Helping people thrive: The collaborative approach of Access, Aging and Disabilities

When Donnita Osborn stepped into her new role as director of Access, Aging and Disabilities (AAD) last year, she inherited a very complex department that is one of the largest in Human Services.

With more than 18 years of experience in a variety of direct care and leadership roles, she’s embraced the work already underway while bringing renewed energy to the ways teams work together to support residents.

“Our goals are to ensure we’re not leaving anyone out and that residents have proper access to services,” said Osborn.

AAD has four primary areas: Long-Term Services and Supports (LTSS), Initial Contact and Access (ICA), Adult Protection, and Planning and Analysis. With more than 20 unique programs under the AAD umbrella, Osborn said her focus is to continue strengthening collaboration across teams to reduce barriers and ensure responsive, equitable support for all.

Improving service through collaboration

Though the programs now housed in AAD once operated separately, they unified in 2019 to better align services around residents’ needs. Each area continues to carry out its own mission, but collaboration across areas makes the work more impactful.

For many residents, the first step to receive support is through the Initial Contact and Access (ICA) team. ICA provides people with information about county services, navigation assistance, resource planning and short-term case management for social and health-related services. They also work closely with internal and external partners to make timely referrals for housing, food assistance, utility support and other basic needs.

Within ICA, the Office of Multicultural Services (OMS) plays a key role in supporting residents who face language and cultural barriers. In response to growing demand, OMS expanded access to its services with co-located sites and recently implemented strategies to streamline how it connects residents to culturally and linguistically appropriate support.

“It’s important we understand the lived experiences of the people we serve and how those experiences are shaped by race, identity and circumstance,” said Osborn. “Our services must reflect our residents’ needs.”

That same people-first mindset guides the Adult Protection team, which addresses abuse, neglect and exploitation of vulnerable adults. This work requires close coordination with legal systems, healthcare providers and housing services to ensure both immediate safety and long-term stability.

Across all these areas, said Osborn, the shared goal is simple: Help people thrive.

“We’re always asking ourselves, ‘What does it mean for someone to not just be safe, but to live well?’” she said. “And how do we organize our services to make that possible?”

Data-driven services

Long-Term Services and Supports is the largest area in AAD, providing case management and services for older adults and people living with disabilities and/or complex medical needs. LTSS teams connect residents to state and federal resources and coordinate care through community-based programs.

“Each person has unique needs,” Osborn said, “so collaboration across systems is essential to ensure no one is left behind.”

A recent audit from the Minnesota Department of Human Services praised LTSS for its person-centered approach and strong collaboration with partners. Hennepin County’s LTSS exceeded 95% compliance in key performance areas and was recognized for its continuous improvement.

The department’s Planning and Analysis team drives those outcomes by using data to inform decisions, identify service gaps, and help teams refine how they deliver support.

“Our planners help us ask the right questions – not just about who we’re serving, but who we’re missing,” said Osborn. “That’s how we make meaningful change.”

Living our values, investing in people

The work of Access, Aging and Disabilities is deeply aligned with Hennepin County’s mission to reduce disparities, eliminate inequalities and create opportunity for all.

For Osborn, leading this work means modeling values like inclusion, integrity, accountability – and investing in the people who deliver services every day.

“We can’t rely on a one-size-fits-all model,” she said. “We have to be flexible and responsive. That means listening to communities, building trust and making sure our teams feel equipped to support the residents they serve.”

That investment includes robust training, intentional leadership, and a shared commitment to collaboration. Because ultimately, Osborn said, the strength of the department lies in the people doing the work.

“It’s not just about what we pour into residents, it’s what we pour into our teams so they can show up and respond,” she said. “It’s been an honor to lead a group so dedicated to helping residents access the services and supports they need to thrive.”