The IntellectAbility Story
Health and wellness thrive in the absence of uncertainty, misinformation, and risk. While this is true for everyone in every stage of life, it is particularly true for those with intellectual and developmental disabilities. Understanding this is vital for those entrusted to support people in living lives they love.
This is what inspired us to create the first and most comprehensive suite of risk resolution and learning tools for professional supporters: tools that empower, educate and inform those responsible for protecting, maintaining and restoring health, wholeness and a good quality of life for people with IDD. Essentially, we support those who support others.
IntellectAbility educates and empowers support teams, administrators and clinicians with necessary and proven tools for early risk detection replacing risk with health and wellness.
This is why IntellectAbility is the most trusted, leading authority and resource in the field. Our mission is more than risk reduction. It’s replacing risk with life.
Honoring Our Founder: Karen Green McGowan (1941-2025)
Karen Green McGowan’s name is widely known and revered in the field of intellectual and developmental disabilities (IDD), as is her tenacious spirit. Her boldness helped usher in a new era for supporters of people with IDD. Her conviction to acknowledge and honor the person at the center of every human helped overturn misconceptions and transform failing systems. Her life’s work was more than a career – it was a calling, one that she may have never discovered if not for a practical choice she made about her daily commute.
From a young age, Karen knew she wanted to be a nurse, though specializing in IDD had never crossed her mind. A dedicated student, she excelled in school, graduating at the top of her class. She often joked that she didn’t date in school because boys were intimidated by how smart she was. “At least, that’s what I hope it was,” she said with a laugh in an interview.
After completing nursing school in 1962, Karen began her career in labor and delivery at Malmstrom Air Force Base in Montana. She helped deliver hundreds of babies there before marrying and moving back to her home state of Iowa with her husband in 1965. Practical as ever, Karen limited her job search to roles that were close to home. She refused to work at any location that required her to commute on dangerous highways. Due to its proximity, Karen accepted a nursing position at Glenwood State Hospital School in Glenwood, Iowa – an institution for people with severe intellectual disabilities.
Karen was tasked with overseeing care for a large portion of Glenwood’s population. The grim conditions – neglect, overcrowding, and shockingly high mortality rates – surprised and disturbed her.
Mentors cautioned her against taking the job, warning that it could “ruin her career.” Their concerns reflected the stark reality of the time. People with disabilities were often devalued, and the field was seen as a professional dead end.
What Karen encountered at Glenwood became her personal mission. Warnings from her mentors only solidified her resolve to make a difference. She didn’t know it at the time, but her decision to lean into the challenge before her would set the trajectory of her career, and the field of IDD, on an entirely new path.
Recognizing the need for better education and training in the field, Karen became deeply invested in equipping others with the knowledge to provide quality care. “I love training people. I love watching what happens when a person gets it,” she shared. She authored numerous training manuals for clinicians on the physical and nutritional management of people with disabilities, filling a critical gap in available resources.
In 1977, driven by her passion for education, she took the bold step of becoming an independent clinical nurse consultant. Though the decision was daunting, she embraced the challenge. “At some point in my career, I decided if something didn’t scare me at least a little, it wasn’t worth doing,” she said.
As a consultant, Karen provided technical assistance to more than 40 states and nine Canadian provinces. She advised facilities on improving care standards and helped them avoid Department of Justice violations. Her expertise extended globally when she began consulting for Disability Rights International, assessing care conditions in Romania, Serbia, the Republic of Georgia, Mexico, and Ukraine.
“I was the first million-miler on my airline,” she noted. “I probably took about 500 flights throughout my lifetime.” It was an ironic twist for someone who had once chosen a job close to home to avoid a long daily commute, only to find herself traveling the world for her life’s work.
In 1992, while consulting on the transition of 240 people from institutions to community settings, Karen was asked to develop a way to determine which of them required specialized care. She assembled a team of innovative nurses to create an effective solution using key health indicators such as eating ability and mobility. The result was the Health Risk Screening Tool (HRST), a 22-item screening tool that evaluates risks in critical areas. Now an industry leader, the HRST has transformed how health risks are identified and managed, ensuring people with IDD receive the care and support they need to thrive.
As demand for the HRST and educational resources grew, Karen founded IntellectAbility, formerly known as Health Risk Screening, Inc., an organization dedicated to equipping supporters, clinicians, and administrators with tools and training to improve health outcomes for people with disabilities. Central to the organization’s approach was Karen’s commitment to Person-Centered Planning and Person-Centered Thinking, which emphasize the importance of tailoring support to each person’s unique needs, preferences, and aspirations.
Karen believed that people with disabilities should have autonomy, and she worked to ensure that their care and support were driven by their preferences and goals. Through her efforts at IntellectAbility, she helped develop and implement training that enabled supporters to recognize and address often missed health risks, while prioritizing what is important to and what is important for the person. This focus on Person-Centered practices has transformed support models, ensuring that people remain at the heart of every decision affecting their lives.
