Comprehensive Program Review September 25, 2015 COOLIDGE HOUSE Comprehensive Program Review September 25, 2015

HIGHLIGHTS Improved FBOP Monitoring Reports Staff training/development: Hamden County, CPR/FA, CPI, EPICS, Certification Program Holiday Party, Job Fair Facility Maintenance/Improvements Community Collaboration (Pine Street Inn, Project Place, Haley House, Span Inc., Whitter St., St. Cecilia’s, Etc.) USPO Collaboration (Ready to Work Presentation, Housing Presentation)  

CHALLENGES Staffing - staff retention ACA PREA Training (On Boarding)

Coolidge House transformed into Frozen for Holiday Party STAFFING Staff Turnover Rates Staff Retention Rates Staff Training Hours Coolidge House transformed into Frozen for Holiday Party

STAFF TURNOVER RATES Last CPR, CH staff turnover was 34.7% compared to SJS at 28.8% Data obtained from HR Turnover and Retention Reports

STAFF RETENTION RATES Last CPR, CH staff retention was 56.3% compared to SJS at 70.3% Data obtained from HR Turnover and Retention Reports

Staff Training Hours A total of 1073.5 training hours over six months; (248% increase from previous CPR) Average of 37 hours per staff over six months or 6.2 per month. Last CPR: a total of 308 training hours over six months; an average of 10.8 hours per staff over six months or 1.8 hours per month. Data obtained from MMRs and HR Training Reports

PROGRAMMING Utilization Successful Completions Completion with: Employment Permanent Housing

Utilization (February 2015 – July 2015) Current utilization 88.1%; last CPR the utilization rate was 81.2%. (This a 6.9% increase) Coolidge House had an average of 105.8 clients; last CPR, an average of 97.4 clients. Data obtained from Monthly Utilization Reports

Program Completion Average of 63% of clients completed with employment. Last CPR = 70.6% (This is a 7.6% decrease) Average of 95.2% of clients completed with housing. Last CPR = 93.1% (This is a 2.1% increase) Average of 80.9% of clients successfully completed the program. Last CPR = 68.6% (This is a 12.3% increase) Average of 19.1% of clients were terminated before completing the program. Last CPR = 31.4% (This is a 12.3% decrease) Data obtained from MMRs

CLIENT RELATED Clinical Hours Walk-Aways Medication

Clinical Hours Total Hours: 6,018.5; last CPR = 4,178.5 (This is a 44% increase) Total Life Skills Hours: 3,335.5; last CPR =2,733 Total Cognitive-Behavioral Hours: 2,683; last CPR = 1,445.5 Average Total Hours per client/over six months = 9.8; last CPR = 8.7 Average Life Skills per client/over six months = 5.4; last CPR = 5.6 Average Cognitive-Behavioral per client/six months = 4.3; last CPR = 3.1 Data obtained from MMRs

MEDICATION INCIDENTS CLIENT WALK-AWAYS 2/15-7/15 3/14-8/14 Coolidge House 4 CLIENT WALK-AWAYS 2/15-7/15 3/14-8/14 Coolidge House 4 10 Client Medication Incidents increased by 400% during this time period compared to the last CPR Client Walkaways decreased by 60% during this time period compared to the last CPR Client Walk-Aways and Medication Incidents data obtained from MMRs

Quality Assurance KEY MMR RESULTS SATISFACTION SURVEYS

KEY MMR RESULTS During this reporting time period: A total of 9 incidents involving contraband were reported; last CPR = 28 (this is a 68% decrease) 100% of staff are certified in First Aid/CPR/AED and Fire Safety; last CPR = 90%. Data obtained from MMRs

CLIENT SATISFACTION SURVEY (July 2015)

CLIENT SATISFACTION SURVEY (July 2015)

CLIENT SATISFACTION SURVEY (July 2015)

CLIENT SATISFACTION SURVEY (July 2015)

LAST CPR ACTION PLAN ISSUE: Utilization Rates (Do you have lower utilization in winter months?) COMMENTS: Review of December 2013 through February 2014 shows a weekly average of 106 total residents with 10 of those on HC. A review of December 2014 through February 2015 shows a weekly average of 121 total residents with 13 of those on HC. ISSUE: Decrease staff turnover COMMENTS: Last CPR, the turnover rate was 34.7 %; This CPR turnover is 38.8% IMPROVEMENTS MADE: New steps are being taken to reduce the turnover – more formal and thorough onboarding & training plans, and, more formal and frequent supervision. Recognizing staff for high job performance. Improving offices/supplies. Increased involvement in trainings and attendance at conferences. ISSUE: Increase number of residents responding to satisfaction survey COMMENTS: Last CPR, March 2014 survey there were 23 respondents IMPROVEMENTS MADE: This CPR, July 2015 survey there were 36 respondents ISSUE: Medication Incidents COMMENTS: Last CPR, there was a difference in how programs records medication incidents on MMR and SQA audit results IMPROVEMENTS MADE: The MMR definitions have been revised

CPR ACTION PLAN (Next 6 months) Proposed Objective Proposed Timeline Reduce Staff Turnover Reassess in 6 months. Complete Facility Upgrades and Improve Site Cleanliness Reassess monthly. Complete Classroom/Computer Lab by November 2015. Increase use of SecurManage File uploads within 6 months. Assess use of SM monthly. Proposed Objective Proposed Timeline