Dyann Roth, President & CEO, Inglis

In an interview with Invest:, Dyann Roth, president and CEO of human services and accessible housing nonprofit Inglis, discussed the intersection of policy, workforce, housing, and technology in disability services. “Our job is to get to know each person and find the best ways to support their full lives,” Roth said.

What recent changes have had the biggest impact on Inglis, and what do they indicate about the broader disability services landscape?
Inglis provides long-term care for people who use wheelchairs, along with affordable, accessible housing for people with disabilities and older adults. We also offer assistive technology, employment services, and home modifications. That’s the broader scope of what we do.

A major recent change has been the shift in the federal administration and related legislation, which directly affects state Medicaid budgets. Most of our services are largely or entirely funded through Medicaid, as our clients often rely on it due to the complexity, duration, and financial impact of their disabilities.

This shift has introduced a lot of uncertainty. While we don’t yet know the full impact, we do know Pennsylvania’s Medicaid budget will be impacted. The state is now facing tens of millions in new administrative costs, and although people with disabilities and seniors weren’t explicitly targeted in the legislation, they will feel the effects.

At the start of the new administration, there was a sudden halt to nearly all federal funding, including HUD. That caused chaos, particularly on the housing side. While funding for our home modifications and housing projects has remained stable for now, uncertainty persists.

Technology is also becoming a much more central part of human services. Pennsylvania is working toward becoming a “Tech First” state for programs under the Department of Human Services for people with intellectual and developmental disabilities, autism, and long-term care needs, including those with physical disabilities and seniors. 

Although the “Tech First” approach is still taking shape, it reflects a national shift. The financial strain on systems is pushing innovation. Technology won’t replace caregivers, but it can enhance their role and allow them to focus on personal interaction while improving safety and independence at home.

At Inglis, we see an opportunity to connect aging and disability tech sectors with human services. That kind of collaboration has real potential.

Where are the biggest gaps in care as more people seek services outside of traditional long-term facilities?
The biggest unmet need is affordable, accessible housing, especially housing that is also close to services, supportive services, and transit. There just isn’t enough of it. Pennsylvania is among the oldest states in the United States. In a few years, more residents will be over 65 than under 20. That demographic shift is significant, and the housing supply is far behind. We’re already tens of thousands of units short overall. When you add affordability and accessibility, especially across income levels, the gap widens.

This shortage affects the entire care system. People can’t be discharged from hospitals because nursing homes can’t transition them into the community. That backs up emergency rooms, creating a ripple effect throughout the system.

Inglis has been building low-income housing for people with disabilities for 50 years. But no single organization can solve this alone. That’s why we’re expanding into home modifications, with the goal of helping people remain in their homes longer, safely, and independently.

We’re also partnering with nonprofit and for-profit developers to include more accessible units in new projects. These need to be affordable not just for the lowest-income individuals, but across a range of incomes.

A broader adoption of universal design would be a game changer. Ideally, at least 25% of units would be fully accessible, while the rest use inclusive features that benefit everyone. It adds value, not cost. For landlords, it’s also smart business. Tenants in accessible, affordable housing tend to stay; turnover is low, and communities are more stable.

How is the workforce shortage affecting services, and what strategies are helping Inglis address it?
The healthcare workforce crisis after COVID was severe. While things are improving, not enough people are entering the care field. Hospitals offer higher wages and better benefits, which gives them an advantage. That makes it harder for nonprofits to compete.

At Inglis House, we’ve partnered with our union to create an on-site training center for certified nursing assistants (CNAs), who are critical to long-term care. We’re training staff from other departments, like dining or housekeeping, and helping them move into CNA roles. These team members already know our culture and want to stay with us.

We also support CNAs who are pursuing licensed practical nursing credentials. To support retention, we’ve trained seasoned staff to mentor new CNAs during their first 90 days. These “preceptors” meet regularly with new hires to provide guidance, check in, and ensure a smooth transition.

It’s working. Our first-year turnover rate dropped from 57% to 37%, and it continues to decline.

We’re also reaching out to high schools to introduce younger people to careers in care. It’s about creating a pipeline for the future.

Maintenance technicians remain another high-turnover role. We’re planning to apply what we’ve learned from our CNA program to that space. By partnering with technical schools, we hope to attract skilled workers, help them understand our mission, and build long-term relationships.

What technologies show the most promise for increasing independence, and what’s limiting broader adoption?
Some of the most promising assistive technologies are smart home tools that let individuals control their environment through voice commands or custom input devices. These systems manage everyday tasks like turning on lights, checking the door, or adjusting temperature, giving people more privacy and independence. Caregivers can then focus on tasks that require a human touch, like dressing or transferring.

Remote support is another growing solution, especially for people with intellectual disabilities and autism. It uses sensors tailored to a person’s routine and needs. Trained professionals monitor alerts, ensuring 24/7 care is available without someone always being in the home.

There’s also a telehealth model that offers on-demand access to doctors trained in developmental disabilities. They provide quick triage to help avoid unnecessary ER visits, which lowers costs, reduces trauma, and lightens the load on hospitals.

In aging tech, sensors are now integrated into items like lamps to monitor behaviors that can lead to falls. For example, frequent nighttime movements might suggest a urinary tract infection. These devices use machine learning to understand normal patterns and flag changes to a designated care team, which might include family or healthcare providers.

The biggest barriers to adoption are mindset and cost. Years ago, I was skeptical myself. But a person with a disability challenged that view by asking why they should have someone physically watching them when a sensor could do the job more privately. Today’s technologies are moving away from video and toward more respectful, non-invasive solutions.

Cost remains a hurdle. Some insurers see the value in tech that reduces the need for in-person hours, but others are reluctant to fund tools they see as duplicating basic tasks. What’s needed is clearer data on both the quality-of-life improvements and the long-term savings.

The field must make that data more available to insurers, tech companies, and providers to encourage wider use. At Inglis, we believe every person we serve is a complete, unique individual. Our job is to get to know each person and find the best ways to support their full lives.

What are your top priorities for Inglis over the next three to five years?

Expanding access to affordable, accessible housing across Pennsylvania is a key goal. Though Inglis is a relatively small organization, we’re committed to growing our reach beyond Philadelphia and into more parts of the state.

We’re also focused on strengthening partnerships between tech companies, insurers, and service providers. Technology must be seen as a central part of supporting independence, not an optional add-on.

Housing and employment remain core priorities. We’re enhancing our navigation services and employment support so people can live and work where they choose.

Inglis is also deeply aligned with Mayor Cherelle Parker’s vision of creating 30,000 new housing units in Philadelphia. We are also eagerly awaiting the release of the Governor’s housing action plan for Pennsylvania. We currently operate about 400 affordable housing units in the region, many of which need preservation. Updating these communities is a top priority, alongside our involvement in new development.

We’re actively working to make accessibility a standard in all housing projects. It should be built in from the beginning, not added later. We’re committed to partnering with others who share this goal to ensure accessibility is prioritized across state and local housing initiatives.