Our Affiliates

Our national partner, LeadingAge, is an association of 6,000 not for profit organizations dedicated to expanding the world of possibilities for aging

Together, we advance policies, promote practices and conduct research that supports, enables and empowers people to live fully as they age.

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Cabinets, Councils, Advisory Groups

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Shaping the Future of Aging in Washington

LeadingAge Washington, has a variety of Cabinets, Councils, Advisory Groups, and Professional Networks that are essential to the planning of public policy objectives and professional development opportunities. Our Cabinets, Councils, Advisory Groups, and Professional Networks rely exclusively on our members’ generosity of their time. We encourage you, and the many experts on your staff, to get (or stay) involved in your association so that together we can more effectively address today’s needs and advance the future of aging services.  Call for Participation 2017-18 ** Reply Form Only   Respond by July 17th

LeadingAge WA Annual Report 2016-17    *   Leadership 2017-2018


Our Cabinets are organized around member segments and serve four key functions 1) Shape and inform our annual legislative agenda: 2) Advise on regulatory issues 3) Showcase emerging models and best practices and 4) Identify education and resource development opportunities.

Adult Day Cabinet (4 meetings/year)

  • How can we raise the profile of Adult Day Programs within the larger long‐term care community and with the general public?
  • What tools and resources e.g. advocacy, regulatory changes, professional development, are needed to enable Adult Day Providers to better serve their participants and caregivers?

Assisted Living Cabinet (4 meetings/year)

  • How should LeadingAge respond to and shape public policy on issues related to assisted living providers?
  • How can LeadingAge increase the supply of assisted living services for seniors in Washington?
  • How do we advance the need for adequate funding for assisted living to remain an option for all consumers?
  • What partnerships should be pursued to advance this work?

Continuing Care Retirement Community Cabinet (4 meetings/year)

  • How do we grow awareness of the value of CCRCs as a senior living and care option with the public and policymakers?
  • What public policy or communication and relationship strategies will best achieve transparency and trust?

Housing Cabinet (4 meetings/year)

  • How should LeadingAge respond to and shape public policy on issues such as landlord tenant law and affordable housing?
  • How can LeadingAge increase the supply of affordable housing for seniors in Washington?
  • How can we advance a more integrated approach to senior housing and services?
  • What partnerships should be pursued to advance this work?

Nursing Home Cabinet (4 meetings/year)

  • How do we prepare for the new Medicare and Medicaid payment systems? (Bundle model, managed care – Medicaid and fee for service/quality).
  • What implementation issues must be addressed to improve operational efficiencies and opportunities for success in the new and changing health care market?
  • What tools can we develop or promote to support members?
  • How can we prepare members for upcoming federal initiatives like the new conditions of participation, value based purchasing, and other emerging trends?


Our Councils are organized around emerging issues facing our members that cut across lines of business. Councils include experts and stakeholders from outside the membership to inform and advance the Council’s work.

Population Health Management Council (4 meetings/year)

  • What new public policies, partnerships, programs or resources can help position members address population health?
  • What partnerships and outreach approaches need to be pursued to advance population health in Washington State?
  • How can we advance the awareness of population health management in the areas of care coordination, smooth transitions, reduce costs by efficiency of location, partnerships and behavioral health?

Quality & Performance Improvement Council (4 meetings/year)

  • What resources should be developed or promoted to assist members in quality/performance improvement, facilitate greater benchmarking capabilities and align various required and voluntary QI initiatives?
  • How should best practices, quality improvement achievements and QI champions be recognized?
  • What input can we provide to public policymakers (DSHS, CMS) as they advance various quality initiatives?

Workforce Solutions Council (4 meetings/year)

  • What new public policies, partnerships, programs or resources can help position members for workforce strength?
  • How can we utilize existing workforce data or fill research gaps to best understand and advance regional solutions?
  • Which outreach approaches are essential in building an effective aging service workforce public awareness campaign?

Advisory Groups

Advisory groups provide guidance to the Association and members in areas of interest that regularly affect the operations of both the Association and its members.

Clinical Practice (4 meetings/year)

  • What emerging evidence‐based practice or care protocols will reduce risks and improve outcomes for older adults across the spectrum of services?
  • What decisions need to be made to balance practice and regulation while elevating the quality of services provided to older adults?
  • What tools or resources are available to understand clinical phenomenon with an emphasis on understanding the experience and values of the older adult?

Education Planning (6 meetings/year)

  • What staff training or educational programs are priorities for the coming year for all member segments?
  • How can our signature events g. Leadership Institute, Annual Meeting be improved—educational programs, exhibits, social events, logistics, etc.?
  • Which Call for Presentation (CFP) submissions should be recommended for the 2017 Conference?

Member Recognition (2‐3 meetings/year) ~ The Member Recognition Advisory Group is comprised of committee and cabinet chairs and is chaired by the Immediate Past-Chair of the Board.

  • What qualities are found in exceptional individuals and organizations serving older adults and what is the best way to recognize them for their achievements?
  • What nominations should be selected to receive awards in 2017?
  • How can we share the stories of our award winners with a broader audience to generate positive public awareness of our work?

Survey & Regulatory (4 meetings/year)

  • What are the trends in certification surveys and what do members need to know to be prepared?
  • What federal and state regulatory challenges can LeadingAge Washington address through advocacy with regulatory agencies?
  • How can LeadingAge Washington members work with DSHS to provide quality care to senior in our state?

Technology and Innovation (4 meetings/year)

  • How can LeadingAge Washington promote and expand the use of interoperable electronic health records for older adult service providers?
  • What initiatives will expand access to funding for health information technology in aging services?
  • What new assistive technology products will enhance care delivery and how can we promote or facilitate their use?
  • How can we promote and partner with other organizations in this area? For example, CAST, Aging2.0 and other tech companies.



Professional Networks

Professional Networks are organized by disciplines for mutual support, information sharing, and professional growth.  Networks meet based on an agreed schedule throughout the year and their meeting purpose is self- determined.

Board authorized networks include disciplines that express an interest in forming.  Currently, active networks include:

  • Activity and Wellness
  • Fund Development
  • Human Resources
  • Marketing and Admissions
  • Social Workers


Last updated: July 27,  2017

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