These promising practices emphasize a culture of community participation, creativity, and continuous quality improvement within provider organizations. It is important for providers to have clear and consistent goals that reflect the organization’s mission, focus on customer engagement, and measure their performance to determine the impact of their efforts.
At the beginning of the transformation process, Penn-Mar recognized the importance of robust strategic planning to understand what the organization needed to do differently to transform. Therefore, Penn-Mar created the 2020 Strategic Plan, a 5-year plan to help focus the organization, and to strategize about how to achieve their objectives. The 2020 Strategic Plan outlines Penn-Mar’s goal to close its
Leadership at Work Inc., a provider in the Boston area, thought about the holistic approach to providing individual supports even before their agency’s transformation began. Work Inc. designed its community liaisons program to have three components: volunteerism, with the intention of identifying employment opportunities and contributing to the community; recreation, “because everyone wants to have fun”; and instruction, with a focus on skill-building and identifying interests and talents. In designing and implementing the program, Work Inc.
Over the past 15 years there have been substantial changes in the delivery and funding of day and employment services for individuals with disabilities. Most notably, the introduction of supported employment has led to a dramatic increase in the number of individuals with severe disabilities in integrated community employment. Despite these promising changes, the implementation of supported employment has not resulted in a transfer of resources and services from facilities to integrated employment.
This brief provides a look the relationship-based staffing practices at Avenues Supported Living Services of Valencia, CA. The key to Avenues’ success is a staffing approach that is grounded in client relationships. The agency limits staff hours to two shifts per week with the same individual. This is done to facilitate client-staff matching and relationship building, but also to prevent potential burnout and frustration by ensuring both the clients they support and their staff have variety in their schedules.
Headquartered in a small rural town in northern Maine, Katahdin Friends, Inc. (KFI) provides community employment and life engagement supports, as well as home supports, to individuals with intellectual and developmental disabilities (IDD). A flexible approach to staffing and support scheduling helps KFI ensure customized daily support schedules that meet individual goals. This approach also allows individuals to interact with a variety of direct support professionals, which is important for having a more engaged and meaningful life in the community.
Katahdin Friends, Inc. (KFI), headquartered in the small rural community of Millinocket, Maine, has been a service provider in this community and surrounding regions for the last 54 years. After providing segregated services for its first 20 years, KFI became an early adopter of supported employment.
New England Business Associates (NEBA), a community rehabilitation provider (CRP) in Springfield, Massachusetts, provides individualized employment services to local youth and adults with intellectual and developmental disabilities. This organization sets itself apart from other employment providers in many ways, from its appearance, to the attitudes of its staff, to the manner in which it provides services.
Work Inc. is a medium-sized CRP in Massachusetts that has served people with IDD for the last 32 years. Over the last 15 years, since Work Inc. began tracking employment services data, its approach to employment supports in the community has evolved. The agency’s data- tracking methods have both guided and developed alongside this change process.