Outcomes & Expectations


The NC Stakeholder Engagement Group (NC SEG) was a cross-disability advocacy initiative focusing on shaping the long-term support and service systems through meaningful engagement and dialogue with policymakers. It was generously funded by the North Carolina Council on Developmental Disabilities (NCCDD) for three years.

Since the November election, the political landscape has changed rapidly and expansively, and we anticipate these changes will have a substantial impact on the long-term supports and service systems for people with disabilities. It is vital that the authentic, constructive voice of consumers and family members be at the table as the system evolves. The funding from NCCDD ended in November 2016. The NC SEG is currently looking for funding to continue its advocacy efforts. While we seek funding from a variety of sources, the formal activities of the group have been suspended. This page will be updated by Community Bridges Consulting Group pro bono until funding is secured.

If you know of a funding source or possibility, please e-mail Kelly@cb-cg.com. Thank you!

Entrance into the System

  • Utilize only one application to get all public services.
  • Employ a person who helps with enrollment and has nothing to gain from the choice of services.
  • Maintain a similar array of services across the state.
  • Allow individuals to move from one part of the state to another and keep services

Waiting Lists

  • Provide everyone with the service they need, at the right amount, at the right time and in the right place.
  • Serve everyone – no individual waits for services.
  • Move people from the waiting list based on urgency and severity of need.


  • Guide but do not predict what services are received.
  • Build on what is important to person and is working in their life.
  • Utilize a whole person approach that addresses individual life needs.
  • Implement process for ongoing review and development as person will change and grow.
  • Require consistent process and tools across the state and MCOs.


  • Individual control and flexibility of funds to meet needs with services within an allowable budget.
  • Educate person and providers about self-direction and support them to use it.
  • Provide financial and business management supports.

Person-Centered Planning

  • Drive plan by the personal goals and desired outcomes as indicated by the individual
  • Create an on-going living document that changes as person changes – not just paper
  • Involve team that is valued and is selected by the person to include family, support professionals planners, and any others.
  • Allow the plan to drive the authorization of services –the authorizers do not drive the plan.

Support Coordination

  • Develop a personal and consistent relationship between the person and the support coordinator.
  • Require coordinators to have a working (best practice) knowledge of local resources and how to connect people to communities.
  • Advocate for individual rights, responsibilities, and choices in an independent appeals process.


  • Promote independence and community inclusion through all services.
  • Make employment and careers the preferred outcome of all education and services (“Employment First”).
  • Pay for the desired outcomes, not just units of service.
  • Allow flexibility to meet the unique needs of each person and family.
  • Make outcome expectations and service access consistent across the state.


  • Focus the Comprehensive Quality Strategy on the valued outcomes versus the quality of the process.
  • Involve participants and their families in independent oversight.
  • Communicate the results of the oversight process in a timely, accurate, and is easily accessible and understood formats.
  • Evaluate success in all areas of a person’s life through meaningful outcome measures.
  • Enforce requirements and maintain standards statewide.

Qualified Providers

  • Provide participant choice by having multiple providers in each specialty area of service.
  • Require provider to be qualified, trained and monitored to achieve outcomes for people they support.
  • Recruit and retain providers by paying for the actual costs and rewarding good performance.
  • Encourage certification and recognition of direct support workers.

Payment Structure

  • Move from fee-for-service to incentive payments for outcomes; assist providers to change business models.
  • Allow flexibility to better match services with individual needs.
  • Share costs of services and the outcomes providers report with consumers.
  • Provide timely payments for approved services and outcomes to all providers.

System Transition

  • Involve cross disability consumers and families in all levels of strategy development and implementation through recognized advisory boards; provide sufficient time for review of concepts and proposals.
  • Determine readiness of the state; managed care entities; providers, consumers, families for new management structures. Readiness includes enough staff, the right skills competencies, the right values.
  • Implement and standardize operational and IT systems across the state to assure continuity of service.
  • Communicate information to enrolled participants and families – and to those not yet enrolled – about the new program, their rights and responsibilities.
  • Develop a process for transferring participants to new system to prevent gaps in service; plan for rapid identification and resolution of problems.

Participant Protections

  • Educate individuals, families and support providers about participants’ rights and responsibilities.
  • Assure safety and support for individuals and families when reporting concerns or making claims.
  • Investigate, track, and provide prompt follow up on critical incidents (including abuse, neglect and exploitation) and make results clear to all.