In line with her commitment to reducing risk, Karen played a key role in popularizing the term Fatal Five – a phrase used to highlight the most common preventable causes of death among people with IDD. Building on the previously recognized Fatal Four, she added sepsis and later gastroesophageal reflux disease (GERD) to the original list, which included aspiration, constipation, dehydration, and seizures. By equipping supporters with critical knowledge to recognize and respond to these risks, Karen helped establish terminology and awareness that continue to shape best practices in the IDD field today.
As the years passed, Karen never truly “retired.” In 2015, she assumed the presidency of the Developmental Disabilities Nurses Association (DDNA), a national nonprofit dedicated to advocacy, education, and support for nurses serving people with developmental disabilities. She also played a key role in developing curriculum and e-learning courses for IntellectAbility, further expanding access to the knowledge and tools she had worked so hard to create. When asked what kept her passionate about this work after so many years, Karen put it simply: “We have to make sure we keep people at the center of planning in order to understand what they really need. And mostly, what people really need is to be regarded as a human being who has feelings and people who love them.”
Retracing the milestones of Karen’s career underscores the significant strides made in healthcare and society for people with disabilities. While she would insist that there’s still much work to be done – and indeed, there is – her impact is undeniable. Thanks to Karen’s passion for educating others, her brilliance will live on forever in the resources she created, the people she mentored, and the lives she touched. To honor Karen’s legacy, we invite you to approach others as she did: with patience, curiosity, kindness, and a generous acknowledgment of the person at the center of every human being.
Identification of Need
In February of 1982, the first death of a person occurred in the Hodges cluster, located in Jacksonville. In the next two months it was followed by three other deaths. By April of 1983, nine people from this facility had died. No other facility experienced such a large number of deaths relative to the number of people it served.
The higher death rate at the Hodges cluster was not explained by greater fragility or medical complexity of those who lived there, but instead by the inadequate care capacity at the cluster that was unable to meet their needs. The Hodges cluster had a smaller, less well trained, more unstable labor force than the other clusters, with a higher staff turnover rate and fewer staff available on any given shift.
As a result of this, several vital steps to the successful oversight and support of people with various types of developmental disabilities were identified:
- Always know if a person’s condition is getting better or worse.
- Have an early warning system to detect destabilization.
- Do not let chronic health issues become routine or invisible.
- Records must provide useful data about trends.
- Ensure continuity of care across providers.
- Monitor residential settings to assure health and safety.
Initial Development
The Health Risk Screening Tool (HRST) originated in Oklahoma in the early 90’s as part of a class action court case: Homeward Bound v. Hissom Memorial Center. This case was overseen by a federal judge, James Ellison, in the Northern district of Oklahoma. With nearly 1,100 class members, including a number of children using a range of medical technology, the institution was scheduled to close in 1994. Judge Ellison appointed a nurse to the panel (Karen Green McGowan) to assist him in protecting the health and safety of those class members whose fragile health status was of great concern to him.
The consent decree mandated that no class member could be placed in a residential facility larger than three (3). Further requirements were that the cost of all residential placements could not, on the average, exceed the daily cost at Hissom. A Federal magistrate had been appointed to mediate disagreements between the parties and/or families when there was a dispute as to the type of placement.
Most families, particularly those with young children, were used to 24-hour nursing coverage. There was no objective mechanism to measure the fragility of these people and so the outcome of the disputes most often went to the families. The cost of nursing coverage for 3 person settings was often doubled in order to fulfill this requirement.
Ms. McGowan and the Area II RN, Shirley McKee, brought together a group of nurses along with an out-of-state nurse consultant, to brainstorm for a few days about the requirements for a surveillance process to protect the health and safety of this population.
Since nursing supports were nearly non-existent in the three regional systems, the group decided that the tool would need to be used by someone who knew the people well, but who had relatively little medical background. Hence, the group that the tool was designed for became the case managers. Case Managers were assigned to waiver participants in the community at a ratio of 1:25, and during the first 12 months, 1:10 following transition from Hissom.
Field testing and implementation
The original paper tool was known as the Physical Status Review (PSR). This paper instrument was field tested by the RNs in the Oklahoma DD system on some 6000 people, including those from the other two state facilities. This allowed for the honing of the instrument on a broad range of people with disabilities and resulted in a number of changes to the instrument.
At that time there were also efforts to develop a state-wide health care policy, Health Care Policy for DDSD (Developmental Disabilities Services Division). The Health Care Policy for DDSD specified that health supports were tied to Health Care Levels determined by the Physical Status Review (now called the Health Risk Screening Tool).
Health Care Levels were assigned based on points accumulated on the PSR, with Levels I and II being low risk, Levels III and IV being moderate risk, and Levels V and VI being the highest risk. Those at Level VI were the only people designated as eligible for 24-hour nursing care. This designation of eligibility based on an objective instrument administered by trained and experienced health care personnel now allowed the state to win its arguments with the Federal Magistrate.
This allowed the state to reduce its residential costs to meet the other requirements of the Settlement Agreement. The tool was also used to drive surveillance requirements such as RN review, referral for therapy assessments and medical specialty assessments.
