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Comprehensive Program Review September 27, 2013
BROOKE HOUSE Comprehensive Program Review September 27, 2013
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PROGRAM HIGHLIGHTS CHALLENGES Renewed Parole contract
“The Balancing Act” – a 10 week course offered to Brooke House residents First graduation of the Half-way Back Program in August Employment Rates increased from 41% to 55.2% Started a recycling program CHALLENGES Need to increase utilization rates Need to increase employment rates
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STAFFING Staff Turnover Rates Performance Evaluations Staff Training
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TURNOVER RATE (7/1/ /30/2013) Last CPR, the turnover rate for Brooke House was 21.3% (10/01/ /30/2012) Data obtained from HR Turnover Report
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OVERDUE PERFORMANCE EVALUATIONS (January – June 2013)
Month FT PT January February March 3 April May 2 June 4 Average 1.5 Last CPR, average of 3.67 overdue FT performance evaluations (April – September 2012) Data obtained from HR Department & HR Personnel Summary
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STAFF TRAINING (January – June 2013)
Brooke House averaged training hours per month; Averaged 4.13 hours per staff per month. This is a 42% increase from last CPR. Last CPR: Brooke House averaged training hours per month; Brooke House averaged hours per staff member per month Data obtained from MMRs
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PROGRAMMING Utilization Successful Completions Completion with:
Employment Permanent Housing
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UTILIZATION (January – June 2013)
Utilization rate for the above six months was 65.64%; last CPR, the utilization rate = 62.82% This CPR, Brooke House averaged clients for January – June 2013 Last CPR, Brooke House averaged clients for April-September 2012 Data obtained from MMRs
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PROGRAM COMPLETION (January – June 2013)
Average of % of clients completed with employment. Last CPR = 40.89% (This is a 35% increase) Average of 84.19% of clients completed with housing. Last CPR = 91.41% (This is a 8% decrease) Average of 16.6% of client terminated before completing the program; Last CPR =18.92% (This is a 13% decrease) Average of % of clients successfully completed the program. Last CPR = 81.82% (This is a 2% increase) Data obtained from MMRs Data obtained from MMRs
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CLIENT RELATED Clinical Hours Walk-Aways Medication
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CLINICAL HOURS (January – June 2013)
Total Hours: 4,892; last CPR = 3,464 (This is a 41% increase ) Total Life Skills Hours: 3,903; last CPR = 2,645 (This is a 48% increase) Total Cognitive-Behavioral Hours: 989; last CPR =819 (This is a 20% increase ) Average Total Hours per client/month: ; last CPR = 14.14 Average Life Skills Hours per client/month: 15.24; last CPR was 10.8 hours. Average Cognitive-Behavioral Hours per client/month: 3.86; last CPR was 3.34 hours. Data obtained from MMRs
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WALK-AWAYS (January – June 2013)
Month Brooke SCSD DOC Parole Norfolk January February March April May 1 June TOTAL Last CPR, (April – September 2012), 1 walk-away (DOC) Data obtained from MMRs
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MEDICATION INCIDENTS & OCCURRENCES (January – June 2013)
NO MEDICATION INCIDENTS FOR THE ABOVE TIME FRAME Last CPR, 0 medication incidents over that time period (April - September 2012). Data obtained from MMRs
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QUALITY ASSURANCE Key MMR Results
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KEY MMR RESULTS (January – June 2013)
Average of 83.34% of clients successfully completed the program (Increase of 2% from the last CPR) No medication incidents for the above time frame 99.91% negative drug tests 401 community service hours
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CPR ACTION PLAN Employment: examine the employment readiness services approach (Brooke’s approach) in comparison to the direct community contact approach (McGrath’s approach) to improve Brooke’s employment numbers Average of 55.22% of clients completed with employment. Last CPR = 40.89% (This is a 35% increase) Utilization: need to increase DOC Numbers From Jan – June 2013: DOC – 25 new clients; Norfolk = 10 new clients; Parole = 2 new clients; SCSD = 75 new clients Average clients per contract over six months: DOC =13; Norfolk = 2.3; Parole = 1; SCSD = 26.3 House meetings: continue to get house meeting agenda from residents and report on the agenda points Staffing: Bring results of the client satisfaction survey to staff meetings for discussion In-house programming: continued push for in-house programming per SCSD
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