HORIZON HOUSE Comprehensive Program Review October 31,

 Maintenance of a successful operation  Overcoming staffing issues Best Practice  Employing a second Case Manager to work with those residents displaying mental health, adjustment, or disciplinary issues HIGHLIGHTS 2

 Integration of our new position (Community Case Manager) into the operational format of the program  Accommodating growth 3

STAFFING Staff Turnover Rates Staff Retention Rates Staff Training Hours 4 Emerging Leaders Graduation Photo

STAFF TURNOVER RATES 5 Data obtained from HR Turnover and Retention Reports  Last CPR, HH staff turnover was 21.7% compared to SJS at 38.3%

STAFF RETENTION RATES 6 Data obtained from HR Turnover and Retention Reports  Last CPR, HH staff retention was 60% compared to SJS at 56.6%

Data obtained from MMRs and HR Training Reports  Total of 467 training hours over six months; an average of 30.1 hours per staff/over six months or 5.02 hours per month/per staff. (This is a 38% increase in training hours from previous CPR)  Last CPR, average of 21.7 hours per staff/over six months or 3.6 trainings hours per month; a total of training hours over six months 7

PROGRAMMING Utilization Successful Completions Completion with: o Employment o Permanent Housing 8

 Current utilization rate is 108.7% (This is a 1.3% increase from previous CPR). Last CPR the utilization rate was 107.3%.  Horizon House had an average of 34.7 clients; last CPR, an average of 34.3 clients Data obtained from Monthly Utilization Reports 9

 Average of 95.1% of clients completed with employment. (This is a 16% increase from previous CPR). Last CPR 81.8% completed with employment.  Average of 98.9 of clients completed with housing. Last CPR 97.8% completed with housing.  Average of 89% of clients successfully completed the program. (This is a 7.1% decrease from previous CPR). Last CPR = 95.9%  Average of 11% of clients were terminated before completing the program; last CPR = 4.1% Data obtained from MMRs 10

CLIENT RELATED Clinical Hours Walk-Aways Medication 11

 Average Total Clinical Hours per client/per month: 8.6; last CPR, the average clinical hours was 7.4 per client/per month  Average Life Skills Hours per client/per month: 2.4; last CPR = 1.9  Average Cognitive-Behavioral Hours per client/per month: 6.1; last CPR = 5.4  Total Hours: 1,790; last CPR = 1,504 (This is a 19% increase)  Total Life Skills Hours: 510; last CPR = 400  Total Cognitive-Behavioral Hours: 1,280; last CPR = 1,104 Data obtained from MMRs 12

CLIENT WALK-AWAYS 3/14 - 8/14 7/13 -12/13 Horizon House12 MEDICATION INCIDENTS 3/14 – 8/147/ /13 Horizon House316  Total of 3 medication incidents ( this is a 81% decrease from last CPR).  Last CPR, a total of 16 Medication Incidents, resulting from miscounts - discovered during internal audits of medication system.  Client Walk-Aways = decrease of 50% from last CPR. Data obtained from MMRs 13

QUALITY ASSURANCE KEY MMR RESULTS SATISFACTION SURVEYS 14

KEY MMR RESULTS 98.9% of the clients completed the program with permanent housing; last CPR = 97.8% 89.7% of client discharge plans were developed with family involvement; last CPR = 95.4% 95.1% of the clients completed the program with employment; last CPR = 81.8% A total of 7 incidents involving contraband were reported ; last CPR = 3 100% of staff are certified in First Aid/CPR/AED; last CPR = 100% Data obtained from MMRs 15

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ISSUE: Reduce Number of Medication Incidents COMMENTS: Last CPR, a total of 16 Medication Incidents, resulting from miscounts - discovered during internal audits of medication system. IMPROVEMENTS MADE: Current CPR, total of 3 medication incidents (this is a 81% decrease from last CPR). MONITOR PROGRESS: Location – integration of video conferences/trainings to help foster sense of belonging 20