Continued development and expansion of use
The HRST remained paper-based until 1998, when the first attempt at an electronic version was developed in Oklahoma. This was a single-user version that allowed up to 300 people to be entered on a single computer and then to analyze their health care stability over time and in relation to each other.
Starting in the late 90s several state DD Divisions began implementing and mandating use of the Health Risk Screening Tool to monitor health and safety, and to determine the type and extent of professional support and training. States included: Tennessee, Louisiana, New Mexico, Maryland, Illinois and Georgia.
The web-based HRST began development in 2005 and was introduced in Georgia by the Department of Behavioral Health and Developmental Disabilities (DBHDD) in 2007. Previous to this, Georgia DBHDD had some 10,000 people on the paper HRST, but found the utility of the paper tool limited. From 2007-2015 some 15,000 people were entered into HRST Online and are now updated annually, allowing the state the ability to monitor their health status by region, by case manager, by provider or other individual entity.
Currently the HRST is utilized by Intellectual and Developmental Disabilities and Behavioral Health Divisions in nine states and over 2,000 private provider agencies in the United States.
The HRST is now online, allowing information to be shared and accessed securely from any computer
Our Purposes at IntellectAbility:
- To broadly provide service and educational intervention to assist in the prevention of preventable morbidity and mortality
- To broadly implement a process of surveillance that provides early identification of health destabilization
- To identify persons who require professional interventions beyond those required by a community of persons without neurodevelopmental disabilities and differences
- To educate families and service providers about the health and behavioral interventions required by vulnerable populations
- To provide service administrators the knowledge, tools and systems to monitor the effectiveness of health care services
- To assist government agencies and service providers in establishing equitable allocation of resources to those they support
- To assist government agencies and service providers to reduce costs related to health care of those under their care
- To prevent unnecessary or over use of medications
- To free persons from restrictive services, interventions and settings they don’t need or want
Our Mission
We provide tools and training to those who support people with vulnerabilities, helping them replace risk with health and wellness.
Meet Our Executive Team
Dr. Craig Escudé, MD is a Board certified Fellow of the American Academy of Family Physicians (AAFP), the American Academy of Developmental Medicine (AADM), and American Association on Intellectual and Developmental Disabilities (AAIDD). He is the author of “Clinical Pearls in IDD Healthcare” and “The Curriculum in IDD Healthcare”. Dr. Escude assumed the role as President of IntellectAbility in 2018.
Johnathon has nearly 20 years working in the field of Intellectual and Developmental Disabilities. For many years he was the Vice President of Operations for a large Support Coordination agency in Georgia. Concurrently he worked as a Supports Intensity Scale (SIS) senior trainer with AAIDD, working in both the US and Canada. He is a certified Person-Centered Thinking Trainer by The Learning Community for Person-Centered Practices. He has been with IntellectAbility since 2013 and is currently its Chief Operations Officer.
Dina has been in the medical field since 1995. Most of her career has been spent working with individuals with Mental Health needs for a local government in Virginia. She successfully managed four ICF's, five Group Homes and the medical component of the Day Program. Dina joined IntellectAbility in January 2019 as Director of Client Services.
Saskia Troio comes from an extensive background in team establishment & management. Throughout her long career as a vice president in a nationwide marketing firm, she has gained experience in marketing, sales, project management, and establishment. Saskia has a passion for our industry. Helping those who support people with IDD is near and dear to her heart. Her primary responsibility as our Director of Establishment is to oversee the hiring and training of staff and to keep a positive and diverse company culture alive in all aspects of our business.
Rob Refo has been with IntellectAbility since 2010. Rob’s background includes 20 years of training and management consulting of private-practice healthcare professionals. Prior to working with IntellectAbility he was the Senior Director of Operations for one of the fastest growing consulting companies in the United States.
Brandon Lancaster joined IntellectAbility in 2019 as our Director of Information Technology. Throughout his career he has amassed experience across the field of IT, including Information Security and Platform Development. His primary responsibility here at IntellectAbility is to oversee the continued development, implementation, and support of our tools, such as the HRST.
Ryan Lutz joined IntellectAbility in 2021 as our IT Project Manager. Ryan is a seasoned Information Technology professional with years of experience in the healthcare industry. Skilled in Technical Project Management, Account Management, Customer Service, and Support, he oversees and helps facilitate the successful adoption and implementation of our products, including the HRST, eLearning, and Custom Development.
Viet joined IntellectAbility as its Finance Director in 2022 with 20 years of global experience in corporate finance, compliance, financial planning and analysis, and strategic financial management. In 2024 Viet was promoted to CFO, charged with maintaining the financial health of the organization and ensuring its sustainability to continue helping those who serve in the field of IDD.
Jared joined IntellectAbility in 2024 and brings over 15 years of experience leading learning and development functions, working with companies like Samsung, Apple, Amazon, and Verizon to create trainings for global audiences across the Americas, Europe, and Asia. His primary responsibility is overseeing the creation and implementation of eLearning content for IntellectAbility’s Academy.
An Introduction to The
HealthRisk Screening Tool
See how the HRST helps states and agencies to better care for people with IDD.