Comprehensive Program Review March 27, 2015

Groups attended by the SL clients such as the sex abusers group, SL group, Health and Wellness group, and Woman’s group. New 40hr position as 30 hours Job Coach and 10 hours Shared Living Assistant. 2

3 Community trip to Faneuil Hall for the Providers Council to hear the candidates for Governor speak

 Job Coach Turnover: Job Coaches are slotted for 30 hours per week /PT and do not receive the same benefits as F/T employees. Job Coaches find it difficult to pay out of pocket for insurance, some are going back to school and need to utilize tuition remission.  Managing Growth: The SL Department has been able to manage growth through the team efforts of Sam, Kellyanne, Kris, Sue and SQA working together to make the Shared Living department successful for the providers and the individuals we serve. 4

Staff Turnover Rates Staff Retention Rates Staff Training 5

 Last CPR, Shared Living Turnover Rate was 0% compared to the 26.7% rate for CSMA Data obtained from HR Department & HR Personnel Summary STAFF TURNOVER RATE 6

 Last CPR, Shared Living Retention Rate was 66.7% compared to the 73.5% rate for CSMA Data obtained from HR Department & HR Personnel Summary STAFF RETENTION RATE 7

8 Data obtained from CS Shared Living and HR E-Learning Report  A total of training hours for the job coaches (this is a 13% decrease from previous CPR); The average training hours per job coach is 4.6 per month or 27.6 over six months.  Last CPR, a total of 290 training hours or 37.8 hours/per job coach over six months.

 Client Count  Site Visits conducted by Staff  Clinical Hours  Community Volunteer Activities 9

 Current average of clients per month is 22.3  Last CPR, an average of 20.3 clients per month. Data obtained from CS Shared Living 10

 A total of 131 site visits conducted; this is a 9% decrease from previous CPR  Last CPR, a total of 143 site visits Data obtained from CS Shared Living 11

 A total of clinical hours provided; 82.5 individual and 156 group clinical hours. (This is a 54% increase from the previous CPR).  Average of 0.6 individual and 1.2 group clinical hours per client each month; total of 1.8 clinical hours per client each month or 10.8 clinical hours over six months (Average of 22.3 clients per month)  Last CPR, a total of hours: individual and 111 group clinical hours. The average clinical hours = 7.8 per client over six months (Average of 20.3 clients). 12 Data obtained from CS Shared Living

Average number of activities per client per month 13 Total Activities Per Month August 2013 – January 2014 August: 120November: 122 September 124December: 125 October: 127January : 128 Data obtained from CS Shared Living Total Activities Per Month August 2014 – January 2015 August: 212November: 212 September 212December: 162 October: 212January : 162  Total of 1,172 community volunteer activities over six months (This is a 57% increase from last CPR)  8.7 activities per client per month; Average of 22.3 clients per month Last CPR: A total of 746 community volunteer activities over six months;  6.1 activities per client per month; Average of 20.3 clients per month

 SQA Audit Results 14

Positives  Average Scores ◦ Confidential Files = 96.4% **Strengths of CS Shared Living  Behavioral Skills/Positive Behavioral Support (PBS) plans were up-to-date and staff had received training on plans.  The Medication Information in the Emergency Fact Sheet section was consistent with the HCSIS Medication List.  The DDS Regional Offices were clearly documented in all files.  CS Shared Living and SQA worked together in July to refine and update the SOPs and review the process on a quarterly basis Areas In Need of Improvement ◦ Financial Records = 84% 15

Items for discussion/monitoring:  One site visit per client/month  Do spot checks of job coaches ( highlight them doing the right things)  Interview clients about staff  Conduct survey with employers  Add Shared Living to the MMRs ◦ draft of CS SL MMR developed and pending final review  Training of providers and provider evaluations  What have we learned from unsuccessful clients/placements 16

Proposed ObjectiveProposed Metric 1. Increasing the number of clients to 28 in FY16 by utilizing the development office to assist in creating brochures and other tools to market to home providers and potential clients. Sept Developing a training schedule that is conducive for the varying schedules of the providers. Sept To streamline processes in shared living to mirror that of the residential programs, specific to training requirements, forms, record keeping, etc. Ongoing 4. To incorporate the shared living department into the CS clusters, it should be seen as a 6 th cluster for most purposes Ongoing 17