2. Comprehensive Program Review May 30, 2014 1

3. Highlights:  Program renovations were completed – expanded bed space to 45  Achieved ACA Re-Accreditation: 99.4%  FBOP Monitoring Results Best Practice/Promising Practice:  Staff Retention – keep staff engaged, valued, staff is invested in program  Utilization of SecurManage  Relationship with NH-USPO 2

4. Challenges  Transition Process for new SOW  Developing PREA procedures  Developing ongoing Accreditation record keeping process 3

5. STAFFING Staff Turnover Rates Staff Retention Rates Overdue Performance Evaluations Staff Training Hours 4

6.  Last CPR (December 2012 – May 2013), the turnover rate was 24.1% compared to 31.3% for SJS Data obtained from HR Retention & Turnover Report 5

7.  The 6/2013 Retention Rate Data for SJS and CRJ Overall = Not Available (N/A) Data obtained from HR Retention & Turnover Report 6

8. Data obtained from HR Personnel Summary As of March 30, 2014, there were 2 FTE performance evaluations that were late. The 2 evaluations in question were due at the end of March. They were submitted to HR within the first week of April. Last CPR:  At the end of May, 2013; there were 2 FTE performance evaluations overdue. 7

9. Data obtained from MMRs and HR Training Reports Last CPR: (December 2012 – May 2013)  Total of 807 training hours  Average of 134.5 training hours per month  Average of 7.91 hours per staff member per month or 47.4 hours over six months 8 Current CPR: (October 2013 – March 2014)  Total of 391 training hours  Average of 65 training hours per month  Average of 3.6 hours per staff member per month or 21.48 over six months; 54% decrease from last CPR  ACA occurred in Dec 2013; major thrust of training completed prior to accreditation

10. PROGRAMMING  Utilization  Program Completions with:  Employment  Permanent Housing 9

11.  The current utilization rate is 95.1% (this is a 2.6% increase); Hampshire House had an average of 30.4 clients.  Last CPR: Utilization rate was 92.7%; an average of 29.6 clients Data obtained from MMRs & Utilization Report 10

12.  Average of 75% of clients successfully completed the program. Last CPR: 76.7%  Average 53.6% of clients completed with employment. Last CPR: 61%  Average of 100% of clients completed with housing. Last CPR: 97.6%  Average of 25% of clients were terminated before completing the program. Last CPR: 23% Data obtained from MMRs 11

13. CLIENT RELATED  Clinical Hours  Walk-Aways  Medication 12

14.  Average Total Hours per client/month: 8.5: Last CPR =9.3  Average Life Skills Hours per client/month: 1.5: Last CPR = 0.9 hours.  Average Cognitive-Behavioral Hours per client/month: 7: Last CPR = 8.4 hours.  Total Hours = 1,644: Last CPR = 1,793 (This is a 8% decrease)  Total Life Skills Hours= 289.5: Last CPR = 172  Total Cognitive-Behavioral Hours: 1354.5: Last CPR = 1,621 Data obtained from MMRs 13

15. MonthNumber of Walk-Aways October 0 November 1 December 0 January 1 February 0 March 0 TOTAL 2 Data obtained from MMRs  Last CPR (December 2012 – May 2013), 0 walk-aways 14

16.  Total of 0 medication incidents and occurrences (200% Decrease)  Last CPR (December 2012 – May 2013), 2 medication incidents Data obtained from MMRs 15

17. QUALITY ASSURANCE Key MMR Results Satisfaction Surveys 16

18.  100% of clients successfully completing the program were reunited with their family  100% of clients successfully completing the program had permanent housing; last CPR = 97.6%  100% of clients successfully completed the program with a full discharge plan  100% of discharge plans developed with family involvement  Average of 97.9% negative drug tests; last CPR = 99.61%  Zero written deficiencies from outside funders 17

19. CLIENT SATISFACTION SURVEY March 2014 18

20. CLIENT SATISFACTION SURVEY March 2014 19

21. CLIENT SATISFACTION SURVEY March 2014 20

22. CLIENT SATISFACTION SURVEY March 2014 21

23. Library – make sure that Paul Swindlehurst receives a copy of all the donors Discuss Transitional Housing at Think Tank meeting – what is the feasibility of utilizing the apartment building’ next to Hampshire House as a possible transitional housing program; Revisit the existing SJS Client Satisfaction Survey – Ensuring that a minimum of 60% of clients take the survey (August CPR – only 33% had responded) – (March 2014 survey = 21/32 or 66% responded) Keep an Eye On: Wellness - Hampshire currently working with HCH on diabetes and smoking cessation classes for clients – Need to improve tracking of wellness trainings Renovations/Expansion of Hampshire House – Impact on programming – yes or no? – Utilization – concern about keeping HH full after expansion is completed 22