions
References Article II: 2.3. Vacancies shall be filled by the Council.
References Article II: 2.6. The membership shall consist of two (2) individuals from
each county and three (3) individuals at-large, all appointed by the Council. No more than three
(3) members shall be from the same county unless their membership appointment represents
an agency that covers multiple counties. Total membership to be fifteen.
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