Comprehensive Program Review October 30, 2015 McGRATH HOUSE Comprehensive Program Review October 30, 2015

PROGRAM HIGHLIGHTS Community Engagement FBOP Monitoring Success Northampton Community Garden MA Representatives visit McGrath Expanded use of Community-Based Programming (in-house and referral based) FBOP Monitoring Success Over this reporting period, the FBOP has conducted 2 Interim Monitorings; McGrath received 0 deficiencies during both of these visits and an accumulated total of 5 strengths. Areas of strength Parents Support Group Community Relations (South End Collaboration and MA House of Representatives Informational) Resident Clothing/Assisting Indigent Residents Accountability (urine surveillance) Community Relations (Community Garden) Resident Satisfaction - Resident Satisfaction Survey Results & Recent Letters Received by Former/Releasing Residents.

Northampton Community Garden

Resident Thank You Letters consumer

Resident Thank You Letters consumer consumer consumer consumer

CHALLENGES Staffing - Due to utilization/revenue constraints last fiscal year, McGrath House's Assistant Director position was taken out of the budget for FY16; these job responsibilities had to be reassigned. Further, now the Case Manager and Intake/Release Coordinator positions have greater amounts of shifts as 2nd staff in the building, assuming direct care responsibilities during these shifts. Vacancies - just over a month ago, McGrath had 2 FT PM Vacancies and 2 PT Vacancies. This is a quarter of the McGrath House staff. Even with these vacancies, McGrath was able to attend the FBOP Contractor's Conference, SecurManage Conference, and honored all requested vacation requests.

STAFFING Staff Turnover Rates Staff Retention Rates Staff Training Hours

Staff Turnover Rate (September 2014 – August 2015) Last CPR, the staff turnover rate for McGrath was 38.9% (July 2013 – June 2014) Data obtained from HR Retention & Turnover Report

Staff Retention Rate (September 2014 – August 2015) Last CPR, the staff retention rate for McGrath was 53.3% (July 2013 – June 2014) Data obtained from HR Retention & Turnover Report

Staff Training Hours (March 2015 – August 2015) McGrath had a total of 183.5 training hours McGrath averaged 2.68 hours per staff member per month; averaged 16.1 hours per staff /over six months Last CPR, a total of 466 training hours; average of 6.81 hours per staff member per month or 40.87 hours per staff /over six months per month (January 2015 – June 2014) Data obtained from MMRs & E Learning Data obtained from MMRs

PROGRAMMING Utilization Successful Completions Completion with: - Employment - Permanent Housing

UTILIZATION (March 2015 – August 2015) This CPR, McGrath House had an average of 14.3 clients for the above six months Current utilization rate for the above six months is 47.78% (based on a capacity of 30 clients) and utilization rate of 59.72% (based on “total number of contracted” beds of 24 clients) Last CPR, McGrath House had an average of 18.3 clients (January 2014 – June 2014); utilization rate = 61.1% (based on a capacity of 30 clients) and utilization rate of 76.4% (based on “total number of contracted” beds of 24 clients) Data obtained from MMRs

PROGRAM COMPLETION (March 2015 – August 2015) Average of 83.3% of clients completed with employment. Last CPR 31.8% completed with employment. Average of 96.7% of clients completed with housing. (This is a 24.3% increase from last CPR = 72.4% completed with housing.) Average of 12% of clients were terminated before completing the program. Last CPR 20.3% clients terminated. Average of 65.4% of clients successfully completed the program. (This is a 14.3% decrease from last CPR) Last CPR, 79.7% successfully completed the program. Data obtained from MMRs

CLIENT RELATED Clinical Hours Walk-Aways Medication

CLINICAL HOURS (March 2015 – August 2015) Total Hours: 626 hours; last CPR, a total 1,228 hours. (49% decrease from last CPR) Total Life Skills Hours: 225 hours; last CPR = 725 hours. Total Cognitive-Behavioral Hours: 401 hours; last CPR = 503 hours. Average Total Hours per client/month: 7.28 hours; last CPR was 11.06 hours. Average Life Skills Hours per client/month: 2.61 hours; last CPR was 6.53 hours. Average Cognitive-Behavioral Hours per client/month: 4.66 hours; last CPR was 4.53 hours. Data obtained from MMRs

McGrath Walk-Aways Month McGrath SCSD McGrath FBOP McGrath Parole March April May June July August 1 TOTAL Last CPR, McGrath had one walk-away (FBOP) Data obtained from MMRs

MEDICATION INCIDENTS & OCCURRENCES (March – August 2015) Average of 0 medication incidents and occurrences per client/month Total of 0 medication incidents and occurrences (March – August 2015) Last CPR, average of 0 medication incidents and occurrences per client/month Total of 0 medication incidents and occurrences (January – June 2014) Data obtained from MMRs

QUALITY ASSURANCE Key MMR Results Satisfaction Surveys

KEY MMR RESULTS 97.2% negative client drug tests; last CPR = 99.6% 56 site visits by outside regulators/funders; last CPR = 49 5 Incidents involving contraband : (5 = FBOP; 0 = Parole; 0 = SCSD) Last CPR = 29 incidents involving contraband: (9 = FBOP; 0 = Parole; 20 = SCSD) 30 community service hours; last CPR = 95 3 written commendations resulting from site visits by outside regulators/funders; last CPR = 1 Data obtained from MMRs

CLIENT SATISFACTION SURVEY July 2015

CLIENT SATISFACTION SURVEY - CONTINUED

CLIENT SATISFACTION SURVEY - CONTINUED

CLIENT SATISFACTION SURVEY - CONTINUED

LAST CPR ACTION PLAN ISSUE: Improve the employment and housing completion rates COMMENTS: Last CPR, average of 31.8% of clients completed with employment; average of 72.4% of clients completed with housing. IMPROVEMENTS MADE: Current CPR, average of 83.3% of clients completed with employment; average of 96.7% of clients completed with housing ISSUE: Reduce Overdue Performance Evaluations COMMENTS: Last CPR, there were 6 overdue performance evaluations IMPROVEMENTS MADE: Current Overdue Performance Evaluations = 2; These evaluations have been drafted but due to a staff investigation/termination, these two had to be postponed (both overnight staff members. The staffing arrangement has changed so that the Director is the only supervisor now at McGrath. He will continue to utilize Michael Pinto’s monthly reports to schedule and complete annual evaluations.

CPR ACTION PLAN (Next 6 months) Proposed Objective Proposed Timeline “Paperless” Case Files October 2015 – November 2015 Gender-Responsive Strategies October 2015 – February 2016 PREA Audit December 2015 Updates to Program Monitor Manual December 2015 – February 2016